A Guide to the Project Management Body of Knowledge (PMBOK Guide), Seventh Edition and The Standard for Project Management
By Project Management Institute
Table of Contents:
The Standard For Project Management
1 INTRODUCTION………………………………………………………………………..3
1.1 Purpose of The Standard for Project Management………………….3
1.2 Key Terms and Concepts…………………………………………………….4
1.3 Audience for this Standard………………………………………………….5
2 A SYSTEM FOR VALUE DELIVERY………………………………………………..7
2.1 Creating Value…………………………………………………………………..7
2.1.1 Value Delivery Components………………………………………..8
2.1.2 Information Flow…………………………………………………….11
2.2 Organizational Governance Systems…………………………………..12
2.3 Functions Associated with Projects…………………………………….12
2.3.1 Provide Oversight and Coordination…………………………..13
2.3.2 Present Objectives and Feedback………………………………13
2.3.3 Facilitate and Support……………………………………………..14
2.3.4 Perform Work and Contribute Insights……………………….14
2.3.5 Apply Expertise………………………………………………………15
2.3.6 Provide Business Direction and Insight……………………….15
2.3.7 Provide Resources and Direction……………………………….15
2.3.8 Maintain Governance……………………………………………….16
2.4 The Project Environment…………………………………………………..16
2.4.1 Internal Environment……………………………………………….16
2.4.2 External Environment………………………………………………18
2.5 Product Management Considerations………………………………….18
3 PROJECT MANAGEMENT PRINCIPLES………………………………………..21
3.1 Be a Diligent, Respectful, and Caring Steward…………………….24
3.2 Create a Collaborative Project Team Environment……………….28
3.3 Effectively Engage with Stakeholders……………………………….31
3.4 Focus on Value………………………………………………………………34
3.5 Recognize, Evaluate, and Respond to System Interactions……37
3.6 Demonstrate Leadership Behaviors…………………………………..40
3.7 Tailor Based on Context…………………………………………………..44
3.8 Build Quality into Processes and Deliverables…………………….47
3.9 Navigate Complexity………………………………………………………50
3.10 Optimize Risk Responses…………………………………………………53
3.11 Embrace Adaptability and Resiliency…………………………………55
3.12 Enable Change to Achieve the Envisioned Future State……….58
References……………………………………………………………………………60
INDEX……………………………………………………………………………………….61
Preface:
Each time work begins on a new edition of The Standard for Project Management and the PMBOK® Guide, there is an opportunity to consider global perspectives on changes in project management and the approaches used for realizing benefits and value from project outputs. In the time between every edition, a world of change has occurred. Some organizations have ceased to exist, and new organizations have emerged. Older technologies have reached end of life while technologies offering completely new capabilities have evolved. People who continue in the workforce have advanced their thinking, skills, and capabilities as new entrants focus on quickly understanding their professional language, building their skills, developing their business acumen, and contributing to the objectives of their employers.
Even in the midst of such changes, though, there are fundamental concepts and constructs that remain in place. The understanding that collective thinking produces more holistic solutions than the thoughts of one individual continues. And the fact that organizations use projects as a vehicle for delivering a unique result or output endures.
CUSTOMER- AND END-USER-CENTERED DESIGN:
While the Sixth Edition of the PMBOK® Guide was under development and throughout development of this Seventh Edition, PMI has actively engaged with a broad range of global stakeholders on their experiences with using The Standard for Project Management and the PMBOK® Guide. These engagements have included:
▶ Online surveys to representative samples of PMI stakeholders;
▶ Focus groups with PMO leaders, project managers, agile practitioners, project team
members, and educators and trainers; and
▶ Interactive workshops with practitioners at various PMI events around the globe.
The feedback and inputs collectively emphasized four key points:
▶ Maintain and enhance the credibility and relevance of the PMBOK® Guide.
▶ Improve the readability and usefulness of the PMBOK® Guide while avoiding overstuffing
it with new content.
▶ Sense stakeholder information and content needs and provide vetted supplemental
content supporting practical application.
▶ Recognize that there is continued value for some stakeholders in the structure and content
of previous editions so that any shifts enhance without negating that value.
Sustaining The Relevance Of The Pmbok® Guide:
Since its inception as the Project Management Body of Knowledge (PMBOK) in 1987, A Guide to the Project Management Body of Knowledge (PMBOK® Guide) has evolved while recognizing that fundamental elements of project management endure. Its evolution has not just involved an increase in the page count, it has also involved significant and substantive changes in the nature of the content. A sampling of some of those key changes is reflected in the following table: