A project manager, though often associated with the architecture, engineering, and construction (AEC) industry, is a valuable asset to almost any business. Project managers provide leadership, direction, and accountability to their teams by being able to successfully deliver projects.
For the past 37 years, the project management professional (PMP®) certification exam has been a must-have for aspiring project managers. Since its inception in 1984, the project management certification exam has assessed project managers’ overall competence and skills, resulting in a world-class global community of PMP professionals.
Project Management Influences that are Changing
Over the years, project management has evolved dramatically. The profession, processes, and priorities continue to adapt and grow, owing largely to technological advancements and a focus on stakeholders.
Technological Progress
Computers, the internet, artificial intelligence, and automation have all played a role in the evolution of project management as a profession.
Modern technology and a diverse set of software programs assist project managers in better managing budgets, resources, teams, and tasks, while also increasing ROI for stakeholders.
Engagement with Stakeholders
Project management is no longer solely concerned with the process. It is all about completing a project that meets or exceeds expectations. This means that stakeholders will be more involved from the start.
The PMBOK® (Project Management Body of Knowledge) was created to provide aspiring project managers with the knowledge required to prepare for the PMP Exam.
While the publication’s content has evolved and changed over time, the intent has not. The PMBOK is still a project manager’s best friend when it comes to keeping up with emerging trends and significant changes in the industry.
What follows is an overview of past PMBOK versions, as well as how project management has evolved.
Pro tip: Curious about the differences between PMBOK 7 and PMBOK 6? Please visit this page!
PMBOK 1 – Project Management Body of Knowledge Introduction
As the project management profession gained traction, the Project Management Institute (PMI) published the first PMBOK version in 1996 to document required learning material for future project managers.
The PMBOK was created by project managers for project managers and serves as a syllabus for the PMP certification exam. Each edition’s goal is to standardize best practices, procedures, and knowledge in order to propel the profession forward.
PMBOK 2 – Advancement of the Project Management Profession
PMBOK 2 was published in 2000 and introduced new, valuable information that reflected the project management profession’s ongoing growth. Among these additions were various knowledge and practices deemed beneficial to the field and useful in the completion of successful projects.
Evaluating Project Management Practices (PMBOK 3).
PMBOK 3 was published in 2004 and included significant changes to the evaluation of project management practices. This edition covered new and revised project processes, changes to the project life cycle and organization, and a variety of project management changes such as:
Management of integration
Management of the scope
Time administration
Controlling costs
Quality control
Human resource administration
Management of communications
Management of risks
Management of procurement
PMBOK 4 – Repairing the Iron Triangle
In 2009, PMBOK 4 was released, highlighting the growing constraints within the project management profession. This can be seen in the increase in the number of fixed constraints from three to six — cost, risk, benefits, quality, scope, and time.
Along with these updates, the fourth edition is the first in the PMBOK series to recognize project stakeholders as a critical component of effective project management.
