last month, the PMBOK8 draft was published, and the first comments on it appeared, causing a heated discussion in the professional community.

One of the striking differences is the return of the process model directly to the structure of the PMBOK8 body of knowledge. Let me remind you that in version 7, based on principles, the processes were taken out of the PMBOK itself and placed in a separate material on the website. A serious discussion broke out around this change, which I personally think is excessive, since project management in the modern world is so diverse that it is hardly possible to “drive” all the options into the framework of predefined processes. Therefore, the model of principles (which, by the way, also remain in version 8) seems to me to be quite appropriate.

The number of principles is reduced from 12 in version 7 to 6 in version 8. Let’s see. At the same time, no one is belittling the value of processes as a repetitive activity. The process records the best practices, but at a more local level. So this discussion, in my opinion, is too methodological. Even with the inclusion of processes directly in PMBOK, each enterprise will still adapt the model “for itself”, which has always been the case.

The concept of “Value” is still in the spotlight. However, the focus is shifting to a more practical understanding – Benefits prevail over costs – the classic “scales”.

In the definition of key project characteristics, a very useful concept of a unique context has been introduced, in my opinion. As has been obvious for many years, not every project (or rather most of them) is completely unique, but the conditions for implementation are unique (or different). So this definition is more accurate. In version 8, the division of product and project management roles is developing. In essence, classic analysis (first divide) and synthesis are implemented. As practitioners have been saying for many years (including me, I will be immodest), a project is a way of implementing and developing a product.

The product owner can act as a customer of a project for the creation/development of a product.

It is proposed to remove the chapter “Methods, Models, and Artifacts” from PMBOK 8, which in my opinion will significantly reduce the usefulness of PMBOK itself. Although the authors write in their blogs that this is positive, since the chapter did not fit into the context, but – again in my opinion – the context here is not necessary, this chapter is actually a reference book in version 7, from which you can get the necessary specific information as needed. A step back. Perhaps they will publish it separately, but it is not known yet.

Functional elements have been added to project management – 7 basic functions

• Review and coordination

• Feedback
• Facilitation and support
• Execution of work
• Application of expert skills
• Providing business direction and “inside view”
• Provision of resources

Communications, quality and delivery have been removed from the performance domains. If everything is clear with deliveries, this area has essentially been outside the scope of the project for a long time, and the RP acted as an internal customer, then the removal of communications and quality looks strange.

We look forward to the continuation of the discussion, access to the draft itself can be obtained in reviewer mode (commenting is not required)