Book Review: A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fourth Edition

104 June 2009 ■ Project Management Journal ■ DOI: 10.1002/pmj One consistent critical success factor for every endeavor is the ability to adapt to an ever-changing market. The fourth edition of the Project Management Institute’s (PMI’s) PMBOK ® Guide has achieved this objective. In the introduction, a quick summary of the relationships among projects, programs, and portfolios, along with that of a project management office, is given, thereby setting the stage for the other associated PMI® standards. Another addition is the broadened project life cycle, which allows for a more adaptive application of the project life cycle from that of a linear phased approach to one that is able to accommodate overlapping and more iterative and incremental life cycles. This adaptation is further reinforced by the clarification that the Process Groups are not project phases, and that the Process Groups are to be considered a part of each life-cycle phase. The fourth edition has several notable changes and clarifications. Some processes have been deleted, and new processes have been added (e.g., Identify Stakeholders). For the project management processes (versus the product-oriented processes), several points are stressed, including that these processes, although they are used across regions, industries, and other project differentiators, are not to be applied as a “one-size-fitsall” rigid approach. Similarly, although the processes are presented in a sequential fashion, their application is not to be defined as strictly linear, and they are not to be considered as separate entities. Although this seems obvious, the fourth edition refocuses the view of the PM standard back to its roots as a framework rather than a rigid protocol. Another subtle, but effective change is that of using a verb-noun format, thereby accentuating the end deliverable for each process. The fourth edition has added Process Group data flow diagrams that are exceptionally helpful, focusing the reader’s attention on the inputs/activity/outputs in a clear and concise manner. This approach dovetails well with the intent of letting the project team determine what artifacts are necessary for their project, and to what level of detail. The appendices really add value on several fronts. Appendix A clearly outlines the major changes for each of the Knowledge Areas, as well as the overall PM process. A third versus fourth edition comparison chart for each Knowledge Area has been included that enables the reader to clearly see the exact changes. Also, there is a short clarification section regarding the differences and relationship between the project charter and the project scope statement. The project charter is one of the inputs into the development of the project scope statement, and the project scope statement focuses on the tactical approach for the project. For those readers who prefer a short, but focused outline of the new standard, Appendix F provides an excellent summary of the standard, identifying and providing a concise oneor two-line definition or description of the activities within each Knowledge Area. Similarly, for those interested in the evolution of the standard, Appendix B provides a short overview of the progression of the standard, noting the major changes for each of the four editions. Appendix D is very short but opens the door for the concept of developing industry-specific extensions to the standard. This extension concept has been developed for the construction industry, as well as for government work. The refocusing of the PMBOK ® Guide back to its framework legacy, along with the accommodations for different life cycles, will also encourage the development of other industry extensions. Appendix G is a wonderful addition to the standard. It focuses on interpersonal skills needed in the project management arena. Traditionally, most of the emphasis on project management has been more on the technical side (e.g. work breakdown structures, schedules, budgets, etc.), and while those items are critical to planning and executing a project, project managers achieve results through others. Interpersonal and other “soft” skills are equally critical and arguably the most important for the success of our projects. Although this new fourth edition is a good resource for those studying for Project Management Professional (PMP®)certification, a solid review is strongly recommended for even the most seasoned PM professional, if even just to review the changes from previous editions and to serve as the foundation for the other PMI standards.