Appendix A
Changes from Previous Edition of Government Extension
The purpose of this appendix is to provide a summary description of the most important changes to the Government Extension to a Guide to the Project Management Body of Knowledge (PMBOK® Guide—2000 Edition) in order to create the current edition.
Alignment with PMBOK® Guide—Third Edition
The current edition of the Government Extension was aligned in structure, style, and content with the. PMBOK® Guide—Third Edition. As the two documents should be used together for government projects, the alignment enables easier reference to the corresponding sections in each document. The process names and designations were updated to match the changes introduced in the PMBOK® Guide—Third Edition to enable consistency and clarity.
Chapter 1—Introduction Changes
Section 1.1 Purpose of the Government Extension was expanded to describe the need for and the goals of this standard. A new subsection was added to describe the target audience for the Government Extension.
Section 1.2 What Makes Government Projects Unique? became Section 1.2.4 under the new Section 1.2 What is a Project?. Section 1.2.4 was significantly revised to clearly describe the distinctive characteristics of public sector projects.
Section 1.3 Project Management in the Government Context describes management of projects in public sector environment, instead of referencing the corresponding section in PMBOK® Guide—Third Edition.
Section 1.6 Project Management Context was substantially changed. As programs have a much more expanded role in public than in private sector, this section includes a detailed explanation of the role and particularities of programs in the context of the governmental environment.
Section 1.7 Government Extension Processes: Inputs, Tools, Techniques, and Outputs was added as a new section and illustrates the alignment of processes with the PMBOK® Guide—Third Edition.
Chapter 2—Project Life Cycle and Organization Changes
The title and structure of Chapter 2 were aligned with PMBOK® Guide—Third Edition to better reflect its focus and content. A major content update was made to Section 2.3 Organizational Influences, representing a substantial revision from the Government Extension—2000 Edition. Section 2.3 now provides a detailed description of how organizational influences affect projects in the public sector.
Chapter 3—Project Management Processes for a Project Changes
As in the earlier edition of Government Extension, this chapter references the corresponding chapters in the PMBOK® Guide—Third Edition because project management in the government sector utilizes the same Project Management Process Groups as in the private sector.
Chapter 4—Project Integration Management Changes
The Government Extension was aligned with the PMBOK® Guide—Third Edition. Accordingly, four new integrative project management processes were added in the PMBOK® Guide—Third Edition,. Moreover, due to significant expansion of the content of this chapter in the PMBOK® Guide, most of the considerations included in Government Extension—2000 Edition are no longer applicable and have been deleted.
Section 4.1 Develop Project Charter describes common reasons to initiate a public sector project as inputs in the project charter elaboration process.
Section 4.7 Close Project introduces an additional organizational process asset, “project files,” which has particular relevance in the government environment.
Chapter 5—Project Scope Management Changes
Section 5.1 Initiation Government Extension—2000 Edition was moved under Chapter 4 as Section 4.1 Develop Project Charter. Section 5.1 Scope Planning introduces the two overarching controls of scope planning for public sector projects: spending authority and public accountability.
Section 5.2 Scope Definition describes that some projects have unique scope definition challenges in the context of citizen-driven activity.
Section 5.3 Create WBS, of the current edition of the Government Extension adds an input “stakeholders analysis.”
Section 5.4 Scope Verification introduces specific project controls such as compliance and public accountability, as well as a new output “communication artifacts”.
Section 5.5 Scope Control describes an input “external influences,” mostly sociopolitical, on scope control.
Chapter 6—Project Time Management Changes
Section 6.4 Activity Duration Estimating introduces an input “activity resource requirements” comprising preference laws, further detailed in Section 12.4.2.8.
Section 6.5 Schedule Development describes input “project scope statement” that reflects the annual budget cycle as a unique constraint for government projects and input “line item projects” that have specific constraints on project schedules. This section also describes a particular tool and technique, “obligations,” intended to address the annual budget cycle constraint.
Chapter 7—Project Cost Management Changes
Chapter 7 was significantly reviewed in the current Government Extension to reflect significant tend changes in government arena.
Section 7.2 Cost Budgeting adds input “annual budget cycle” as well as tools and techniques “split funds,” “matching funds,” “obligations,” “counterpart funding,” and “grants” used for budgeting government projects. It also discusses in detail the performance-based and gateway budgeting used more and more in public sector worldwide to compensate the deficiencies of annual budgeting.
Section 7.3 Cost Control describes the particularities of performance reports as an input to cost control from the internal and external stakeholder’s perspective.
Chapter 8—Project Quality Management Changes
Section 8.1 Quality Planning was substantially revised to update the quality planning inputs. Performance based budgeting, listed as a specific quality planning tool in Government Extension—2000 Edition, was moved to Section 7.2 and treated as a specific budgeting tool.
Section 8.2 Perform Quality Assurance introduces input “regulatory requirements and guidance.” This section also includes particular aspects of a tool and technique “quality audits” with particular relevance for government projects, and new output “notification of non-compliance (deficiencies)” which is not usually seen in the private sector.
Chapter 9—Project Human Resource Management Changes
Chapter 9 was aligned with the PMBOK® Guide—Third Edition, thus increasing the number of processes and revising the process names.
Section 9.1 Human Resource Planning lists inputs specific to the public sector that can limit flexibility in human resource planning. Input “civil service system,” listed as an organizational planning input in the earlier Government Extension—2000 edition, was changed to the enterprise environmental factors input in Section 9.1 Human Resource Planning in PMBOK® Guide—Third Edition.. Section 9.1 also describes output “authority” and the limit on delegation of key decisions in government projects.
Section 9.2 Acquire Project Team expands the discussion in the earlier edition of Government Extension—2000 edition regarding particular public sector tools and techniques such as negotiation and hybrid staffing.
Chapter 10—Project Communications Management Changes
Section 10.1 Communications Planning was aligned with PMBOK® Guide—Third Edition with significant discussions regarding the particular inputs and tools and techniques used in government projects with consideration for external stakeholders and the general public.
Section 10.2 Information Distribution describes particular tools, techniques and outputs for public sector projects to satisfy informational needs of the public.
Section 10.3 Performance Reporting reflects the specific impacts of status reviews and recommended corrective actions over public sector projects through budget and funding adjustments.
Section 10.4 Manage Stakeholders is focused on information distribution in the government projects to legislative bodies and general public as specific stakeholders of public sector projects.
Chapter 11—Project Risk Management Changes
Section 11.1 Risk Management Planning continues to describe input “laws and regulations” as limitations on government projects by defining risks that the citizens will not accept. The section also adds a new output “political risk” while Government Extension—2000 edition considered political risk as an input to the risk identification process.
In Section 11.2 Risk Identification the description of information gathering tools and techniques are maintained and adjusted to reflect current terminology.
In Section 11.3 Qualitative Risk Analysis the discussion tool and technique “public review” was revised to better reflect current government practices around the world.
Section 11.4 Quantitative Risk Analysis describes an input “project environmental management plans” that address social and environmental concerns for public sector projects.
Chapter 12—Project Procurement Management Changes
The structure of Chapter 12 was aligned with the PMBOK® Guide—Third Edition including the revision of the process names.
Section 12.1 Plan Purchases and Acquisitions lists the same inputs as PMBOK® Guide—Third Edition with additional considerations for enterprise environmental factors and organizational process assets. This section, under tools and techniques, also includes an expanded discussion of additional categories of contract types used by government but not necessarily in private sector projects and degrees of competition and degrees of qualifications. This section also adds considerations to output “procurement management plan.”
Section 12.2 Plan Contracting section adds “standard forms” to the list of tools and techniques used by government projects.
Section 12.3 Request Seller Responses includes expanded comments regarding government tools and techniques such as “bidder conferences” and “advertising,” and adds “qualified sellers list as both a tool and technique and an output used frequently at various levels of government.
Section 12.4 Select Sellers is revised to align the tools and techniques with the corresponding section in PMBOK® Guide—Third Edition and describes through their particular application in the government environment including “proposal evaluation techniques,” “award and preference laws,” and “protest and grievance procedures.”
Section 12.5 Contract Administration describes selected inputs, tools, and techniques, and outputs from the PMBOK® Guide—Third Edition and highlights their particular application in government projects as well as new input “claims” and new tool and technique “prevailing wages.” Section 12.6 Contract Closure describes the applicability of the tools and techniques listed in the corresponding section of the PMBOK® Guide—Third Edition to government projects, and adds “de-obligation of funds” as a specific tool and technique used in public sector.