Published here December 2018

Foreword | Early Work and ESA | Project #121 Established
PMBOK Credibility | Consensus and Findings | Project Management Framework

Project Management Framework

In examining this framework, the original Overview Track first had to establish their terms of reference and answer the nagging question first raised by Peter Georgas's Cost Committee, namely "Why are we doing all this?" The workshop group quickly found the answers as follows:


To establish a systematic Model/framework/structure for the PMBOK


To organize and classify
To integrate
To correlate
To store and retrieve
To build on what we have


- Simple
- Logical
- Saleable
- Comprehensive
- Compatible
- Systematic
- Understandable

In true style, this workshop group then proceeded to schedule and control their track like any other project.

The pursuit of a common frame of reference for project management led to a re-examination of its scope, and the need to put boundaries on the PMBOK. Linn Stuckenbruck proposed a Venn diagram that provides a very clear diagrammatic representation of the place of PM in our business environment. Clearly, the extent of the overlapping circles may vary considerably, and therefore require some guidelines. The overview task group then proceeded to enunciate a set of such ground rules.

These ground rules for defining the project management body of knowledge will prove invaluable to the Institute for setting future policy direction, as well as providing substantial guidance to our PM educators.

Linn's Venn diagram is important from another perspective. It clearly demonstrates that individual PMI members will have significantly different interests according to where they stand in the central circle and their consequent interest bias. This is particularly true as one gets closer to the Technical or Industry BOK circle. As Linn noted, this is not one but a number of circles representing the many different industries, technologies and professional areas that use project management.

Throughout project #l21, I received a considerable amount of correspondence. It was thoughtful, lively, often spirited, but always encouraging. At the time I was moved to observe:

"Clearly much work still has yet to be done on the PMBOK, but I am confident that it will be done. In the meantime, I am satisfied that the joint efforts of the many PMI members who have been involved in this project have established a new PMBOK plateau. From this plateau, PMI can continue to launch its many successful programs.

For those of you interested in furthering your understanding and skills in project management, I commend it to your careful consideration."[4]

(Note: The full text of this article and recognition of the many people who participated in project #l21 is published in the 1986 August issue of the Project Management Journal)

Consensus and Findings  Consensus and Findings

4. The full text of this article and recognition of the many people who participated in project #l21 is published in the 1986 August issue of the Project Management Journal.
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