Ebook A guide to the Project management body of knowledge (Fourth edition): Part 2
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AppendiceS
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This copy is a PMI member benefit, not for distribution, sale or reproduction.
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A Guide to the Project Management Body of Knowledge (PMBOK® Guide) — Fourth Edition
©2008 Project Management Institute, 14 Campus Blvd., Newtown Square, PA 19073-3299 USA
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This copy is a PMI member benefit, not for distribution, sale or reproduction.
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Appendix A
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Fourth edition chAngeS
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The purpose of this appendix is to give a detailed explanation of the changes made to A Guide to the Project
Management Body of Knowledge (PMBOK® Guide)—Third Edition to create the PMBOK® Guide—Fourth Edition.
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A.1 Consistency and Clarification
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The approved scope statement for the PMBOK® Guide – Fourth Edition explicitly states that the team should
undertake “Any necessary work to make the standard more accurate, up to date, relevant, clear, concise,
and easy to understand and implement. This may include the re-organization of content, additional content,
refinement of content, or deletion of content.”
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With that directive in mind, the update team adopted an approach aimed at achieving a greater degree
of consistency and clarity by refining the processes, standardizing inputs and outputs where possible, and
implementing a global approach for documenting the inputs and outputs.
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A.1.1 Consistency
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The Fourth Edition, in keeping with the consistency requirement, completed the change to verb noun format
for all processes. Standard verbiage was incorporated throughout the document when describing recurring
concepts to aid the reader’s understanding.
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In addition, since process descriptions are located in four places throughout the document, these descriptions
were rewritten in a more consistent manner. These areas include:
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This copy is a PMI member benefit, not for distribution, sale or reproduction.
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A Guide to the Project Management Body of Knowledge (PMBOK® Guide) — Fourth Edition
©2008 Project Management Institute, 14 Campus Blvd., Newtown Square, PA 19073-3299 USA
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APPENDIX A
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In an effort to provide clarification regarding process interactions, data flow diagrams have been added in
order to clarify the input source and the output destination for each process. The project management plan and
the project documents have been more clearly differentiated. This was done to highlight subsidiary plans and
baselines as the main components of the project management plan. While project documents are used to assist
the project manager in managing the project, they are not part of the project management plan. The following
is a representative list of project management plan components and project documents.
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Table A1. Differentiation between the Project Management Plan and the Project Documents
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Project Documents
Activity attributes
Quality metrics
Activity cost estimates
Responsibility assignment matrix
Activity list
Requirements traceability matrix
Assumption log
Resource breakdown structure
Basis of estimates
Resource calendars
Change log
Resource requirements
Charter
Risk register
Contracts
Roles and responsibilities
Duration estimates
Sellers list
Forecasts
Source selection criteria
Issue log
Stakeholder analysis
Milestone list
Stakeholder management strategy
Performance reports
Stakeholder register
Project funding requirements
Stakeholder requirements
Proposals
Statement of work
Procurement documents
Teaming agreements
Project organizational structure
Team performance assessments
Quality control measurements
Work performance information
Quality checklists
Work performance measurements
5q
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Project Management Plan
Change management plan
Communications management plan
Configuration management plan
Cost management plan
Cost performance baseline
Human resources plan
Process improvement plan
Procurement management plan
Quality management plan
Requirements management plan
Risk management plan
Schedule baseline
Schedule management plan
Scope baseline:
• Scope statement
• WBS
• WBS dictionary
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This copy is a PMI member benefit, not for distribution, sale or reproduction.
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6 p5
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A Guide to the Project Management Body of Knowledge (PMBOK® Guide) — Fourth Edition
©2008 Project Management Institute, 14 Campus Blvd., Newtown Square, PA 19073-3299 USA
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APPENDIX A
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Another area requiring clarification involved change requests. Corrective action, preventive action, defect
repair, and requested changes are now under the general term “change request.” This revision helped to
streamline the inputs and outputs of many processes while still providing the visibility of the various types of
change requests.
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The third edition contained a degree of redundancy regarding the components for the project charter and
the scope statement. While maintaining some of the spirit of progressive elaboration that takes place between
the project charter and the scope statement, we have attempted to distinguish the elements that occur in each
document to reduce repetition. The following table lists the elements of each:
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Scope Statement
Product scope description (progressively elaborated)
Project deliverables
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Charter
Project purpose or justification
Measurable project objectives
and related success criteria
High-level requirements
High-level project description, product characteristics
Summary milestone schedule
Summary budget
Project approval requirements (what constitutes
success, who decides it, who signs off)
Assigned project manager, responsibility
and authority level
Name and responsibility of the person(s)
authorizing project charter
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This copy is a PMI member benefit, not for distribution, sale or reproduction.
76
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u9
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30
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3p
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9m
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29
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6 p5
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A Guide to the Project Management Body of Knowledge (PMBOKđ Guide) Fourth Edition
â2008 Project Management Institute, 14 Campus Blvd., Newtown Square, PA 19073-3299 USA
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APPENDIX A
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A.2 Process Changes
vs
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• 4.2 Develop Preliminary Scope Statement—Deleted
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• 4.7 Close Project—Changed to 4.6 Close Project or Phase
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• 5.1 Plan Scope—Deleted
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• 5.1 Collect Requirements—Added
xf
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• 9.4 Manage Project Team—Changed from a controlling process to an executing process
j0j
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• 10.1 Identify Stakeholders—Added
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• 10.4 Manage Stakeholders—Changed to Manage Stakeholder Expectations; changed from a
controlling process to an executing process
x9
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• 12.1 Plan Purchases and Acquisitions and 12.2 Plan Contracting—Changed to 12.1 Plan Procurements
clr
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• 12.3 Request Seller Responses and 12.4 Select Sellers—Changed to 12.2 Conduct Procurements
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A.3 Chapter 4—Project Integration Management Changes
jb
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Since the project charter contains many of the preliminary goals for the project, and since these goals
are elaborated in the Scope Statement, the information relative to Develop Preliminary Project Scope
Statement (4.2) was eliminated.
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The following table summarizes the Chapter 4 processes:
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Table A3. Chapter 4 Changes
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Fourth Edition Sections
4.1 Develop Project Charter
jw
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4.2 Develop Project Management Plan
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4.3 Direct and Manage Project Execution
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4.4 Monitor and Control Project Work
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4.5 Perform Integrated Change Control
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4.6 Close Project or Phase
it
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Third Edition Sections
4.1 Develop Project Charter
4.2 Develop Preliminary Project Scope Statement
4.3 Develop Project Management Plan
4.4 Direct and Manage Project Execution
4.5 Monitor and Control Project Work
4.6 Integrated Change Control
4.7 Close Project
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This copy is a PMI member benefit, not for distribution, sale or reproduction.
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69
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6 p5
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A Guide to the Project Management Body of Knowledge (PMBOKđ Guide) Fourth Edition
â2008 Project Management Institute, 14 Campus Blvd., Newtown Square, PA 19073-3299 USA
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A
APPENDIX A
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A.4 Chapter 5—Project Scope Management Changes
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76
dh
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1y
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In Section 5.1, Scope Planning has been replaced with Collect Requirements. The stakeholder register is
used to identify those with interest in the project and involves applying techniques to create the stakeholder
requirements document.
5l
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59
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02
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The following table summarizes the Chapter 5 processes:
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Table A4. Chapter 5 Changes
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69
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29
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64
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6 p5
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A Guide to the Project Management Body of Knowledge (PMBOKđ Guide) Fourth Edition
â2008 Project Management Institute, 14 Campus Blvd., Newtown Square, PA 19073-3299 USA
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c8
Fourth Edition Sections
6.1 Define Activities
6.2 Sequence Activities
6.3 Estimate Activity Resources
6.4 Estimate Activity Durations
6.5 Develop Schedule
6.6 Control Schedule
Third Edition Sections
6.1 Activity Definition
6.2 Activity Sequencing
6.3 Activity Resource Estimating
6.4 Activity Duration Estimating
6.5 Schedule Development
6.6 Schedule Control
Fourth Edition Sections
5.1 Collect Requirements
5.2 Define Scope
5.3 Create WBS
5.4 Verify Scope
5.5 Control Scope
Third Edition Sections
5.1 Scope Planning
5.2 Scope Definition
5.3 Create WBS
5.4 Scope Verification
5.5 Scope Control
A.5 Chapter 6—Project Time Management Changes
Chapter 6 reflects changes coming from within the industry and detailed in the Practice Standard
for Scheduling.
With the use of computer-supported scheduling, the Arrow Diagramming Method (ADM) and its Activity on
Arrow (AOA) is rarely used. Therefore it is no longer considered to be used on “most projects, most of the time”
and was not included in this chapter.
The following table summarizes the Chapter 6 processes:
Table A5. Chapter 6 Changes
This copy is a PMI member benefit, not for distribution, sale or reproduction.
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A.6 Chapter 7—Project Cost Management Changes
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The Cost Management chapter was updated to more clearly explain the use of the earned value tool and the
technique’s use, including equations. The “To-Complete Performance Index” calculation was added.
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The following table summarizes the Chapter 7 processes:
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Table A6. Chapter 7 Changes
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Fourth Edition Sections
8.1 Plan Quality
8.2 Perform Quality Assurance
8.3 Perform Quality Control
Third Edition Sections
8.1 Quality Planning
8.2 Perform Quality Assurance
8.3 Perform Quality Control
Fourth Edition Sections
7.1 Estimate Costs
7.2 Determine Budget
7.3 Control Costs
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Third Edition Sections
7.1 Cost Estimating
7.2 Cost Budgeting
7.3 Cost Control
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pt
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dv
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29
2x
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pb
A Guide to the Project Management Body of Knowledge (PMBOKđ Guide) Fourth Edition
â2008 Project Management Institute, 14 Campus Blvd., Newtown Square, PA 19073-3299 USA
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APPENDIX A
A
A.7 Chapter 8—Project Quality Management Changes
The following table summarizes the Chapter 8 processes:
This copy is a PMI member benefit, not for distribution, sale or reproduction.
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APPENDIX A
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A.8 Chapter 9—Project Human Resource Management Changes
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The Manage Project Team process was moved into the Executing Process Group as the activities are now
more proactive to ensure project performance is optimized. Both Develop Project Team and Manage Project Team
have been expanded to recognize and discuss the people skills needed within a successful project team.
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The following table summarizes the Chapter 9 processes:
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Table A8. Chapter 9 Changes
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Fourth Edition Sections
9.1 Develop Human Resource Plan
9.2 Acquire Project Team
9.3 Develop Project Team
9.4 Manage Project Team
wf
Third Edition Sections
9.1 Human Resource Planning
9.2 Acquire Project Team
9.3 Develop Project Team
9.4 Manage Project Team
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19
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90
A.9 Chapter 10—Project Communications Management Changes
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Chapter 10 has expanded the recognition and importance of stakeholders within projects. As most project
teams cannot necessarily manage their stakeholders but can expect to influence them and their decisions,
it was felt that Manage Stakeholder Expectations would better reflect the actual process. This also led to
the change from a controlling process to an executing one as the activities are now more about doing than
recording/reporting.
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The following table summarizes the Chapter 10 processes:
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Table A9. Chapter 10 Changes
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04
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Fourth Edition Sections
10.1 Identify Stakeholders
10.2 Plan Communications
10.3 Distribute Information
10.4 Manage Stakeholder Expectations
10.5 Report Performance
92
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Third Edition Sections
10.1 Communications Planning
10.2 Information Distribution
10.3 Performance Reporting
10.4 Manage Stakeholders
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This copy is a PMI member benefit, not for distribution, sale or reproduction.
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A Guide to the Project Management Body of Knowledge (PMBOKđ Guide) Fourth Edition
â2008 Project Management Institute, 14 Campus Blvd., Newtown Square, PA 19073-3299 USA
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A.10 Chapter 11—Project Risk Management Changes
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The following table summarizes the Chapter 11 processes:
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Table A10. Chapter 11 Changes
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Third Edition Sections
11.1 Risk Management Planning
11.2 Risk Identification
11.3 Qualitative Risk Analysis
11.4 Quantitative Risk Analysis
11.5 Risk Response Planning
11.6 Risk Monitoring and Control
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Fourth Edition Sections
12.1 Plan Procurements
12.2 Conduct Procurements
12.3 Administer Procurements
12.4 Close Procurements
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A Guide to the Project Management Body of Knowledge (PMBOKđ Guide) Fourth Edition
â2008 Project Management Institute, 14 Campus Blvd., Newtown Square, PA 19073-3299 USA
uv
Third Edition Sections
12.1 Plan Purchases and Acquisitions
12.2 Plan Contracting
12.3 Request Seller Responses
12.4 Select Sellers
12.5 Contract Administration
12.6 Contract Closure
Fourth Edition Sections
11.1 Plan Risk Management
11.2 Identify Risks
11.3 Perform Qualitative Risk Analysis
11.4 Perform Quantitative Risk Analysis
11.5 Plan Risk Responses
11.6 Monitor and Control Risks
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356
APPENDIX A
A
A.11 Chapter 12—Project Procurement Management Changes
Chapter 12 has consolidated six processes into four processes. Sections 12.1 Plan Purchases and Acquisitions
and 12.2 Plan Contracting were combined to create 12.1 Plan Procurements. Sections 12.3 Request Seller
Responses and 12.4 Select Sellers were combined to create 12.2 Conduct Procurements. Teaming Agreements
were introduced.
The following table summarizes the Chapter 12 processes:
Table A10. Chapter 12 Changes
This copy is a PMI member benefit, not for distribution, sale or reproduction.
x6
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APPENDIX A
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A.12 Appendices
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A new appendix on project management people skills has been added.
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Appendix B
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evolution of pMi’s A Guide to the project
MAnAGeMent Body of KnowledGe
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B.1 Initial Development
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The Project Management Institute (PMI) was founded in 1969 on the premise that there were many
management practices that were common to projects in application areas as diverse as construction and
pharmaceuticals. By the time of the PMI Montreal Seminars/Symposium in 1976, the idea that such common
practices might be documented as standards began to be widely discussed. This led, in turn, to consideration
of project management as a distinct profession.
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It was not until 1981, however, that the PMI Board of Directors approved a project to develop the procedures
and concepts necessary to support the profession of project management. The project proposal suggested
three areas of focus:
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• Distinguishing characteristics of a practicing professional (ethics),
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• Content and structure of the profession’s body of knowledge (standards), and
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• Recognition of professional attainment (accreditation).
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The project team thus came to be known as the Ethics, Standards, and Accreditation (ESA) Management
Group. The ESA Management Group consisted of the following individuals:
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Douglas J. Ronson
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William H. Robinson
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Harvey Kolodney
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Paul Sims
David Haeney
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Charles E. Oliver
David C. Aird
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Eric W. Smythe
Frederick R. Fisher
Matthew H. Parry, Chair
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This copy is a PMI member benefit, not for distribution, sale or reproduction.
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A Guide to the Project Management Body of Knowledge (PMBOK® Guide) — Fourth Edition
©2008 Project Management Institute, 14 Campus Blvd., Newtown Square, PA 19073-3299 USA
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APPENDIX B
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More than twenty-five volunteers in several local chapters assisted this group. The Ethics statement was
developed and submitted by a committee in Washington, DC, chaired by Lew Ireland. The Time Management
statement was developed through extensive meetings of a group in Southern Ontario, including Dave MacDonald,
Dave Norman, Bob Spence, Bob Hall, and Matt Parry. The Cost Management statement was developed through
extensive meetings within the cost department of Stelco, under the direction of Dave Haeney and Larry Harrison.
Other statements were developed by the ESA Management Group. Accreditation was taken up by John Adams
and his group at Western Carolina University, which resulted in the development of accreditation guidelines.
It also resulted in a program of Project Management Professional (PMP®) certification, under the guidance of
Dean Martin.
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The results of the ESA Project were published in a Special Report in the Project Management Journal in
August 1983. The report included the following:
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• Code of Ethics, plus a procedure for code enforcement;
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• Standards baseline consisting of six major Knowledge Areas: Scope Management, Cost Management,
Time Management, Quality Management, Human Resources Management, and Communications
Management; and
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• Guidelines for both accreditation (recognition of the quality of programs provided by educational
institutions) and certification (recognition of the professional qualifications of individuals).
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This report subsequently served as the basis for PMI’s initial Accreditation and Certification programs.
Western Carolina University’s Master’s Degree in Project Management was accredited in 1983, and the first
PMP certifications were awarded in 1984.
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B.2 1986–87 Update
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Publication of the ESA Baseline Report gave rise to much discussion within PMI about the adequacy of the
standards. In 1984, the PMI Board of Directors approved a second standards-related project “to capture the
knowledge applied to project management … within the existing ESA framework.” Six committees were then
recruited to address each of the six identified Knowledge Areas. In addition, a workshop was scheduled as part
of the PMI 1985 Annual Seminars/Symposium.
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This copy is a PMI member benefit, not for distribution, sale or reproduction.
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A Guide to the Project Management Body of Knowledge (PMBOK® Guide) — Fourth Edition
©2008 Project Management Institute, 14 Campus Blvd., Newtown Square, PA 19073-3299 USA
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APPENDIX B
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As a result of these efforts, a revised document was approved in principle by the PMI Board of Directors
and published for comment in the Project Management Journal in August 1986. The primary contributors to
this version of the document were:
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John R. Adams, Chair
(when issued)
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R. Max Wideman, Chair
(during development)
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Joseph R. Beck
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Jim Blethen
Peggy Day
William Dixon
Shirl Holingsworth
William Kane
Joe Muhlberger
Philip Nunn
David Pym
Linn C. Stuckenbruck
Larry C. Woolslager
Shakir Zuberi
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Peter Bibbes
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Richard Cockfield
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Peter C. Georgas
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Colin Morris
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Pat Patrick
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George Vallance
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In addition to expanding and restructuring the original material, the revised document included three
new sections:
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• Project Management Framework was added to cover the relationships between the project and its
external environment, and between project management and general management;
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• Risk Management was added as a separate Knowledge Area in order to provide better coverage of
this subject; and
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• Contract/Procurement Management was added as a separate Knowledge Area in order to provide
better coverage of this subject.
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Subsequently, a variety of editorial changes and corrections were incorporated into the material, and the
PMI Board of Directors approved it in March 1987. The final manuscript was published in August 1987 as a
stand-alone document titled “The Project Management Body of Knowledge.”
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B.3 1996 Update
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Discussion about the proper form, content, and structure of PMI’s key standards document continued after
publication of the 1987 version. In August 1991, PMI’s Director of Standards Alan Stretton initiated a project
to update the document based on comments received from the membership. The revised document was
developed over several years through a series of widely circulated working drafts and through workshops at
the PMI Seminars/Symposia in Dallas, Pittsburgh, and San Diego.
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cy
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hf
it
cc
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34
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99
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04
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bh
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au
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k3
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bp
f4
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jf vii
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m
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0 jg
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1ư
7i
1q
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hb
di
hj
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2e
4n
01
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x6
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gw
0g
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we
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8 2m
fye
ui
0y
bn
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x hg
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1u
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m
d2
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cc
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5i
c1
xn
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This copy is a PMI member benefit, not for distribution, sale or reproduction.
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A Guide to the Project Management Body of Knowledge (PMBOK® Guide) — Fourth Edition
©2008 Project Management Institute, 14 Campus Blvd., Newtown Square, PA 19073-3299 USA
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o las
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9 au
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1 ưj
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APPENDIX B
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In August 1994, the PMI Standards Committee issued an exposure draft of the document that was distributed
for comment to all 10,000 PMI members and to more than twenty other professional and technical associations.
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The publication of A Guide to the Project Management Body of Knowledge (PMBOK® Guide) in 1996
represented the completion of the project initiated in 1991. Contributors and reviewers are listed later in
this section. A summary of the differences between the 1987 document and the 1996 document, which was
included in the Preface of the 1996 edition, also is listed later in this section.
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The document superseded PMI’s The Project Management Body of Knowledge (PMBOK®) document that
was published in 1987. To assist users of the 1996 document, who may have been familiar with its predecessor,
we have summarized the major differences here:
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Title was changed to emphasize that this document is not the project management body of knowledge.
The 1987 document defined the project management body of knowledge as “all those topics, subject
areas, and intellectual processes which are involved in the application of sound management principles
to … projects.” Clearly, one document will never contain the entire project management body of
knowledge.
2.
The Framework section was completely rewritten. The new section consisted of three chapters:
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• Introduction, which set out the purpose of the document and defined at length the terms project
and project management
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• Project Management Context, which covered the context in which projects operate—the project
life cycle, stakeholder perspectives, external influences, and key general management skills
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• Project Management Processes, which described how the various elements of project management
interrelate.
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A revised definition of project was developed, which was both inclusive (“It should not be possible
to identify any undertaking generally thought of as a project that does not fit the definition.”) and
exclusive (“It should not be possible to describe any undertaking that satisfies the definition and is not
generally thought of as a project.”). Many of the definitions of project in the existing literature were
reviewed and all were found to be unsatisfactory in some way. The new definition was driven by the
unique characteristics of a project: a project is a temporary endeavor undertaken to create a unique
product or service.
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This copy is a PMI member benefit, not for distribution, sale or reproduction.
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A Guide to the Project Management Body of Knowledge (PMBOKđ Guide) Fourth Edition
â2008 Project Management Institute, 14 Campus Blvd., Newtown Square, PA 19073-3299 USA
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APPENDIX B
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Revised view of the project life cycle was developed. The 1987 document defined project phases
as subdivisions of the project life cycle. This relationship was reordered and project life cycle was
defined as a collection of phases whose number and names are determined by the control needs of
the performing organization.
5.
Names of the major sections were changed from Function to Knowledge Areas. The term “function”
had been frequently misunderstood to mean an element of a functional organization. The name change
was completed to eliminate this misunderstanding.
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The existence of a ninth Knowledge Area was formally recognized. There had been widespread
consensus for some time that project management is an integrative process. Chapter 4, Project
Integration Management, recognized the importance of this subject.
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The word “Project” was added to the title of each Knowledge Area. Although this may seem redundant,
was intended to clarify the scope of the document. For example, Project Human Resource Management
covers only those aspects of managing human resources that are unique or nearly unique to the
project context.
8.
The Knowledge Areas were described in terms of their component processes. The search for a consistent
method of presentation led the team to completely restructure the 1987 document into thirty-seven
project management processes. Each process was described in terms of its inputs, outputs, and tools
and techniques. Inputs and outputs are documents (e.g., a scope statement) or documentable items
(e.g., activity dependencies). Tools and techniques are the mechanisms applied to the inputs to create
the outputs. In addition to its fundamental simplicity, this approach offered several other benefits:
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• It emphasized the interactions among the Knowledge Areas. Outputs from one process became
inputs to another.
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• The structure was flexible and robust. Changes in knowledge and practice were accommodated
by adding a new process, by resequencing processes, by subdividing processes, or by adding
descriptive material within a process.
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• Processes became the core of other standards. For example, the International Organization for
Standardization’s quality standards (the ISO 9000 series) are based on identification of business
processes.
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This copy is a PMI member benefit, not for distribution, sale or reproduction.
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A Guide to the Project Management Body of Knowledge (PMBOKđ Guide) Fourth Edition
â2008 Project Management Institute, 14 Campus Blvd., Newtown Square, PA 19073-3299 USA
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APPENDIX B
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Some illustrations were added to better depict work breakdown structures, network diagrams,
and S-curves.
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10. The document was reorganized significantly. The following table provides a comparison of the
major headings of the 1987 document and the corresponding headings and/or content sources of
the 1996 version:
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1996 Number and Name
B. Evolution of PMI’s A Guide to the Project
Management Body of Knowledge
1. Introduction (basic definitions)
2. The Project Context (life cycles)
1. Various portions
2. Various portions
3. Various portions
3. Project Management Processes
4. Project Integration Management
IV. Glossary
5. Project Scope Management
8. Project Quality Management
6. Project Time Management
7. Project Cost Management
11. Project Risk Management
9. Project Human Resource Management
12. Project Procurement Management
10. Project Communications Management
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1987 Number and Name
0. PMBOK® Standards
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1. Framework: The Rationale
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2. Framework: An Overview
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3. Framework: An Integrative Model
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4. Glossary of General Terms
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A. Scope Management
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B. Quality Management
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C. Time Management
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D. Cost Management
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E. Risk Management
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11. “To classify” was removed from the list of purposes. Both the 1996 document and the 1987 version
provided a structure for organizing project management knowledge, but neither was particularly
effective as a classification tool. First, the topics included were not comprehensive—they did not
include innovative or unusual practices. Second, many elements have relevance in more than one
Knowledge Area or process, such that the categories were not unique.
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A Guide to the Project Management Body of Knowledge (PMBOKđ Guide) Fourth Edition
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The following individuals, as listed in Appendix C of the 1996 document, contributed in many different ways
to various drafts of the 1996 document. PMI is indebted to them for their support.
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Standards Committee
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The following individuals served as members of the PMI Standards Committee during development of the
1996 update of the PMBOK® document:
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Douglas E. Tryloff
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Alan Stretton
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Diane Quinn
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Deborah O’Bray
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Francis M. Webster Jr. (Chapter 1)
Ahmet Taspinar (Chapter 6)
Leonard Stolba (Chapter 8)
W. Stephen Sawle (Chapter 5)
Agnes Salvo (Chapter 11)
Hadley Reynolds (Chapter 2)
John M. Nevison (Chapter 9)
Edward Ionata (Chapter 10)
David T. Hulett (Chapter 11)
Douglas Gordon (Chapter 7)
Earl Glenwright
Anthony Rizzotto
David Curling (Chapter 12)
Louis J. Cabano (Chapter 5)
Brian Fletcher
Drew Fetters
Keely Brunner (Chapter 7)
John Adams (Chapter 3)
Judy Doll
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Contributors
Helen Cooke
Mark Burgess
Cynthia Berg
William R. Duncan
Frederick Ayer
Eric Jenett
B
APPENDIX B
In addition to the members of the Standards Committee, the following individuals provided original text or
key concepts for one or more sections in the chapters indicated:
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This copy is a PMI member benefit, not for distribution, sale or reproduction.
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A Guide to the Project Management Body of Knowledge (PMBOKđ Guide) Fourth Edition
â2008 Project Management Institute, 14 Campus Blvd., Newtown Square, PA 19073-3299 USA
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APPENDIX B
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In addition to the Standards Committee and the contributors, the following individuals and organizations
provided comments on various drafts of the 1996 document:
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Edward L. Averill
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F. J. “Bud” Baker
John A. Bing
Brian Bock
Dorothy J. Burton
Kim Colenso
Karen Condos-Alfonsi
E. J. Coyle
Russ Darnall
Maureen Dougherty
Daniel D. Dudek
Lawrence East
Rick Fletcher
Greg Githens
Martha D. Hammonds
Abdulrazak Hajibrahim
Paul Hinkley
Wayne L. Hinthorn
Lew Ireland
Elvin Isgrig
Frank Jenes
Walter Karpowski
Harold Kerzner
Robert L. Kimmons
J. D. “Kaay” Koch
Lauri Koskela
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C. “Fred” Baker
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Tom Belanger
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Paul Bosakowski
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Samuel K. Collier
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Darlene Crane
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John J. Downing
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Quentin W. Fleming
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Leo Giulianeti
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G. Alan Hellawell
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33
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Mark E. Hodson
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Murray Janzen
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William F. Kerrigan
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Richard King
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Lyle W. Lockwood
Lawrence Mack
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Richard E. Little
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Michael L. McCauley
Hugh McLaughlin
Frank McNeely
Pierre Menard
Raymond Miller
Alan Minson
R. Bruce Morris
David J. Mueller
John P. Nolan
Louise C. Novakowski
JoAnn C. Osmer
Jon V. Palmquist
John G. Phippen
Hans E. Picard
PMI Houston Chapter
PMI Manitoba Chapter
Charles J. Pospisil
Janice Y. Preston
Christopher Quaife
Peter E. Quinn
William S. Ruggles
Ralph B. Sackman
Darryl M. Selleck
Melvin Silverman
Craig T. Stone
Hiroshi Tanaka
Dick Thiel
Saul Thomashow
J. Tidhar
Janet Toepfer
Vijay K. Verma
Alex Walton
Jack Way
R. Max Wideman
Rebecca Winston
Hugh M. Woodward
Robert Youker
Shakir H. Zuberi
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Christopher Madigan
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Rick Michaels
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Colin Morris
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Gary Nelson
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James O’Brien
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Mark T. Price
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Steven F. Ritter
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Roy Smith
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Robert Templeton
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Dirk Zwart
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This copy is a PMI member benefit, not for distribution, sale or reproduction.
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A Guide to the Project Management Body of Knowledge (PMBOKđ Guide) Fourth Edition
â2008 Project Management Institute, 14 Campus Blvd., Newtown Square, PA 19073-3299 USA
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