Ingeniero

Comparing PMBOK® Guide 4th Edition,
PMBOK® Guide 5th Edition, and ISO 21500

Thierry Labriet, STS

©STS SA, Lausanne, Switzerland

+41 21 510 11 50

office@sts.ch

www.sts.ch

1

Contents
1

Foreword ......................................................................................................................................... 3

2

Executive summary......................................................................................................................... 4

3

Process organization in the standards ............................................................................................ 5

4

Major changes on processes, in a nutshell...................................................................................... 9

5Detailed analysis ............................................................................................................................ 10
5.1

Project Integration Management .......................................................................................... 10

5.2

Project Scope Management.................................................................................................. 13

5.3

Project Time Management .................................................................................................... 15

5.4

Project Cost Management ..................................................................................................... 17

5.5

Project Quality Management................................................................................................ 18

5.6

Project Human Resource Management ................................................................................ 19

5.7

Project Communications Management................................................................................. 22

5.8

Project Risk Management..................................................................................................... 24

5.9

Project Procurement Management....................................................................................... 26

5.10

Project Stakeholder Management ........................................................................................ 28

6

Conclusion for the specialists........................................................................................................ 29

7

Management Conclusion............................................................................................................... 30

©STS SA, Lausanne, Switzerland

+41 21 510 11 50

office@sts.ch

www.sts.ch

2

1

FOREWORD

National and international standards exist and initiated the emergence of project management
certificationsmostly targeting individuals, rather than organizations.
Despite this orientation, most Project Management standards are process oriented. Therefore, many
companies have developed in-house methodologies that are more or less inspired from these
standards.
Currently, three major process oriented certification bodies have a dominant and significant
influence in Switzerland and Europe:
TheProject Management Institute (PMI) and its Project Management Body of Knowledge (PMBOK)
guide®.
 The Office of Government Commerce (OGC) and PRINCE2®, published in 1996, having been
contributed to by a consortium of some 150 European organizations.
 The Swiss Federal Strategy Unit for IT (FSUIT) the owner of the HERMES method.
The International Project Management Association (IPMA) is notconsidered here since it is not
process but competencies oriented, when considering its certification framework.
In 2006, the British Standard Institute, a member of ISO, has initiated a request toward ISO to work
on defining a standard for Project Management.
ISO launched a new Technical Committee to deal with project management: TC 236. This committee
involves 37 participating countries and 14...