4.7 Close Project - Changed to 4.6 Close Project or Phase
5. 1 Plan Scope - Deleted
5. 1 Collect Requirements - Added
9.4 Manage Project Team - Changed from a controlling process to an executing process
10. 1 Identify Stakeholders - Added
10.4 Manage Stakeholders - Changed to Manage Stakeholder Expectations; changed from a controlling process to an executing process
12. 1 Plan Purchases and Acquisitions and 12.2 Plan Contracting - Changed to 12.1 Plan Procurements
12.3 Request Seller Responses and 12.4 Select Sellers- Changed to 12.2 Conduct Procurements
Project Integration Management change in PMBOK 4th Edition
Since the project charter contains many of the preliminary goals for the project, and since these goals are elaborated in the Scope Statement, the information relative to Develop Preliminary Project Scope Statement (4.2) was eliminated.
Chapter 4 Changes Third Edition Sections
4.1 Develop Project Charter
4.2 Develop Preliminary Project Scope Statement
4.3 Develop Project Management Plan
4.4 Direct and Manage Project Execution
4.5 Monitor and Control Project Work
4.6 Integrated Change Control
4.7 Close Project
Fourth Edition Sections
4.1 Develop Project Charter
4.2 Deleted in PMBOK 4th
4.2 Develop Project Management Plan
4.3 Direct and Manage Project Execution
4.4 Monitor and Control Project Work
4.5 Perform Integrated Change Control
4.6 Close Project or Phase
Project Scope Management PMBOK 4th Edition Changes
In Section 5.1, Scope Planning has been replaced with Collect Requirements. The stakeholder register is used to identify those with interest in the project and involves applying techniques to create the stakeholder requirements document.
Chapter 5 Changes Third Edition Sections
5.1 Scope Planning
5.2 Scope Definition
5.3 Create WBS
5.4 Scope Verification
5.5 Scope Control Fourth Edition Sections
5.1 Collect Requirements
5.2 Define Scope
5.3 Create WBS
5.4 Verify Scope
5.5 Control Scope
Project Time Management PMBOK 4th Edition Changes
Chapter 6 reflects changes coming from within the industry and detailed in the Practice Standard for Scheduling. With the use of computer-supported scheduling, the Arrow Diagramming Method (ADM) and its Activity on Arrow (ADA) is rarely used. Therefore it is no longer considered to be used on "most projects, most of the time" and was not included in this chapter
Chapter 6 Changes Third Edition Sections
6.1 Activity Definition
6.2 Activity Sequencing
6.3 Activity Resource Estimating
6.4 Activity Duration Estimating
6.5 Schedule Development
6.6 Schedule Control
Project Cost Management PMBOK 4th Edition Changes
The Cost Management chapter was updated to more clearly explain the use of the earned value tool and the technique's use, including equations. The "To-Complete Performance Index" calculation was added. Chapter 7 Changes Third Edition Sections
7.1 Cost Estimating
7.2 Cost Budgeting
7.3 Cost Control Fourth Edition Sections
7.1 Estimate Costs
7.2 Determine Budget
7.3 Control Costs
Project Quality Management PMBOK 4th Edition Changes
Chapter 8 Changes Third Edition Sections
8.1 Quality Planning
8.2 Perform Quality Assurance
8.3 Perform Quality Control Fourth Edition Sections
8.1 Plan Quality
8.2 Perform Quality Assurance
8.3 Perform Quality Control
Project Human Resource Management PMBOK 4th Edition Changes The Manage Project Team process was moved into the Executing Process Group as the activities are now more proactive to ensure project performance is optimized. Both Develop Project Team and Manage Project Team have been expanded to recognize and discuss the people skills needed within a successful project team.
Chapter 9 Changes Third Edition Sections
9.1 Human Resource Planning
9.2 Acquire Project Team
9.3 Develop Project Team
9.4 Manage Project Team Fourth Edition Sections
9.1 Develop Human Resource Plan
9.2 Acquire Project Team
9.3 Develop Project Team
9.4 Manage Project Team
Project Communications Management PMBOK 4th Edition Changes
Chapter 10 has expanded the recognition and importance of stakeholders within projects. As most project teams cannot necessarily manage their stakeholders but can expect to influence them and their decisions, it was felt that Manage Stakeholder Expectations would better reflect the actual process. This also led to the change from a controlling process to an executing one as the activities are now more about doing than recording/reporting.
Chapter 10 Changes Third Edition Sections
10.1 Communications Planning
10.2 Information Distribution
10.3 Performance Reporting
10.4 Manage Stakeholders Fourth Edition Sections
10.1 Identify Stakeholders
10.2 Plan Communications
10.3 Distribute Information
10.4 Manage Stakeholder Expectations
10.5 Report Performance
Project Risk Management PMBOK 4th Edition Changes Chapter 11 Changes Third Edition Sections
11.1 Risk Management Planning
11.2 Risk Identification
11.3 Qualitative Risk Analysis
11 .4 Quantitative Risk AnalysiS
11.5 Risk Response Planning
11.6 Risk Monitoring and Control Fourth Edition Sections
11.1 Plan Risk Management
11.2 Identify Risks
11.3 Perform Qualitative Risk Analysis
11.4 Perform Quantitative Risk Analysis
11.5 Plan Risk Responses
11.6 Monitor and Control Risks
Project Procurement Management PMBOK 4th edition changes
Chapter 12 has consolidated six processes into four processes. Sections 12.1, Plan Purchases and Acquisitions and 12.2, Plan Contracting were combined to create 12.1, Plan Procurements. Sections 12.3, Request Seller Responses and 12.4, Select Sellers were combined to create 12.2, Conduct Procurements. Teaming Agreements were introduced. Chapter 12 Changes Third Edition Sections
12.1 Plan Purchases and Acquisitions
12.2 Plan Contracting
12.3 Request Seller Responses
12.4 Select Sellers
12.5 Contract Administration
12.6 Contract Closure
Fourth Edition Sections
12.1 Plan Procurements
12.2 Conduct Procurements
12.3 Administer Procurements
12.4 Close Procurements
