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A Guide to the Project Management Body of Knowledge (PMBOK® Guide) — Eighth Edition and The Standard for Project Management

Name: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) — Eighth Edition and The Standard for Project Management
Author: Project Management Institute
ISBN: 9781628258301

by Project Management Institute

January 2026

Intermediate to advanced

408 pages

12h 52m

English

Project Management Institute

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Cover Page
Title Page
Library of Congress Cataloging-in-Publication Data
Copyright Page
Notice
Preface
Evidence-Based and Globally RepresentedSummary of ChangesUpdate of Key Terms and ConceptsRefined PrinciplesReintroducing Process Groups as Focus AreasUpdated Performance Domains
Table of Contents
List of Figures and Tables
The Standard for Project Management
1: Introduction
1.1 Purpose of The Standard for Project Management1.2 Key Terms and Concepts1.3 Foundational Elements of Project Management1.3.1 Characteristics of a Project1.3.2 Connecting Organizational Governance and Project Governance1.3.3 Operations and Project Management1.3.4 Relationship of Portfolio, Program, Project, and Operations Management

2: A System for Value Delivery
2.1 Creating Value2.1.1 Value Delivery Components2.1.2 Assessing Project Success2.2 Project Environment2.2.1 Enterprise Environmental Factors2.2.2 Organizational Process Assets2.2.3 Policies, Processes, and Procedures2.2.4 Organizational Knowledge Repositories2.2.5 Organizational Structures2.3 Product Management Considerations2.4 Functions Associated With Projects2.4.1 Provide Oversight and Coordination2.4.2 Solicit and Manage Feedback2.4.3 Facilitate and Support2.4.4 Perform Work2.4.5 Apply Expertise2.4.6 Provide Organizational Direction and Insight2.4.7 Provide Resources2.5 Project Management Roles2.5.1 Project Management Team2.5.2 Sponsor, Customer, or Product Owner2.5.3 Project Team2.5.4 End Users and Other Key Stakeholders
3: Project Management Principles
3.1 The Project Management Mindset3.2 Principles and Performance Domains3.3 Adopt a Holistic View3.3.1 Project Impact3.3.2 Principle in Action3.3.3 Connected Performance Domains3.4 Focus on Value3.4.1 Project Impact3.4.2 Principle in Action3.4.3 Connected Performance Domains3.5 Embed Quality Into Processes and Deliverables3.5.1 Project Impact3.5.2 Principle in Action3.5.3 Connected Performance Domains3.6 Be an Accountable Leader3.6.1 Project Impact3.6.2 Principle in Action3.6.3 Connected Performance Domains3.7 Integrate Sustainability Within All Project Areas3.7.1 Project Impact3.7.2 Principle in Action3.7.3 Connected Performance Domains3.8 Build an Empowered Culture3.8.1 Project Impact3.8.2 Principle in Action3.8.3 Connected Performance Domains
4: Project Life Cycles
4.1 Project Phases4.2 Project Development Approaches4.2.1 Predictive Approaches4.2.2 Adaptive Approaches4.2.3 Hybrid Approaches4.3 Considerations for a Development Approach Selection4.3.1 Deliverables4.3.2 Project4.3.3 Organization4.4 Delivery Cadence4.5 Project Management Focus Areas4.5.1 Initiating Focus Area4.5.2 Planning Focus Area4.5.3 Executing Focus Area4.5.4 Monitoring and Controlling Focus Area4.5.5 Closing Focus Area4.5.6 Focus Areas as a Whole
References
Index
A Guide to the Project Management Body of Knowledge (PMBOK® Guide)
1: Introduction
1.1 Structure of the PMBOK® Guide1.2 Relationship of the PMBOK® Guide and The Standard for Project Management1.3 Changes to the PMBOK® Guide
2: Project Management Performance Domains
2.1 Governance Performance Domain2.1.1 Project Value Creation2.1.2 Project Governance Models2.1.3 Metrics and Mechanisms for Effective Project Governance2.1.4 Additional Considerations for Predictive Environments2.1.5 Key Concepts2.1.6 Processes2.1.7 Tailoring Considerations2.1.8 Interactions With Other Domains2.1.9 Check Results2.2 Scope Performance Domain2.2.1 Key Concepts2.2.2 Processes2.2.3 Tailoring Considerations2.2.4 Interactions With Other Domains2.2.5 Check Results2.3 Schedule Performance Domain2.3.1 Key Concepts2.3.2 Processes2.3.3 Tailoring Considerations2.3.4 Interactions With Other Domains2.3.5 Check Results2.4 Finance Performance Domain2.4.1 Key Concepts2.4.2 Processes2.4.3 Tailoring Considerations2.4.4 Interactions With Other Domains2.4.5 Check Results2.5 Stakeholders Performance Domain2.5.1 Key Concepts2.5.2 Processes2.5.3 Tailoring Considerations2.5.4 Interactions With Other Domains2.5.5 Check Results2.6 Resources Performance Domain2.6.1 Key Concepts2.6.2 Processes2.6.3 Tailoring Considerations2.6.4 Interactions With Other Domains2.6.5 Check Results2.7 Risk Performance Domain2.7.1 Key Concepts2.7.2 Processes2.7.3 Tailoring Considerations2.7.4 Interactions With Other Domains2.7.5 Check Results
3: Tailoring
3.1 Overview3.2 Why Tailor?3.3 What to Tailor3.3.1 Life Cycle and Development Approach Selection3.3.2 Processes3.3.3 Engagement3.4 The Tailoring Process3.4.1 Select Initial Development Approach3.4.2 Tailor for the Organization3.4.3 Tailor for the Project3.4.4 Implement Ongoing Improvement3.5 Tailoring the Performance Domains3.6 Diagnostics3.7 Summary
4: Inputs and Outputs
5: Tools and Techniques
Appendix X1: Contributors and Reviewers
X1.1 Contributors and ReviewersX1.2 PMI Team Members
Appendix X2: Project Management Offices
X2.1 IntroductionX2.2 The PMO Value PropositionX2.3 Importance of Customer Centricity for a PMOX2.4 PMO Type, Model, and StructureX2.5 PMO Maturity ModelsX2.6 Learn More About PMOs
Appendix X3: Artificial Intelligence
X3.1 Artificial Intelligence in the Project ContextX3.1.1 Strategies for AI AdoptionX3.1.2 State of the MarketX3.2 Common Use CasesX3.3 Responsible Use and Ethical ConcernsX3.4 Suggested Resources
Appendix X4: Procurement
X4.1 Procurement IntroductionX4.2 Procurement OverviewX4.3 Make-or-Buy AnalysisX4.4 Procurement StrategyX4.5 Bid Process and DocumentsX4.6 Source Selection AnalysisX4.7 Source Selection CriteriaX4.8 Contract TypeX4.8.1 Fundamental Contract ModelsX4.8.2 Emerging Trends in Contract ManagementX4.9 Claims AdministrationX4.9.1 Relevance to Project ManagersX4.9.2 Sensitivity of Legal Actions and Upholding Ethics Codes
Appendix X5: Evolution of the PMBOK® Guide
X5.1 Evidence-BasedX5.2 Changes in the Eighth EditionX5.3 Sources for the Eighth EditionX5.4 Refinement of Project Management Principles
References
Bibliography
Glossary
Index
Back Cover

Content preview from A Guide to the Project Management Body of Knowledge (PMBOK® Guide) — Eighth Edition and The Standard for Project Management

Appendix X4

Procurement

X4.1 Procurement Introduction

Procurement management plays a significant role in project management, involving the acquisition of goods, services, or results from external sources to meet project objectives. A buyer is an entity that purchases products or services, whereas the seller, vendor, contractor, or supplier is the entity that provides products or services. In a procurement and supply chain context, the buyer–seller relationship is characterized by information asymmetry and is a source of multiple relevant risks, as each party may possess different levels of information about the transaction. Procurement practices can influence project outcomes by impacting cost efficiency, quality standards, and timely delivery. ...

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