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Comparing PMBOK® Guide 4Th Edition, PMBOK® Guide 5Th Edition and ISO 21500

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Comparing PMBOK® Guide 4Th Edition, PMBOK® Guide 5Th Edition and ISO 21500 Project Management Training Company Comparing PMBOK® Guide 4th Edition, PMBOK® Guide 5th Edition and ISO 21500 STS Sauter Training & Simulation S.A. Avenue de la Gare 10 | 1003 Lausanne | Switzerland Web: www.sts.ch | E-mail: [email protected] | Phone: +41 21 510 11 50 A company CONTENTS 1 Foreword from the Author ................................................................................. 2 2 Executive summary .......................................................................................... 3 3 Process organization in the standards ................................................................. 4 4 Summary of the major changes TO processes ..................................................... 8 5 Detailed analysis .............................................................................................. 9 5.1 Project Integration Management .................................................................. 9 5.2 Project Scope Management ....................................................................... 12 5.3 Project Time Management ........................................................................ 14 5.4 Project Cost Management ......................................................................... 16 5.5 Project Quality Management ..................................................................... 17 5.6 Project Human Resource Management ........................................................ 18 5.7 Project Communications Management ........................................................ 20 5.8 Project Risk Management.......................................................................... 22 5.9 Project Procurement Management.............................................................. 24 5.10 Project Stakeholder Management ............................................................... 25 6 Conclusion for specialists ................................................................................ 26 7 Management Conclusion ................................................................................. 26 8 STS and Demos: Global capability, local expertise.............................................. 27 “PMI”, “PMBOK”, “PMP” and “CAPM” are registered marks of the Project Management Institute, Inc. © STS Sauter Training & Simulation S.A., www.sts.ch 1 1 FOREWORD FROM THE AUTHOR National and international standards exist, and these have initiated the emergence of project management certifications that mostly target individuals rather than organizations. Despite this orientation, most project management standards are process-oriented. Therefore, many companies have developed in-house methodologies that are more or less inspired by these standards. Currently, three major process-oriented certification bodies have a dominant and significant influence in Switzerland and across Europe: The Project Management Institute (PMI) and its Project Management Body of Knowledge (PMBOK) Guide®. The Office of Government Commerce and PRINCE2®, published in 1996 by a consortium of 150 European organizations. The Swiss Federal Strategy Unit for IT, the owner of the HERMES method. The International Project Management Association is not considered here since it is not process-oriented but rather competencies-oriented when considering its certification framework. In 2006, the British Standards Institute, a member of ISO, initiated a request towards ISO to work on defining a standard for project management. ISO launched a new Technical Committee to deal with project management: TC236. This committee comprises 37 participating countries and 14 observing countries. The TC236 secretariat has published guidance on project management, namely ISO 21500:2012, which was released in September 2012. Since the PMBOK® Guide has been approved by the American National Standards Institute (ANSI), and as the ANSI is the TC236 secretariat, some similarities were expected between the PMBOK® Guide and the ISO 21500:2012 standard. This white paper aims to highlight the major similarities and differences between the ANSI and ISO standards, i.e. between the PMBOK® Guide and ISO 21500:2012 standard. Both PMBOK® Guides, that is the 4th and 5th editions, are covered in this white paper. Thierry Labriet, PMP Senior Consultant at STS SA © STS Sauter Training & Simulation S.A., www.sts.ch 2 2 EXECUTIVE SUMMARY The two releases of the PMBOK® Guide and ISO 21500 standard are very close. They present a set of processes that have been organized in the same way, namely by project management stage and project management topic. The ISO standard is only 47 pages and is limited to the introduction of the processes, their inputs and their outputs. Both PMBOK® Guides describe, over more than 450 pages, project management processes, their inputs, their outputs and their associated tools and techniques. In chronological order, the ANSI standard came first, with the 4th edition of the PMBOK® Guide. The ISO standard has been approved by national committees and was released in September 2012. The new edition of the PMBOK® Guide was released at the end of 2012. ISO uses most of the PMBOK® Guide 4th processes but it has introduced minor adaptations: the risk knowledge area has been repositioned, as has human resource management. The major change is related to stakeholder management; the subject group (aka knowledge area) has been introduced by ISO and it also appears in the new PMBOK® Guide release. The two processes introduced by ISO in this subject group were two processes of the communication knowledge area of the PMBOK® Guide 4th edition. ISO processes are more likely to be oriented towards a cascade approach of the scope definition rather than an iterative approach. Therefore, the ISO standard is perhaps less attractive for agile organizations. © STS Sauter Training & Simulation S.A., www.sts.ch 3 3 PROCESS ORGANIZATION IN THE STANDARDS Both standards (ANSI and ISO) are structured into project management stages (project management, not project stages or phases) and project management topics: PMBOK® Guide 4th ISO 21500 PMBOK® Guide 5th Stages 5 process groups 5 process groups 5 process groups Topics 9 knowledge areas 10 subject groups 10 knowledge areas Processes 42 processes 39 processes 47 processes NB: Since the PMBOK® Guide 4th came first, we use the wording “process groups” and “knowledge areas” in this document. The first noticeable factor is the introduction of a new knowledge area in the ISO norm and the PMBOK® Guide 5th edition: stakeholder management. PMBOK® Guide 4th ISO 21500 PMBOK® Guide 5th Process 1. Initiating 1. Initiating 1. Initiating Groups 2. Planning 2. Planning 2. Planning 3. Executing 3. Implementing 3. Executing 4. Monitoring & 4. Controlling 4. Monitoring & Controlling Controlling 5. Closing 5. Closing 5. Closing Knowledge 1. Integration 1. Integration 1. Integration Areas 2. Scope 2. Scope 2. Scope 3. Time 3. Time 3. Time 4. Cost 4. Cost 4. Cost 5. Quality 5. Quality 5. Quality 6. Human Resource 6. Resource 6. Human Resource 7. Communications 7. Communication 7. Communications 8. Risk 8. Risk 8. Risk 9. Procurement 9. Procurement 9. Procurement 10. Stakeholder 10. Stakeholder NB: In both PMBOK® Guides, the full name of the knowledge areas follows the pattern <Project <KA> Management>: “Integration” is described by PMI as “Project Integration Management”. © STS Sauter Training & Simulation S.A., www.sts.ch 4 The set of processes in the PMBOK® Guide 4th edition is the following: PMBOK® Monitoring & Initiating Planning Executing Closing Guide 4th Controlling 4.1 Develop 4.2 Develop 4.3 Direct and 4.4 Monitor and 4.6 Close Project Charter Project Manage Project Control Project Project or Management Execution Work Phase Integration Plan 4.5 Perform Integrated Change Control 5.1 Collect 5.4 Verify Scope Requirements 5.5 Control Scope Scope 5.2 Define Scope 5.3 Create WBS 6.1 Define 6.6 Control Activities Schedule 6.2 Sequence Activities 6.3 Estimate Activity Time Resources 6.4 Estimate Activity Durations 6.5 Develop Schedule 7.1 Estimate 7.3 Control Costs Costs Cost 7.2 Determine Budget 8.1 Plan Quality 8.2 Perform 8.3 Perform Quality Quality Assurance Quality Control 9.1 Develop HR 9.2 Acquire Project Plan Team Human 9.3 Develop Resources Project Team 9.4 Manage Project Team 10.1 Identify 10.2 Plan 10.3 Distribute 10.5 Report Communi- Stakeholders Communications Information Performance 10.4 Manage cations Stakeholders Expectations 11.1 Plan Risk 11.6 Monitor and Management Control Risks 11.2 Identify Risks 11.3 Perform Qualitative Risk Risk Analysis 11.4 Perform Quantitative Risk Analysis 11.5 Plan Risk Responses 12.1 Plan 12.2 Conduct 12.3 Administer 12.4 Close Procurement Procurements Procurements Procurements Procurements © PMI © STS Sauter Training & Simulation S.A., www.sts.ch 5 ISO presents the following set of processes: ISO 21500 Implemen- Initiating Planning Controlling Closing Standard ting 4.3.2 Develop 4.3.3 Develop 4.3.4 Direct 4.3.5 Control 4.3.7 Close Project Charter Project Plans Project Work Project Work Project Phase or Integration 4.3.6 Control Project Changes 4.3.8 Collect Lessons Learned 4.3.9 Identify 4.3.10 Manage Stakeholders Stakeholders Stakeholders 4.3.11 Define 4.3.14 Control Scope Scope 4.3.12 Create Scope WBS 4.3.13 Define Activities 4.3.15 Establish 4.3.16 Estimate 4.3.18 Develop 4.3.19 Control Project Team Resources Project Team Resources Resource 4.3.17 Define 4.3.20 Manage Project Project Team Organization 4.3.21 Sequence 4.3.24 Control Activities Schedule 4.3.22 Estimate Time Activity
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