The new Scope, Time and Cost Planning Processes of the PMBOK® Guide 5th Edition

In this podcast, Ricardo concludes the series of five podcasts on the PMBOK® Guide 5th Edition. He talks about the reasons behind the creation of processes "5.1", "6.1" and "7.1", Plan Scope Management, Plan Schedule Management and Plan Cost Management, respectively. He comments on how best to use these processes, taking into account the project complexity.

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Episode transcript

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Hello, everyone. Welcome to the five Minutes BM podcast today. I like to finish the series of five podcasts. I create that to promote and to explain better the PMBOK Guide 50 Edition and today I wanted to cover the new Planning process that the PMBOK Guide fifth edition at it. The Plan Scope Management the Plan Schedule Management and Plan Cost Management the 5.1 6.1 and 7.1. This a process where created aiming to make sure that when we are doing this Scope Planning or control, when we are doing the scaffold Planning we are following this same criteria.

So it's like for me, the easiest way to explain the stripped process is basically to explain the rules of the game. So before you started developing the WBS, if you start developing your Schedule, you create some ground rules where you will be based in your work. For example, when you are estimating durations, which kind of process you will be using to estimate durations. So this will create a new uniform process to improve the quality of your Planning.

So this was the aim. A lot of people liked this. A lot of people didn't like this three new process, those cool, like they agreed that this is something really, really relevant that we need to think more about how we will blend the Scope before we start Planning the order's that did not agree too much with the street process. They tell that this is adding one more layer of bureaucracy in the planning process.

I have mixed feelings. So in some points, I think it's valuable. And in the orders, I think it's sometimes it's is adding a layer of bureaucracy. Again, it's very important to one, understand that the PMBOK guide must be tailored to feed to your needs. So for me, I think that the street process are extremely relevant. If you have a complex or a large project. So this will require that you make a very clear Scope management plan or a very clear Schedule management Plan before you start planning, if you have the older side, I'm a small project, not so complex, maybe doing all this process again, defining in discussing the rules of the game.

Every time you start a new match could be in sometimes just a burden of team's time and project managers time. I have all show a turd dimension. So we have the positive, we have the negative and I have something like a third way. Usually what I do is I place oldest criteria setting all the time Management Plan process for Scope for Scotto, for Cost for stakeholder, I usually transfer does work to the project management office to the PMO.

So he has to have a project office. One of the main functions of the project office is to create some standards of working where you can apply to all projects. So instead of defining the rules of the game, every time you go to start a game, define the rules of the game for all games, thinking that the game is a project. So usually what I do with psych transferred this process to the project at the office in each project will only use and follow the guide guidelines that were developed by the project office.

So how we will define the ration, how we'll link the tasks, which kind of scaffolding software we'll be using. So this kind of standard definition can come from the project office and a project manager will benefit of having this ready to use. So maybe district process could be thinking if you have in your organization, a project office, maybe this process, or become a very reasonable if they wear executed by the pro's at office. But if you have as small project and we started using and define in this, every time you start a new project, maybe you are doing to much a Fort, okay.

And burden at the time of your team members to produce something that is not necessarily the most critical think for your project success. So think about that with this, I finished this series of five podcasts. We can, we'll be starting talking about other subjects and for sure our will come back to the PMBOK guide is a great reference in the future in another Podcast. So thank you very much. See you next week with a, not a five minutes BM Podcast.

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Ricardo Vargas

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The new Scope, Time and Cost Planning Processes of the PMBOK® Guide 5th Edition

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