and is limited to the introduction of the processes, their inputs, and their outputs. The PMI standard is more than 450 pages in length and describes processes, inputs, outputs and associated tools and techniques. Both organizations use the concept of process as an integral part of project management. ISO and PMI segregate project processes into five process groups with some minor variances in labeling. The differences between the two standards is minimal with respect to process groups and subjects/knowledge areas. The substantive difference in the two standards is with the detail and description of tools and techniques, because ISO 21500:2012 do not provide it. Another major change is the introduction of a new subject by ISO, namely, "stakeholder management". Criticism One reviewer noted that the ISO 21500 project management processes were probably more useful in a cascade approach to scope definition as an alternative to using iterative approaches and therefore less attractive for project-oriented organizations. Similarly, for the PMBoK, the major development in this coordinated approach was the requirement that a knowledge area always starts with the associated management plan. ISO 21500 certification Since ISO 21500:2012 is a guidance document, it is not intended to be used for certification/registration purposes. History See also ASCE Body of Knowledge project (or ASCE BoK) Project management References Sources Turner, J. R. (1999). The handbook of project based management (2nd ed.). London: McGraw-Hill. Turner, J. R. (2006). Editorial: Towards a theory of project management: The nature of project governance and project management. International Journal of Project Management, 24, 93–95. Turner, J. R. (2006). Editorial: Towards a theory of project management: The functions of project management. International Journal of Project Management, 24, 187–189. Turner, J. R. (2006). Editorial: Towards a theory of project management: The nature of the functions of project management. International Journal of Project Management, 24, 277–279. Winch, G. M., The construction firm and the construction project: A transaction cost approach, Construction Management and Economics, (1989) 7, 331–345. Winch, G. M. Managing construction projects: An information processing approach, Oxford, UK: Blackwell Science. (2002) Winch, G. M. Rethinking project management: Project organizations as information processing systems? Proceedings of PMI Research Conference, 2002: Frontiers of Project Management Research and Application [CD]. Newtown Square, PA: Project Management Institute. External links 21500 Project management certification 2012 introductions