Section IV Appendices Appendix A Third Edition Changes
Appendix B Evolution of PMI’s A Guide to the Project
Management Body of Knowledge
Appendix C Contributors and Reviewers of
PMBOK
®
Guide – Third Edition
Appendix D Application Area Extensions
Appendix E Additional Sources of Information on
Project Management
Appendix F Summary of Project Management Knowledge AreasA Guide to the Project Management Body of Knowledge (PMBOK
®
Guide) Third Edition
2004 Project Management Institute, Four Campus Boulevard, Newtown Square, PA 19073-3299 USA 301
A
A
PPENDIX
A – T
HIRD
E

Chapter 3 - Project Management Processes for a
Project
Section II - The Project Management Knowledge
Areas
Chapters 4 through 12
Section III - The Project Management
Knowledge Areas
Chapters 4 through 12
Section III - Appendices
Appendix D - Notes
Appendix E - Application Area Extensions
Section IV - Appendices
Appendix D - Application Area Extensions

Section IV - Glossary and Index Section V – References, Glossary, and Index
Table 1 – Structural Changes
Appendix A − Third Edition Changes
A Guide to the Project Management Body of Knowledge (PMBOK
®
Guide) Third Edition
302 2004 Project Management Institute, Four Campus Boulevard, Newtown Square, PA 19073-3299 USA
Process Name Changes
In the Third Edition, seven processes have been added, thirteen renamed, and two
deleted for a net gain of five processes.
The names of processes in the various chapters of the PMBOK
®
Guide –
2000 Edition are in different formats and styles. Inconsistent naming styles can
cause confusion for project management students and experienced individuals as
well. As an example, the processes in the Scope Knowledge Area are Initiation,

®
Guide) Third Edition
2004 Project Management Institute, Four Campus Boulevard, Newtown Square, PA 19073-3299 USA 303
A
Chapter 1 - Introduction Changes
Chapter 1 changes clarify and improve organization within the chapter. Chapter 1
clarifies the differences between a project and operations. The changes provide
standard definitions for program and program management, portfolio and portfolio
management, and include a more detailed discussion of project management office
(PMO) variations. Additional revisions include the following:
• General management skills have been moved to Chapter 1
• A section identifying the many areas of expertise needed by the project team
has been added.
Chapter 2 - Project Life Cycle and Organization Changes
Chapter 2 changes clarify the distinctions between project life cycles and product
life cycles, and explain project phases. Stakeholders are defined in relation to the
project team. A PMO’s role and responsibility in the organization are defined, and
the concept of a project management system is introduced.
Chapter 3 - Project Management Processes for a Project Changes

Chapter 3 has been completely rewritten and expanded to focus on the Project
Management Process Groups and processes within the Knowledge Areas. For
emphasis, Chapter 3 has been renamed “Project Management Processes for a
Project” and moved into a new Section II, “The Standard for Project Management
of a Project.” Chapter 3 has been extensively revised to serve as a standard for
managing a single project and clearly indicates the five required Project
Management Process Groups and their constituent processes. The Initiating Process
Group and the Closing Process Group are given more emphasis than in previous
editions. The Controlling Process Group has been expanded to include Monitoring
and is retitled the “Monitoring and Controlling Process Group.” Material has been

4.1 Develop Project Charter
4.2 Develop Preliminary Project Scope
Statement
4.1 Project Plan Development 4.3 Develop Project Management Plan
4.2 Project Plan Execution 4.4 Direct and Manage Project Execution
4.5 Monitor and Control Project Work
4.3 Integrated Change Control 4.6 Integrated Change Control
4.7 Close Project
Table 2 – Chapter 4 Changes
Chapter 5 - Project Scope Management Changes
Chapter 5 has been modified to clarify the role of the project scope management
plan in developing the project scope statement. The chapter expands the discussion
and clarifies the importance of a work breakdown structure (WBS), with the
addition of a new section on creating the WBS. The Initiation section has been
rewritten and moved to Chapter 4. The following table summarizes the Chapter 5
changes:
2000 Edition Sections Third Edition Sections
5.1 Initiation Rewritten and moved to Chapter 4
5.2 Scope Planning 5.1 Scope Planning
5.3 Scope Definition 5.2 Scope Definition
5.3 Create WBS
5.4 Scope Verification 5.4 Scope Verification
5.5 Scope Change Control 5.5 Scope Control
Table 3 – Chapter 5 Changes
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®
Guide) Third Edition
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A
Chapter 6 - Project Time Management Changes

7.3 Cost Budgeting 7.2 Cost Budgeting
7.4 Cost Control 7.3 Cost Control
Table 5 – Chapter 7 Changes
Appendix A − Third Edition Changes
A Guide to the Project Management Body of Knowledge (PMBOK
®
Guide) Third Edition
306 2004 Project Management Institute, Four Campus Boulevard, Newtown Square, PA 19073-3299 USA
Chapter 8 - Project Quality Management Changes
Chapter 8 includes two revised project management process names to better reflect
the activities of those processes. An emphasis has been made to integrate quality
activities with the overall Monitoring and Controlling process, as defined in
Chapter 4. The following table summarizes the Chapter 8 changes:
2000 Edition Sections Third Edition Sections
8.1 Quality Planning 8.1 Quality Planning
8.2 Quality Assurance 8.2 Perform Quality Assurance
8.3 Quality Control 8.3 Perform Quality Control
Table 6 – Chapter 8 Changes
Chapter 9 - Project Human Resource Management Changes
Chapter 9 identifies several aspects of human resource planning, as well as the
staffing management plan. Manage Project Team has been added as a Monitoring
and Controlling process. Several key explanations have also been added, including
organizational charts and position descriptions. The figures in this chapter now
reflect current project management techniques, such as virtual teams, ground rules,
and issues log. The following table summarizes the Chapter 9 changes:
2000 Edition Sections Third Edition Sections
9.1 Organizational Planning 9.1 Human Resource Planning
9.2 Staff Acquisition 9.2 Acquire Project Team
9.3 Team Development 9.3 Develop Project Team
9.4 Manage Project Team

Chapter 12 - Project Procurement Management Changes
Chapter 12 has been updated to include a consistent use of the terms “buyer” and
“seller.” The chapter now clarifies the difference between the project team as a
buyer of products and services, and as the seller of products and services. The
chapter now includes a process on seller performance evaluation to contract
administration, and has removed the words “procure,” “solicit,” and “solicitation”
to recognize the negative connotation of these words in various areas around the
world. The following table summarizes the Chapter 12 changes:
2000 Edition Sections Third Edition Sections
12.1 Procurement Planning 12.1 Plan Purchases and Acquisitions
12.2 Solicitation Planning 12.2 Plan Contracting
12.3 Solicitation 12.3 Request Seller Responses
12.4 Source Selection 12.4 Select Sellers
12.5 Contract Administration 12.5 Contract Administration
12.6 Contract Closeout 12.6 Contract Closure
Table 10 – Chapter 12 Changes
Glossary
The glossary has been expanded and updated to:
• Include those terms within the PMBOK
®
Guide that need to be defined to
support an understanding of the document’s contents
• Clarify meaning and improve the quality and accuracy of any translations
• Eliminate terms not used within the PMBOK
®
Guide – Third Edition.


Eric W. Smythe

Appendix B − Evolution of PMI’s A Guide to the Project Management Body of Knowledge
A Guide to the Project Management Body of Knowledge (PMBOK
®
Guide) Third Edition
310 2004 Project Management Institute, Four Campus Boulevard, Newtown Square, PA 19073-3299 USA
More than twenty-five volunteers in several local chapters assisted this group.
The Ethics statement was developed and submitted by a committee in Washington,
DC, chaired by Lew Ireland. The Time Management statement was developed
through extensive meetings of a group in Southern Ontario, including Dave
MacDonald, Dave Norman, Bob Spence, Bob Hall, and Matt Parry. The Cost
Management statement was developed through extensive meetings within the cost
department of Stelco, under the direction of Dave Haeney and Larry Harrison. Other
statements were developed by the ESA Management Group. Accreditation was taken
up by John Adams and his group at Western Carolina University, which resulted in
the development of accreditation guidelines. It also resulted in a program of Project
Management Professional (PMP
®
) certification, under the guidance of Dean Martin.
The results of the ESA Project were published in a Special Report in the
Project Management Journal in August 1983. The report included:
• A Code of Ethics, plus a procedure for code enforcement
• A standards baseline consisting of six major Knowledge Areas: Scope
Management, Cost Management, Time Management, Quality Management,
Human Resources Management, and Communications Management
• Guidelines for both accreditation (recognition of the quality of programs
provided by educational institutions) and certification (recognition of the
professional qualifications of individuals).
This report subsequently served as the basis for PMI’s initial Accreditation

B
In addition to expanding and restructuring the original material, the revised
document included three new sections:
• Project Management Framework was added to cover the relationships
between the project and its external environment, and between project
management and general management
• Risk Management was added as a separate Knowledge Area in order to
provide better coverage of this subject
• Contract/Procurement Management was added as a separate Knowledge Area
in order to provide better coverage of this subject.
Subsequently, a variety of editorial changes and corrections were
incorporated into the material, and the PMI Board of Directors approved it in
March 1987. The final manuscript was published in August 1987 as a stand-alone
document titled “The Project Management Body of Knowledge.”
B.3 1996 Update
Discussion about the proper form, content, and structure of PMI’s key standards
document continued after publication of the 1987 version. In August 1991, PMI’s
Director of Standards Alan Stretton initiated a project to update the document
based on comments received from the membership. The revised document was
developed over several years through a series of widely circulated working drafts
and through workshops at the PMI Seminars/Symposia in Dallas, Pittsburgh, and
San Diego.
In August 1994, the PMI Standards Committee issued an exposure draft of
the document that was distributed for comment to all 10,000 PMI members and to
more than twenty other professional and technical associations.
The publication of A Guide to the Project Management Body of Knowledge
(PMBOK
®
Guide) in 1996 represented the completion of the project initiated in
1991. Contributors and reviewers are listed later in this section. A summary of the

of project management interrelate.
3. We developed a revised definition of project. We wanted a definition that
was both inclusive (“It should not be possible to identify any undertaking
generally thought of as a project that does not fit the definition.”) and
exclusive (“It should not be possible to describe any undertaking that
satisfies the definition and is not generally thought of as a project.”). We
reviewed many of the definitions of project in the existing literature and
found all of them unsatisfactory in some way. The new definition is driven
by the unique characteristics of a project: a project is a temporary endeavor
undertaken to create a unique product or service.
4. We developed a revised view of the project life cycle. The 1987 document
defined project phases as subdivisions of the project life cycle. We have
reordered this relationship and defined project life cycle as a collection of
phases whose number and names are determined by the control needs of
the performing organization.
5. We changed the name of the major sections from Function to Knowledge
Area. The term Function had been frequently misunderstood to mean an
element of a functional organization. The name change should eliminate
this misunderstanding.
6. We formally recognized the existence of a ninth Knowledge Area. There
has been widespread consensus for some time that project management is
an integrative process. Chapter 4, Project Integration Management,
recognizes the importance of this subject.
7. We added the word Project to the title of each Knowledge Area. Although
this may seem redundant, it helps to clarify the scope of the document. For
example, Project Human Resource Management covers only those aspects
of managing human resources that are unique or nearly unique to the
project context.
8. We chose to describe the Knowledge Areas in terms of their component
processes. The search for a consistent method of presentation led us to

0. PMBOK
®
Standards B. Evolution of PMI’s A Guide to the
Project Management Body of
Knowledge
1. Framework: The Rationale 1. Introduction (basic definitions)
2. The Project Context (life cycles)
2. Framework: An Overview 1. Various portions
2. Various portions
3. Various portions
3. Framework: An Integrative Model 3. Project Management Processes
4. Project Integration Management
4. Glossary of General Terms IV. Glossary
A. Scope Management 5. Project Scope Management
B. Quality Management 8. Project Quality Management
C. Time Management 6. Project Time Management
D. Cost Management 7. Project Cost Management
E. Risk Management 11. Project Risk Management
F. Human Resource Management 9. Project Human Resource
Management
G. Contract/Procurement Management 12. Project Procurement Management
H. Communications Management 10. Project Communications
Management
11. We removed “to classify” from the list of purposes. Both the 1996
document and the 1987 version provide a structure for organizing project
management knowledge, but neither is particularly effective as a
classification tool. First, the topics included are not comprehensive—they
do not include innovative or unusual practices. Second, many elements
have relevance in more than one Knowledge Area or process, such that the
categories are not unique.

In addition to the Standards Committee and the contributors, the following individuals
and organizations provided comments on various drafts of the 1996 document:
Edward L. Averill C. “Fred” Baker F. J. “Bud” Baker
Tom Belanger John A. Bing Brian Bock
Paul Bosakowski Dorothy J. Burton Kim Colenso
Samuel K. Collier Karen Condos-Alfonsi E. J. Coyle
Darlene Crane Russ Darnall Maureen Dougherty
John J. Downing Daniel D. Dudek Lawrence East
Quentin W. Fleming Rick Fletcher Greg Githens
Leo Giulianeti Martha D. Hammonds Abdulrazak Hajibrahim
G. Alan Hellawell Paul Hinkley Wayne L. Hinthorn
Mark E. Hodson Lew Ireland Elvin Isgrig
Murray Janzen Frank Jenes Walter Karpowski
William F. Kerrigan Harold Kerzner Robert L. Kimmons
Richard King J. D. “Kaay” Koch Lauri Koskela
Richard E. Little Lyle W. Lockwood Lawrence Mack
Christopher Madigan Michael L. McCauley Hugh McLaughlin
A Guide to the Project Management Body of Knowledge (PMBOK
®
Guide) Third Edition
2004 Project Management Institute, Four Campus Boulevard, Newtown Square, PA 19073-3299 USA 315
B

Frank McNeely Pierre Menard Rick Michaels
Raymond Miller Alan Minson Colin Morris
R. Bruce Morris David J. Mueller Gary Nelson
John P. Nolan Louise C. Novakowski James O’Brien
JoAnn C. Osmer Jon V. Palmquist Matthew Parry
John G. Phippen Hans E. Picard Serge Y. Piotte
PMI Houston Chapter PMI Manitoba Chapter PMI New Zealand Chapter

This document superseded the Project Management Institute’s (PMI
®
) A Guide to
the Project Management Body of Knowledge (PMBOK
®
Guide), published in
1996.
The scope of the project using the 1996 publication as its starting point, was to:
• Add new material, reflecting the growth of the knowledge and practices in the
field of project management by capturing those practices, tools, techniques,
and other relevant items that have become generally accepted. (Generally
accepted means being applicable to most projects most of the time, and
having widespread consensus about their value and usefulness.)
• Add clarification to text and figures to make this document more beneficial to
users.
• Correct existing errors in the predecessor document.
Major Changes to the document are as follows:
1. Throughout the document, we clarified that projects manage to
requirements, which emerge from needs, wants, and expectations.
2. We strengthened linkages to organizational strategy throughout the
document.
3. We provided more emphasis on progressive elaboration in Section 1.2.3.
4. We acknowledged the role of the Project Office in Section 2.3.4.
5. We added references to project management involving developing
economies, as well as social, economic, and environmental impacts, in
Section 2.5.4.
6. We added expanded treatment of Earned Value Management in Chapter 4
(Project Integration Management), Chapter 7 (Project Cost Management),
and Chapter 10 (Project Communications Management).
7. We rewrote Chapter 11 (Project Risk Management). The chapter now

Management
Quantitatively Based Durations
Reserve Time (Contingency)
Coding Structure
Variance Analysis
Milestones
Activity Attributes
Computerized Tools
Chapter 7 - Project Cost
Management
Estimating Publications
Earned Value Measurement
Chapter 8 - Project Quality
Management
Cost of Quality
Chapter 10 - Project
Communications Management
Project Reports
Project Presentations
Project Closure
PMI Project Management Standards Program Member Advisory Group
The following individuals served as members of the PMI Standards Program
Member Advisory Group during development of this edition of A Guide to the
Project Management Body of Knowledge (PMBOK
®
Guide) document:
George Belev Cynthia A. Berg, PMP Sergio Coronado Arrechedera
Judith A. Doll, PMP J. Brian Hobbs, PMP David Hotchkiss, PMP
PMBOK
®

In addition to the PMI Standards Program Member Advisory Group, the PMBOK
®

Guide Project Team, and the Contributors, the following individuals provided
comments on the Exposure Draft of this document:
Muhamed Abdomerovic, PMP, D. Eng. Yassir Afaneh
Frank Allen, PMP Jon D. Allen, PMP
MaryGrace Allenchey, PMP Robert A. Andrejko, PMP
Ichizo Aoki Paul C. Aspinwall
Ronald Auffrédou, PMP Edward Averill, PMP
Frederick L. Ayer, PMP William W. Bahnmaier, PMP
A. C. “Fred” Baker, PMP Carole J. Bass, PMP
Berndt Bellman Sally Bernstein, PMP
Nigel Blampied, PE, PMP John Blatta
Patrick Brown, PMP Chris Cartwright, PMP
Bruce C. Chadbourne, PMP Michael T. Clark, PMP
Raymond C. Clark, PE Elizabeth Clarke
David Coates, PMP Kim Colenso, PMP
Edmund H. Conrow, PMP Kenneth G. Cooper
John Cornman, PMP Richard F. Cowan, PMP
Kevin Daly, PMP Mario Damiani, PMP
Thomas Diethelm, PMP David M. Drevinsky, PMP
Frank D. Einhorn, PMP Edward Fern, PMP
Christian Frankenberg, PMP Scott D. Freauf, PMP
Jean-Luc Frere, PMP Ichiro Fujita, PMP
Chikako Futamura, PMP Serge Garon, PEng, PMP
Brian L. Garrison, PMP Eric Glover
Peter Bryan Goldsbury Michael Goodman, PMP
A Guide to the Project Management Body of Knowledge (PMBOK
®

David L. Prater, PMP Bradford S. Price, PMP
Samuel L. Raisch, PMP Naga Rajan
G. Ramachandran, PMP Bill Righter, PMP
Bernice L. Rocque, PMP Wolfgang Theodore Roesch
Fernando Romero Peñailillo Jon Rude
Linda Rust, PMP Fabian Sagristani, PMP
James N. Salapatas, PMP Seymour Samuels
Bradford N. Scales H. Peter Schiller
John R. Schuyler, PMP Maria Scott, PMP
Shoukat Sheikh, MBA, PMP
Larry Sieck
Kazuo Shimizu, PMP

(on behalf of the PMI Tokyo, Japan Chapter)

Melvin Silverman, PhD, PE Loren J. Simer Jr.
Keith Skilling, PE, PMP Greg Skulmoski
Kenneth F. Smith, PMP Barry Smythe, PMP
Paul J. Solomon Joe Soto Sr., PMP
Christopher Wessley Sours, PMP Charlene Spoede, PMP
Joyce Statz, PMP Emmett Stine, PMP
Thangavel Subbu Jim Szpakowski
Ahmet N. Taspinar, PMP John A. Thoren Jr., PMP
Alan D. Uren, PMP Juan Luis Valero, PMP
S. Rao Vallabhaneni William Simon Vaughan Robinson
Ana Isabel Vazquez Urbina Ricardo Viana Vargas, PMP
Stephen E. Wall, PMP William W. Wassel, PMP
Tammo T. Wilkens, PE, PMP Robert Williford, PMP
Appendix B − Evolution of PMI’s A Guide to the Project Management Body of Knowledge
A Guide to the Project Management Body of Knowledge (PMBOK


A Guide to the Project Management Body of Knowledge (PMBOK
®
Guide) Third Edition
2004 Project Management Institute, Four Campus Boulevard, Newtown Square, PA 19073-3299 USA 321
C
A
PPENDIX
C
Contributors and Reviewers of PMBOK
®

Guide – Third Edition
PMI volunteers first attempted to codify the Project Management Body of
Knowledge in the Special Report on Ethics, Standards, and Accreditation, published
in 1983. Since that time, other volunteers have come forward to update and improve
that original document and contribute the now de facto standard for project
management, PMI’s A Guide to the Project Management Body of Knowledge
(PMBOK

Guide). This appendix lists, alphabetically within groupings, those
individuals who have contributed to the development and production of the
PMBOK

Guide – Third Edition. No simple list or even multiple lists can adequately
portray all the contributions of those who have volunteered to develop the PMBOK


Guide – Third Edition. Appendix B describes specific contributions of many of the
individuals listed below and should be consulted for further information about

Guide 2004 Update Project Core Team
In addition to the Project Leadership Team, the following individuals served as
contributors of text or concepts and as Co-Leaders within the Project Core Team
(PCT):
Nigel Blampied, PE, PMP (Framework Team Co-Leader)
J. David Blaine, PMP (Product Overview Team Co-Leader)
Andrea Giulio Demaria, PMP (Document Research Team Co-Leader)
Greg Githens, PMP (Framework Team Co-Leader)
Dana J. Goulston, PMP (Framework Team Co-Leader)
David T. Hulett, PhD (Knowledge Areas Team Co-Leader)
Elden Jones, MSPM, PMP (Process Groups Team Co-Leader)
Carol Rauh, PhD, PMP (Knowledge Areas Team Co-Leader)
Michael J. Schollmeyer, PMP (Product Overview Team Co-Leader)
C.3 PMBOK
®
Guide 2004 Update Project Sub-Teams
The following individuals served as contributors of text or concepts and as leaders
of the Project Sub-Teams (PST):
W. Clifton Baldwin, PMP (Index and Input Guidance Leader)
Barbara Borgmann, PMP (Knowledge Areas Chapter 8 Leader)
Kim D. Colenso, PMP, CSQE (Glossary Leader)
Earl Glenwright, PE, VEA (Knowledge Areas Chapter 7 Leader)
Darrel G. Hubbard, PE (Knowledge Areas Chapter 12 Leader)
David T. Hulett, PhD, PMP (Knowledge Areas Chapter 11 Leader)
Jim O’Brien, PMP (Knowledge Areas Chapter 6 Leader)
Brian Salk, M.A. Ed., PMP (Knowledge Areas Chapter 5 Leader)
Geree Streun, PMP (Knowledge Areas Chapters 3 and 4 Leader)
John A. Thoren, Jr., PMP, PhD (Knowledge Areas Chapter 10 Leader)
Lee Towe, PMP, MBA (Knowledge Areas Chapter 9 Leader)
C.4 Significant Contributors

Adrian Abramovici, PMP Jamie K. Allen, PMP
Mark Allyn, PMP Scott C. Anderson, PMP
Lionel Andrew, MBA, ISP Russell Archibald, PMP
Prabu V. Ayyagari, PhD, PMP Ernest Baker, PMP
Pamela M. Baker, PMP Kevin E. Bast, PMP
James S. Bennett, PMP Ionut C. Bibac
Howland Blackiston Ray Blake, PMP
Charles W. Bosler, Jr. Rollin O. Bowen, Jr.
Carolyn Boyles, MBA, PMP Wayne R. Brantley, PMP, MS Ed
Alex S. Brown, PMP Timothy S. Brown
Stephen C. Burgan, PMP Anne Cagle, PMP
Dean J. Calabrese, PMP Neil R. Caldwell
Giuseppe A. Caruso, PMP Bill Chadick, PMP
Clare Chan Porfirio Chen Chang, MBA, PMP
Gene Chiappetta, PMP Tomio Chiba, PMP
Mark T. Chism, PMP Andy Crowe, PMP
Robert L. Cutler, PMP Darren Dalcher, PhD, MAPM
Mario Damiani, PMP Pranab Das, PMP
Robert de Jong, PMP Connie Delisle
John M. Dery, PMP Barbara De Vries, PMP
Jerry Dimos, PMP James A. Doanes
Capt. Nick Doralp, PMP Magnus Karl Drengwitz, PMP
Peter Duignan, PMP Lloyd R. Duke, Jr., PMP
Suhas Dutta, PMP Bradford R. Eichhorn, PMP
Gary S. Elliott, M.S., M.D. Gregory William Fabian, PMP
Morten Fangel, PhD Martin Christopher Fears, PMP
Eve Featherman AnnaMaria Felici
Flynn M. Fernandes, PMP, MSPM John C. “Buck” Field, MBA, PMP
David Foley, MBA Kirby Fortenberry, PMP
Gary W. Fortune, PMP John M. Foster, PMP, MBA