hAZE2uwbQ5efJj3ngTmc PMBOK Guide 7 Crash Course 1 of 3

PMI, PMBOK, PMP, PMI-ACP are registered marks of The Project Management Institute (PMI)
PMBOK® Guide 7th Ed. – A Crash Course

• Live Daily PMP Exam
Training
• Best in Class Training

Materials
• Over 6000 Project

Managers Trained and
Certified
Hosted by, Dan Ryan, MBA, PMP, PMI-ACP

• Let’s meet on Zoom!
To meet w Dan click HERE

PMBOK®Guide 7th Ed. – A Crash Course
Part 1: 12 Project Management Principles

Part 2: 8 Project Performance Domains
Part 3: Tailoring, Model, Methods, Artifacts
www.pmexamcoach.com
PMBOK®Guide 7th Ed. Overview
• Released on 1st July 2021

(PDF and eBook only)
• No of pages: 370
• Published by Project
Management Institute
(PMI)

PMBOK® Guide 7: Customer Centered

Design
Global practitioners emphasized four key points:
• Maintain and enhance the credibility and relevance
• Improve the readability and usefulness while avoiding overstuffing

it with new content.
• Sense stakeholder information and content needs and provide

vetted supplemental content supporting practical application.
• Recognize that there is continued value in previous editions and

new shift does not negate that value.

PMBOK® Guide: The Evolution

1996 2000 2004 2009 2013 2017 2021
PMBOK® Guide 1 PMBOK® Guide 3 PMBOK® Guide 5 PMBOK® Guide 7

176 page 390 page 619 page 370 page
9 knowledge area 9 knowledge area 10 knowledge area 12 Principles
37 processes 44 processes 47 processes 8 Performance Domains

PMBOK® Guide 7: Radical Shift

Process based approach to Principles based approach
Process Groups and Knowledge Areas -> Principles and Performance Domains

PMBOK® Guide 6 -> PMBOK® Guide 7

PMBOK® Guide 6 -> PMBOK® Guide 7
▪ Nothing in this edition of PMBOK® negates alignment with the

process-based approach of past editions.
▪ Many organizations and practitioners continue to find that approach

useful
▪ That approach remains relevant in the context of this new edition.

PMBOK® Guide 7 Contents

The Standard for Project A Guide to the Project Management
Management Body of Knowledge
▶ Section 1 Introduction ▶ Section 1 Project Performance Domains

▶ Section 2 A System for Value Delivery ▶ Section 2 Tailoring
▶ Section 3 Project Management ▶ Section 3 Models, Methods, and
Principles Artifacts

The Standard for Project Management
The Standard for Project

Management ▪ The Standard for Project
Management provides a basis
for understanding project
management and how it
▶ Section 1 Introduction enables intended outcomes.
▶ Section 2 A System for Value Delivery
▶ Section 3 Project Management
Principles ▪ This standard applies
regardless of industry, location,
size, or delivery approach.

A System for Value Delivery

• Project managers are expected to deliver projects that create
value for the organization and stakeholders
• There are various components, such as portfolios, programs,

projects, products, and operations, that can be used individually
and collectively to create value.
• Value is the worth, importance, or usefulness of something.

Value Delivery System

Value Delivery System

Project and Product Management
▪ The disciplines of portfolio, program, project, and product

management are becoming more interlinked
▪ A product is an artifact that is produced, is quantifiable, and can

be either an end item itself or a component item.
▪ Product management involves the integration of people, data,

processes, and business systems to create, maintain, and develop a
product or service.
▪ The product life cycles are introduction, growth, maturity, and

retirement.

Project and Product Lifecycle

The Project Environment

Internal Environment:
• Factors internal to the organization can arise from the

organization itself. Artifacts, practices, processes or
internal knowledge etc.
External Environment:
• Factors external to the organization. Marketplace

conditions, Social and cultural influences and issues,
Regulatory environment etc.

Project Management Principles
Principles for project

management provide guidance
for the behavior of project
practitioners

Project Management and General Management

Principles

12 Project Management Principles
Be a diligent, respectful, and caring steward
Create a collaborative project team environment
Effectively engage with stakeholders
Focus on value
Recognize, evaluate, and respond to interactions
Demonstrate leadership behaviors
Tailor based on context
Build quality into processes and deliverables
Navigate complexity
Optimize risk responses
Embrace adaptability and resiliency
Enable change to achieve the future state

Be a Diligent, Respectful and Caring Steward
➢ Stewardship encompasses responsibilities within and external

to the organization.
➢ Stewardship includes:
• Integrity
• Care
• Trustworthiness
• Compliance
➢ A holistic view of stewardship considers financial, social,

technical, and sustainable environmental awareness.

Create a Collaborative Project Team Environment

❖ Projects are delivered by project teams.
❖ A collaborative project team environment facilitates:
• Alignment with other organizational cultures and guidelines

• Individual and team learning and development
• Optimal contributions to deliver desired outcomes

Effectively Engage with Stakeholders

➢ Stakeholders influence projects, performance, and outcomes.
➢ Project teams serve other stakeholders by engaging with them.
➢ Stakeholder engagement proactively advances value delivery.

Focus on Value
• Value is the ultimate indicator of project success.
• A focus on outcomes allows project teams to support the

intended benefits that lead to value creation.
• Project teams evaluate progress and adapt to maximize the

expected value.

Recognize, Evaluate, and Respond to System

Interactions
o A project is a system of interdependent

and interacting domains of activity.
o Systems thinking entails taking a holistic

view of how project parts interact with
each other and with external systems.
o Being responsive to system interactions

allows project teams to leverage positive
outcomes.

Demonstrate Leadership Behaviors
• Effective leadership promotes

project success and contributes to
positive project outcomes.
• Leadership is different than

authority.
• Effective leaders adapt their style

to the situation.

Tailor Based On Context
o Each project is unique.
o Tailoring is the deliberate adaptation of approach, governance,

and processes to make them more suitable for the given
environment and the work at hand.

Build Quality Into Processes And Deliverables
• Project quality entails satisfying

stakeholders’ expectations and
fulfilling project and product
requirements.
• Project quality entails ensuring

project processes are appropriate
and as effective as possible.

Navigate Complexity
• Complexity is the result of human

behavior, system interactions,
uncertainty, and ambiguity
• Complexity can emerge at any point

during the project.
• Project teams can stay vigilant in

identifying complexity and use a
variety of methods to reduce the
amount or impact of complexity.

Optimize Risk Responses
➢ Individual and overall risks can impact projects
➢ Risk responses should be:
• Appropriate for the significance of the risk

• Cost effective
• Realistic within the project context
• Agreed to by relevant stakeholders
• Owned by a responsible person

Embrace Adaptability And Resiliency
▪ Adaptability is the ability to respond to changing conditions.
▪ Resiliency is the ability to absorb impacts and to recover quickly

from a setback or failure.
▪ A focus on outcomes rather than outputs facilitates adaptability.

Enable Change To Achieve The Envisioned

Future State
• A structured approach to change

helps the transition from the current
state to a future desired state.
• Attempting too much change in a

short time can lead to change fatigue
and/or resistance.
• Stakeholder engagement and

motivational approaches assist in
change adoption.

Unfolding PMBOK® Guide 7 (Part-2)

Part 2: 8 Project Performance Domains
Part 3: Tailoring, Model, Methods, Artifacts
Want me to send you Part 2 and 3?

Opt in below and feel free to book
a zoom call with Coach Dan
www.pmexamcoach.com
Thank you
www.pmexamcoach.com

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PMI, PMBOK, PMP, PMI-ACP are registered marks of The Project Management Institute (PMI)

PMBOK® Guide 7th Ed. – A Crash Course

• Best in Class Training

• Over 6000 Project

Hosted by, Dan Ryan, MBA, PMP, PMI-ACP

To meet w Dan click HERE

Part 1: 12 Project Management Principles

PMBOK®Guide 7th Ed. Overview

• Released on 1st July 2021

To meet w Dan click HERE

PMBOK® Guide 7: Customer Centered

• Maintain and enhance the credibility and relevance

• Improve the readability and usefulness while avoiding overstuffing

• Sense stakeholder information and content needs and provide

• Recognize that there is continued value in previous editions and

To meet w Dan click HERE

PMBOK® Guide: The Evolution

PMBOK® Guide 1 PMBOK® Guide 3 PMBOK® Guide 5 PMBOK® Guide 7

To meet w Dan click HERE

PMBOK® Guide 7: Radical Shift

To meet w Dan click HERE

PMBOK® Guide 6 -> PMBOK® Guide 7

To meet w Dan click HERE

PMBOK® Guide 6 -> PMBOK® Guide 7

▪ Nothing in this edition of PMBOK® negates alignment with the

▪ Many organizations and practitioners continue to find that approach

▪ That approach remains relevant in the context of this new edition.

To meet w Dan click HERE

PMBOK® Guide 7 Contents

▶ Section 1 Introduction ▶ Section 1 Project Performance Domains

To meet w Dan click HERE

The Standard for Project Management

The Standard for Project

To meet w Dan click HERE

A System for Value Delivery

• There are various components, such as portfolios, programs,

• Value is the worth, importance, or usefulness of something.

To meet w Dan click HERE

Value Delivery System

To meet w Dan click HERE

Value Delivery System

To meet w Dan click HERE

Project and Product Management

▪ The disciplines of portfolio, program, project, and product

▪ A product is an artifact that is produced, is quantifiable, and can

▪ Product management involves the integration of people, data,

▪ The product life cycles are introduction, growth, maturity, and

To meet w Dan click HERE

Project and Product Lifecycle

To meet w Dan click HERE

The Project Environment

• Factors internal to the organization can arise from the

• Factors external to the organization. Marketplace

To meet w Dan click HERE

Project Management Principles

Principles for project

To meet w Dan click HERE

Project Management and General Management

To meet w Dan click HERE

12 Project Management Principles

Be a diligent, respectful, and caring steward

Create a collaborative project team environment

Effectively engage with stakeholders