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A Guide to the Project Management Body of Knowledge
A reflection on the collaboration and knowledge of working project managers that provides the fundamentals of project management as they apply to a wide range of projects. This internationally recognized standard provides the essential tools to practice project management and deliver organizational results.
589 pages, Paperback
First published September 1, 1995
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4,450 people want to read
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Displaying 1 - 29 of 384 reviews
June 11, 2013
Now that I have my PMP certificate, I'll never open this book again.
July 6, 2011
I passed the Project Management Professional (PMP) exam in 2005 and have maintained my certification since. The test is for the most part rote memorization. I believe just about anybody could pass the test simply by studying the manual and practicing with sample exams (many free on the internet), whether they have been involved with project management or not. But the Project management Institue (PMI) requires extensive and audit-able documentation of project experience. Still anyone can pass the test with dedicated effort.
The manual is invaluable to passing the test since the test is based on the five "process groups" and nine "knowledge areas" detailed in the book along with formulas and diagrams. In some areas PMI differs in philosophy from many project managers in "real world" situations. But to pass the test you need to know the PMI way of doing things, especially with esoteric questions based on situations specifically designed to conflict with your natural instinct and practical experience with those situations. Bottom line: memorize the PMI way.
I give the book 5 stars as THE book that will help you pass the test.
I had anticipated this book to be a valuable reference guide to keep on my desk ready at hand but I rarely have need to refer to it. No project manager practices all of knowledge defined in the book as it is designed for project management as an intellectual and academic exercise, the techniques and process made generic to fit any industry or type of project. "Real world" project managers tailor this knowledge to their particular circumstances and purpose. "Real world project managers know inside and out the things they practice on a daily basis.
I give the book 1 star as a useful reference manual to have ready at hand.
Still, every project manager should be familiar with and have an understanding of PMI's PMBOK. There are many things I have adapted to my management that I learned through exposure to the PMBOK and others I have not. Bottom line: PMI has improved my abilities as a project manager.
The manual is invaluable to passing the test since the test is based on the five "process groups" and nine "knowledge areas" detailed in the book along with formulas and diagrams. In some areas PMI differs in philosophy from many project managers in "real world" situations. But to pass the test you need to know the PMI way of doing things, especially with esoteric questions based on situations specifically designed to conflict with your natural instinct and practical experience with those situations. Bottom line: memorize the PMI way.
I give the book 5 stars as THE book that will help you pass the test.
I had anticipated this book to be a valuable reference guide to keep on my desk ready at hand but I rarely have need to refer to it. No project manager practices all of knowledge defined in the book as it is designed for project management as an intellectual and academic exercise, the techniques and process made generic to fit any industry or type of project. "Real world" project managers tailor this knowledge to their particular circumstances and purpose. "Real world project managers know inside and out the things they practice on a daily basis.
I give the book 1 star as a useful reference manual to have ready at hand.
Still, every project manager should be familiar with and have an understanding of PMI's PMBOK. There are many things I have adapted to my management that I learned through exposure to the PMBOK and others I have not. Bottom line: PMI has improved my abilities as a project manager.
July 18, 2014
One of the most poorly written books I've read. Decent information, but very disjointed in presentation
March 19, 2013
If you are a project manager or if your work involves project management tasks, this is the book for you. The Project Management Institute (PMI) has recently released its fifth edition of its ever-popular "A Guide to the Project Management Body of Knowledge" or PMBOK Guide. While I recognize that not every project manager loves this book or uses it to its fullest, I still believe that the knowledge and skills provided in this book will make anyone a better project manager. I've been studying, using, and teaching from the PMBOK Guide since its third edition, and I am happy to report that the fifth edition has included some great improvements over the fourth edition. While it's impossible to list all of them here, I thought I would provide you with my top four major improvements.
First, PMI has increased the number of processes from 42 to 47. Five new processes have been added to the previous 42, and 13 of the existing 42 have been renamed, changed, moved, or modified in some way. Four of the new processes primarily relate to planning: Plan Scope Management, Plan Schedule Management, Plan Cost Management, and Plan Stakeholder Management. These were added to ensure consistency with the processes that contribute to the creation of the overall Project Management Plan. The fifth new process is Control Stakeholder Engagement. This was added as part of a new knowledge area, which I will discuss in a moment. The other 13 modifications are almost all related to ensuring consistency with naming conventions (especially within the Monitoring and Controlling process group).
Second, PMI has added a brand new knowledge area, Project Stakeholder Management. Rest assured that PMI has kept the same 5 process groups: Initiating, Planning, Executing, Monitoring and Controlling, and Closing. The fifth edition has also kept the previous nine knowledge areas: Project Integration Management, Project Scope Management, Project Time Management, Project Cost Management, Project Quality Management, Project Human Resource Management, Project Communications Management, Project Risk Management, and Project Procurement Management. The new knowledge area, Project Stakeholder Management, brings the knowledge area count to ten. This new knowledge area is the result of splitting out some of the previous Project Communications Management knowledge area into its own knowledge area. Additionally, this new knowledge area reflects PMI's belief that stakeholder management is a vital aspect of successful project management. There are four processes in the Project Stakeholder Management knowledge area: Identify Stakeholders (in the Initiating Process Group and previously part of Project Communications Management), Plan Stakeholder Management (a new process in the Planning Process Group), Manage Stakeholder Engagement (in the Executing Process Group and previously part of Project Communications Management as the Manage Stakeholder Expectations process), and Control Stakeholder Engagement (a new process in the Monitoring and Controlling Process Group).
Third, PMI has greatly improved its consistency in the use of Work Performance Data, Work Performance Information, and Work Performance Reports. These three inputs and outputs have been consistently named throughout the entire PMBOK Guide to align with the Data-Information-Knowledge-Wisdom (DIKW) model that is used in other Knowledge Management fields. The confusion among these terms has always been a sore spot in my courses, and I have had to spend quite a bit of time explaining how they relate--and how they differ. The changes made to the fifth edition of the PMBOK Guide should greatly reduce this confusion.
Fourth, PMI continues to strive to be relevant in agile project management. While I have never personally seen the challenge of integrating the PMBOK Guide's framework into an agile environment, many people believe that the framework in the PMBOK Guide is just too burdensome for agile. While PMI has not reduced the rigor of the PMBOK Guide, there are now more references to how the framework can be tailored in an agile environment. Although not part of the PMBOK Guide, PMI has also recently introduced an agile project management certification, which signifies its belief in the growth of agile project management.
Overall, I am very happy with this new edition. Surely, there are many more changes than what I could possibly list here. Nevertheless, I believe that these four improvements should give you a sense of what the new edition has to offer. I would highly recommend it to anyone in the field of project management.
First, PMI has increased the number of processes from 42 to 47. Five new processes have been added to the previous 42, and 13 of the existing 42 have been renamed, changed, moved, or modified in some way. Four of the new processes primarily relate to planning: Plan Scope Management, Plan Schedule Management, Plan Cost Management, and Plan Stakeholder Management. These were added to ensure consistency with the processes that contribute to the creation of the overall Project Management Plan. The fifth new process is Control Stakeholder Engagement. This was added as part of a new knowledge area, which I will discuss in a moment. The other 13 modifications are almost all related to ensuring consistency with naming conventions (especially within the Monitoring and Controlling process group).
Second, PMI has added a brand new knowledge area, Project Stakeholder Management. Rest assured that PMI has kept the same 5 process groups: Initiating, Planning, Executing, Monitoring and Controlling, and Closing. The fifth edition has also kept the previous nine knowledge areas: Project Integration Management, Project Scope Management, Project Time Management, Project Cost Management, Project Quality Management, Project Human Resource Management, Project Communications Management, Project Risk Management, and Project Procurement Management. The new knowledge area, Project Stakeholder Management, brings the knowledge area count to ten. This new knowledge area is the result of splitting out some of the previous Project Communications Management knowledge area into its own knowledge area. Additionally, this new knowledge area reflects PMI's belief that stakeholder management is a vital aspect of successful project management. There are four processes in the Project Stakeholder Management knowledge area: Identify Stakeholders (in the Initiating Process Group and previously part of Project Communications Management), Plan Stakeholder Management (a new process in the Planning Process Group), Manage Stakeholder Engagement (in the Executing Process Group and previously part of Project Communications Management as the Manage Stakeholder Expectations process), and Control Stakeholder Engagement (a new process in the Monitoring and Controlling Process Group).
Third, PMI has greatly improved its consistency in the use of Work Performance Data, Work Performance Information, and Work Performance Reports. These three inputs and outputs have been consistently named throughout the entire PMBOK Guide to align with the Data-Information-Knowledge-Wisdom (DIKW) model that is used in other Knowledge Management fields. The confusion among these terms has always been a sore spot in my courses, and I have had to spend quite a bit of time explaining how they relate--and how they differ. The changes made to the fifth edition of the PMBOK Guide should greatly reduce this confusion.
Fourth, PMI continues to strive to be relevant in agile project management. While I have never personally seen the challenge of integrating the PMBOK Guide's framework into an agile environment, many people believe that the framework in the PMBOK Guide is just too burdensome for agile. While PMI has not reduced the rigor of the PMBOK Guide, there are now more references to how the framework can be tailored in an agile environment. Although not part of the PMBOK Guide, PMI has also recently introduced an agile project management certification, which signifies its belief in the growth of agile project management.
Overall, I am very happy with this new edition. Surely, there are many more changes than what I could possibly list here. Nevertheless, I believe that these four improvements should give you a sense of what the new edition has to offer. I would highly recommend it to anyone in the field of project management.
March 4, 2012
I read this book 4 times as it was a the assigned book for project management methodology course that I took during the master's degree plus for my prep period to write CAPM exam "Certified Associate in Project Management" which I fortunately passed it. In my humble opinion, the PMbok is the holy book for all project management specialists. Moreover, it is well structured and easy to read.
December 17, 2010
I know I need to respect the effort & knowledge put into developing the PMBoK! & in it's 4th edition too! But this "standard" (which has nothing to do with standards, it's a framework that is ill-represented and not very structured) is the bases of project management as we know it today.
If you're thinking of reading it for exam purposes - Kim Heldman or Rita Mulcahy book is a much better option, if you're thinking of reading it to get to know what Project Management is all about, and how to apply it! Then chose a book that is made for your profession (Software project management, construction project management...)
If you're thinking of reading it for exam purposes - Kim Heldman or Rita Mulcahy book is a much better option, if you're thinking of reading it to get to know what Project Management is all about, and how to apply it! Then chose a book that is made for your profession (Software project management, construction project management...)
February 20, 2015
It's just as much a cure for insomnia as the title would suggest.
All things considered, it's not badly written for a "standard". It is the bible of project management and the only nationally recognized guide by the Project Management Institute. I would imagine only those people interested in gaining the PMP certification would ever want to read this document.
All things considered, it's not badly written for a "standard". It is the bible of project management and the only nationally recognized guide by the Project Management Institute. I would imagine only those people interested in gaining the PMP certification would ever want to read this document.
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February 28, 2025surely I get to include this in my stats considering I haven’t been able to read due to studying…�.
RIGHT?
RIGHT?
March 21, 2012
I read and studied this as I am in the process of getting my PMP certification. I have to admit, some of this seems like you just need to memorize it and move on, in order to pass the exam (from what I've heard). I've been doing PM for almost 14 years now, and I have never needed to know these 'theories' to do my job and to do it well. For me, it's part maturity, part common sense and part know-how in your approach and team management. For instance, you don't bullrun a project kickoff meeting. Everyone knows that (or should!). You get to know the individual players and contributors on a 1x1 basis as well as their powers of influence and styles of communication BEFORE the kickoff, and put some thought into how you are going to keep the project and its meetings on track and manage the potential conflicting personalities. Isn't that common sense? Perhaps not.
The viewpoint of the PM is also skewed from most organizations I have been a part of: I have never as a PM been empowered to manage resources on my own accord, or have a huge say in the timelines and budget. Most often, the schedule and budget has been provided to me, and it has been my job to make it happen. Perhaps that is simply a change in our culture overall and economic environment, in that if I - or the organization - cannot make it happen, the client will find someone who can.
I suppose for someone very new to PM, and someone with little work experience, this could prove to be a good guide as an overview of the PM field.
One last suggestion: Keep a caffeinated drink nearby. You'll need it.
The viewpoint of the PM is also skewed from most organizations I have been a part of: I have never as a PM been empowered to manage resources on my own accord, or have a huge say in the timelines and budget. Most often, the schedule and budget has been provided to me, and it has been my job to make it happen. Perhaps that is simply a change in our culture overall and economic environment, in that if I - or the organization - cannot make it happen, the client will find someone who can.
I suppose for someone very new to PM, and someone with little work experience, this could prove to be a good guide as an overview of the PM field.
One last suggestion: Keep a caffeinated drink nearby. You'll need it.
June 30, 2014
It is hard to "like" this book; this is not a pleasure read, nor does it provide details on exactly what to do when or how to do it. I also believe that in some companies and situations, the idea of controlling risk and cost is ridiculous.
Also, one can argue that the comprehensive attempt is not as effective as the highest risk attempt, reflecting some differences between the American and European ideas of project management and their leading associations.
Be aware that the knowledge areas are what is presented, but the process groups are what is most useful. Thus to pass the PMP the reader must apply significant thinking and integration skills.
Then again, what would a good PMP be without those skills?
Also, one can argue that the comprehensive attempt is not as effective as the highest risk attempt, reflecting some differences between the American and European ideas of project management and their leading associations.
Be aware that the knowledge areas are what is presented, but the process groups are what is most useful. Thus to pass the PMP the reader must apply significant thinking and integration skills.
Then again, what would a good PMP be without those skills?
January 14, 2014
It's the PMI Bible, so there's really no way you can get away around that. Why did I only give it four stars? Well, I would have rather given it three stars, but just to be fair I gave it four. Simply put, there are tons of other books that are all translators of this one book. We all know it could be more engaging.
November 1, 2014
A great reference and resource for project management and yes, a must have, but certainly not a page turner.
August 3, 2020
Thank God I have got my PMP this book seems a very solid book but it contains most of what you need to know to pass
My advice to all solve as many questions as you can
My advice to all solve as many questions as you can
December 5, 2017
Repetitive. Very repetitive. It's helpful for retaining the themes but did I mention it's repetitive. And dry. Very dry. But if you want to learn about Project Management (all 47 processes!) and get certified a PMP you need to read and study this book. I'm just glad our teacher had us apply these themes to a case study otherwise despite the repetition, I wouldn't retain the material.
July 28, 2014
عملية قراءة هذا الكتاب أشبه بعملية انتزاع الروح..! لا أظن أني سأقرأ كتابًا أكثر جفاوة من هذا. ء
قرأته للحصول على الشهادة. ء
إذا أردت أن تقرأه فالزم قول: ((ربنا أفرغ علينا صبرا)). ء
أول يوم من أيام عيد الفطر :)
قرأته للحصول على الشهادة. ء
إذا أردت أن تقرأه فالزم قول: ((ربنا أفرغ علينا صبرا)). ء
أول يوم من أيام عيد الفطر :)
March 13, 2017
Good thing these guys don't make road maps.
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August 7, 2022not an exciting read but I spent so much time studying it instead of reading something enjoyable I feel compelled to make this one as "read" here out of spite.
August 9, 2017
Demasiado confuso y faltan muchas definiciones. Espero olvidarme de este libro por un buen rato
February 11, 2015
I just read the book and studied it heavily to pass the CAPM exam.
This book has a lot of really good foundational information for project management. The cost management, risk management and procurement management sections are probably the most technical and require a lot of attention to get all of the concepts. Taking a class in addition to this book is probably the best way to really get a handle on some of this stuff.
The book is well structured and if you read it from end-to-end, you start to see the pattern of how they present the information. If you study the book in the format they present, it will be much easier to pass the CAPM test.
The negatives about the book are that, in some ways, it feels like project management is made much more complicated than it needs to be. I think this book covers everything and the kitchen sink. But in the real world, most companies that are using Agile or other non-traditional Waterfall methodologies would not be able to adopt some of the practices laid out in the PMBOK simply because things move really, really fast!
That said, the PMBOK is a good foundational book for anyone in the project management vocation who wants to deepen and expand their knowledge. It is also great for learning a lot of the common lingo that you run into as a project manager.
Overall, worth the read and some if you're interested in this sort of thing. But don't pick up this book as a "casual" read. You will be sorely disappointed.
This book has a lot of really good foundational information for project management. The cost management, risk management and procurement management sections are probably the most technical and require a lot of attention to get all of the concepts. Taking a class in addition to this book is probably the best way to really get a handle on some of this stuff.
The book is well structured and if you read it from end-to-end, you start to see the pattern of how they present the information. If you study the book in the format they present, it will be much easier to pass the CAPM test.
The negatives about the book are that, in some ways, it feels like project management is made much more complicated than it needs to be. I think this book covers everything and the kitchen sink. But in the real world, most companies that are using Agile or other non-traditional Waterfall methodologies would not be able to adopt some of the practices laid out in the PMBOK simply because things move really, really fast!
That said, the PMBOK is a good foundational book for anyone in the project management vocation who wants to deepen and expand their knowledge. It is also great for learning a lot of the common lingo that you run into as a project manager.
Overall, worth the read and some if you're interested in this sort of thing. But don't pick up this book as a "casual" read. You will be sorely disappointed.
March 9, 2015
2/5 Stars
I found it lacking in content as it does not contain all the information needed to pass the PMP test, but I found some useful information and most of the time it just goes straight to the point. If you are thinking on taking the PMP test, I suggest to read as well the Rita's PMP Exam Prep to get a broader insight of the PM practices and add up the missing information found here.
I found it lacking in content as it does not contain all the information needed to pass the PMP test, but I found some useful information and most of the time it just goes straight to the point. If you are thinking on taking the PMP test, I suggest to read as well the Rita's PMP Exam Prep to get a broader insight of the PM practices and add up the missing information found here.
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November 19, 2015This book is very dense and takes a lot of time to work through. I would suggest setting aside an hour or so a night so that you can read a chapter and take notes. I would also mention that while there are a lot of terms and processes mentioned, there aren't many examples of how to complete specific tasks, so be prepared to search through secondary sources for detailed how-to guides.
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March 24, 2017كتاب ممل في المحاولات الأولى، لكن بعد نية الغوص والتعمق، يصبح ممتعاً وسلسلاً :)
February 24, 2018
My purpose was to prepare for PMI-ACP, but apparently reading this book did not help that much. I only found out that (1) traditional project management is bloody processing and documentation heavy, and (2) the information from "ending/closing phase" is quite beneficial for me while doing agile development, especially for acceptance criteria and definition of done.
The book is quite dry, has astronomical number of bullet points, focuses extensively on "what". There are hardly any "why" or "how", narratives or example of some project documents, making you easily losing concentration.
For those who want to prepare for PMI-ACP, it's recommended to read this . However from 26th of March 2018 onward, PMI-ACP exam "may reference the " as well
The book is quite dry, has astronomical number of bullet points, focuses extensively on "what". There are hardly any "why" or "how", narratives or example of some project documents, making you easily losing concentration.
For those who want to prepare for PMI-ACP, it's recommended to read this . However from 26th of March 2018 onward, PMI-ACP exam "may reference the " as well
May 23, 2024
This was required reading for my project management class in grad school, which was swiftly followed with me sitting and acing the CAPM. This is the most boring book ever written in all of humankind. While reading it, it was the first time in grad school that I felt so stressed I considered dropping out because nothing was sticking and I didn't think I'd pass the exams.
It's more like a manual for project management and could use a lot of trimming and better writing skills. If you need to pass the CAPM or PMP, you're probably better off finding useful courses on Udemy, which is what I finally did. I was pretty happy to close this book and move on from it. I hope I never have to look at it again.
It's more like a manual for project management and could use a lot of trimming and better writing skills. If you need to pass the CAPM or PMP, you're probably better off finding useful courses on Udemy, which is what I finally did. I was pretty happy to close this book and move on from it. I hope I never have to look at it again.
October 20, 2017
Useful and effective as far as textbooks go. Predictable in a good way. This book contains the skeleton of how to successfully manage projects in an enterprise environment and is the sole informational requirement for passing the CAPM exam.
April 9, 2025
Reading this as part of my PMP prep. While it's the official guide, it's more of a reference than a study tool. You absolutely need supplemental materials to actually prepare for the exam. For the price, I expected more practical value—not just a glossary in disguise.
October 2, 2017
Good reference book when you need to see the tools & techniques for a process.
July 27, 2023
More friendly to read than 6th edition. But you definitely need to read 6th edition if you want to deep dive in techniques and tools. 7th edition is a high level overview of 6th edition.
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April 12, 2024The most effective sleep aid if I ever saw one. Will put you right to sleep in seconds. Highly recommend for people sleep medication hasn’t worked for.
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