PMBOK 5th Edition: changes to the Planning Process Group (Part 1 of 4) 3/9

October 22, 2013 at 8:49 am | Posted in PMI, Study hints | Leave a comment

It’s that time again – time to give you another update on the PMBOK 5th Edition changes. For those of you just tuning in, I have already released two blog posts: a post that discusses the Knowledge Area and Process Group changes and a post that discussed the Initiating Process Group changes. My next topic is the Planning Process Group.

Because the Planning Process Group contains 24 processes, I will be breaking this overview into four posts to cover all of its processes in smaller, more easily digestible chunks.

Part 1 (this post) will cover the following processes:

  • Develop Project Management Plan
  • Plan Scope Management
  • Collect Requirements
  • Define Scope
  • Create WBS

Once that’s finished, I’ll break the rest of the processes down as follows:

  • Part 2 will cover Plan Schedule Management, Define Activities, Sequence Activities, Estimate Activity Resources, Estimate Activity Durations, and Develop Schedule.
  • Part 3 will cover Plan Cost Management, Estimate Costs, Determine Budget, Plan Quality Management, Plan Human Resource Management, and Plan Communications Management.
  • Part 4 will cover Plan Risk Management, Identify Risks, Perform Qualitative Risk Analysis, Perform Quantitative Risk Analysis, Plan Risk Responses, Plan Procurement Management, and Plan Stakeholder Management.

Without further ado, here are the first five processes of the Planning Process Group. Let’s get to it!

Changes to the Develop Project Management Plan process

The Develop Project Management Plan process still has four inputs:

  • project charter
  • outputs from other processes
  • enterprise environmental factors
  • organizational process assets

The only change is to the outputs from other processes input, which was defined as the outputs from other planning processes input in the PMBOK 4th Edition. This change better reflects the reality that updates to the project management plan can come from processes outside the Planning Process Group.

The other three Develop Project Management Plan process inputs are unchanged.

The Develop Project Management Plan process now has two tools. Facilitation techniques has been added as a tool for this process. Facilitation techniques include brainstorming, conflict resolution, problem solving, and meeting management. The other tool in this process is expert judgment.

The Develop Project Management Plan still only has a single output: the project management plan. However, there is one great graphic I want to mention: Table 4-1. (You knew this was coming – I love charts, figures, and graphics!) This table lists the components of the project management plan versus project documents. This table really helps clarify where the different components go.

My final observation is that the Develop Project Management Plan Data Flow Diagram (Figure 4-5) in the PMBOK 5th Edition has been greatly de-cluttered. (Is that even a word?) But if you compare the version in the PMBOK 4th Edition with the version in PMBOK 5th Edition, you will see that the figure has been simplified to make it easier to read. I think that you will agree with me that the new version is a great improvement. (All those arrows and bullets all over the place in the previous version made me wonder if I was coming or going!)

Introducing the Plan Scope Management process – NEW IN PMBOK 5th EDITION

The Plan Scope Management process is a new process to the Planning Process Group and Project Scope Management Knowledge Area. This process creates the scope management plan that is used to define, validate, and control project scope.

The Plan Scope Management process has four inputs:

  • the project management plan
  • the project charter
  • enterprise environmental factors (EEFs)
  • organizational process assets (OPAs)

This process has two tools/techniques: expert judgment and meetings. It produces two outputs: the scope management plan and requirements management plan. The scope management plan is an input to the Collect Requirements, Define Scope, and Create WBS processes. The requirements management plan is an input to the Collect Requirements process.

(Note that in the PMBOK 4th Edition, the requirements management plan was an output of  the Collect Requirements process.)

Changes to the Collect Requirements process

The Collect Requirements process now has five inputs:

  • the scope management plannew to the PMBOK 5th Edition
  • the requirements management plan – formerly an output of this process
  • the stakeholder management plan – new to the PMBOK 5th Edition
  • the project charter
  • the stakeholder register

This section of the PMBOK 5th Edition includes an added explanation about categorizing requirements into different categories, such as business requirements, stakeholder requirements, solution requirements, transition requirements, project requirements, and quality requirements. This is great information, particularly if you are new to project management.

The Collect Requirements process has three new tools/techniques: benchmarking, context diagrams, and document analysis.  The other eight tools/techniques that this process uses are the same:

  • Interviews
  • Focus groups
  • Facilitated workshops
  • Group creativity techniques
  • Group decision-making techniques
  • Questionnaires and surveys
  • Observations
  • Prototypes

The Collect Requirements process retained two of the outputs listed in the PMBOK 4th Edition: requirements documentation and requirements traceability matrix.  In the PMBOK 4th Edition, the requirements management plan was also an output of this process. However, this plan is now an output of the Plan Scope Management process and an input to this process.

Changes to the Define Scope process

The Define Scope process has one new input, which is the scope management plan. The other three inputs are the same. The four inputs are:

  • the scope management plan (a new input, and an output of the Plan Scope Management process)
  • the project charter
  • requirements documentation
  • organizational process assets (OPAs)

The Define Scope process has one small change to its tools/techniques: alternatives identification has been renamed to alternatives generation.

One final addition to this process in the PMBOK 5th Edition that I thought was great is . . . you got it! . . . another table: Table 5-1. This tables lists the elements of the project charter and project scope statement so that project managers can better differentiate between the two.

Changes to the Create WBS process

The Create Work Breakdown Structure (WBS) process now has five inputs, instead of three. Two new inputs have been added: the scope management plan (which is output from the Plan Scope Management process) and enterprise environmental factors. That means the complete set of inputs to this process is:

  • the scope management plan
  • the project scope statement
  • requirements documentation
  • enterprise environmental factors (EEFs)
  • organizational process assets (OPAs)

One new tool has been added to this process: expert judgment.  The other existing tool, decomposition, remains unchanged.

The outputs to the Create WBS process have been revised as follows: the WBS and WBS dictionary are no longer listed as separate outputs of this process because these documents are technically considered to be part of the scope baseline. So the scope baseline is still an output of this process (along with project document updates), and the scope baseline contains the project scope statement, WBS, and WBS dictionary. In bullet form, those outputs are:

  • Scope baseline (which now includes the project scope statement, the WBS, and the WBS dictionary)
  • Product documents updates

That covers all the processes for this post. Watch for Part 2 of the Planning Process Group in the coming days.

Drop  me a line if you have any questions! I would love to hear from you….


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