Differences Between PMBOK 4th Edition & PMBOK 3rd Edition

Project Management Institute
Pune-Deccan India Chapter

Making project management indispensable for business results. ®
PMBOK 4th Edition

Vs
PMBOK 3rd Edition
The Award Wining Chapter of the World – Year 2007

© 2009 PMI Pune-Deccan India Chapter www.pmipunechapter.org
Copyright Notice ©
© 2009 Shantanu Bhamare, PMP®,
MBA : No part of this presentation
may be reproduced or transmitted in
any form or by any means, electronic,
manual, photocopying, recording, or by
any information storage and retrieval
system, without prior written
permission of the author.
Why the changes ?
• The Fourth Edition continues to reflect the evolving knowledge
within the profession of project management. Like previous
editions it represents generally recognized good practice in the
profession.
• However, the Fourth Edition also reflects a focus on improved
consistency and clarity. Great consideration was given by the
project teams to remove redundant information and add
clarifying statements where needed. Terminology was updated
only to present process names consistently in a verb-noun
format.
• The PMBOK® Guide—Fourth Edition continues the tradition of
excellence in project management with a standard that is easy to
understand and implement.

Consistency
– All the processes are named in Verb Noun Format
• Ex: Scope Definition – Define Scope
– All the process descriptions are rewritten in a

consistent format instead of referring to sections.
• Ex: Develop Project Charter
– The processes decreased from 44 to 42. Two processes

were deleted, two processes were added and 6
processes were reconfigured into 4 processes in the
Procurement knowledge area.

Clarification
– Enterprise Environmental Factors were more
clearly defined to avoid confusion with
Organizational Process Assets

Clarification

Clarification
– The process flow diagrams at the beginning of
chapters 4-12 have been deleted and replaced
with data flow diagrams

Clarification
– Data flow diagrams to clarify source and
Destination for each process

Clarification
– Ex: Develop Project Charter

Clarification
– Data flow diagrams to clarify source and

Destination for each process
• Ex: Develop Project Charter
– PM Plan & Project Documents are clearly

differentiated
• While project documents are used to assist the
PM in managing the project, they are not part
of PM Plan

Clarification Cont..
Project Management Plan Project Documents
Change Management Plan Activity Attributes Quality Metrics
Communications Management Plan Activity Cost Estimates Responsibility Assignment Matrix
Configuration Management Plan Activity List Requirements Traceability Matrix
Cost Management Plan Assumption Log Resource Breakdown Structures
Cost Performance Baseline Basis Of Estimates Resource Calendars
Human Resources Plan Change Log Resource Requirements
Process Improvement Plan Charter Risk Register
Procurement Management Plan Contracts Roles And Responsibilities
Quality Management Plan Duration Estimates Sellers List
Requirements Management Plan Forecasts Source Selection Criteria
Risk Management Plan Issue Log Stakeholder Analysis
Schedule Baseline Milestone List Stakeholder Management Strategy
Scheduled Management Plan Performance Reports Stakeholder Register
Scope Baseline Project Funding Requirements Stakeholder Requirements
• Scope Statement Proposals Statement Of Work
• W. B. S. Procurement Documents Teaming Agreements
• W. B. S. Dictionary Project Organizational Structure Team Performance Assessments
Scope Management Plan Quality Control Measurements Work Performance Information
Quality Checklists Work Performance Measurements
– Corrective action, preventive action, defect

repair, and requested changes are now under
a general term “Change request”.
– The elements under Project Charter and

Scope Statement are clearly differentiated.

Charter Scope Statement
Project Purpose Or Justification Products Called Description
(Progressively Elaborated)
Measurable Project Objectives And Related Project Deliverables
Success Criteria
High-Level Requirements Product User Acceptance Criteria
High Level Project Description , Product Project Boundaries
Characteristics
Summary Milestone Schedule Project Constraints
Summary Budget Project Assumptions
Budget approval requirements [what constitutes
success , who decides it, who signs off)
Assigned project manager , responsibility and
authority level
Name and responsibility of the person
authorizing project charter
Chapter 1
Introduction
Third Edition Sections Fourth Edition Sections
Purpose of the PMBOK® Guide Purpose of the PMBOK® Guide
What Is a Project? What Is a Project?
What Is Project Management? What Is Project Management?
The PMBOK® Guide Structure
Areas of Expertise Project Management and Operations
Management
Project Management Context Relationship Among Project
Management, Program Management,
and Portfolio Management
Role of a Project Manager
Enterprise Environmental Factors
Deleted
Changed
Added
Corrected

Chapter 2
Project Life Cycle and Organization
Typical Cost and Staffing Levels

Across the Project Life Cycle

Chapter 2

Chapter 2

Chapter 3
Project Management Process For A Project
– Plan-Do-Check-Act removed
– Dashed circular arrow indicates that the process is

part of the Project Integration Management
Knowledge Area. This Knowledge Area coordinates
and unifies from the other Knowledge Areas.
Chapter 4
Project Integration Management
Develop Project Charter Develop Project Charter
Since the project charter contains many preliminary goals and the
Development Preliminary Project Scope these are elaborated in Scope Statement, it is not required to
Statement develop a separate Preliminary scope statement.
Develop Project Management Plan Develop Project Management Plan

Direct And Manage Project Execution Direct And Manage Project Execution
Monitor And Control Project Work Monitor And Control Project Work
Integrated Change Control Perform Integrated Change Control
Close Project Close Project or Phase
Deleted
Changed
Added
Corrected

Chapter 4
Corrective action, preventive action, defect repair, and requested
changes are now under a general term “Change request”.

Chapter 4
Close Project
Close Project or Phase
Contract closure moved to 12.4 Close Procurements

Chapter 5
Project Scope Management
Scope Planning Collect Requirements
Scope Definition Define Scope
Create WBS Create WBS
Scope Verification Verify Scope
Scope Control Control Scope
Deleted
Changed
Added
Corrected

Chapter 5
Project Scope Management
Collect Requirements : Collect Requirements is the process of
defining and documenting stakeholder’s needs to meet the project
objectives.

Chapter 6
Project Time Management
Third Edition Sections A Fourth Edition Sections
Activity Definition Define Activities
Activity Sequencing Sequence Activities
Activity Resources Estimating Estimate Activity Resources
Activity Duration Estimating Estimate Activity Durations
Schedule Development Develop Schedule
Schedule Control Control Schedule
Deleted
Changed
Added
Corrected

Chapter 6
New diagram : Scheduling Overview

Chapter 6
New diagram : Scheduling Overview

Chapter 6
– Arrow Diagramming Method (ADM) and Activity on

Arrow (AOA) are removed.
– Due to Computer supported Scheduling
– Not used on “Most projects, most of the time”
Deleted
Changed
Added
Corrected

Chapter 7
Project Cost Management
Cost Estimating Estimate Costs
Cost Budgeting Determine Budget
Cost Control Control Costs
– Earned Value tool and technique is explained in

more detail
– “To-Complete Performance Index (TCPI) added.
Deleted
Changed
Added
Corrected

Chapter 7
Project Cost Management
– Three-Point Estimates - Added

Chapter 8
Project Quality Management
Quality Planning Plan Quality
Perform Quality Assurance Perform Quality Assurance
Perform Quality Control Perform Quality Control
• Cost of Quality (COQ) explained in more detail

• New Diagrams added (Histogram, Fishbone, &
Scatter) Deleted
Changed
Added
Corrected

Chapter 8

Chapter 8
New diagram : Sample Control

© 2009Chart
PMI Pune-Deccan India Chapter www.pmipunechapter.org
Chapter 8
• Additional Quality Planning Tools explained in
more detail

Chapter 8
New diagram : Environment Bone Expanded by Brainstorming

Chapter 8
New diagram : Histogram

Chapter 8
New diagram : Scatter Diagram

Chapter 9
Project Human Resource Management
Human Resource Planning Develop Human Resource Plan
Acquire Project Team Acquire Project Team
Develop Project Team Develop Project Team
Manage Project Team Manage Project Team
– Manage Project Team is changed to Executing Deleted
Changed
Process Group from Control Process Group

Added
Corrected
– To proactively ensure project performance is optimized.
– Develop Project Team & Manage Project Team are

expanded
– To recognize and discuss the people skills needed within a
successful project team
Chapter 9
– Team building (Develop Team) activities explained
in detail :

Chapter 9
– Conflict Management (Manage Project Team)
explained in detail :

Chapter 10
Project Communications Management
Communications Planning Identify Stakeholders
Information Distribution Plan Communications
Performance Reporting Distribute Information
Manage Stakeholders Manage Stakeholder Expectations
Report Performance
Deleted
Changed
– Expanded to recognize the importance of Added
Corrected
Stakeholders
– Manage Stakeholder reflects the actual process
– It is more about doing than recording/reporting.
– Changed the process to Executing Process Group from Controlling Process
Group.
Chapter 10
– Identify Stakeholders (new section)

Chapter 10
– Manage Stakeholders Expectations (changed)

Chapter 10

Chapter 10

Chapter 10
– Forecasting methods - added

Chapter 11
Project Risk Management
Risk Management Planning Plan Risk Management
Risk Identification Identify Risks
Qualitative Risk Analysis Perform Qualitative Risk Analysis
Quantitative Risk Analysis Perform Quantitative Risk Analysis
Risk Response Planning Plan Risk Responses
Risk Monitoring And Control Monitor And Control Risks
Deleted
Changed
Added
Corrected

Chapter 11
Plan Risk Responses: Tools and Techniques Æ
Strategies for Negative Risks or Threats : Accept moved under this
section, instead of different tool (it was common for both negative
& positive)

Chapter 11
Plan Risk Responses: Tools and Techniques Æ
Strategies for Positive Risks or Opportunities : Accept moved under
this section, instead of different tool (it was common for both
negative & positive)

Chapter 12
Project Procurement Management
Plan Purchases And Acquisitions
Plan Contracting
} Plan Procurements
Requests Seller Responses

Select Sellers } Conduct Procurements
Contract Administration Administer Procurements

Contract Closure Close Procurements
– Consolidated 6 Process into 4

– Plan Purchases And Acquisitions + Plan Contracting Î Plan Procurements.
– Requests Seller Responses + Select Sellers Î Conduct Procurements
Deleted
– Team Agreements introduced as input to Plan Changed
Added
Procurements.
Corrected

Chapter 12
Fixed-price contracts explained in more details

Chapter 12
Cost-Plus-Fee (CPF) or Cost-Plus-Percentage of
Cost (CPPC) deleted from Cost-reimbursable
contracts types.

Appendix C
Page No. : 384

Appendix C
Page No. : 388

Appendix G
• A new appendix was added that addresses key
interpersonal skills that a project manager
utilizes when managing a project
– Leadership
– Team building
– Motivation
– Communication
– Influencing
– Decision making
– Political and cultural awareness
– Negotiation

Errata
• Pertains to the first printing of the PMBOK®
Guide–Fourth Edition
• In order to determine the print run of your

book, refer to the bottom of the copyright
page (which precedes the Notice page and
Table of Contents). You will see numerals :
10 9 8 7 6 5 4 3 2 1.
1

New Exam
• Dates :
– PMP® : 30 June 2009
– CAPM® : 31 July 2009
– PMI-SPSM : 31 August 2009
– PMI-RMPSM : 31 August 2009
– PgMP® : 31 August 2009
• Changes to the Eligibility Criteria and Passing

Score : Unlike the previous exam change cycle, it
appears there will be no changes to the eligibility
criteria, the application process or the passing
score for the PMP® examination.

Topic wise %
Initiating the Project 11.59
Tasks Conduct Project Selection Methods
Define Scope
Document Project Risks, Assumptions, and Constraints
Identify and Perform Stakeholder Analysis
Develop Project Charter
Obtain Project Charter Approval
Planning the Project 22.7
Tasks Define and Record Requirements, Constraints and Assumptions
Identify Project Team and Define Roles and Responsibilities
Create the WBS
Develop Change Management Plan
Identify Risks and Define Risk Strategies
Obtain Plan Approval
Conduct Kick-off Meeting

Topic wise % cont..
Executing the Project 27.5
Tasks Execute Tasks Defined in Project Plan
Ensure Common Understanding and Set Expectations
Implement the Procurement of Project Resources
Manage Resource Allocation
Implement Quality Management Plan
Implement Approved Changes
Implement Approved Actions and Workarounds
Improve Team Performance
Monitoring and Controlling the Project 21.03
Tasks Measure Project Performance
Verify and Manage Changes to the Project
Ensure Project Deliverables Conform to Quality Standards
Monitor all Risks

Topic wise % cont..
Closing the Project 8.57
Tasks Obtain Final Acceptance for the Project
Obtain Financial, Legal, and Administrative Closure
Release Project Resources
Identify, Document and Communicate Lessons Learned
Create and Distribute Final Project Report
Archive and Retain Project Records
Measure Customer Satisfaction
Professional and Social Responsibility 8.61
Tasks Ensure Individual Integrity
Contribute to the Project Management Knowledge Base
Enhance Personal Professional Competence
Promote Interaction Among Stakeholders

References
– http://www.pmi.org/AboutUs/Pages/Standards.aspx
– http://www.pmi.org/AboutUs/Pages/Credentials.aspx
– http://www.pmi.org/Resources/Pages/2008StandardsUpdate.aspx

Thank you
Russian
Gracias
Spanish
®
Shantanu Bhamare, PMP , MBA
Email : [email protected] / [email protected]

LinkedIn : http://www.linkedin.com/in/sbhamare
Blog : http://sbhamare.blogspot.com/
Obrigado
Traditional Chinese Thai Japanese Brazilian Portuguese
Arabic
Danke Grazie Merci

Italian French
German
Korean
Simplified Chinese
About the speaker
• Shantanu Bhamare is a Project Management
Professional (PMP) certified from Project
Management Institute (PMI) USA . He is a
Bachelor Of Engineering in Computers from
Pune. He has also done Post Graduate Diploma
In Advanced Computing from CDAC, Pune,
Mobile Computing from the Indian Institute of
Technology (IIT), Bombay & MBA in IT &
Finance.
• He is currently working with IBM as a Deputy General Manager. He has
over 18 years of professional experience in the IT industry on software
projects enabling a wide variety of domains such as eCommerce, CRM
& Telecom.
• He received an International award "Best Volunteer Leader Of The Year
2007" given by Project Management Institute (PMI) USA . He got
recognized at Leadership Meeting in Denver, CO, USA in October 2008.
• He also got appointed as Vice President of PMI Pune – Decan India
Chapter which is affiliated to Project Management Institute (PMI), USA.

About the speaker cont..
• PMI selected him to be a part of Content Contributors & Content
Reviewers on the teams to update and rewrite PMI’s most influential
global standard: A Guide to the Project Management Body of
Knowledge (PMBOK® Guide). It’s an American National Standard
ANSI/PMI 99-001-2004.
• He represented the chapter in the Leadership Meeting at Hong Kong in
January 2007 and became part of Asia’s strategic team.
• He has got Co-inventor Patent on Pricer Product, filed in USA, while
working with Selectica Inc. USA.
• He has got Spot Award for Excellent Project Management while
working with Datapro Infoworld Ltd.
• He has a keen interest in pursuing different techniques for effective
Project Management. His current interests include better estimation
techniques, becoming better conflict resolution manager, better risk
management, and use of earned value analysis for project tracking.

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Project Management Institute

Pune-Deccan India Chapter

PMBOK 4th Edition

The Award Wining Chapter of the World – Year 2007

© 2009 PMI Pune-Deccan India Chapter www.pmipunechapter.org

– All the process descriptions are rewritten in a

– The processes decreased from 44 to 42. Two processes

© 2009 PMI Pune-Deccan India Chapter www.pmipunechapter.org

© 2009 PMI Pune-Deccan India Chapter www.pmipunechapter.org

© 2009 PMI Pune-Deccan India Chapter www.pmipunechapter.org

© 2009 PMI Pune-Deccan India Chapter www.pmipunechapter.org

© 2009 PMI Pune-Deccan India Chapter www.pmipunechapter.org

© 2009 PMI Pune-Deccan India Chapter www.pmipunechapter.org

– Data flow diagrams to clarify source and

– PM Plan & Project Documents are clearly

© 2009 PMI Pune-Deccan India Chapter www.pmipunechapter.org

– Corrective action, preventive action, defect

– The elements under Project Charter and

© 2009 PMI Pune-Deccan India Chapter www.pmipunechapter.org

© 2009 PMI Pune-Deccan India Chapter www.pmipunechapter.org

Typical Cost and Staffing Levels

© 2009 PMI Pune-Deccan India Chapter www.pmipunechapter.org

© 2009 PMI Pune-Deccan India Chapter www.pmipunechapter.org

© 2009 PMI Pune-Deccan India Chapter www.pmipunechapter.org

– Dashed circular arrow indicates that the process is

Develop Project Management Plan Develop Project Management Plan

© 2009 PMI Pune-Deccan India Chapter www.pmipunechapter.org

© 2009 PMI Pune-Deccan India Chapter www.pmipunechapter.org

Close Project or Phase

Contract closure moved to 12.4 Close Procurements

© 2009 PMI Pune-Deccan India Chapter www.pmipunechapter.org

© 2009 PMI Pune-Deccan India Chapter www.pmipunechapter.org

© 2009 PMI Pune-Deccan India Chapter www.pmipunechapter.org

© 2009 PMI Pune-Deccan India Chapter www.pmipunechapter.org

New diagram : Scheduling Overview

New diagram : Scheduling Overview

– Arrow Diagramming Method (ADM) and Activity on

© 2009 PMI Pune-Deccan India Chapter www.pmipunechapter.org

– Earned Value tool and technique is explained in

© 2009 PMI Pune-Deccan India Chapter www.pmipunechapter.org

© 2009 PMI Pune-Deccan India Chapter www.pmipunechapter.org

• Cost of Quality (COQ) explained in more detail

© 2009 PMI Pune-Deccan India Chapter www.pmipunechapter.org

© 2009 PMI Pune-Deccan India Chapter www.pmipunechapter.org

New diagram : Sample Control

© 2009 PMI Pune-Deccan India Chapter www.pmipunechapter.org

New diagram : Environment Bone Expanded by Brainstorming

© 2009 PMI Pune-Deccan India Chapter www.pmipunechapter.org

New diagram : Histogram

© 2009 PMI Pune-Deccan India Chapter www.pmipunechapter.org

New diagram : Scatter Diagram

Process Group from Control Process Group

– To proactively ensure project performance is optimized.

– Develop Project Team & Manage Project Team are

© 2009 PMI Pune-Deccan India Chapter www.pmipunechapter.org

© 2009 PMI Pune-Deccan India Chapter www.pmipunechapter.org

– Identify Stakeholders (new section)

© 2009 PMI Pune-Deccan India Chapter www.pmipunechapter.org

© 2009 PMI Pune-Deccan India Chapter www.pmipunechapter.org

© 2009 PMI Pune-Deccan India Chapter www.pmipunechapter.org