THE STANDARD FOR PROJECT MANAGEMENT Audience for this Standard A SYSTEM FOR VALUE DELIVERY Creating Value Value De!ivery Components Information Flow Organizational Governance Systems Functions Associated with Projects ProvideOversight and Coordination PresentObjectives and Feedback Facilitate and Support Perform Work and Contribute Insights Apply Expertise ProvideBusiness Direction and Insight ProvideResources and Direction Maintain Governance The Project Environment Interna! Environment External Environment Product Management Considerations ROJECT MANAGEMENT PRINCIPLES Be a Diligent, Respectful, and Caring Steward Create a Collaborative Project Team Environment Effectively Engage with Stakeholders Focus on Value Recognize, Evaluate, and Respond to System Interactions Demonstrate Leadership Behaviors Tailor Based on Context Build Ouality into Processes and Deliverables Navigate Complexity Optimize Risk Responses Embrace Adaptability and Resiliency Enable Change to Achieve the Envisioned Futurę State Relationship to PMIstandards+ 2 PROJECT PERFORMANCE DOMAINS Stakeholder Performance Domain Stakeholder Engagement Interactions with Other Performance Domains Checking Results Team Performance Domain Project Team Management and Leadership Project Team Culture High-Performing Project Teams Leadership Skills Tailoring Leadership Styles Interactions with Other Performance Domains Checking Results Development Approach and Life Cycle Performance Domain Development, Cadence, and Life Cycle Relationship Delivery Cadence Development Approaches Considerations for Selecting a Development Approach Life Cycle and Phase Definitions Aligning of Delivery Cadence, Development Approach, and Life Cycle Interactions with Other Performance Domains Measuring Outcomes Planning Performance Domain Planning Overview Planning Variables Project Team Composition and Structure Communication Physical Resources Procurement Metrics Alignment Interactions with Other Performance Domains Checking Results ProjectWork Performance Domain Project Processes Balancing Competing Constraints Maintaining Project Team Focus Project Communications and Engagement Managing Physical Resources Working with Procurements Monitoring New Work and Changes Learning throughout the Project Interactions with Other Performance Domains Checking Results Delivery Performance Domain Delivery of Value Deliverables Ouality Suboptimal Outcomes Interactions with Other Performance Domains Checking Results Measurement Performance Domain Establishing Effective Measures What to Measure Measurement Pitfalls Troubleshooting Performance Growing and lmproving Interactions with Other Performance Domains Checking Results Uncertainty PerformanceDomain General Uncertainty Ambiguity Complexity Volatility Risk Interactions with Other Performance Domains Checking Results TAILORING Life Cycle and Development Approach Selection Engagement Tools Methods and Artifacts The Tailoring Process Select Initial Development Approach Tailor for the Organization Tailor for the Project Tailoring thePerformance Domains Stakeholders Project Team Development Approach and Life Cycle Flanning Project Work Delivery Uncertainty Measurement Diagnostics 4. MODELS, METHODS, AND ARTIFACTS153 Commonly Used Models Situational Leadership Models Communication Models Motivation Models Change Models Complexity Models Project Team Development Models Other Models Models Applied Across PerformanceDomains Commonly Used Methods Data Gathering and Analysis Estimating Meetings and Events Methods Applied Across PerformanceDomains Commonly Used Artifacts Strategy Artifacts Logs and Registers Plans Hierarchy Charts Baselines Visual Data and Information Reports Agreements and Contracts Other Artifacts Artifacts Applied Across Performance Domains PMI Staff SPONSOR The Sponsor Role Lack of Engagement Sponsor Behaviors THE PROJECT MANAGEMENT OFFICE The PMO Value Proposition—Why Have One? Key PMO Capabilities Evolving for Stronger Benefits Realization Learn More about PMOs Suggested Resources PRODUCT Global Market Shifts Impact on Project DeliveryPractices Organizational Considerations for Product Management The Move to a Principle-Based Standard Standard Development Process Validating the Standard