Project management with PMI and PMBOK Guide – a proven standard in transition

The Project Management Institute (PMI) was founded in the United States in 1969 to establish project management as an independent discipline and to professionalize it. At a time when structured project management methods had not yet been standardized in many industries, PMI recognized the need for a common understanding of best practices.

The founding idea was based on the following objectives:

Promoting a unified approach to project management

Providing training and certification

Developing an international network for the exchange of knowledge

Milestones in PMI history

With over 700,000 members and more than one million certified professionals worldwide, PMI is now the leading organization in the field of project management.

The PMBOK Guide (Project Management Body of Knowledge) is PMI's most important reference work. It defines methods, processes, and best practices that are considered the standard for professional project management.

In the 1980s, the PMI collected proven methods from practice to create a uniform project management methodology. This resulted in the first version of the PMBOK Guide in 1984, which served as a guide for professional project managers.

PMBOK Guide has established itself as the global standard because it:

Can be applied across industries: Whether construction, IT or healthcare – the principles apply universally.

Summarizes best practices: The guide is based on the experiences of thousands of project managers.

Creates a common language: Terms and methods are internationally recognized and facilitate communication in teams.

The basis for certification: The PMI certifications, which are in demand worldwide, are based on the PMBOK Guide.

Hybrid methods are supported: Since the 6th edition, agile and classic approaches can be combined.

Project management is a complex discipline influenced by numerous factors: time, costs, resources, risks and much more. The PMBOK Guide (Project Management Body of Knowledge) was developed to ensure a structured approach. It is a kind of “toolbox” for project managers and offers a proven methodology for the successful implementation of projects. PMBOK is used in almost every industry, including:

1. IT and software development – structured planning of complex IT projects
2. Construction and engineering – project management for large-scale projects
3. Healthcare – clinical trial management and digitalization
4. Automotive and manufacturing – process optimization and product development
5. Finance – risk management in banks and insurance companies

PMBOK Guide's universal applicability enables a structured approach to projects regardless of size, industry, or complexity. But how exactly is this guide structured?

With the seventh edition of the PMBOK Guide, the ten knowledge areas from previous versions were officially supplemented by a principle-based approach, or rather, this approach was introduced to replace the previous structure. This means that instead of detailed processes and knowledge areas, the focus is now on the twelve universal principles and eight so-called performance domains.

The PMBOK Guide (up to the 6th edition) structured project management based on the five process groups and ten knowledge areas. These were linked by a total of 47 processes. This structure formed a kind of matrix in which each process was assigned to a specific process group and, at the same time, to a knowledge area. The five groups represent the chronological sequence of a project, while the ten knowledge areas represent the various specialist areas in project management. Each of the 47 processes was assigned to a process group and a knowledge area. For example, the process “Identify Risks” belongs to the process group “Planning” and the knowledge area “Risk Management”.

The overview of the assignment of processes to process groups shows that the PMBOK Guide clearly emphasizes the process group “Planning”.

The following was defined for each process:

input variables (inputs, e.g. project objectives, requirements)

methods and tools (e.g. risk analysis, Gantt charts)

output values (outputs, e.g. risk register, reports)

The twelve universal principles of project management were introduced with the seventh edition of the PMBOK Guide (2021). They replace the previous process-based structure with a more principle-oriented approach to allow more flexibility for different project environments. These principles apply to all projects, regardless of industry, size or methodology. They are aligned with the Code of Ethics of the PMI and define the what and why of project management.

These principles provide a flexible framework for modern project management that integrates both traditional and agile methods. They help project organizations to manage their projects efficiently and achieve successful results in the long term. It is no coincidence that there are 12 principles:

Both the Agile Manifesto with its 12 principles and the PMBOK Guide (7th Edition) with its universal principles focus on fundamental values that can be applied independently of specific methods or frameworks. With the seventh edition, PMI deliberately built a bridge between classic and agile project management by shifting the focus from detailed processes to timeless principles. This orientation was consistently developed and refined in the eighth edition.

While earlier versions of the PMBOK Guide focused heavily on processes, ITTOs, and clearly defined best practices, the 7th edition worked with principles and performance domains to enable greater flexibility and context sensitivity. The eighth edition retains this principle-oriented approach, but reintroduces modernized, non-prescriptive process guidance. It thus combines the best of both worlds: clear guidance for practice without losing adaptive openness. This development follows the general trend in project management: away from rigid process models and toward adaptable principles and situation-appropriate processes that meet the different requirements of classic, agile, and hybrid ways of working.

The continued integration of agile and hybrid thinking in the 8th edition also shows that PMI has recognized the change in practice. Today, companies rarely work in a purely classic or purely agile manner, but instead use hybrid approaches that combine stability and flexibility.

Agile, hybrid, and lean-oriented approaches play a central role in the current version of the PMBOK Guide. The 8th edition expands on the agile content, integrates modern topics such as AI, PMOs, and procurement, and links them to a more clearly structured process framework.

Agile project management: Agile methods rely on iterative development, short feedback cycles, and continuous adaptation. Instead of creating a complete project plan in advance, work is done in sprints or increments, which enable rapid learning and quick value delivery. This is particularly advantageous in dynamic environments such as software development or innovation projects.

Hybrid methods: Hybrid approaches combine classic planning and control with agile elements such as iterations, reviews, and adaptive decisions. The 8th edition shows more clearly than before how this combination can be implemented in practice and how processes can be flexibly adapted to different environments.

Lean approaches: Lean focuses on efficiency, flow, and continuous improvement. The reduction of unnecessary work steps, fast throughput times, and a focus on value create the basis for higher speed and better quality. The 8th edition integrates Lean more clearly into the process landscape and shows how Lean practices can be applied in classic and agile projects.

Together, these methods help to better address the complex and dynamic challenges of modern projects. The 8th edition makes it clear that successful project work today lies in the ability to combine a structured approach, flexibility, value orientation, and continuous learning.
 

The PMBOK Guide is not just a theoretical model – it also provides a clear structure for practical application. According to PMBOK Guide, a project typically runs in several phases, even though the seventh edition is de-emphasizing this approach.

1. Initiation: From the project charter to the stakeholder analysis

The foundation for the entire project is laid in the initiation phase. The aim here is to define the project idea, evaluate the benefits and define the initial framework conditions. The central component of this phase is the project charter, which includes all relevant key data, objectives and stakeholders.

Important steps in this phase:

Formulate project charter: The project charter is the central document that describes the purpose of the project, the rough planning and the resources.

Conduct a stakeholder analysis: Who has an interest in the project? What are the expectations of the parties involved? These questions are answered in a detailed stakeholder analysis.

Conduct a cost-effectiveness review: Does the project make financial and strategic sense? It may be necessary to conduct feasibility studies or cost-benefit analyses at this stage.

A well-structured start reduces the risk of misunderstandings and creates a solid basis for the next phase: detailed planning.

2. Planning: managing time, costs, risks and quality

Initiation is followed by the extensive planning phase. This is where the necessary measures are defined to achieve the project goal. This phase is particularly important because it lays the foundation for the subsequent implementation.

Important aspects of the planning phase:

Time management: creating a realistic project schedule with milestones.

Cost management: calculating the budget and defining the cost structure.

Risk management: identifying, analyzing and assessing possible risks.

Quality management: setting standards to ensure high-quality project results.

Resource planning: Allocation of personnel, materials and other necessary resources.

Planning is an iterative process. Depending on the progress of the project, adjustments may be necessary to respond to new circumstances.

3. Implementation: The actual project work begins

Now the actual work on the project begins. In this phase, the planned tasks are carried out and the necessary resources are deployed to achieve the project goals.

Important aspects:

Team coordination: Project managers must ensure that all team members understand their tasks and work together efficiently.

Communication: Regular meetings, status reports and feedback loops help keep the project on track.

Change management: If unforeseen problems arise, adjustments must be made.

The success of the project depends largely on how well the implementation is organized and how flexibly the team reacts to challenges.

4. Monitoring and control: Continuous control of the project

Monitoring and control takes place in parallel with implementation. The goal is to continuously measure the progress of the project and ensure that it remains on schedule and within budget.

The focus of this phase is on

Progress monitoring: Are we on schedule? Are we achieving our goals?

Quality assurance: Do the results meet the defined standards?

Risk management: Have new risks emerged, and how can they be minimized?

Stakeholder management: Communication with key players to manage expectations.

This phase ensures that the project does not get out of hand and that problems can be addressed early on.

5. Closure: Bringing the project to a successful conclusion

The final stage of the project is the closing phase. The aim here is to officially end the project, document the results and carry out a review.

Important steps:

Evaluating the results: Have the objectives been achieved?

Final report: Documenting lessons learned for future projects.

Transferring the results to the customer or users.

A clean finish ensures better utilization of lessons learned and improves future projects.

The 8th edition of the PMBOK Guide offers companies numerous advantages, particularly through the combination of clear principles, practical performance domains, and the reintroduced, modernized process guidance. This mix creates a framework that is internationally compatible while remaining flexible enough to be applied in traditional, agile, and hybrid environments.

A key advantage lies in the continued standardization of project management terminology and basic logic. Despite moving away from the old, strictly process-oriented model, the 8th edition creates a common understanding of how projects can be professionally initiated, managed, and completed. This facilitates the collaboration of international teams and provides a reliable foundation for organizations of all sizes.

In addition, the 8th edition builds on a broad base of best practices, empirical data, and real-world experience. It integrates insights from classic projects as well as from agile, hybrid, and lean-oriented environments. The new process guidance is deliberately not prescriptive, but rather offers orientation on what concrete work steps might look like without imposing rigid requirements.

Another advantage is the high scalability of the framework: whether it's a small software project, a complex transformation initiative, or a global infrastructure program , the 8th edition is designed to be adaptable to a wide range of situations. Companies can flexibly combine principles, domains, and processes to align them with the size, risk, dynamics, and maturity of the organization. The 8th edition offers valuable guidance and structure, especially in environments with many stakeholders or in highly dynamic industries.

Despite these challenges, the 8th edition offers a mature and contemporary approach. It overcomes the rigidity of earlier versions without losing its practical orientation and ensures that modern projects – whether classic, agile, or hybrid – can be managed in a structured, value-oriented, and sustainable manner.

When is project management according to the PMBOK Guide the right choice?

The PMBOK Guide is particularly suitable for companies that rely on a standardized, traceable, and professionally structured approach to project management – and at the same time want to take advantage of the flexibility of the 8th edition, which combines principles, domains, and modern process guidance.

It is the right choice if:

Projects are highly complex and require a clear yet adaptable framework to efficiently manage risks, dependencies, and stakeholders.

Companies operate in regulated industries where structured planning, traceability, and extensive documentation are essential (e.g., pharmaceuticals, aviation, finance, public administration). The 8th edition continues to support this, but at the same time offers more flexibility in the design of processes.

Organizations operate internationally and need a common, globally understandable project management language. The 8th edition provides clarity here through standardized terms, principles, and cross-domain orientation.

Scalability and long-term optimization of processes are crucial: The combination of principles (strategic framework), domains (operational orientation), and flexible process guidance (practical implementation) makes the 8th edition particularly suitable for mature, project-intensive organizations or PMOs.

Companies that work predominantly in an agile manner or prefer very fast, iterative development cycles should consider whether the PMBOK Guide is combined in a hybrid manner in the spirit of the 8th edition – e.g., by combining classic planning logic with agile working methods such as Scrum or Kanban. The 8th edition explicitly supports hybrid approaches and shows how principles and processes can be applied in a context-sensitive manner.
 

PMBOK and classic waterfall methods share many similarities, but differ in their level of detail and application. Both rely on a sequential approach with clearly defined phases, but PMBOK offers a more comprehensive collection of processes and best practices.

Similarities between PMBOK and waterfall methods

Linear structure: Both PMBOK and classic waterfall methods are based on a sequential series of phases that build on each other. Changes during implementation are often difficult to implement.

Detailed planning: Both approaches rely on a thorough planning phase with comprehensive specifications before the actual implementation begins.

Documentation-driven: Documentation is highly important – both PMBOK and waterfall methods place a great deal of emphasis on requirements, plans, reports and evidence.

Differences between PMBOK and waterfall methods

While waterfall methods are suitable for clearly defined projects with stable requirements, PMBOK offers a more adaptable structure that allows for broader application.

PMBOK Guide and PRINCE2® are among the best-known project management methods, but they differ in their structure and application. While PMBOK Guide takes a process-based approach and describes best practices for project management processes, PRINCE2 is a methodical approach with clearly defined roles, processes and documents.

PRINCE2 places a strong focus on controlling the entire project life cycle and provides a stringent structure for decision-making processes. PMBOK Guide, on the other hand, is more flexible and allows companies freedom in implementing the recommended practices. Companies with clear hierarchies and highly regulated projects often tend to favor PRINCE2, while PMBOK Guide is better suited for organizations with individual process requirements.

A fundamental difference between PMBOK Guide and the IPMA® (International Project Management Association) lies in the methodological approach. PMBOK focuses on processes and best practices, while the IPMA's Individual Competence Baseline (ICB) model takes a competency-based approach.

The IPMA ICB not only considers processes, but also the individual abilities and soft skills of project managers. The method places particular emphasis on leadership, strategic thinking and social skills. Companies that want to develop their employees in project management in the long term often benefit from IPMA certification. PMBOK Guide, on the other hand, is more suitable for organizations that want to establish process-oriented structures.

While PMBOK Guide takes a planning-oriented approach, agile methods such as Scrum, SAFe and Kanban rely on flexibility and iterative development. The biggest difference is that PMBOK Guide prescribes a detailed project structure with defined phases, while agile methods rely on continuous adaptation and incremental development.

Scrum is particularly suitable for software development teams that work in short sprints. SAFe enables the scaling of agile principles in large companies. Kanban, on the other hand, optimizes workflows and minimizes bottlenecks by visually displaying tasks.

Companies that require a high degree of planning or are subject to regulatory requirements benefit from PMBOK Guide. Agile methods, on the other hand, are ideal for dynamic environments where rapid adjustments are required.

Selecting the right project management approach depends on the individual requirements of a company. The following overview provides some guidance:

In practice, many companies rely on hybrid approaches. A combination of PMBOK and agile methods, for example, can help to combine structured planning with flexibility. It is crucial that the process model fits with the corporate culture, the project requirements and the long-term goals.

Agile methods such as Scrum seem to contradict the detailed process structure of the PMBOK Guide. However, agile principles can be successfully integrated into the PMBOK framework to benefit from the advantages of both approaches.

Iterative planning: PMBOK Guide allows iterative planning approaches within individual process groups. Teams can, for example, work in short cycles (sprints) while still using the overarching PMBOK Guide processes.

Flexibility in execution: While PMBOK Guide provides a structured framework, agile methods can help to react quickly to changing requirements.

Role customization: Classic project roles from PMBOK Guide (project manager) can be combined with agile roles (scrum master, product owner).

Combining PMBOK and agile methods can be useful if a company needs structured processes but also wants to benefit from the advantages of agile flexibility.

When are hybrid approaches useful?

In large organizations: While management often relies on structured processes and reporting, teams benefit from agile methods in implementation.

In regulated industries: PMBOK Guide provides the necessary framework for compliance and documentation, while agile methods enable innovation and rapid adjustments.

For complex projects with uncertain requirements: A combination of detailed planning and agile flexibility makes it easier to deal with uncertainties.

Typical hybrid models

Agile development within a PMBOK Guide project management: The overall project is managed according to PMBOK Guide, but individual sub-projects or teams work in an agile manner.

Agile methods with PMBOK Guide-controlled governance: Management uses PMBOK Guide for controlling and reporting, while teams use agile frameworks.

Phase-based approach (“waterfall agile”): The planning phase follows PMBOK Guide, while the implementation is agile.

Possible agile additions to the PMBOK Guide structure

A PMP certification is considered a seal of quality for professional project managers and significantly increases career opportunities. PMI offers various certifications for different levels of experience and specializations in project management:

Project Management Professional (PMP)®: The most well-known certification for experienced project managers with extensive knowledge of PMBOK Guide.

Certified Associate in Project Management (CAPM)®: entry-level certification for junior project managers and career changers.

PMI Agile Certified Practitioner (PMI-ACP)®: For project managers who use agile methods such as Scrum, Extreme Programming, Lean Management, Kanban.

Program Management Professional (PgMP)®: Specifically for managing multiple projects within a program.

Further certifications such as PMI-RMP (risk management) or PfMP (portfolio management) offer specializations for specific roles.

All certificates must be recertified after three years.

PMBOK Guide can be learned through training, online courses, specialist literature, practical application and exchange in specialist groups. Official training and flexible e-learning options impart theoretical knowledge, while practical projects and networks deepen its application.

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The PMBOK Guide remains a proven framework for professional project management that enables standardization, orientation, and scalability. With the eighth edition, PMI has further modernized this approach: In addition to universal principles and performance domains, the new version once again offers flexible, practical process guidance that gives teams more orientation without falling back into rigid structures. The 8th edition thus combines the strengths of earlier versions with the adaptability of the seventh edition.

While older editions were strongly process-oriented and the seventh edition focused on principles, the eighth edition takes an integrated approach: it combines why (principles), what (performance domains), and how (modern processes) into a coherent, adaptable framework. This further development takes into account the reality of modern projects, in which companies are increasingly working in a hybrid, agile, and value-oriented manner.

The eighth edition also breaks new ground in terms of content: topics such as artificial intelligence, automation, procurement, modern PMOs, and data-driven decision-making are covered in much greater depth. This is PMI's response to the growing importance of digital tools and changing work models. The PMBOK Guide is expected to continue developing in this direction – towards an even more data-driven, adaptive, and technology-open understanding of project management.

Projektron BCS offers companies the flexibility they need to efficiently manage PMBOK Guide-compliant projects. The software combines powerful features for resource management, reporting, and process automation features with the ability to use agile methods such as Scrum and Kanban. This not only allows companies to implement the PMBOK Guide, but also to adapt it to their specific requirements.