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Ricardo (4s): Hello, everyone. Welcome to the five minutes PM podcast today. I like to continue the podcast about the PMBOK 60 Edition. If you recall, last week, I spoke more about the structure of the Guide. The big changes, the number of processes going from 47 to 49. And I explained the main changes in the chapters. So right now I want to talk about each knowledge area and go into a little bit more detail on that. So the first one, starting with the integration So integration used to be composed of six processes. Let's remember integration is to put everything together, the only reason you have integration in your project is to make sure that one aspect will not dominate everything that the cost will not dominate, or the scope so that you have a balance and some kind of diversity on your observation of the work of the project.
Ricardo (1m 1s): So the integration got a new product, and this new process is called managing project knowledge. And these are basically the lessons learned. If you remember, in previous versions, many times we saw as an output of the process lessons learned PMBOK this time decided to create one process specifically, to that in the execution. I like it very much because it makes it clear assessment that this piece of knowledge management is a very relevant piece for the learning of the project. When we go to this scope, there is no major change in the scope. It's very important when I say there are no major changes.
Ricardo (1m 43s): I'm not saying that the scope became less relevant, please. I'm just talking about changes. When we go to schedule and I'm saying schedule, most of you will think, Oh, is it time? So this is one small, but quite relevant change. It's not time management anymore. It's not scheduled management and why this change it's because of time We cannot control, but schedule, we can control the way we program the tests over time. It's something that we have control of, but time is the clock. So this is exactly why PMI decided to make this move and another move is that this is schedule management, lost one process to the new resource knowledge area.
Ricardo (2m 28s): And this process is called estimate activity resource. If you remember previous versions you would see this resource estimation as part of the former time management, because this is what critical aspect for you to build the schedule together, with duration together, with the definition of activities. So those were all part of this time management, but BMI did a great, and I love this change when they change it, human resource to just resource. So this knowledge area moved it to this New okay, or this renewed area, called resource. I would talk about it in a minute.
Ricardo (3m 8s): So when we go to cost and quality, the two knowledge areas, there is no massive change. So just some small changes. So there are no different processes. They are basically the three processes on the four and the three processes on the same as the 50 Edition. Now let's talk about something cool, resources. If you remember, we spoke at all a lot about human resources in the past. So the chapter nine, and now this chapter became only resources. The first thing I want you to know and make aware upfront at any moment, nobody was thinking that the human that became less relevant, please don't think, Oh, now the PMBOK remove at the human resource and change it is to resource because the human aspect is not relevant.
Ricardo (3m 59s): This is completely pointless. This kind of statement. Let's remember PMI did a new chapter three exactly to talk about all the softer skills around project management. Let's remember chapter nine includes human resources. But now it includes material. It includes equipment. So it's much broader because in the past, when you are developing a project, you have a very good set of processes, to help you on understanding the human side, the human resource, but not a very strong process to manage the resources that are not people. So now this process became a resource process.
Ricardo (4m 41s): So with a much wider focus in this process. Received the new process estimate activity resource that came from the former time knowledge area. And if we go to communication, there is no change, basically no main change. If we go to risk from six to seven the risk, got a new process. I have honestly mixed feelings about that and why I have mixed feelings because at some point, I think it's great. To give such a strong relevance and strong empowerment to the risks area, but that sometimes I think it's a little bit too much the level of detail on risk, but it's just my personal opinion.
Ricardo (5m 24s): So you may agree with me or not, and that's fine. That new process on the risk is implementing risk responses. And this is an execution process. This is a clear execution process, because if you remember in the past, we had the plan risk response plan, and now we need to implement the responses. So let's suppose you decided to buy insurance. So then you buy insurance during the execution. So this is exactly to give more clarity is not because us, the risk management became, got some new feature, but is just to clarify, in a more reasonable way, this process on the procurement, procurement lost one process that close procurement does not exist anymore.
Ricardo (6m 9s): That is a closing process. Remember the closing process became now only close project our phase, and this includes all the other nine knowledge areas, all that on it. And finally, stakeholder management. It's a quite new process, a quite new knowledge area. So there was no major change another major change around all these 49 processes in these ten areas is the agile company is to bring agility. And I want to finish this podcast by saying that a lot of people think that PMBOK is bureaucratic. It's traditional. And, and let me tell you this, everything like that, it's just nonsense.
Ricardo (6m 52s): You can make the PMBOK Guide, a painful process and you can make any agile process a very painful process. It depends on who you are and what is your behavior. So a lot of people think that the PMBOK guide is like a dogmatic approach. If you don't do that box, the project will fail. This is just irrelevant. Irrelevant. So just read the PMBOK take what you get. The main ideas. Don't produce documents that are just irrelevant just by producing them. And if they are irrelevant just don't do it. This is what I do in my professional life. So you do what is relevant for you, and this will make you agile.
Ricardo (7m 37s): So regardless of what process and what methodology you use, you can be slow. You can be fast, you can be agile you can be nimble. It depends much more on your behavior in your attitude, towards the projects. So what I suggest You it's, if you are a member of PMI or go to the member's area, download the PMBOK take a time to give a look at what's going on. You can see my processes to help you to understand that and my YouTube video to help you. So it's very important that you have this content, and if you are not a member, it's a great time for you to evaluate that because you have a lot of knowledge that you can download as part of your membership.
Ricardo (8m 18s): I think it's a great idea if you want really, to make a difference in this sector. So I hope you enjoy this podcast. I apologize for this very long podcast, but it's a very special podcast. So see you next week with another five minutes PM podcast.