The guide for the Project Management Knowledge Group (PMBOK Guide) is generally recognized as the standard for project management methodologies and practices. Project managers regularly use PMBOK® as a reference to accepted tools, knowledge and processes to ensure the successful completion of a wide range of projects. PMBOK is also an industry standard whose mandates must learn and have functional knowledge in preparing Project Management Professional (PMP) certificates and certified project management partners (CAPM). Since its inception, PMBOK has undergone several changes, the last of which is the fourth edition. Although much of the content is the same as in the third edition, there are some significant changes in terms of clarity and improvement.
The fourth edition of the PMBOK reflects a focused effort to provide greater clarity in various aspects of project management practice, while reducing ambiguity and redundancy. There are several areas where this is obvious. First, in order to remain consistent, all processes are now annotated in the noun verb format (i.e. E. “Define Actions”, “Schedule Schedule”, “Plan Quality”, “Check Scale”, etc.). In such a dynamic discipline as project management, it is necessary to maintain the highest possible level of consistency and simplicity. Adding to its simplicity, the fourth edition also grouped corrective actions, preventive actions, repair of defects, and requested changes under the heading “Change Request”. The purpose of this is to ensure that these change requests are visible, making it easier to understand project management processes.
For a project manager, it is important to have a complete understanding of the processes involved in successful project management. To help with this, the fourth edition of PMBOK focused more on clarifying the interaction of processes. By more clearly explaining the process input and output data using the new PMBOK data flow diagrams that replace process flow diagrams, as well as the relationship between these processes, the project manager will better understand how to use these tools for his or her benefit.
Another important clarification is the distinction between a project management plan and various project documents that a project manager can use to help manage a project. An example of this is that the change log previously may have been mistakenly grouped into a project management plan. PMBOK® now makes it clear that, although change management is an important part of a project management plan, a change log is a project document and should not be included in a formal project plan.
Additional clarifications were made in PMBOK®, defining more clearly what content is required for the project charter and scope report. Previously, these documents may have shared some common features, as there was no clear distinction between the required content. As projects are gradually developed or become more specific as they move forward, what is annotated in the statute will evolve and become apparent in the statement of the scope of the project. This progressive participation is an important part of project management, and PMBOK has succeeded in taking this into account by clearing the clearer boundaries between these two documents.
Perhaps the most significant difference between the 3rd and 4th editions of the PMBOK is the addition, consolidation and deletion of several processes. In the 4th edition, the processes for developing the Preliminary Summary (areas of knowledge in project management) and areas of plan (areas of knowledge in the area of project management) were deleted. Added processes include requirements gathering (knowledge of the scope of the project) and identification of stakeholders (knowledge of project management). In the field of project procurement management knowledge, six processes were combined into four. These process changes are bold changes between the 3rd and 4th editions of the PMBOK. However, by renaming processes in verb-noun format, deleting unnecessary or unnecessary data, adding where necessary, and merging others, the fourth edition of the PMBOK represents a significant improvement and one more step in the right direction of project management.
Another improvement added to the fourth edition of the PMBOK is Appendix G, which contains a list and discussion of the interpersonal skills needed for successful project management. Although it can be argued that it is possible to learn these skills through training and practice or wherever you are born, more skillfully possessing these mental abilities, it is clear that they are necessary for effective project management and the project team. Their inclusion in the PMBOK is an improvement, as they indicate areas in which project managers need to maintain their attention when interacting with their project teams and stakeholders.
Although the release of the 4th edition of PMBOK was a step in the right direction for project management, it was also part of a larger picture, and not the only book of PMI standards. In parallel with the PMBOK, the fourth edition of PMI released the “Standard for program management” of the 2nd edition; Portfolio Management Standard 2nd Edition; and Organizational Project Management Maturity Model (OPM3) 2nd Edition. The release of these four standards is an attempt to link methodologies between these different levels of project and program management clearly, consistently and comprehensively. These standards for basic project management, program and portfolio management, and organizational project management, as well as consistent language, terminology, and practice, provide an umbrella whereby project management practitioners can work with awareness, clarity, and confidence.
In addition to the professional content contained in the PMBOK, there are some other characteristics of the book worthy of discussion. First, the book preserves the quality of reading and understanding. The fonts and graphics used in the book are clearly visible, and it will be easy for the reader to follow. In addition, data flow diagrams at the beginning of each chapter of the knowledge area are much easier to track and understand than the 3rd edition of the process diagrams.
Another nice character is the reader's ability to take notes in the margins, which provide a very adequate space. One of the characteristics that should be improved is the soft PMBOK cover. Since the cost of the book is $ 65.95 through PMI (or $ 49.50 for PMI members), paperback is hardly suitable for protecting such an investment and valuable reference tool. Some simple online research also found that the book can be purchased for $ 41.55 through Amazon.com with free shipping. This is by far the most affordable price found on the Internet, although sometimes you can buy it last year or from a used bookstore for less.
One of the reasons for the rapid growth of the project management profession is the degree of development of practice and methodologies. The changes in the fourth edition of PMBOK® represent the efforts made by its governing body PMI to remain active in a continuous process of development and improvement. The effectiveness of effective project management has been implemented in all industries and market segments. By including feedback from its practitioners in this cycle of improvements, the project management industry will continue to evolve efficiently through improved standards, tools, and practices.
