PMBOK 6th Edition

PMBOK 6th Edition is on the way

The updating process for A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Sixth Edition is forging ahead.

The PMBOK® Guide is unique among the Project Management Institute’s (PMI) global standards because it contains both a standard and a guide, as it has in past editions. The standard presents key concepts—it is the foundation that describes what to do to achieve successful projects—while the guide expands upon the foundation with additional information on how to use proven practices. The standard in the Sixth Edition will have more prominent placement in the Guide than in previous editions.

Let us look at some of the key changes suggested for inclusion in the Sixth Edition.

There is more detailed information on the Agile approach to managing the project life cycle and other iterative practices including. Information about Agile and other iterative practices often used in an adaptive environment are included in each Knowledge Area section as well as an appendix to the Standard for Project Management on Agile and other iterative practices

There is a new chapter on the role of the project manager which discusses the PMI Talent Triangle™, including greater emphasis on the strategic and business knowledge aspect of project management.

Many key concepts addressed in the first three chapters of the PMBOK® Guide are covered, in abbreviated form, in Section I of the Standard. Section II of the Standard contains a description of the project management processes, organized by Process Group, along with their key benefits, inputs and outputs.

The Process Groups remain the same in the Sixth Edition, although two Knowledge Areas have new names:

  • Project Time Management is now Project Schedule Management, emphasizing the importance of scheduling in project management. This aligns with PMI’s Practice Standard for Scheduling.
  • Project Human Resource Management is now Project Resource Management. It includes both team resources and physical resources in the processes of this Knowledge Area.

There are three new processes in the Sixth Edition:

  •  Manage Project Knowledge is part of the Executing Process Group in the Project Integration Management knowledge area.
  • Implement Risk Responses is part of the Executing Process Group in the Project Risk Management knowledge area.
  • Control Resources is part of the Monitoring and Controlling Process Group in the Project Resource Management knowledge area.  

Estimate Activity Resources is still part of the Planning Process Group, but it is associated with Project Resource Management processes instead of Project Schedule Management processes.

In addition, some processes have different names. For example, to align with research showing that project management is more about facilitating and managing than controlling, PMI have shifted several processes from a Control function to a Monitor function. In other cases, PMI have aligned the process name with the intent of the process. The table below identifies the name changes.

Fifth Edition

Sixth Edition

Perform Quality Assurance

Manage Quality

Plan Human Resource Management

Plan Resource Management

Control Communications

Monitor Communications

Control Risks

Monitor Risks

Plan Stakeholder Management

Plan Stakeholder Engagement

Control Stakeholder Engagement

Monitor Stakeholder Engagement

There are some other high level changes to the Standard for Project Management. The function of the Close Procurement process has now been captured within Monitor Procurements and Close Project or Phase. Research shows that few project managers have the authority to formally and legally close a contract. Project managers are responsible to determine that work is complete, records indexed and archived, and responsibilities transferred appropriately. Thus, PMI has now included work associated with Close Procurements within the aforementioned processes.

Note the following changes to the project management plan components and project documents:

  • The components of the project management plan that are inputs to a process, or that are updated as outputs from a process, are not listed individually in the inputs or outputs. Rather, the project management plan is the input and project management plan updates is the output.
  • Beneath the input/output table, a list of potential project management plan components is identified. However, the components of the project management plan that will be inputs or updated depends on the needs of the project.
  • Project documents are listed as an input and project documents updates is listed as an output, as appropriate. Beneath the input/output table there is a list of potential project documents that may be inputs, or may be updated as an output. The needs of the project will determine the actual project documents that should be inputs or updated as an output.

The Sixth Edition is targeted for publication in the first quarter 2017. The Certified Associate in Project Management (CAPM) and PMP exams will be based on the Sixth Edition from the first quarter 2018.

Come join our next CAPM and PMP Workshop which will be taking place at the Centurion Lake Hotel, Centurion on the 21-23 February 2018. Contact ProjectPro on 0123466674 or e-mail for more details. You can register from our website.

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