pmbok 4 vs 5 difference

7/29/2019 pmbok 4 vs 5 difference

1/84

Knowledge Areas

Project Integration Management

Process

Inputs

Techniques

Outputs

Process

Techniques

Inputs


2/84

Process

Project Scope Management Outputs

Inputs

Techniques


3/84

Process

Project Time Management Outputs

Techniques

Inputs

Process

OutputsProject Cost Management


4/84

Project Quality Management Outputs

Inputs

Techniques

Process

Inputs


5/84

Project Human Resource

Management Outputs

Techniques

Project Communications

Management

Process

Techniques

Inputs

Outputs

Process


6/84

Project Risk Management

Inputs

Techniques

Outputs

Process

Inputs


7/84

Project Procurement Management Outputs

Techniques

Project Stakeholder Management

Process

Inputs

Techniques

Outputs


8/84

Initiating

Business case

Enterprise environmental factors

Organizational process assets

Agreement

Contract

Facilitation techniques

4.1 Develop Project Charter

Project statement of work

Expert judgment

Project charter


9/84


10/84


11/84


12/84


13/84


14/84

13.1 Identify Stakeholders

10.1 Identify Stakeholders

Procurement documents



Stakeholder analysis

Expert judgment

Meetings

Stakeholder management strategy

Project charter

Stakeholder register


15/84

Project charter



Meetings

5.1 Plan Scope Management

Expert judgment

Project management plan


16/84

Requirements management plan

6.1 Plan Schedule Management

Project charter



Analytical techniques

Meetings

Scope management plan


Expert judgment


17/84

7.1 Plan Cost Management

Project charter




Meetings

Schedule management plan

Expert judgment


Cost management plan


18/84


19/84

11.1 Plan Risk Management



20/84



Project charter


Project scope statement

Cost management planSchedule management plan

Communications management plan

Expert judgment

Meetings

Planning meetings and analysis


Risk management plan


21/84


22/84




Stakeholder management plan

Focus groups

Faciliated workshops

Group creativity techniques

Group decision-making techniquesQuestionnaires and surveys

Observations

Prototypes

Benchmarking

Context diagrams

Document analysis

5.2 Collect Requirements

Interviews

Project charter


23/84

Requirements traceability matrix


6.2 Define Activities




Rolling wave planning

Expert judgment

Templates

Requirements documentation

Scope baseline

Decomposition


24/84

Activity attributes

Milestone list

7.2 Estimate Costs

Project schedule

Risk register




Human resource management plan

Expert judgment

Analagous estimating

Parametric estimating

Bottom-up estimating

Three-point estimating

Reserve analysis

Cost of quality

Vendor bid analysis

Project management software

Group decision-making techniques

Project management estimating software

Basis of estimates

Activity list

Scope baseline

Activity cost estimates

Project documents updates


25/84


26/84




Quality management plan

Scope baseline

11.2 Identify Risks


27/84


Activity duration estimates


Project documents


Organizational process assetsHuman resource management plan


Information gathering techniques

Checklist analysis

Assumptions analysis

Diagramming techniques

SWOT analysis

Expert judgment

Documentation reviews

Risk register


28/84


29/84




Product analysis

Faciliated workshops

Alternatives generation

Alternatives identification

Planning

4.2 Develop Project Management Plan

Project charter

Expert judgment

Faciliation techniques



Outputs from other processes

Outputs from planning processes


5.3 Define Scope

Expert judgment

Project charter


30/84


6.3 Sequence Activities

Activity attributes

Milestone list





Dependency determination

Leads and lags

Applying leads and lags

Schedule network templates


Activity list

Precedence diagramming method (PDM)


31/84


Project schedule network diagrams

8.1 Plan Quality Management

8.1 Plan Quality


Risk register




32/84

MeetingsAdditional quality planning tools

Proprietary quality management methodologies

Quality management plan


Scope baseline


Control charts

Flowcharting

Design of experiments

Statistical sampling

Benchmarking

Schedule baseline

Cost performance baseline

Seven basic quality tools

Quality checklists

Cost-benefit analysis

Process improvement plan

Quality metrics


Cost of quality

9.1 Plan Human Resource Management

9.1 Develop Human Resource Plan

Activity resource requirements




Organization charts and position descriptions


33/84


Human resource plan

Networking

Organization theory

Expert judgment

Meetings

10.1 Plan Communications Management

Communications requirements analysis

10.2 Plan Communications





Stakeholder management strategy

Communication technologyCommunication models

Communication methods

Meetings


Communications management plan

11.3 Perform Qualitative Risk Analysis


34/84

Risk register


Scope baselineEnterprise environmental factors


Probability and impact matrix

Risk data quality assessment

Risk categorization

Risk urgency assessment

Expert judgment

Risk register updates


Risk probability and impact assessment


12.1 Plan Procurement Management

12.1 Plan Procurements





Risk register

Project schedule



Risk-related contract decisions



Make-or-buy analysis

Expert judgment

Market research


35/84

Procurement management plan


Meetings

Contract types

Procurement statement of work


Change requests

Source selection criteriaMake-or-buy decisions



13.2 Plan Stakeholder Management



Expert judgment

Meetings



Stakeholder management plan


36/84

5.4 Create WBS

Project scope statem

Decomposition

Expert judgment

Requirements documen

Organizational process

Scope management

Enterprise environmenta


37/84

6.4 Estimate Activity Resources

Activity attributes

Resource calendars




Risk register


Alternative analysis

Published estimating data

Bottom-up estimating

Project management software

Project documents up

WBS

WBS dictionary

Scope baseline

Activity list

Expert judgment


38/84

Resource breakdown structure

Project document updates


Scope baseline


Project schedule

Resource calendars



7.3 Determine Budget

Basis of estimates

Cost aggregation

Risk register

Agreements

Contracts

Reserve analysis

Expert judgment

Historical relationships

Project funding requirements


Cost baseline

Funding limit reconciliation



39/84


40/84

11.4 Perform Quantitative Risk Analysis


41/84



Risk registerOrganizational process assets


Quantitative risk analysis and modeling techniques

Expert judgment



Data gathering and representation techniques



42/84


43/84

Project Management Process Groups

nt

ation

ssets

lan

l factors


44/84

6.5 Estimate Activity Durations 6.6 Develop Schedule

Activity list

Activity attributes

Project schedule network

diagrams

Activity resource

requirements

Activity attributes Resource calendars

Activity resource requirements Activity duration estimatesResource calendars Project scope statement


Enterprise environmental

factors


factors Organizational process assets

Organization process assets Schedule management plan

Schedule management plan Risk register

Risk register Project staff assignments

Resource breakdown

structure

Resource breakdown

structureSchedule network analysis

Critical path method

Critical chain method

Schedule compression

Scheduling tool

Resource optimization

techniques

Analogous estimating Modeling techniques

Parametric estimating Leads and lags

Three-point estimating Resource leveling

Reserve analysis What-if scenario analysisGroup decision-making

techniques Applying leads and lags

Project schedule

Schedule data

ates

Activity list

Expert judgment

Schedule baseline


45/84


Project calendars



updates

Activity duration estimates


46/84


47/84

11.5 Plan Risk Response


48/84

Risk register


Strategies for negative risks or threats

Strategies for positive risks or opportunities

Contingent response strategies

Expert judgment

Project management plan updates



Risk-related contract decisions


49/84


50/84

Exec

4.3 Direct and Ma

4.3 Direct and Mana

Project mana

Expert ju

Project management

Meet

Approved cha

Enterprise envir

Organizational

Change r

Project managem

Project docu

Work perfor

Work performa

Delive


51/84


52/84

8.2 Perform Qu

Quality

Quality control


53/84





Pre-assignment

Negotiation

Acquisition

Quality

Plan quality and perform qualit

Change r

Process impr

Project d

Quality mana

Process

Quality manageme

Project mana

Work performa

Project managem

Project docu

Organizational proc

9.2 Acquire Project Team


54/84

Virtual teams

Multi-criteria decision analysis

Resource calendars


10.2 Manage Communications

10.3 Distribute Information

Organizational process assetsCommunications management plan

Work performance reports



Performance reports

Communication technology

Communication modelsInformation management systems

Performance reporting

Information distribution tools

Project communications



Project staff assignments


Organizational process assets updates


55/84

12.2 Conduct

Procurement

Project do

Teaming a

Procurement m

Source selec

Seller pr

Procurement sta

Qualified

Make-or-bu

Organizational

Bidder co

Proposal evaluaIndependen

Expert ju

Adver

Procurement


56/84

Selected

Procurement c

Analytical t

Internet

Resource

Change r

Agree

Project managemProject docu

Organizational

Stakeholder ma

Communications

Stakehold

13.3 Manage Stake

10.4 Manage Stake

Issu

Communicati

Chan

Project managem

Project docu

Interpers

Managem

Organizational proc

Issu

Change r


57/84

ting

age Project Work

e Project Execution

ement plan

dgment

information system

ings

nge requests

nmental factors

process assets

equests

nt plan updates

ent updates

mance data

ce information

ables


58/84


59/84


60/84


Team performance

assessments


Human resource

management plan

Issue log

Resource calendars Work performance reports

Human resource

management plan Project management plan

Project management plan Performance reports

Interpersonal skills

Training

Team-building activities

audits

control tools and techniques

equests

vement plan

cuments

ement plan

nalysis

t and control tools

ement plan

ce information

nt plan updates

ents updates

ess assets updates

9.3 Develop Project Team 9.4 Manage Project Team


Observation and

conversation


61/84

Ground rules

Project performance

appraisals

Colocation Conflict management

Recognition and rewards Interpersonal skills

Personnel assessment tools Issue log

Change requestsEnterprise environmental

factors updates


updates


updates


Team performance

assessments


factors updates

10.3 Control Communications

Work performance data

Work performance information

Work performance measurements

Budget forecasts

Information management systems

Reporting systems

10.5 Report Performance

Project management planOrganizational process assets

Project communications

Issue log

Expert judgment

Meetings

Variance analysisForecasting methods






Performance reports

Change requests


62/84

rocurements

documents

cuments

reements

nagement plan

tion critera

posals

tement of work

eller list

decisions

process assets

nference

ion techniquest estimates

dgment

ising

negotiations


63/84

sellers

ntract award

echniques

search

alendars

equests

ents

nt plan updatesents updates

process assets

nagement plan

anagement plan

r register

older Engagement

older Expectations

log

on methods

e log

nt plan updates

ents updates

nal skills

nt skills

ess assets updates

log

equests


64/84


Enterprise environmental factorsOrganizational process assets

Schedule forecasts

Cost forecasts

Validated changes


Performance reports

Expert judgment


Project management information system

Meetings



Project document updates

5.5 Validate Scope

5.5 Verify Scope




Verified deliverables


Validated deliverables

Group decision-making techniques

Monitoring & C

4.4 Monitor and Control Project Work

Change requests

Inspection


65/84

Change requests



Accepted deliverables

6.7 Control

Project manag

Project sc

Organizational p

Work perfor

Project cal

Schedule

Work performancPerformanc

Project mannage

Schedule co

Schedulin

Resource optimiza

Modeling te

Leads an

Variance a

Resource l

What-if scenar

Adjusting lea

Organizational proce

Change re

Project manageme

Project docume


66/84

Work performan

Schedule fo

Project funding r

Work performance

7.4 Contro

Earned value

Organizational p

Work perfor

Work performanc

Project manag

Forecas

To-complete perform

Performanc

Performance mana

Reserve a

Variance a

Organizational proceChange re

Project manageme

Project docume

Work performan

Cost fore

Work performance

Budget for

8.3 Control

Quality m

8.3 Perform Qu

Project manag

Quality ch

Approved chan


67/84

Flowcha

Statistical s

Scatter di

Organizational p

Work perfor

Deliver

Pareto c

Run ch

Seven basic q

Cause and effe

Control c

Approved change r

Project doc

Work performance

Histogr

Quality control

Verified deli

Validated c


Change re

Project manageme

Project docume

Work performan

Validated del

Inspect


68/84

11.6 Contr

11,6 Monitor and


69/84

Project manag

Risk reg

Work perfor

Work performaWork performanc

Performanc

Risk reasse

Risk au

Variance and tr

Technical performa

Reserve a

Meeti

Status me

Change re


Project manageme

Project docume

Work performan

Risk register

12.3 Administer

Project manag

Procurement

Approved chan

Agreem

12.3 Control Pr

Performanc

Work performanc

Work performa

Work perfor

Contr

Contract change cProcurement perfo

Inpections a

Performance

Payment s


70/84

Claims admi

Records manage

Change re

Project docume

Procurement do

Project manageme

Organizational proceWork performan

Issue l

13.4 Control Stakehol

Work perfor

Project doc

Information mana

Project manag

Change re

Expert jud

Meeti

Project docume


Work performan

Project manageme


71/84

Change requests





Expert judgment

Change control tools

Meetings

Change control meetings

Project documents udpates

Approved change requests

Change log

Change request status updates







ontrolling

4.5 Perform Integrated Change Control



5.6 Control Scope

Variance analysis


72/84

Change requests





Work performance measurements

chedule

ment plan

edule

ocess assets

ance data

endars

data

e informationreviews

ent software

pression

g tool

ion techniques

hniques

lags

alysis

veling

io analysis

s and lags

ss assets updates

uests

t plan updates

nts updates


73/84

e information

recasts

equirements

measurements

l Costs

anagement

ocess assets

ance data

e information

ment plan

ting

ance index (TCPI)

reviews

ement software

alysis

alysis

ss assets updatesuests

t plan updates

nts updates

e information

casts

measurements

ecasts

Quality

etrics

lity Control

ment plan

cklists

ge requests


74/84

ting

mpling

gram

ocess assets

ance data

bles

hart

art

ality tools

t diagrams

harts

equests review

uments

measurements

am

easurements

verables

hanges

ss assets updates

uests

t plan updates

nts updates

e information

iverables

ion


75/84

l Risks

Control Risks


76/84

ment plan

ster

ance data

nce reportse information

reports

ssment

its

nd analysis

ce measurement

alysis

gs

etings

uests

ss assets updates

t plan updates

nts updates

e information

updates

rocurements

ment plan

ocuments

ge requests

ents

curements

reports

e information

nce reports

ance data

ct

ontrol systemmance reviews

d audits

reporting

stems


77/84

istration

ment system

uests

nts updates

umentation

t plan updates

ss assets updatese information

og

ders Engagement

ance data

uments

ement systems

ment plan

quests

gment

gs

nts updates

ss assets updates

e information

t plan updates


78/84

Closing

Accepted deliverables



Meetings


4.6 Close Project or Phase


Expert judgment

Final product, service, or result transition


79/84


80/84


81/84


82/84


83/84


Procurement documentation

Records management system

12.4 Close Procurements


Procurement audits


84/84

Procurement negotiations

Negotiated settlements

Organizational process assets updatesClosed procurements

pmbok 4 vs 5 difference

Documents