PMBOK 5th 2013 vs PMBOK 6th 2017 : What’s Changed at Processes Descriptions ?

Posted on 2018 by bonny

Total Knowledge Areas remain same : 10

Pmbok 5’s Project management processes Description : 47
Pmbok 6’s Project management processes Description : 49

A Guide to the Project Management Body of Knowledge (PMBOK® Guide)Sixth Edition

No.	Areas	Pmbok 5’s Descriptions	Pmbok 6’s Descriptions	Remarks
1	Knowledge Areas	Project Integration Management	Project Integration Management
	Processes Descriptions	Develop Project Charter	Develop Project charter
	Processes Descriptions	Develop Project Management Plan	Develop Project Management Plan
	Processes Descriptions	Direct and Manage Project Work	Direct and manage Project work
	Processes Descriptions		Manage Project Knowledge	a New Processes Descriptions at Pmbok 6th
	Processes Descriptions	Monitor and Control Project Work	Monitor & Control Project Works
	Processes Descriptions	Perform Integrated Change Control	Perform Integrated change control
	Processes Descriptions	Close Project or Phase	Close Project or phase
2	Knowledge Areas	Project Scope Management	Project Scope Management
	Processes Descriptions	Plan Scope Management	Plan Scope Management
	Processes Descriptions	Collect Requirements	Collect requirements
	Processes Descriptions	Define Scope	Define scope
	Processes Descriptions	Create WBS	Create WBS
	Processes Descriptions	Validate Scope	Validate Scope
	Processes Descriptions	Control Scope	Control Scope
3	Knowledge Areas	PROJECT TIME MANAGEMENT	Project Schedule Management	Changed description
	Processes Descriptions	Plan Schedule Management	Plan Schedule Management
	Processes Descriptions	Define Activities	Define Activities
	Processes Descriptions	Sequence Activities	Sequence Activities
	Processes Descriptions	Estimate Activity Resources		Moved to Project Resources
	Processes Descriptions	Estimate Activity Durations	Estimate Activity Durations
	Processes Descriptions	Develop Schedule	Develop Schedule
	Processes Descriptions	Control Schedule	Control schedule
4	Knowledge Areas	PROJECT COST MANAGEMENT	Project Cost Management
	Processes Descriptions	Plan Cost Management	Plan cost Management
	Processes Descriptions	Estimate Costs	Estimate costs
	Processes Descriptions	Determine Budget	Determine Budget
	Processes Descriptions	Control Costs	Control Cost
5	Knowledge Areas	PROJECT QUALITY MANAGEMENT	Project Quality Management
	Processes Descriptions	Plan Quality Management	Plan Quality Management
	Processes Descriptions	Perform Quality Assurance	Manage Quality	Changed description
	Processes Descriptions	Control Quality	Control Quality
6	Knowledge Areas	PROJECT HUMAN RESOURCE MANAGEMENT	Project Resource Management	Changed description
	Processes Descriptions	Plan Human Resource Management	Plan resource Management	Changed description
	Processes Descriptions		Estimate Activity resources	from Project Time Management
	Processes Descriptions	Acquire Project Team	Acquire Resources
	Processes Descriptions	Develop Project Team	Develop Team
	Processes Descriptions	Manage Project Team	Manage team
	Processes Descriptions		Control Resources	a New Processes Descriptions at Pmbok 6th
7	Knowledge Areas	Project Communication Management	Project Communication Management
	Processes Descriptions	Plan Communications Management	Plan Communication Management
	Processes Descriptions	Manage Communications	Manage Communications
	Processes Descriptions	Control Communications	Monitor Communication	Changed description
8	Knowledge Areas	Project Risk Management	Project Risk Management
	Processes Descriptions	Plan Risk Management	Plan risk management
	Processes Descriptions	Identify Risks	Identify risk
	Processes Descriptions	Perform Qualitative Risk Analysis	Perform qualitative risk analysis
	Processes Descriptions	Perform Quantitative Risk Analysis	Perform quantitative risk analysis
	Processes Descriptions	Plan Risk Responses	Plan risk responses
	Processes Descriptions		Implement risk responses	a New Processes Descriptions at Pmbok 6th
	Processes Descriptions	Control Risks	Monitor risks	Changed description
9	Knowledge Areas	Project Procurement Management	Project Procurement Management
	Processes Descriptions	Plan Procurement Management	Plan Procurement
	Processes Descriptions	Conduct Procurements	Conduct Procurements
	Processes Descriptions	Control Procurements	Control Procurements
		Close Procurements		Deleted at PMBOK 6th, accommodate on Close Project
10	Knowledge Areas	Project Stakeholder Management	Project Stakeholder Management
	Processes Descriptions	Identify Stakeholders	Identify Stakeholder engagement
	Processes Descriptions	Plan Stakeholder Management	Plan stakeholder engagement
	Processes Descriptions	Manage Stakeholder Engagement	Manage stakeholder engagement
	Processes Descriptions	Control Stakeholder Engagement	Monitor Stakeholder engagement	Changed description

You Don’t Need a Title to Be a Great Leader

Posted on 2016 by bonny

If you can influence and have an impact on others, you’re a leader

By lolly daskal

Many people believe leadership is something that’s conferred along with a title or attained when you direct a a team of people, but true leadership is never about authority or power. It’s about helping others grow, and that’s something anyone can do.

If it’s your desire to influence and have an impact on others, you have leadership qualities. And if you can inspire people to do something they thought they couldn’t do, demonstrate how the impossible is possible, believe in someone when they didn’t believe in themselves, you’re already a leader.

People don’t set out to be great leaders, they set out to make a difference. It’s never about the role or the title, but about influencing others, helping and supporting them.

Here are seven questions to help you gauge your own leadership:

1. Do you act with integrity? Leaders allow their good character to speak for them. If you are the type of person who is consistent in your actions, values, methods, and principles–regardless of who’s watching–and if people know what say you do you will do, and do it to the highest standard, you’re a leader.

2. Are you a great communicator? Great leaders are great communicators. Are you the type of person who likes to share information? To keep people informed and make sure they have all the guidance they need? Do you communicate with openness, candor, and honesty, and without drama or wordiness? You’re a leader.

3. Do you have confidence? Confidence doesn’t always come easy. It’s what you do with your confidence that makes you a leader. If you have the ability to inspire, engage, and empower others, helping them realize they can do things they thought were impossible, you’re a leader.

4. Are you decisive? One of the most basic duties of any leader is to make decisions. True leaders aren’t afraid to make tough calls when circumstances require it. If you are the kind of person who can gather information, make informed decisions quickly without hesitation or second-guessing, and make it work, you’re a leader.

5. Do you have a courageous attitude? A true leader is not afraid to take risks. The bigger the risk, the bigger the payoff. If you’re bold about taking chances, if you can see opportunities, and if you’re willing to start difficult conversations, you’re a leader.

6. Are you a problem solver? Let’s be honest: much of life is problem solving. There’s always something to figure out, some difficulty to resolve, some circumstance to correct. Most people spend their time complaining about problems, but leaders view a problem not as a distraction but as a source of improvement and new opportunities. If you find yourself problem solving, you’re a leader.

7. Are relationships important to you? The foundation of true leadership is the quality of your relationships. Relationships are built on a deep understanding and appreciation of others. They require the capacity to connect on a deep and personal level with others and penetrate beyond the surface with people. When you make relationships important, you’re a leader.

No matter what title you have, no matter where you work, or who you work with–if you’re influencing others and making change happen, you’re a leader.

Communication skill Value: Inspire others

Posted on 2016 by bonny

To inspire positive action you must ask first, What message do I want to send and second, How do I want people to feel?
When you inspire others, they experience new ways of thinking, feeling, and acting. With your words alone you can help people feel connected to a larger group and mission. You will also help people develop a personal connection with you as their leader.

This is a value that leaders often underestimate.

Your Communication Is Accountable When:
• People are inspired. They go into action to make things happen.
• People re-create your message for others. They use their own words to restate what you want and when you want it.
• People know what is important. They are clear about your priorities and what needs to happen first.
• People are emotionally and intellectually engaged. Your message has tapped both their hearts and minds.

screen-shot-2016-06-14-at-9.51.52-am.png

Example:
“That’s the problem in a nutshell.” add ,Now it’s up to us to turn this around.”
“This is an issue we must address quickly.” Add: “I’m confident we can do this.”
“We will meet on Friday at 8 a.m. in the conference room.” Add: “Let’s use this time to generate new ideas together.”
• “I haven’t had a chance to read your report.” Add: “I always appreciate how you look at things.”
• “We are facing a number of challenges this next year.” Add: “I’m happy to be on a great team. We’ll need everyone’s thinking and energy.”
• “Good morning. ” Add: “It’s always good to see you.”
• “Here’s the document. Read it and let’s talk.” Add: “I’m interested in hearing your thoughts.”

MOTIVATES

Posted on 2016 by bonny

A few years back, 1,500 employees in a variety of work settings were surveyed to find out what they considered to be the most powerful workplace motivator. Their response?

The most powerful workplace motivator?

Recognition ,

recognition,

and more recognition!

POOR COMMUNICATION ISN’T THE SOURCE OF MOST CONFLICTS

Posted on 2016 by bonny

Research tells us that there are three types of conflict:

Task, relationship, and process.

Task conflict relates to the content and goals of the work.
Relationship conflict focuses on interpersonal relationships.
And process conflict relates to how work gets done.

Conflict is constructive when it improves the quality of decisions, stimulates creativity and innovation, encourages interest and curiosity among group members, provides the medium through which problems can be aired and tensions released, and fosters an environment of self-evaluation and change

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Tag Archives: project

PMBOK 5th 2013 vs PMBOK 6th 2017 : What’s Changed at Processes Descriptions ?

You Don’t Need a Title to Be a Great Leader

Communication skill Value: Inspire others

MOTIVATES

POOR COMMUNICATION ISN’T THE SOURCE OF MOST CONFLICTS