Contract Administration: Outputs Contract Administration

Chapter 1 - Introduction Changes

Chapter 1 changes clarify and improve organization within the chapter. Chapter 1 clarifies the differences between a project and operations. The changes provide standard definitions for program and program management, portfolio and portfolio management, and include a more detailed discussion of project management office PMO variations. Additional revisions include the following: • General management skills have been moved to Chapter 1 • A section identifying the many areas of expertise needed by the project team has been added.

Chapter 2 - Project Life Cycle and Organization Changes

Chapter 2 changes clarify the distinctions between project life cycles and product life cycles, and explain project phases. Stakeholders are defined in relation to the project team. A PMO’s role and responsibility in the organization are defined, and the concept of a project management system is introduced.

Chapter 3 - Project Management Processes for a Project Changes

Chapter 3 has been completely rewritten and expanded to focus on the Project Management Process Groups and processes within the Knowledge Areas. For emphasis, Chapter 3 has been renamed “Project Management Processes for a Project” and moved into a new Section II, “The Standard for Project Management of a Project.” Chapter 3 has been extensively revised to serve as a standard for managing a single project and clearly indicates the five required Project Management Process Groups and their constituent processes. The Initiating Process Group and the Closing Process Group are given more emphasis than in previous editions. The Controlling Process Group has been expanded to include Monitoring and is retitled the “Monitoring and Controlling Process Group.” Material has been added to clarify the distinction between the Project Management Process Groups and project phases, which have sometimes mistakenly been viewed as one and the same. A

Chapter 4 - Project Integration Management Changes

Chapter 4 has been completely rewritten and enhances the discussion of integrating project management processes and activities. The chapter describes integration from the aspect of the Project Management Process Groups, and provides a clear description of integration across all Project Management Process Groups and among all project management processes. Four new processes are included in the chapter and two processes have been renamed: A Guide to the Project Management Body of Knowledge PMBOK ® Guide Third Edition 2004 Project Management Institute, Four Campus Boulevard, Newtown Square, PA 19073-3299 USA 303 • Develop Project Charter process formally authorizes a project. • Develop Preliminary Project Scope Statement process provides a high-level scope narrative. • Develop Project Management Plan process documents the actions necessary to define, prepare, integrate, and coordinate all subsidiary plans into the project management plan. • Direct and Manage Project Execution process executes the work defined in the project management plan to achieve the project’s objectives. • Monitor and Control Project Work process defines the processes to monitor and control the project activities needed to initiate, plan, execute, and close a project. • Close Project process finalizes all activities across all of the Process Groups to formally close the project. The following table summarizes the Chapter 4 changes: 2000 Edition Sections Third Edition Sections 4.1 Develop Project Charter 4.2 Develop Preliminary Project Scope Statement 4.1 Project Plan Development 4.3 Develop Project Management Plan 4.2 Project Plan Execution 4.4 Direct and Manage Project Execution 4.5 Monitor and Control Project Work 4.3 Integrated Change Control 4.6 Integrated Change Control

4.7 Close Project

Table 2 – Chapter 4 Changes

Chapter 5 - Project Scope Management Changes

Chapter 5 has been modified to clarify the role of the project scope management plan in developing the project scope statement. The chapter expands the discussion and clarifies the importance of a work breakdown structure WBS, with the addition of a new section on creating the WBS. The Initiation section has been rewritten and moved to Chapter 4. The following table summarizes the Chapter 5 changes: 2000 Edition Sections Third Edition Sections 5.1 Initiation Rewritten and moved to Chapter 4 5.2 Scope Planning 5.1 Scope Planning 5.3 Scope Definition 5.2 Scope Definition 5.3 Create WBS 5.4 Scope Verification 5.4 Scope Verification 5.5 Scope Change Control

5.5 Scope Control

Table 3 – Chapter 5 Changes A Guide to the Project Management Body of Knowledge PMBOK ® Guide Third Edition 304 2004 Project Management Institute, Four Campus Boulevard, Newtown Square, PA 19073-3299 USA