CHAPTER DIRECTORY
Read the guide, one chapter at a time.
Original explanations with printed-page references. Read your own licensed copy for the source text.
Introduction ↗
Chapter 1 positions project management as an organizational capability for converting strategy into worthwhile change, not merely as a method for producing deliverables. A pro
Printed pages: 3–12Standard §2A System for Value Delivery ↗
Chapter 2 treats project delivery as an open organizational system rather than an isolated chain of tasks. Strategy guides investment choices; portfolios connect strategy to e
Printed pages: 13–34Standard §3Project Management Principles ↗
Chapter 3 defines six mutually reinforcing, nonprescriptive principles that shape judgment and behavior across different project contexts. Together they express a project-mana
Printed pages: 35–56Standard §4Project Life Cycles ↗
Chapter 4 separates several ideas that are often conflated: the project life cycle describes the path from start to closure; phases organize related activities around delivera
Printed pages: 57–76Guide §1Introduction ↗
The introduction positions the Guide as a practical companion to The Standard for Project Management. The Standard supplies principle-based direction for professional judgment
Printed pages: 3–6Guide §2.1Governance Performance Domain ↗
Governance is the project-wide decision and integration system that protects and improves the value proposition from authorization through closure. It aligns the project with
Printed pages: 10–34Guide §2.2Scope Performance Domain ↗
The Scope domain converts the investment rationale and stakeholder needs into a value-bearing definition of what the project will deliver and the work needed to deliver it—no
Printed pages: 35–46Guide §2.3Schedule Performance Domain ↗
Schedule management turns the intended scope into a time-based model for delivery, communication, forecasting, and control. The schedule is not merely a date list: it links ac
Printed pages: 47–57Guide §2.4Finance Performance Domain ↗
The Finance domain governs how project revenues, expenses, budgets, funding, reserves, forecasts, and value measures are planned and controlled. Its purpose is broader than st
Printed pages: 58–66Guide §2.5Stakeholders Performance Domain ↗
The Stakeholders domain integrates identification, analysis, engagement, and communications across the project life cycle. Stakeholders include anyone who affects, is affected
Printed pages: 67–78Guide §2.6Resources Performance Domain ↗
The Resources domain addresses how the project plans, estimates, acquires, leads, uses, monitors, and releases human, physical, and virtual resources. It deliberately separate
Printed pages: 79–91Guide §2.7Risk Performance Domain ↗
The Risk domain builds project resilience by repeatedly identifying, analyzing, responding to, and monitoring uncertainty. A risk is an uncertain event or condition with a pos
Printed pages: 92–102Guide §3Tailoring ↗
Tailoring is a reasoned design activity. The team adjusts its life cycle, governance, processes, deliverables, tools, and patterns of participation so the combined system can
Printed pages: 103–112Guide §4Inputs and Outputs ↗
Artifacts are presented alphabetically rather than as a mandatory workflow. A named item can be an output from one activity and become an input to another; its role depends on
Printed pages: 113–144Guide §5Tools and Techniques ↗
The section gathers many interpersonal, analytical, estimating, facilitation, visualization, control, and technology-enabled techniques. Their alphabetical order does not impl
Printed pages: 145–216Guide Appendix X2Project Management Offices ↗
A PMO can produce measurable benefits such as faster delivery, cost control, risk reduction, and better decisions while also improving confidence, transparency, collaboration,
Printed pages: 233–236Guide Appendix X3Artificial Intelligence ↗
The appendix distinguishes the broad AI field from machine learning, deep learning, and generative systems. For project work, the important question is not the label but what
Printed pages: 237–244Guide Appendix X4Procurement ↗
Projects commonly rely on organizational purchasing policy, authority, legal support, and vendor relationships. A dedicated project procurement team may exist, but it still ne
Printed pages: 245–254Guide Appendix X5Evolution of the PMBOK Guide ↗
Across editions, durable project-management concerns remain, while the guide's structure and emphasis have changed to address systems, value, adaptive work, outcomes, and prac
Printed pages: 255–260