RICARDO VARGAS EXPLAINS THE

PMBOK® GUIDE 7 EDITION TH

PRINCIPLES PRINCIPLES

STEWARDSHIP TAILORING
Be a diligent, respectful, and caring Tailor based on context
steward
DESCRIPTION KEYWORDS DESCRIPTION KEYWORDS
You need to care about the project Care Your approach cannot be *”one size fits Predictive
and feel *responsible* and *committed* Honesty all.”* It must be *adapted* to fit the (waterfall)
to delivering the value of the project. Trustworthi- corresponding work, organization, and cul- Iterative
You should oversee the acts in the proj- ness tural aspects, aiming to increase bene- (agile)
ect with the same level of care you use Compliance fits and maximize value. Hybrid
COMMENTS COMMENTS
The *PMI’s Code of Ethics* is related, but it is not There is no *”best”* methodology.
the same thing. There is only a *”right”* methodology for a specific case.
It demonstrates your *duty of care* and your behavior The delivery method can be a *mix* of different ap-

TEAM QUALITY
Create a collaborative project team en- Build quality into processes and deliver-
vironment PMBOK® Guide ables
DESCRIPTION KEYWORDS (Past Editions) PRINCE2® DESCRIPTION KEYWORDS
It is *impossible* to deliver sustain- Collabora- Quality is the way the deliverables *con- Satisfy
able outcomes without a team that *col- tion Extreme nect to the objectives and the value needs
Front-End Programming
laborates* and *works together* to- Teamwork chain*. Your probability of providing busi- No defects
wards the same objective. Team members Culture ness benefits is dramatically reduced Fit for pur-
must use their specific skills aiming to Roles & Re- Loading (FEL) (XP) if you cannot produce project delivera- pose
COMMENTS COMMENTS

Kanban
Team collaboration does not necessarily mean *friend- Quality is all about *fulfilling the requirements*.
ship*. Disciplined Quality *can be* measured.
Agile®
Organizational *culture affects* the way teams work to- Focus on *detection* and *prevention* of errors and mis-
Scaled Agile
Critical Framework® ITIL®
STAKEHOLDERS Chain (SAFe®) COMPLEXITY
PMI Citizen
Effectively engage with stakeholders Navigate complexity
DESCRIPTION KEYWORDS Adaptive Project Agile Developer® DESCRIPTION KEYWORDS
Stakeholders can *influence directly and
indirectly* the project. If you do not en-
Engagement
Individuals Framework (APF) Scrum
You must look for ways of accepting the
complexity of the environment you are in.
VUCA
Ambiguity
gage with them, you may *create threats*
and *miss opportunities* to optimize the
Groups
Organizations DevOps Volatility, Uncertainty, Complexity, and
Ambiguity *(VUCA)* are parts of any proj-
Uncertainty
Volatility
outcomes you should focus on to deliver Hybrid ect. *Shift your focus from avoiding com-
COMMENTS
Others COMMENTS
They can *support* or *oppose* to the project, and Complexity arises from different factors, and most of
their opinion can change over time. them are *outside of our control*.
Stakeholders can be *internal* or *external* to the It can be *increased* or *decreased* at any point of

VALUE STA RISK

TA INTY KE HOL
R
Focus on value Optimize risk responses
C E DER
DESCRIPTION KEYWORDS UN DESCRIPTION KEYWORDS
Successful projects are all about de- Outcomes Risks are part of every single proj- Threats
livering value. It goes *above and beyond Success ect. You need to *proactively assess Opportuni-
simple delivery*. Benefits are realized Business the project exposure* and *respond* ties
when the target stakeholders perceive results effectively to potential threats and Risk toler-
the *positive value of the outcomes* en- Benefits opportunities that may affect the proj- ance
Change Stewardship
NT

COMMENTS COMMENTS
EME

There is *no point in focusing on schedule and on budget* Each organization has a *different tolerance* to risks,
if you do not deliver value. and this affects their actions.
Value can be *realized during or after* the end of a TEA Probability and impact *change* over time.
Team
SUR

Adaptability
M
and Resilience
MEA

SYSTEMS THINKING ADAPTABILITY AND RESILIENCY

Recognize, evaluate, and respond to sys-
tem interactions PMBOK® GUIDE Stakeholders Embrace adaptability and resiliency
SEVENTH EDITION
Risk
DESCRIPTION
Your project is not a bubble. It is a
KEYWORDS
Interdepen- + Focus on
DESCRIPTION
Your resilience will allow you to *”build
KEYWORDS
Recovery
THE STANDARD FOR
*”gear”* of a more extensive system that
includes several other *interdependent
dency
System PROJECT MANAGEMENT Value back better”* after a setback. If you
or your organization are not adaptable
Adaptabil-
ity
agents*. It is your responsibility to thinking and resilient, it will be tough to ac- Reaction
Complexity
CYC CH

make sure these interactions are con- Integration cept change and recover from problems. Diversity
LE
LIFE ROA

Systems
DEL

COMMENTS COMMENTS
It is essential to balance *internal* and *external* Thinking Resiliency is built by improving the *capacity of ab-
AND . APP

perspectives. sorbing impact and recovering*.

IVER

*Systems may change over time* due to internal and ex- Quality Adaptability increases by *focusing on the outcomes*
DEV
Y

Tailoring Leadership
LEADERSHIP CHANGE
Demonstrate leadership behaviors Enable change to achieve the envisioned fu-
ture state
DESCRIPTION KEYWORDS DESCRIPTION KEYWORDS
*Projects are complex efforts*, and they Motivation PRO Change is the only *permanent feature of Psychological
need strong leadership behaviors to get Empowerment JECT IN G
ANN
any project*. You must act as a change safety
the job done. Aspects like *motivation*, Example WO PL
agent and create the *conditions for Enablement
*focus*, *self-awareness*, and *facilitation*
are critical to align the team and over-
Influence
Coaching RK others to adapt* to a rapid and evolv-
ing environment.
Comprehen-
sive
COMMENTS COMMENTS
*Anyone* in the team can demonstrate leadership Change is *NOT* necessarily a bad thing.
skills. Enabling change is the *opposite* of avoiding change.
Leadership is *different* from authority. Keep the *desired outcomes in mind* when evaluating

PRINCIPLES PERFORMANCE DOMAINS

They are the foundation on how we should approach something. Group of related activities that are critical for the delivery of the outcomes.
»  They guide our behavior and actions. »  There is no prescriptive sequence to execute these activities.
»  They are open, and we can apply them in different ways and contexts. »  They can be used with different delivery approaches (predictive, agile, hybrid).
»  They are interconnected. »  They are not processes.
»  There is no specific order or ranking of principles. »  They are interactive, interdependent, and interrelated.

STAKEHOLDER
DESCRIPTION
Combines a set of activities related to stake-
holders, including the engagement process to ensure
COMMENTS
Contains relevant elements of *communications*.
Includes activities to address *supporting* and
*opposing* stakeholders.
*It is not about friendship*. It is about a produc-
tive relationship.
*Stakeholders change* during the project.
Not all stakeholders are the same. They have dif-
PERFORMANCE DOMAINS
TEAM DEVELOPMENT APPROACH AND LIFE CYCLE PLANNING
DESCRIPTION DESCRIPTION DESCRIPTION
Contains the activities that address the *re- It is the domain where the delivery approach (*pre- Contains the activities associated with the re-
sponsibilities* associated with the work that must dictive*, *iterative*, *hybrid*) is selected, and the quired *coordination* and *organization* to produce
COMMENTS COMMENTS COMMENTS
Includes the *roles* and *responsibilities* within A project may have a *single* deliverable or *multi- Strongly related to the *Development Approach*.
the team. ple*, *periodic* or *continuos deliverables*. *Predictive planning* uses *WBS* and decomposition
Team *culture* must be built, including norms and *Predictive approach* is based on *defined require- models to break down the scope.
behaviors. ments*. *Iterative planning* uses the concept of *evaluate
Very connected to the *leadership principle*. *Iterative or adaptive approach* is useful when multiple options* until costs may exceed benefits.
Includes components of *emotional intelligence*, *criti- there is a *high level of uncertainty*. Describes concepts of *estimating*, *scheduling* and
cal thinking* and *motivation*. *Hybrid approach* combines aspects of *both* pre- *budgeting* using different approaches.

PROJECT WORK DELIVERY MEASUREMENT UNCERTAINTY

DESCRIPTION
Addresses all activities related to the *actual
work* like physical resources, contracting, managing
COMMENTS
Includes reviewing the project work using *lessons
learned*, *retrospective*, and *lean* methods.
Actions related to reducing *work in progress
(WIP)* take place in this domain.
Several *procurement* processes happen under
the Project Work Domain, especially contracting ac-
tivities.
DESCRIPTION
Combines the activities and work associated with
the work’s delivery, including *requirements*, *quali-
COMMENTS
Requirements can be clear in *predictive develop-
ment*.
In *adaptive approach*, requirements may only be
clear at *later stages*.
Includes aspects of Cost of Quality (COQ) like
*prevention* and *correction*.
*Stakeholder acceptance and satisfaction* is a
DESCRIPTION
Includes the activities that allow to *access the
project performance* to *take actions* to ensure
COMMENTS
It is impossible to evaluate results if you do *not
measure them*.
Measurement goes *above and beyond reporting and
data*.
Measurement is all about *conversations* and *deci-
sions* using the data.
Covers *leading* and *lagging* indicators (KPI) and what
DESCRIPTION
Assures that the project contains activities
that address *risks*, *uncertainty*, and *VUCA* (vol-
COMMENTS
Despite not being mentioned in the guide, the *VUCA*
concept is a critical aspect of this domain.
Strongly connected to the *System Thinking*, *Complex-
ity* and *Risk* principles.
*Early warning* and *environmental scanning* are rele-
vant activities to address uncertainty.
The “Risk” knowledge area of the PMBOK® Guide 6ed is

RICARDO VARGAS EXPLAINS THE PMBOK® GUIDE 7TH EDITION You can download this document at https://rvarg.as/pmbok7en This infographic is free and cannot be sold.
Based on A Guide to the Project Management Body of Knowledge (PMBOK® Guide) - Seventh Edition and The Standard for Explanatory Note: This work does not replace the need to read the PMBOK® Guide and the Standards for Project Become a member of the Project Management Institute
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