THE STANDARD FOR PROJECT MANAGEMENT AND A GUIDE TO THE PROJECT MANAGEMENT BODY OF KNOWLEDGE TEST BANK 7th edition. Library of Congress Cataloging-in-Publication Data Names: Project Management Institute, publisher. Title: The standard for pro

THE STANDARD FOR PROJECT MANAGEMENT AND A GUIDE TO THE PROJECT MANAGEMENT BODY OF KNOWLEDGE TEST BANK 7th edition. Library of Congress Cataloging-in-Publication Data Names: Project Management Institute, publisher. Title: The standard for project management and a guide to the project management body of knowledge (PMBOK guide). Other titles: Guide to the project management body of knowledge (PMBOK guide) | PMBOK guide Description: Seventh edition. | Newtown Square, Pennsylvania: Project Management Institute, Inc., [2021] | Includes bibliographical references and index. | Summary: "Over the past few years, emerging technology, new approaches, and rapid market changes disrupted our ways of working, driving the project management profession to evolve. Each industry, organization and project face unique challenges, and team members must adapt their approaches to successfully manage projects and deliver results. With this in mind, A Guide to the Project Management Body of Knowledge (PMBOK® Guide) - Seventh Edition takes a deeper look into the fundamental concepts and constructs of the profession. Including both The Standard for Project Management and the PMBOK® Guide, this edition presents 12 principles of project management and eight project performance domains that are critical for effectively delivering project outcomes. This edition of the PMBOK® Guide: Reflects the full range of development approaches (predictive, traditional, adaptive, agile, hybrid, etc.); Devotes an entire section to tailoring development approaches and processes; Expands the list of tools and techniques in a new section, "Models, Methods, and Artifacts"; Focuses on project outcomes, in addition to deliverables; and Integrates with PMIstandards+, giving users access to content that helps them apply the PMBOK® Guide on the job. The result is a modern guide that betters enables project team members to be proactive, innovative, and nimble in delivering project outcomes." – Provided by publisher. Identifiers: LCCN (print) | LCCN (ebook) | ISBN 9781628256642 (paperback) | ISBN 9781628256659 (epub) | ISBN 9781628256666 (kindle edition) | ISBN 9781628256673 (pdf) Subjects: LCSH: Project management–Standards Classification: LCC HD69.P75 G845 2021 (print) | LCC HD69.P75 (ebook) | DDC 658.4/04–dc23 LC record available at LC ebook record available at A Guide to the Project Management Body of Knowledge (PMBOK Guide) -- Seventh Edition and The Standard for Project Management ISBN: 978-1-62825-664-2 Published by: Project Management Institute, Inc. 14 Campus Boulevard Newtown Square, Pennsylvania USA Phone: Email: Internet: www.PMI.org ©2021 Project Management Institute, Inc. All rights reserved. Our copyright content is protected by U.S. intellectual property law that is recognized by most countries. To republish or reproduce our content, you must obtain our permission. Please go to PMI, the PMI logo, PMBOK, OPM3, PMP, CAPM, PgMP, PfMP, PMI-RMP, PMI-SP, PMI-ACP, PMI-PBA, PROJECT MANAGEMENT JOURNAL, PM NETWORK, PMI TODAY, PULSE OF THE PROFESSION and the slogan MAKING PROJECT MANAGEMENT INDISPENSABLE FOR BUSINESS RESULTS. are all marks of Project Management Institute, Inc. For a comprehensive list of PMI trademarks, contact the PMI Legal Department. All other trademarks, service marks, trade names, trade dress, product names and logos appearing herein are the property of their respective owners. Any rights not expressly granted herein are reserved. To place an order or for pricing information, please contact Independent Publishers Group: Independent Publishers Group Order Department 814 North Franklin Street Chicago, IL 60610 USA Phone: Fax: Email: (For orders only) Printed in the United States of America. 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PMI does not undertake to guarantee the performance of any individual manufacturer or seller's products or services by virtue of this standard or guide. In publishing and making this document available, PMI is not undertaking to render professional or other services for or on behalf of any person or entity, nor is PMI undertaking to perform any duty owed by any person or entity to someone else. Anyone using this document should rely on his or her own independent judgment or, as appropriate, seek the advice of a competent professional in determining the exercise of reasonable care in any given circumstances. Information and other standards on the topic covered by this publication may be available from other sources, which the user may wish to consult for additional views or information not covered by this publication. PMI has no power, nor does it undertake to police or enforce compliance with the contents of this document. PMI does not certify, test, or inspect products, designs, or installations for safety or health purposes. Any certification or other statement of compliance with any health or safety-related information in this document shall not be attributable to PMI and is solely the responsibility of the certifier or maker of the statement. Preface Each time work begins on a new edition of The Standard for Project Management and the PMBOK® Guide, there is an opportunity to consider global perspectives on changes in project management and the approaches used for realizing benefits and value from project outputs. In the time between every edition, a world of change has occurred. Some organizations have ceased to exist, and new organizations have emerged. Older technologies have reached end of life while technologies offering completely new capabilities have evolved. People who continue in the workforce have advanced their thinking, skills, and capabilities as new entrants focus on quickly understanding their professional language, building their skills, developing their business acumen, and contributing to the objectives of their employers. Even in the midst of such changes, though, there are fundamental concepts and constructs that remain in place. The understanding that collective thinking produces more holistic solutions than the thoughts of one individual continues. And the fact that organizations use projects as a vehicle for delivering a unique result or output endures. CUSTOMER- AND END-USER-CENTERED DESIGN While the Sixth Edition of the PMBOK® Guide was under development and throughout development of this Seventh Edition, PMI has actively engaged with a broad range of global stakeholders on their experiences with using The Standard for Project Management and the PMBOK® Guide. These engagements have included: Online surveys to representative samples of PMI stakeholders; Focus groups with PMO leaders, project managers, agile practitioners, project team members, and educators and trainers; and Interactive workshops with practitioners at various PMI events around the globe. The feedback and inputs collectively emphasized four key points: Maintain and enhance the credibility and relevance of the PMBOK® Guide. Improve the readability and usefulness of the PMBOK® Guide 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 for some stakeholders in the structure and content of previous editions so that any shifts enhance without negating that value. SUSTAINING THE RELEVANCE OF THE PMBOK® GUIDE Since its inception as the Project Management Body of Knowledge (PMBOK) in 1987, A Guide to the Project Management Body of Knowledge (PMBOK® Guide) has evolved while recognizing that fundamental elements of project management endure. Its evolution has not just involved an increase in the page count, it has also involved significant and substantive changes in the nature of the content. A sampling of some of those key changes is reflected in the following table: Evolution of Key Changes in the PMBOK® Guide Like previous editions of The Standard for Project Management and the PMBOK® Guide, this edition recognizes that the project management landscape continues to evolve and adapt. Over the past 10 years alone, the advancement of software into all types of products, services, and solutions has grown exponentially. What software can enable continues to change as artificial intelligence, cloud-based capabilities, and new business models drive innovation and new ways of working. Transformed organizational models have yielded new project work and team structures, the need for a broad range of approaches to project and product delivery, and a stronger focus on outcomes rather than deliverables. Individual contributors can join project teams from anywhere in the world, serve in a broader array of roles, and enable new ways of thinking and working collaboratively. These changes and more have created this opportunity to reconsider perspectives to support the continued evolution of The Standard for Project Management and the PMBOK® Guide. SUMMARY OF CHANGES Since 1987, The Standard for Project Management has represented a process-based standard. The Standard for Project Management included in the PMBOK® Guide aligned the project management discipline and function around a collection of business processes. Those business processes enabled consistent and predictable practices: That could be documented; Through which performance against the processes could be assessed; and Through which improvements to the process could be made to maximize efficiency and minimize threats. While effective in supporting good practice, process-based standards are prescriptive by their very nature. With project management evolving more rapidly than ever before, the process- based orientation of past editions cannot be maintained in a manner conducive to reflecting the full value delivery landscape. Therefore, this edition shifts to a principles-based standard to support effective project management and to focus more on intended outcomes rather than deliverables. A global community of practitioners from different industries and organizations, in different roles, and working on different types of projects have developed and/or provided feedback on drafts of the standard as it has evolved for this edition. In addition, the PMBOK® Guide – Seventh Edition coleaders and staff reviewed other bodies of knowledge and works focused on project management to identify principle concepts embedded in those texts. These combined efforts showed strong alignment and supported the validation that the guiding principles in this edition of the standard apply across the spectrum of project management. To date, the global project management community has embraced the shift of this standard toward a set of principle statements. The principle statements capture and summarize generally accepted objectives for the practice of project management and its core functions. The principle statements provide broad parameters within which project teams can operate and offer many ways to remain aligned with the intent of the principles. Using these principle statements, PMI can reflect effective management of projects across the full value delivery landscape: predictive to adaptive and everything in between. This principles- based approach is also consistent with the evolution of The Standard for Program Management (Third and Fourth Editions) and The Standard for Portfolio Management – Fourth Edition. The Standard for Risk Management in Portfolios, Programs, and Projects and Benefits Realization Management: A Practice Guide represent new standard products intentionally developed with a principles-based focus by global teams of subject matter experts. Nothing in this edition of The Standard for Project Management or A Guide to the Project Management Body of Knowledge negates alignment with the process-based approach of past editions. Many organizations and practitioners continue to find that approach useful for guiding their project management capabilities, aligning their methodologies, and evaluating their project management capabilities. That approach remains relevant in the context of this new edition. Another significant change with this edition of the PMBOK® Guide is a systems view of project management. This shift begins with a systems view of value delivery as part of The Standard for Project Management and continues with the presentation of the PMBOK® Guide content. A systems focus for value delivery changes the perspective from one of governing portfolios, programs, and projects to focusing on the value chain that links those and other business capabilities to advancing organizational strategy, value, and business objectives. In the context of project management, The Standard for Project Management and the PMBOK® Guide emphasize that projects do not simply produce outputs, but more