A Guide to the Project Management,
Author: Project Management Institute, Inc
Category: Technology & Engineering
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The Project Management Institute, Inc. (PMI) standards and guideline publications, of which the document contained herein is one, are developed through a voluntary consensus standards development process. This process brings together volunteers and/or seeks out the views of persons who have an interest in the topic covered by this publication. While PMI administers the process and establishes rules to promote fairness in the development of consensus, it does not write the document and it does not independently test, evaluate, or verify the accuracy or completeness of any information or the soundness of any judgments contained in its standards and guideline publications. PMI disclaims liability for any personal injury, property or other damages of any nature whatsoever, whether special, indirect, consequential or compensatory, directly or indirectly resulting from the publication, use of application, or reliance on this document. PMI disclaims and makes no guaranty or warranty, expressed or implied, as to the accuracy or completeness of any information published herein, and disclaims and makes no warranty that the information in this document will fulfill any of your particular purposes or needs. PMI does not undertake to guarantee the performance of any individual manufacturer or seller’s products or services by virtue of this standard or guide. In publishing and making this document available, PMI is not undertaking to render professional or other services for or on behalf of any person or entity, nor is PMI undertaking to perform any duty owed by any person or entity to someone else. Anyone using this document should rely on his or her own independent judgment or, as appropriate, seek the advice of a competent professional in determining the exercise of reasonable care in any given circumstances. Information and other standards on the topic covered by this publication may be available from other sources, which the user may wish to consult for additional views or information not covered by this publication. PMI has no power, nor does it undertake to police or enforce compliance with the contents of this document. PMI does not certify, test, or inspect products, designs, or installations for safety or health purposes. Any certification or other statement of compliance with any health or safety-related information in this document shall not be attributable to PMI and is solely the responsibility of the certifier or maker of the statement. PrEfAcE to thE fourth Edition This document supersedes A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Third Edition. In the time since its publication, the Project Management Institute (PMI) received thousands of valuable recommendations for improvements to the PMBOK® Guide – Third Edition that have been reviewed and, as appropriate, incorporated into the fourth edition. As a result of those inputs and growth of the Project Management Body of Knowledge, PMI volunteers prepared an updated version of the PMBOK® Guide. The project charter to update the PMBOK® Guide – Third Edition was to: 1. Revise the standard so that it would not conflict with any other PMI standards. 2. Ensure that the information contained in the standard was cohesive in concept and clear in writing style, and that terminology was well defined and congruous with the other publications’ terminology. 3. Research the way life cycles are currently being used in projects and revise or expand them as necessary. 4. Examine the five Project Management Process Groups and the 44 project management description processes to determine whether combining, deleting, or adding new processes would add clarity to the standard. 5. Ensure that Knowledge Area updates are congruent with the work done in defining the processes, inputs, and outputs defined by the standards group. The major differences between the Third Edition and the Fourth Edition are summarized below: 1. All process names are in a verb–noun format. 2. A standard approach to discussing enterprise environmental factors and organizational process assets was employed. 3. A standard approach for discussing requested changes, preventive actions, corrective actions, and defect repairs was employed. 4. 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 Project Procurement Management Knowledge Area. 5. To provide clarity, a distinction was made between the project management plan and project documents used to manage the project. This copy is a PMI member benefit, not for distribution, sale or reproduction. XXIII A Guide to the Project Management Body of Knowledge (PMBOK® Guide) — Fourth Edition ©2008 Project Management Institute, 14 Campus Blvd., Newtown Square, PA 19073-3299 USA 6. The distinction between the information in the Project Charter and the Project Scope Statement was clarified.