Book Review - A guide to the project management body of knowledge (pmbok®

guide) fourth edition

A Guide to the Project Management Body of Knowledge (PMBOK® Guide) is universally

recognized as the standard for project management methodologies and practices. Project
managers routinely use the PMBOK® as a reference for accepted tools, knowledge, and
processes in order to ensure the successful completion of a wide range of projects. The
PMBOK® is also the industry standard which candidates must study and possess a functional
knowledge of when preparing for Project Management Professional (PMP) and Certified
Associate in Project Management (CAPM) certifications. Since its creation the PMBOK® has
undergone several revisions the most recent of which is the 4th edition. Although much of the
content is the same as in the 3rd edition, there are some significant changes regarding clarity and
improvement.

The 4th edition of the PMBOK® reflects a focused effort to provide more clarity in various
aspects of project management practices while reducing ambiguity and redundancy. There are
several areas where this is evident. First, in order to remain consistent, all processes are now
annotated in a verb-noun format (i.e. Define Activities, Develop Schedule, Plan Quality, Verify
Scope, etc). In such a dynamic discipline as project management it is imperative to maintain as
high a level of consistency and simplicity as possible. Adding to its simplicity, the 4th edition has
also grouped corrective action, preventive action, defect repair, and requested changes under the
heading “change request”. The purpose of this is to provide visibility of these change requests
while allowing an easier understanding of the project management processes.

It is important for a project manager to have a comprehensive understanding of the processes

involved with successful project management. In order to help with this the 4th edition of the
PMBOK® has focused more on clarifying process interactions. By more clearly explaining
process inputs and outputs with aid from the PMBOK’s® new data flow diagrams—which
replaced process flow diagrams—and the relationships between these processes, the project
manager will have a better understanding of how to use these tools to his or her benefit.

Another important clarification is the distinction between the project management plan and the
various project documents the project manager may utilize in helping manage the project. An
example of this is that previously a change log may have been mistakenly grouped into a project
management plan. The PMBOK® now makes it clear that while change management is an
important part of a project management plan, a change log is a project document and should not
be included in a formal project plan.

Additional clarification was made to the PMBOK® by more clearly differentiating what contents
of the project charter and scope statement are required. Previously, these documents may have
shared some commonalities as there was no clear distinction between required content. As
projects progressively elaborate—or become more defined as they move forward—what is
annotated in the charter will evolve and become evident in the project scope statement. This
progressive elaboration is an important part of project management and the PMBOK® has done
well by making this consideration while defining more clear boundaries between these two
documents.

Perhaps the most significant difference between the 3rd and 4th editions of the PMBOK® is the
addition, consolidation, and removal of several processes. The processes of Develop Preliminary
Scope Statement (Project Integration Management Knowledge Area) and Plan Scope (Project
Scope Management Knowledge Area) were removed in the 4th edition. Processes which were
added include Collect Requirements (Project Scope Management Knowledge Area) and Identify
Stakeholders (Project Communications Management Knowledge Area). Within the Project
Procurement Management Knowledge Area the six processes were consolidated into four. These
process revisions represent bold changes between the 3rd and 4th editions of the PMBOK®.
However, by renaming the processes in verb-noun format, removing those which were redundant
or unnecessary, adding where needed, and consolidating others, the 4th edition of the PMBOK®
represents a significant improvement and another step in the right direction for project
management.

Another improvement added to the 4th edition of the PMBOK® is Appendix G which contains a
list and discussion of interpersonal skills needed to successfully manage projects. While it is
arguable whether or not these skills can be learned through training and practice or whether one
is born more adept at these soft skills, it is clear that they are necessary in effectively managing
projects and project teams. Their inclusion in the PMBOK® is an improvement because they
indicate areas in which project managers must maintain their focus while interacting with their
project teams and stakeholders.

While the release of the 4th edition of the PMBOK® was a step in the right direction for project
management it was also part of a larger picture and not the only book of standards PMI released.
Concurrently with the PMBOK® fourth edition PMI released The Standard for Program
Management 2nd Edition; The Standard for Portfolio Management 2nd Edition; and
Organizational Project Management Maturity Model (OPM3®) 2nd Edition. The release of these
four standards represents an effort to relate methodologies between and among these various
levels of project and program management in a clear, consistent, and comprehensive manner.
These standards of basic project management, program and portfolio management, and
organizational project management, along with consistent language, terminology, and practices
provide an umbrella under which practitioners of the project management profession can operate
with awareness, clarity, and confidence.

In addition to the professional content contained within the PMBOK® there are some other
characteristics of the book worthy of discussion. First, the book maintains its quality of being
easy to read and understand. The fonts and graphics used in the book are clearly visible and the
reader will find them easy to follow. Additionally, the data flow diagrams at the beginning of
each knowledge area chapter are much easier to follow and understand than the 3rd edition’s
process flow diagrams. Another nice characteristic is the ability of the reader to take notes in the
margins which provide very adequate space. One characteristic that should be improved is the
soft cover of the PMBOK®. With the cost of the book at $65.95 through PMI (or $49.50 for PMI
members), a soft cover is hardly adequate to protect such an investment and valuable reference
tool. Some simple internet research also found that the book can be purchased for $41.55 through
Amazon.com with free shipping. This is certainly the most affordable price found online though,
perhaps, it can be purchased secondhand or from a used book store for less.

One reason for the explosive growth of the project management profession is the degree to which
the practices and methodologies have evolved. The revisions in the 4th edition of the PMBOK®
represent the efforts made by its governing body, PMI, to remain proactive in a cycle of
continuous development and improvement. The utility of effective project management has been
realized throughout every industry and market segment. By including feedback from its
practitioners in this improvement cycle the project management industry will continue to
effectively evolve through its refinement of standards, tools, and practices.