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 importantly, enable those outputs to drive outcomes that ultimately
deliver value to the organization and its stakeholders.

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 This systems view reflects a shift from the Knowledge Areas in past editions of the PMBOK® Guide
to eight project performance domains. A performance domain is a group of related activities that are
critical for the effective delivery of project outcomes. Collectively, the performance domains represent
a project management system of interactive, interrelated, and interdependent management capabilities
that work in unison to achieve desired project outcomes. As the performance domains interact and react
to each other, change occurs. Project teams continuously review, discuss, adapt, and respond to such
changes with the whole system in mind—not just the specific performance domain in which the change
occurred. Aligned with the concept of a system for value delivery in The Standard for Project Management,
teams evaluate effective performance in each performance domain through outcomes-focused
measures, rather than through adherence to processes or the production of artifacts, plans, etc.

Previous editions of the PMBOK® Guide emphasized the importance of tailoring the project
management approach to the unique characteristics of each project and its context. The Sixth
Edition specifically incorporated considerations to help project teams think about how to tailor their
approach to project management. That content was included in the front matter of each of the
Knowledge Areas and provided considerations for all types of project environments. This edition
further expands upon that work with a dedicated section on Tailoring in the PMBOK® Guide.

A new section on Models, Methods, and Artifacts provides a high-level grouping of models,
methods, and artifacts that support project management. This section maintains linkages to
tools, techniques, and outputs from previous editions that support project management without
prescribing when, how, or which tools teams should use.

The final change reflects the most significant advancement in the PMBOK® Guide’s history—
the creation of PMIstandards+™, an interactive digital platform that incorporates current, emerging,
and future practices, methods, artifacts, and other useful information. The digital content better
reflects the dynamic nature of a body of knowledge. PMIstandards+ provides project practitioners
and other stakeholders with access to a richer and broader range of information and resources
that can more quickly accommodate advances and changes in project management. The content
explains how specific practices, methods, or artifacts apply to projects based on industry segments,
project types, or other characteristics. Starting with the inputs, tools and techniques, and outputs
from the PMBOK® Guide – Sixth Edition, PMIstandards+ will continue to incorporate new resources
that support continued evolution in project management. Going forward, users of The Standard
for Project Management and the PMBOK® Guide can find information in PMIstandards+ that will
supplement the information included in the printed publication.

The following figure illustrates the revision to The Standard for Project Management and
migration from the Sixth to the Seventh Edition of the PMBOK® Guide, along with the connection
to the PMIstandards+ digital platform.

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 PMBOK® Guide – Sixth Edition PMBOK® Guide – Seventh Edition
A Guide to the Project Management The Standard for Project Management:
Body of Knowledge: • Introduction
• Introduction, Project Environment, and Role of the • System for Value Delivery
Project Manager • Project Management Principles
• Knowledge Areas • Stewardship • Tailoring
• Integration • Team • Quality
• Scope • Stakeholders • Complexity
• Schedule • Value • Risk
• Cost • Systems Thinking • Adaptability and Resiliency
• Quality • Leadership • Change
• Resources
• Communications
• Risk A Guide to the Project Management
• Procurement Body of Knowledge:
• Stakeholders • Project Performance Domains:
• Stakeholders • Planning
The Standard for Project Management: • Team • Project Work
• Initiating • Development • Delivery
• Planning Approach and • Measurement
• Executing Life Cycle • Uncertainty
• Monitoring and Controlling • Tailoring
• Closing • Models, Methods, and Artifacts

Appendixes, Glossary, and Index Appendixes, Glossary, and Index

PMIstandards+TM Digital Content Platform

• The platform links to the PMBOK® Guide via the Models, Methods, and Artifacts section while further expanding on that content.
• Platform incorporates content from all PMI standards as well as content developed specifically for the platform.
• Content reflects “how to…” in actual practice, including emerging practices.

Revision to The Standard for Project Management and Migration from the Sixth Edition to the Seventh
Edition of the PMBOK® Guide and the PMIstandards+TM Digital Content Platform

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 CONCL US IO N
The Standard for Project Management and the PMBOK® Guide – Seventh Edition respond to all four
elements that stakeholders have emphasized in their feedback. The revision maintains and enhances
the credibility and relevance of the PMBOK® Guide. It improves the readability and usefulness of the
PMBOK® Guide. It recognizes that there is continued value for some stakeholders in the structure and
content of previous editions and enhances the content in this edition without negating that value.
Most importantly, it links with the PMIstandards+ digital content platform to respond to stakeholders’
needs with vetted supplemental content that supports practical application.

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Table of Contents
THE STANDARD FOR PROJECT MANAGEMENT

1 INTRODUCTION...................................................................................3
1.1 Purpose of The Standard for Project Management......................3
1.2 Key Terms and Concepts.............................................................4
1.3 Audience for this Standard..........................................................5
2 A SYSTEM FOR VALUE DELIVERY........................................................7
2.1 Creating Value.............................................................................7
2.1.1 Value Delivery Components...............................................8
2.1.2 Information Flow.............................................................11
2.2 Organizational Governance Systems.........................................12
2.3 Functions Associated with Projects...........................................12
2.3.1 Provide Oversight and Coordination................................13
2.3.2 Present Objectives and Feedback....................................13
2.3.3 Facilitate and Support.....................................................14
2.3.4 Perform Work and Contribute Insights............................14
2.3.5 Apply Expertise...............................................................15
2.3.6 Provide Business Direction and Insight............................15
2.3.7 Provide Resources and Direction.....................................15
2.3.8 Maintain Governance.......................................................16
2.4 The Project Environment...........................................................16
2.4.1 Internal Environment.......................................................16
2.4.2 External Environment......................................................18
2.5 Product Management Considerations........................................18

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