Changes on the New PMBOK 5

PMBOK 4 to PMBOK 5 changes

Here is a breakdown of the changes that are occurring with the update from PMBOK 4 to PMBOK 5:

• Project stakeholder management joins the Knowledge areas, making 10 knowledge areas.
• Processes increase from 42 to 47, with the process groups remaining at five.
• 19% increase in input, output, tools, and techniques, now totaling 614.

Process additions

The release of PMBOK 5 also brings with it these process additions:

• Plan Scope Management
• Plan Schedule Management
• Plan Cost Management
• Plan Stakeholder Management
• Control Stakeholders Engagement

Process changes

The following table shows the process changes that are happening between PMBOK 4 and PMBOK 5:

PMBOK 4	PMBOK 5
Distribute Information	Manage Communications
Report Performance	Control Communications
Monitor and Control Risks	Control Risks
Plan Procurements	Control Procurements
Identify Stakeholders	Identify Stakeholders
Direct and Manage Project Execution	Direct and Manage Project Work
Verify Scope	Validate Scope
Plan Quality	Plan Quality Management
Perform Quality Control	Control Quality
Develop Human Resource Plan	Plan Human Resource Management
Plan Communications	Plan Communications Management
Manage Stakeholder Expectations	Manage Stakeholders Engagement

Behind the new PMP changes

"The hiring managers can expect the same things they have in the past," according to Kleine. "One of the things about the PMP exam and the credential in general is that it is a dynamic credential, so it stays relevant. There is not only an exam, but professional development as well."

Kleine offers, "Regardless of when the credential is bestowed, it's us making sure through either the professional development in the current and the newest credential holders that they are up to speed and their skills and experience speak to the global marketplace of project management. From a PMI perspective, we take great pride in the exam development process that we do have in place and employ." Kleine tells me that PMI prides themselves on the process behind developing the PMP exam because it involves certified PMPs working across industries.

According to Kleine, "The exam itself, while it's designed by PMI, we use some other resources to pull it all together. The actual exam creation as far as questions are concerned and the content is done by certified PMPs around the world."

"This is on two different fronts," Kleine details. "The first is when we think about the actual construction of the exam and the actual domain areas of knowledge for the exams. These areas are really based on research we do with practicing professionals, practicing PMPs around the world. So every three to five years we perform what's called a role delineation study where we look at the specific role of the project manager. Particularly in the case of the PMP, we look at someone who leads and directs projects for companies. And going through that research, the project managers will identify what are the areas of responsibility for project managers and what are the various tasks a project manager performs in that role while leading and directing a project."

"We take all that research and aggregate it for the examination. That specific process is managed and facilitated by PMI, but the actual inputs are coming from certified PMPs around the world," says Kleine.

This latest change is part of the overall maintenance of the PMP certification, according to Kleine. He stated, "The other piece is about the maintenance of the certification. What we do each year is have four or five sessions around the world where we bring in certified project managers to refresh and update the content to make sure it remains relevant, but again that is coming from the certified project managers and facilitated by PMI."

The practitioners are defining the terms, structure, and layout of the exam, and PMI has taken that and built on it according to Kleine and Carter-Bey.