In this episode, Ricardo talks about the effort driven tasks. He explains their advantages and how we can use them in our project management.

Understanding the Effort Driven Task in a Project

In this episode, Ricardo discusses the new edition of PMBOK 8, which brings important changes more aligned with the real work of project managers. Based on nearly 48,000 data points and two rounds of global feedback, it has become more practical, clear, and value-oriented. The old 12 principles have been condensed into six more focused ones, while maintaining good project practices. The traditional five process groups return and now apply to predictive, agile, and hybrid projects. The old knowledge areas have evolved into seven performance domains: governance, scope, schedule, finance, stakeholders, resources, and risks. This edition also features 40 updated processes with integrated ITTOs and reinforces tailoring with practical examples, making the guide more applicable and balanced.

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My First Impressions about the PMBOK® Guide 8th Edition

Neste episódio, Ricardo fala sobre a nova edição do PMBOK 8, que traz mudanças importantes e mais alinhadas ao trabalho real dos gerentes de projetos. Baseada em quase 48 mil dados e duas rodadas de feedback global, ela se tornou mais prática, clara e orientada a valor. Os antigos 12 princípios foram condensados em seis mais focados, mantendo o bom comportamento em projetos. Os tradicionais cinco grupos de processos retornam e passam a valer para projetos preditivos, ágeis e híbridos. As antigas áreas de conhecimento evoluíram para sete domínios de desempenho: governança, escopo, cronograma, finanças, stakeholders, recursos e riscos. A edição também traz 40 processos atualizados com ITTOs integrados e reforça o tailoring com exemplos práticos, tornando o guia mais aplicável e equilibrado.

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Minhas Primeiras Impressões sobre o PMBOK® Guide 8a Edição

In this episode, Ricardo discusses a key change in the PMBOK® Guide 8th edition: the relationship between stakeholders and communication. In previous editions, communication was a separate knowledge area, but now it is considered part of stakeholder management. This shift is significant because communication only exists when there are stakeholders with different needs. If a project had no stakeholders besides yourself, communication would be unnecessary. Therefore, communication is a tool to support stakeholder engagement. In the new PMBOK® structure, stakeholders remain a performance domain that includes planning, execution, and control activities. Ricardo encourages PMI members to download the PMBOK® Guide PDF and explore these updates to improve project value and delivery.

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What Happened with the Communication Domain in the PMBOK® Guide 8th Edition?

Neste episódio, Ricardo discute uma mudança fundamental na 8ª edição do Guia PMBOK®: a relação entre as partes interessadas e a comunicação. Nas edições anteriores, a comunicação era uma área de conhecimento separada, mas agora é considerada parte da gestão das partes interessadas. Essa mudança é significativa porque a comunicação só existe quando há partes interessadas com necessidades diferentes. Se um projeto não tivesse partes interessadas além de você, a comunicação seria desnecessária. Portanto, a comunicação é uma ferramenta para apoiar o engajamento das partes interessadas. Na nova estrutura do PMBOK®, as partes interessadas permanecem um domínio de desempenho que inclui atividades de planejamento, execução e controle. Ricardo incentiva os membros do PMI a baixarem o PDF do Guia PMBOK® e explorarem essas atualizações para melhorar o valor e a entrega do projeto.

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O Que Aconteceu com o Domínio Comunicações no Guia PMBOK® 8a Edição?

In this episode, Ricardo explains that in the PMBOK® 8th Edition, you do not need to memorize all 40 processes. Many of them are very similar, especially in the planning phase, which alone contains 19 processes. He shows that processes like Plan Scope Management, Plan Schedule Management, Plan Financial Management, and Plan Risk Management follow the same logic: they define the “rules of the game” for each performance domain. If you understand one, you know the others. Ricardo advises candidates for CAPM or PMP to focus on understanding the logic and flow of the processes rather than memorizing them, which is less effective for real-world project management. 
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Don’t Memorize the PMBOK® Guide 8th Edition - Understand It

Neste episódio, Ricardo explica que, na 8ª edição do PMBOK®, não é necessário memorizar todos os 40 processos. Muitos deles são bastante semelhantes, especialmente na fase de planejamento, que sozinha contém 19 processos. Ele demonstra que processos como Planejamento do Escopo, Planejamento do Cronograma, Planejamento Financeiro e Planejamento de Riscos seguem a mesma lógica: definem as “regras do jogo” para cada domínio de desempenho. Se você entende um, entende os outros. Ricardo aconselha os candidatos às certificações CAPM ou PMP a se concentrarem em compreender a lógica e o fluxo dos processos, em vez de memorizá-los, o que é menos eficaz para a gestão de projetos no mundo real.
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Não Decore o PMBOK® Guide 8ª Edição - Entenda

In this episode, Ricardo wraps up the discussion on the PMBOK Guide 8th Edition by highlighting the role of artificial intelligence in project management. PMI included AI in Appendix X3, presenting three adoption strategies: automation (making tasks faster), assistance (AI as a partner helping with scheduling and resources), and augmentation (expanding managers’ capabilities and decision-making). The appendix provides practical use cases for governance, risks, resources, scheduling, and other areas. Ricardo emphasizes that AI evolves rapidly, so some examples may soon become outdated, but project managers must understand and leverage AI to remain competitive. Recent research shows organizations are already saving significant money by using AI. He encourages readers to study the appendix carefully and stay adaptable.

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What does the PMBOK® Guide 8th Edition say about Artificial Intelligence?

Neste episódio, Ricardo conclui a discussão sobre o Guia PMBOK 8ª Edição, destacando o papel da inteligência artificial (IA) na gestão de projetos. O PMI incluiu a IA no Apêndice X3, apresentando três estratégias de adoção: automação (tornando as tarefas mais rápidas), assistência (IA como parceira, auxiliando no planejamento e na alocação de recursos) e aumento (expansão das capacidades e da tomada de decisão dos gestores). O apêndice fornece casos de uso práticos para governança, riscos, recursos, planejamento e outras áreas. Ricardo enfatiza que a IA evolui rapidamente, portanto, alguns exemplos podem se tornar obsoletos em breve, mas os gestores de projeto precisam compreender e aproveitar a IA para se manterem competitivos. Pesquisas recentes mostram que as organizações já estão economizando quantias significativas com o uso da IA. Ele incentiva os leitores a estudarem o apêndice com atenção e a se manterem adaptáveis.

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O que o PMBOK® Guide 8a Edição Fala sobre Inteligência Artificial?

In this episode, Ricardo highlights the importance of milestones, baselines, and control points in project management, using December 31st as a powerful example of a milestone, both personally and organizationally. Just as individuals reflect on decisions and plan the future at the end of the year, projects and organizations use milestones to review budgets, compare goals, and consolidate results. Although the calendar is a human convention, milestones provide essential reference points for comparison and control. Without a clear baseline, it is impossible to assess real progress. Projects without milestones rely on perception, while projects with milestones rely on facts. Milestones are not bureaucracy; they are moments of reflection, decision-making, and adjustment that help prevent gradual and unnoticed project deviation.

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Milestones, Baselines, and the Power of December 31 in Projects

Neste episódio, Ricardo explica a importância dos marcos, das linhas de base e dos pontos de controle na gestão de projetos, usando o dia 31 de dezembro como exemplo de um marco poderoso, tanto pessoal quanto organizacional. Assim como as pessoas reavaliam decisões e planejam o futuro no fim do ano, projetos e empresas utilizam marcos para revisar orçamentos, metas e resultados. Embora o calendário seja uma convenção humana, os marcos são essenciais porque permitem comparação e controle. Sem uma linha de base clara, não é possível saber se há progresso real. Projetos sem marcos vivem de percepção; com marcos, vivem de fatos. Marcos não são burocracia, mas momentos de reflexão, decisão e ajuste, fundamentais para evitar desvios graduais e silenciosos nos projetos.

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Marcos, Linhas de Base e o Poder do 31 de Dezembro nos Projetos

Hello

Thanks for visiting my profile. 

I am an experienced leader in global operations, project management, business transformation, and crisis management. My main focus is implementing innovative global initiatives, capital projects, and product development. I have directed dozens of projects across industries and continents, managing more than $20 billion in global initiatives over the past 25 years.

I am a seasoned board member who has participated in the Brazilian Institute of Corporate Governance (IBGC) board member program. I was the first Latin American to become chairman of the board of the Project Management Institute globally, where I served for four years. I am also a member of the advisory board of Yera, an Estonian startup dedicated to improving employee performance and engagement through technology and artificial intelligence.

I share my expertise with millions of professionals around the globe through my "5 Minutes Podcast," which I have hosted since 2007 and has reached 12 million views. I've written 16 books on project management, risk and crisis management, and transformation, which have been translated into six languages and sold over half a million copies.

I am a seasoned speaker and have delivered over 250 keynote addresses in 40 countries. My influence on the sector was affirmed when I became the first Latin American to be elected Chairman of the Project Management Institute.

My work as a venture capitalist and entrepreneur in artificial intelligence, blockchain, big data, chatbots, and machine learning resulted in tools and products that have revolutionized how users bring agility and agile management into project management software.

More than two decades ago, I founded Macrosolutions, a global consulting firm with international operations in energy, infrastructure, IT, oil, and finance.

Between 2016 and 2020, I envisioned and led the Brightline Initiative, a Project Management Institute think tank in partnership with leading organizations dedicated to helping executives bridge the expensive, unproductive gap between strategy design and delivery.

Before Brightline, I was Director of the United Nations Office for Project Services (UNOPS) Infrastructure and Project Management Group, leading over 1,000 projects and $1.2 billion in humanitarian and development projects. I was also responsible for the first ESG Report in the UN System, published in 2015.

I have a Ph.D. in Civil Engineering, an undergraduate degree in Chemical Engineering, and a master's degree in Industrial Engineering.

Understanding the Effort Driven Task in a Project

Ricardo Viana Vargas - 5 Minutes Podcast