PMBOK Guide 7th vs 8th Edition: 6 Principles, 7 Domains, 40 Processes

The PMBOK Guide 8th Edition, released in 2025, brings process-level guidance back into the core guide while keeping the principle-based foundation the 7th Edition introduced. The headline changes: 12 principles become 6, 8 performance domains become 7, and the 49 processes from the Process Groups: A Practice Guide are consolidated into 40 processes embedded directly in those domains. PMI also reunified the two-book model into a single publication.

The PMBOK Guide is one of PMI's core reference publications, so these structural changes affect the vocabulary that candidates, trainers, and prep providers use — even though the PMP exam itself follows the Examination Content Outline (ECO), not the PMBOK Guide alone. For exam-specific implications of PMI's 2026 updates, see PMP Exam Changes in July 2026.

Source: This comparison draws on PMI's published PMBOK Guide Seventh Edition, Process Groups: A Practice Guide, and PMBOK Guide Eighth Edition, including the eighth edition introduction and Appendix X5 on the evolution of the guide.

At a Glance: Key Differences

Aspect	7th Edition (2021) + Process Groups Guide (2022)	8th Edition (2025)
Total publications	Two separate books	Single unified book
Principles	12 principles	6 principles
Performance Domains	8 domains (outcome-focused, no processes)	7 domains (each with embedded processes)
Processes	Separate book (Process Groups Guide): 49 processes across 5 Process Groups and 10 Knowledge Areas	40 processes embedded directly in performance domains
Process Groups	Retained as optional model in Section 4 of 7th Ed	Rebranded as "Focus Areas" in The Standard
Knowledge Areas	Removed (replaced by performance domains)	Not reintroduced; processes grouped by performance domain
Tools & Techniques	Models, Methods, and Artifacts section (catalog)	Dedicated Section 5 with 100+ T&Ts
Inputs & Outputs	Not explicitly listed per process	Dedicated Section 4 + listed per process
ITTOs per process	Listed in Process Groups Guide only	Embedded in each performance domain process
Tailoring	Both a principle and a section	Section only (removed as a principle)
Risk	Both a principle and a performance domain	Performance domain only (removed as a principle)
Sustainability	Briefly mentioned	New principle: "Integrate Sustainability Within All Project Areas"
AI coverage	Not covered	Dedicated appendix (X3) on Artificial Intelligence
Procurement	Full Knowledge Area / process group content	Moved to appendix (X4)

1. Structural Reorganization

7th Edition Structure

The 7th Edition split project management content across two separate publications:

Book 1 — PMBOK Guide 7th Edition:

• Part 1: The Standard for Project Management (principles)
• Part 2: A Guide to the PMBOK (8 performance domains, tailoring, models/methods/artifacts)

Book 2 — Process Groups: A Practice Guide (2022):

• 49 processes organized by 5 Process Groups (Initiating, Planning, Executing, Monitoring & Controlling, Closing)
• Cross-referenced by 10 Knowledge Areas (Integration, Scope, Schedule, Cost, Quality, Resource, Communications, Risk, Procurement, Stakeholder)
• Detailed ITTOs for every process

This two-book approach was a deliberate choice—the 7th Edition wanted to move beyond prescriptive processes, but practitioners still needed process-level guidance, hence the companion guide.

8th Edition Structure

The 8th Edition reunifies everything into a single publication:

The Standard for Project Management:

1. Introduction
2. A System for Value Delivery
3. Project Management Principles (6 principles)
4. Project Life Cycles (including Focus Areas)

A Guide to the PMBOK:

1. Introduction
2. Performance Domains (7 domains with 40 embedded processes)
3. Tailoring
4. Inputs and Outputs (reference catalog)
5. Tools and Techniques (reference catalog)

Appendices:

• X2: Project Management Offices
• X3: Artificial Intelligence
• X4: Procurement
• X5: Evolution of the PMBOK Guide

This structure was driven by clear practitioner feedback: 88% supported a principle-based standard, 80% wanted Process Groups reintroduced, and 79% wanted processes directly integrated into the guide.

2. Principles: 12 Reduced to 6

The 7th Edition introduced 12 project management principles. The 8th Edition consolidates these down to 6, either by merging overlapping principles or migrating them to performance domains and other sections.

Principle Mapping: 7th → 8th Edition

7th Edition Principle	8th Edition Disposition
Be a Diligent, Respectful, and Caring Steward	Merged into → Be an Accountable Leader
Create a Collaborative Project Team Environment	Refined → Build an Empowered Culture
Effectively Engage with Stakeholders	Merged into → Focus on Value + Stakeholders Performance Domain
Focus on Value	Retained → Focus on Value
Recognize, Evaluate, and Respond to System Interactions	Merged into → Adopt a Holistic View
Demonstrate Leadership Behaviors	Merged into → Be an Accountable Leader
Tailor Based on Context	Migrated to → Tailoring section (Section 3 of the Guide)
Build Quality into Processes and Deliverables	Retained → Embed Quality Into Processes and Deliverables
Navigate Complexity	Merged into → Adopt a Holistic View
Optimize Risk Responses	Migrated to → Risk Performance Domain
Embrace Adaptability and Resiliency	Merged into → Focus on Value
Enable Change to Achieve the Envisioned Future State	Merged into → Focus on Value

The 6 Principles of the 8th Edition

1. Adopt a Holistic View — Systems thinking; understanding all components and their interdependencies. Merges the 7th Ed's "System Interactions" and "Navigate Complexity" principles.
2. Focus on Value — Value as the ultimate success driver. Absorbs stakeholder engagement, adaptability, resiliency, and change enablement concepts.
3. Embed Quality Into Processes and Deliverables — Refined from "Build Quality." Adds dimensions like sustainability and compliance.
4. Be an Accountable Leader — Merges stewardship and leadership behaviors. Emphasizes integrity, self-awareness, shared leadership.
5. Integrate Sustainability Within All Project Areas — Entirely new. Covers environmental, social, and economic sustainability (triple bottom line). This is the biggest philosophical addition in the 8th Edition.
6. Build an Empowered Culture — Evolved from "Collaborative Project Team." Broadened to include all stakeholders, not just the team.

The Project Management Mindset (New in 8th Ed)

The 8th Edition introduces a three-dimensional project management mindset that frames the principles:

• Proactive (Adopt a Holistic View + Embed Quality)
• Ownership (Be an Accountable Leader + Build an Empowered Culture)
• Value-Driven (Focus on Value + Integrate Sustainability)

This mindset framework has no equivalent in the 7th Edition.

3. Performance Domains: 8 Reduced to 7

7th Edition: 8 Performance Domains

Performance Domain	Focus
Stakeholder	Stakeholder identification, understanding, engagement
Team	Team management, leadership, culture, development
Development Approach and Life Cycle	Delivery cadence, approach selection
Planning	Estimating, scheduling, budgeting, communications
Project Work	Processes, physical resources, procurement, learning
Delivery	Value delivery, quality, requirements
Measurement	KPIs, EVM, dashboards, troubleshooting
Uncertainty	Risk, ambiguity, complexity, volatility

These domains were purely outcome-focused with no prescribed processes. They described what needed to be achieved but left how to the practitioner.

8th Edition: 7 Performance Domains

Performance Domain	Processes (count)	Focus Areas Covered
Governance	9 processes	Initiating, Planning, Executing, M&C, Closing
Scope	6 processes	Planning, M&C
Schedule	3 processes	Planning, M&C
Finance	4 processes	Planning, M&C
Stakeholders	7 processes	Initiating, Planning, Executing, M&C
Resources	5 processes	Planning, Executing, M&C
Risk	6 processes	Planning, Executing, M&C

The 8th Edition domains are function-oriented, each embedding specific processes with ITTOs. This is a return to more concrete guidance while maintaining the performance domain framing.

Domain Mapping: 7th → 8th Edition

7th Ed Domain	8th Ed Equivalent	What Changed
Stakeholder	Stakeholders	Now includes Communications processes (formerly a separate Knowledge Area). Contains 7 processes.
Team	Resources	Team-focused content (leadership, culture) partially merged into Resources domain. Team development/management consolidated into a single "Lead the Team" process. Broader quality-of-team concepts moved to the "Build an Empowered Culture" principle.
Development Approach and Life Cycle	Moved to The Standard, Section 4 (Project Life Cycles)	No longer a performance domain. Life cycle, delivery cadence, and approach selection are now in the Standard rather than the Guide.
Planning	Distributed across all 7 domains	Planning is no longer its own domain. Planning processes exist within each domain (e.g., Plan Scope Management in Scope, Plan Risk Management in Risk, etc.).
Project Work	Governance	Integration management, execution coordination, change control, knowledge management, quality assurance, sourcing, and close-out are all in Governance.
Delivery	Scope	Scope management, requirements, WBS, and validation. Quality management aspects split between Scope (scope-level quality) and Governance (Manage Quality Assurance).
Measurement	Distributed into Monitoring & Controlling processes within each domain	EVM now appears in Finance domain’s Monitor and Control Finances process. No standalone measurement domain.
Uncertainty	Risk	Renamed to Risk. Focused on risk processes (6 processes). Concepts of ambiguity, complexity, and volatility are now addressed under the "Adopt a Holistic View" principle.

4. Processes: 49 Reduced to 40

This is where the most detailed changes occur. The Process Groups Guide had 49 processes organized by Knowledge Area and Process Group. The 8th Edition has 40 processes organized by Performance Domain and mapped to Focus Areas.

Process Groups → Focus Areas

The 5 Process Groups have been rebranded as "Project Management Focus Areas" in the 8th Edition Standard (Section 4.5). They serve the same conceptual purpose but are explicitly stated to be approach-agnostic (applicable to predictive, adaptive, and hybrid):

Process Groups Guide (2022)	8th Edition Focus Areas
Initiating Process Group	Initiating Focus Area
Planning Process Group	Planning Focus Area
Executing Process Group	Executing Focus Area
Monitoring and Controlling Process Group	Monitoring and Controlling Focus Area
Closing Process Group	Closing Focus Area

Detailed Process Comparison: 7th Ed Process Groups Guide → 8th Ed

Initiating (2 processes → covered in Governance + Stakeholders)

Process Groups Guide	8th Ed Equivalent	Domain	Notes
Develop Project Charter	Initiate Project or Phase	Governance	Renamed. Broader scope—covers both project and phase initiation.
Identify Stakeholders	Identify Stakeholders	Stakeholders	Unchanged in concept. Moved from Integration/Stakeholder KA to Stakeholders domain.

Planning (24 processes → reduced significantly)

Process Groups Guide	8th Ed Equivalent	Domain	Notes
Develop Project Management Plan	Integrate and Align Project Plans	Governance	Renamed to emphasize integration and alignment rather than a single plan document.
Plan Scope Management	Plan Scope Management	Scope	Retained.
Collect Requirements	Elicit and Analyze Requirements	Scope	Renamed. "Collect" replaced with "Elicit and Analyze"—reflects modern practices of actively drawing out requirements through facilitation and analysis, not just collecting them.
Define Scope	Define Scope	Scope	Retained.
Create WBS	Develop Scope Structure	Scope	Renamed. "WBS" replaced with the broader term "Scope Structure" to accommodate adaptive approaches that may not use a traditional WBS.
Plan Schedule Management	Plan Schedule Management	Schedule	Retained.
Define Activities	Develop Schedule (consolidated)	Schedule	Merged. Define Activities, Sequence Activities, Estimate Activity Durations, and Develop Schedule are all consolidated into a single "Develop Schedule" process.
Sequence Activities	Develop Schedule (consolidated)	Schedule	Merged (see above).
Estimate Activity Durations	Develop Schedule (consolidated)	Schedule	Merged (see above).
Develop Schedule	Develop Schedule	Schedule	Absorbs the three processes above.
Plan Cost Management	Plan Financial Management	Finance	Renamed. "Cost" broadened to "Financial" to encompass funding, value analysis, and broader financial considerations.
Estimate Costs	Estimate Costs	Finance	Retained.
Determine Budget	Develop Budget	Finance	Renamed. "Determine" changed to "Develop" for consistency.
Plan Quality Management	Covered by Manage Quality Assurance (Governance) + Scope quality	Governance/Scope	Removed as standalone. Quality planning is integrated into governance and scope processes.
Plan Resource Management	Plan Resource Management	Resources	Retained.
Estimate Activity Resources	Estimate Resources	Resources	Renamed. Simplified from "Estimate Activity Resources."
Plan Communications Management	Plan Communications Management	Stakeholders	Retained. Moved to Stakeholders domain (was Communications KA).
Plan Risk Management	Plan Risk Management	Risk	Retained.
Identify Risks	Identify Risks	Risk	Retained.
Perform Qualitative Risk Analysis	Perform Risk Analysis (merged)	Risk	Merged. Qualitative and Quantitative Risk Analysis combined into a single "Perform Risk Analysis" process.
Perform Quantitative Risk Analysis	Perform Risk Analysis (merged)	Risk	Merged (see above).
Plan Risk Responses	Plan Risk Responses	Risk	Retained.
Plan Procurement Management	Plan Sourcing Strategy	Governance	Renamed and moved. "Procurement Management" broadened to "Sourcing Strategy." Moved to Governance domain. Procurement details in Appendix X4.
Plan Stakeholder Engagement	Plan Stakeholder Engagement	Stakeholders	Retained.

Executing (10 processes → streamlined)

Process Groups Guide	8th Ed Equivalent	Domain	Notes
Direct and Manage Project Work	Manage Project Execution	Governance	Renamed. "Direct and Manage" simplified to "Manage...Execution."
Manage Project Knowledge	Manage Project Knowledge	Governance	Retained.
Manage Quality	Manage Quality Assurance	Governance	Renamed. "Manage Quality" becomes "Manage Quality Assurance"—emphasizes QA over QC (control is in scope validation/monitoring).
Acquire Resources	Acquire Resources	Resources	Retained.
Develop Team	Lead the Team (merged)	Resources	Merged. Develop Team and Manage Team are combined into "Lead the Team."
Manage Team	Lead the Team (merged)	Resources	Merged (see above).
Manage Communications	Manage Communications	Stakeholders	Retained. Moved to Stakeholders domain.
Implement Risk Responses	Implement Risk Responses	Risk	Retained.
Conduct Procurements	Covered in Plan Sourcing Strategy outputs + Appendix X4	Governance	Removed as standalone process. Procurement execution details moved to Appendix X4. The sourcing strategy process covers the strategic decisions.
Manage Stakeholder Engagement	Manage Stakeholder Engagement	Stakeholders	Retained.

Monitoring and Controlling (12 processes → streamlined)

Process Groups Guide	8th Ed Equivalent	Domain	Notes
Monitor and Control Project Work	Monitor and Control Project Performance	Governance	Renamed. "Project Work" becomes "Project Performance."
Perform Integrated Change Control	Assess and Implement Changes	Governance	Renamed. "Perform Integrated Change Control" becomes "Assess and Implement Changes"—more action-oriented and less bureaucratic.
Validate Scope	Validate Scope	Scope	Retained.
Control Scope	Monitor and Control Scope	Scope	Renamed. "Control" expanded to "Monitor and Control" for consistency.
Control Schedule	Monitor and Control Schedule	Schedule	Renamed. Same pattern: "Monitor and Control."
Control Costs	Monitor and Control Finances	Finance	Renamed. "Costs" broadened to "Finances" (consistent with the Financial Management renaming).
Control Quality	Absorbed into Monitor and Control Scope + Governance processes	Scope/Governance	Removed as standalone. Quality control aspects distributed.
Control Resources	Monitor and Control Resourcing	Resources	Renamed. "Resources" becomes "Resourcing."
Monitor Communications	Monitor Communications	Stakeholders	Retained. Moved to Stakeholders domain.
Monitor Risks	Monitor Risks	Risk	Retained.
Control Procurements	Covered in Appendix X4	N/A	Removed as standalone process. Procurement monitoring moved to Appendix X4.
Monitor Stakeholder Engagement	Monitor Stakeholder Engagement	Stakeholders	Retained.

Closing (1 process → retained)

Process Groups Guide	8th Ed Equivalent	Domain	Notes
Close Project or Phase	Close Project or Phase	Governance	Retained.

Summary of Process Changes

Change Type	Count	Details
Retained (same or minor rename)	~22	Core processes kept with same essential scope
Renamed	~12	Modernized language (e.g., "Elicit and Analyze" vs "Collect")
Merged	4 merges = 9 processes → 4	Define/Sequence/Estimate Activities + Develop Schedule; Qual + Quant Risk Analysis; Develop Team + Manage Team
Removed / Moved to Appendix	3	Plan Quality Mgmt, Conduct Procurements, Control Procurements moved to appendix or absorbed
New	0	No entirely new processes; but Plan Sourcing Strategy is effectively new (replacing Plan Procurement)

5. Knowledge Areas: Gone Completely

The 10 Knowledge Areas from prior editions (which were already absent from the 7th Edition PMBOK Guide but retained in the Process Groups Guide) are not present in the 8th Edition in any form:

Knowledge Area	8th Edition Location
Integration Management	Governance performance domain
Scope Management	Scope performance domain
Schedule Management	Schedule performance domain
Cost Management	Finance performance domain
Quality Management	Split: Governance (QA) + Scope (requirements quality)
Resource Management	Resources performance domain
Communications Management	Stakeholders performance domain
Risk Management	Risk performance domain
Procurement Management	Appendix X4 (demoted from core content)
Stakeholder Management	Stakeholders performance domain

The most notable changes are Communications being folded into Stakeholders, and Procurement being moved to an appendix.

6. Tools & Techniques and Inputs/Outputs

7th Edition Approach

The 7th Edition PMBOK Guide had a Section 4: Models, Methods, and Artifacts that served as a reference catalog organized by type (models, methods, artifacts) rather than by process. The Process Groups Guide had dedicated Sections 9 (Inputs and Outputs) and 10 (Tools and Techniques) with detailed descriptions.

8th Edition Approach

The 8th Edition integrates ITTOs directly into each process AND provides reference catalogs:

• Section 4: Inputs and Outputs — Alphabetical reference with 60+ definitions
• Section 5: Tools and Techniques — Alphabetical reference with 100+ T&T definitions

Each process within the performance domains lists its specific inputs, tools & techniques, and outputs (similar to the pre-7th edition approach), but with a note that these are "illustrative but not comprehensive"—they are samples, not prescriptive requirements.

New Tools & Technique in the 8th Edition

Notable tools and techniques that are new or significantly expanded:

• Artificial Intelligence (AI) — Listed as a T&T and given a full appendix
• Predictive Analytics / Genetic Algorithms — New analytical tools
• Virtual Reality (VR) and Augmented Reality (AR) — New technology tools
• Green Human Resource Management — Sustainability-aligned
• Constructive Cost Model (COCOMO) — Parametric estimation
• Process Automations — Technology-enabled process improvement
• Customer Talks and Tests — Stakeholder engagement technique

7. New Content in the 8th Edition

Sustainability Principle

The most significant new content is the principle of "Integrate Sustainability Within All Project Areas." This addresses:

• Environmental impact of project activities
• Social equity considerations
• Economic sustainability (triple bottom line: people, profit, planet)
• The sustainability pyramid: compensate → minimize → avoid negative impacts

This was only briefly referenced in the 7th Edition and is now elevated to a foundational principle.

Artificial Intelligence Appendix (X3)

An entirely new appendix dedicated to AI in project management, covering:

• AI applications in project planning and estimation
• Machine learning for risk analysis
• AI-assisted decision making
• Ethical considerations of AI in projects

Project Management Offices Appendix (X2)

Expanded coverage of PMOs as strategic enablers, reflecting their evolving role in modern organizations.

The "Mindset" Framework

The 8th Edition introduces a three-dimensional mindset framework (Proactive, Ownership, Value-Driven) that structures the relationship between principles and practice. This is entirely new conceptual scaffolding.

8. What Was Removed or Demoted

Content Removed from Core

• Procurement Management as a dedicated focus—demoted to Appendix X4. The strategic sourcing decision (make-or-buy, sourcing strategy) remains in Governance, but the tactical procurement processes (Conduct Procurements, Control Procurements) moved out.
• Models section in the 7th Edition's "Models, Methods, and Artifacts" (Tuckman Ladder, Cynefin, Maslow's Hierarchy, etc.) are no longer in a dedicated catalog section. Some are referenced within T&Ts or domain discussions.
• 6 Principles reduced through merging (see Section 2 above).
• Development Approach and Life Cycle as a performance domain—content moved to The Standard.
• Measurement as a performance domain—concepts distributed into M&C processes.
• Planning as a performance domain—planning processes distributed into each domain.

Processes Eliminated or Absorbed

• Plan Quality Management → Absorbed into Governance (QA) and Scope processes
• Define Activities → Absorbed into Develop Schedule
• Sequence Activities → Absorbed into Develop Schedule
• Estimate Activity Durations → Absorbed into Develop Schedule
• Develop Team → Merged into Lead the Team
• Manage Team → Merged into Lead the Team
• Perform Qualitative Risk Analysis → Merged into Perform Risk Analysis
• Perform Quantitative Risk Analysis → Merged into Perform Risk Analysis
• Conduct Procurements → Appendix X4
• Control Procurements → Appendix X4
• Control Quality → Distributed into scope and governance monitoring

9. What This Means for PMP Candidates

The PMP exam is currently based on the PMP ECO (2021) and references the PMBOK Guide 7th Edition. PMI updates the ECO independently of the PMBOK Guide, so the 8th Edition does not automatically change the exam. That said, the PMBOK Guide remains one of PMI's core reference publications, and the terminology it introduces tends to shape how prep providers explain concepts and how PMI frames its own materials over time.

Here is what candidates should understand about the Guide changes:

Key Implications

1. The 6 principles consolidate, not replace, the 7th Edition's 12. Candidates who already understand the 7th Edition principles will find that the 8th Edition groups them into broader themes — stewardship and leadership into "Be an Accountable Leader," complexity and system interactions into "Adopt a Holistic View," and so on. The one genuinely new concept is the sustainability principle.

2. The 40-process model reorganizes rather than discards the 49 processes. Knowing how four schedule processes became one (Develop Schedule), how two risk analysis processes became one (Perform Risk Analysis), and how two team processes became one (Lead the Team) helps you translate between older and newer PMI language.

3. Focus Areas are the 8th Edition's name for Process Groups. They serve the same conceptual role — Initiating through Closing — but the 8th Edition frames them as approach-agnostic rather than purely predictive.

4. Communications is now part of the Stakeholders domain. The separate Communications Management knowledge area does not exist in the 8th Edition. Plan, manage, and monitor communications processes sit alongside stakeholder engagement processes.

5. Procurement has been moved to Appendix X4. The strategic sourcing decision (Plan Sourcing Strategy) remains in the Governance domain, but detailed procurement processes are no longer in the core 40.

6. Performance domains in the 8th Edition are function-oriented, not outcome-oriented. The 7th Edition domains described what to achieve; the 8th Edition domains describe how to achieve it through embedded processes with ITTOs. This is a significant shift in the Guide's instructional approach.

7. The mindset framework is new conceptual scaffolding. The Proactive-Ownership-Value-Driven structure connects the 6 principles to practice and has no equivalent in the 7th Edition.

8. AI and sustainability are now formally part of the body of knowledge. The AI appendix and the sustainability principle signal where PMI sees the profession heading, even if the current ECO does not yet emphasize them.

Bottom Line

The 8th Edition brings process rigor back while retaining the 7th Edition's principle-based philosophy. For candidates who studied under the 7th Edition and Process Groups Guide, most of that knowledge carries over. Focus your update effort on the 6 consolidated principles, the renamed and merged processes, and the shift from knowledge area to performance domain organization.

FAQ

Does PMBOK 8th Edition replace PMBOK 7th Edition?

Yes. PMBOK Guide 8th Edition (2025) supersedes the 7th Edition (2021) as PMI's primary project management reference. Process Groups: A Practice Guide (2022) was a companion to the 7th Edition framework and is not updated to match the 8th Edition. If your organization, training materials, or tools were built against the 7th Edition plus Process Groups model, they remain usable — the 8th Edition does not invalidate the underlying concepts — but the vocabulary, structure, and organization have changed substantially, as this comparison covers in detail.

Is the PMP exam based directly on PMBOK 8th Edition?

No. The PMP exam is currently based on the PMP Examination Content Outline (ECO) published in 2021, which references the PMBOK Guide 7th Edition. PMI updates the ECO independently of the PMBOK Guide, so publication of the 8th Edition does not automatically change the exam. The PMBOK Guide still matters as a reference, but exam preparation should follow the ECO first.

Do I still need Process Groups: A Practice Guide?

If your current study resources still reference the 49-process model, yes — it helps you decode older explanations and diagrams. But to understand PMI's current language, you also need to see how PMBOK 8th Edition pulls process guidance back into the main guide and replaces the two-book model with a single publication.

What is the single biggest structural change from PMBOK 7th to 8th Edition?

Reintegration of processes. The 7th Edition deliberately removed processes from the PMBOK Guide and placed them in a separate companion book (Process Groups: A Practice Guide). The 8th Edition reverses that decision: 40 processes are now embedded directly in the performance domains, each with its own inputs, tools and techniques, and outputs. This gives practitioners process-level guidance and principle-based framing in one publication.

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