If you are a member of PMI, you can access this link to comment on the current drafts of The Standard for Project Management and A Guide to the Project Management Body of Knowledge. These two drafts are now open for review, and once finalized, they will be unified into a single book as part of the 8th edition of the PMBOK®—the best-selling foundational standard periodically issued by PMI since 1996. The release date for the newest version has not been made public; we only know it will be sometime in 2025.

As far as we know, the main changes that we can expect are these three:

• Processes are Reintroduced.
• Project Management Principles are Reduced by Half.
• Project Performance Domains are now Process Driven.

“The Guide to the Project Management Body of Knowledge” 8th Edition will include 40 processes, aligned with 7 performance domains and organized within the same process groups as in the PMBOK® 6th Edition. 

Compared to the PMBOK® 6th Edition, the old 10 knowledge areas have been replaced by 7 performance domains:

• The Project Integration Management knowledge area is now the Project Governance performance domain.
• Cost has been renamed to Finance.
• Stakeholders performance domain now includes Communications.
• Project Quality Management is now treated as a behavioral principle.
• Project Procurement Management has been moved to an annex.

PMBOK® 6th Edition standardized 40 processes organized in 10 knowledge areas (chapters 4 to 13) and 5 process groups:

“The Standard for Project Management” 8th Edition will include 6 principles:

1. Adopt a HOLISTIC View: Ensure that all aspects of the project are considered, leading to better decision-making and more effective project execution, which not only aligns with organizational goals but also fosters resilience and adaptability, resulting in a successful project.
2. Focus on VALUE: Shift focus from deliverables to intended outcomes to deliver on the project’s vision or purpose, rather than merely creating specific deliverables.
3. Embed QUALITY into Processes and Deliverables: Ensure outcomes that meet project objectives and align with the needs, requirements, and acceptance criteria set by relevant stakeholders.
4. Be an Accountable LEADER: Guiding the project team with integrity, making responsible decisions, and fostering a culture of trust and responsibility.
5. Integrate SUSTAINABILITY Within All Project Areas: Meet the project’s present needs without compromising the ability of future generations to meet their own needs.
6. Build an EMPOWERED Culture: Collaborate proactively, promoting unity in shared objectives efficiently and effectively through stakeholders and teams with diverse skills, knowledge, and experience
   

“The Guide to the Project Management Body of Knowledge” 8th Edition will include 7 process driven PERFORMANCE DOMAINS:

1. GOVERNANCE: Processes required to make decisions that enhance the value proposition of a project in an integrated and holistic manner—and, when appropriate, to cancel a project.
2. SCOPE: Processes required to ensure that the project encompasses all of the work required to complete the project successfully, ensuring that only required work is mapped and no unnecessary work is performed to optimize costs and time, maximizing the project’s value.
3. SCHEDULE: Processes required to oversee the project’s timely completion.
4. FINANCE: Processes involved in planning, estimating, budgeting, financing, funding, managing, and controlling costs, so the project can be completed, maximizing the value to the organization.
5. STAKEHOLDERS: Processes required to determine, manage, and control the stakeholder engagement of the project.
6. RESOURCES: Processes required to plan, estimate, and acquire the resources needed to successfully complete the project, lead the project team; and control resources.
7. RISK: Processes required to conduct risk management planning, identification, analysis, response planning, response implementation, and risk review on a project.

PMBOK7 included 12 principles and 8 performance domains, most of them will be gone in PMBOK8:

“The Guide to the Project Management Body of Knowledge” 7th Edition included 8 PERFORMANCE DOMAINS:

1. STAKEHOLDERS: The project needs a productive working relationship with stakeholders throughout the life cycle. Stakeholders who are project beneficiaries should be supportive and satisfied; stakeholders who may oppose the project or its deliverables should not negatively impact project results. 
2. TEAM: The project team should be high performance, empowered, resilient and aligned with objectives. They should trust each other and keep ownership of deliverables and outcomes in a collaborative environment.
3. DEVELOPMENT APPROACH AND LIFE CYCLE: The project should follow a lifecycle –predictive, adaptative, or hybrid – which is consistent with the development approach for the project deliverables. The series of phases of the project lifecycle should help governance and project termination if strategic criteria are no longer realizable.
4. PLANNING: Project managers should visualize next week, next month, how to get the project done, etc. The planning model should be holistic, including the component needed to manage stakeholder expectations, and progressively elaborated as new information is discovered.
5. PROJECT WORK: Status reports should demonstrate that project work is efficient and effective. Quality assurance should show that the processes are relevant and effective. The project communications should be effective to engage stakeholders. Procurement and material resources should be managed properly. Projects using a predictive approach should have an integrated change management procedure. Projects using an adaptive approach should have an updated product backlog. The project team should minimize rework and optimize velocity.
6. DELIVERY: Project should demonstrate alignment to the organizational strategy and business. Project benefits should be realized in the time frame in which they were planned. Deliverables should be validated, and requirements should be met”.
7. MEASUREMENT: At each project review meeting, measurements should indicate whether the project is performing as expected or if there are variances, in order to take timely and informed decisions and actions. 
8. UNCERTAINTY: The project management team should be alert to anticipate any opportunity or threat which may have a positive or negative effect on a project’s objective or value delivery.

“The Standard for Project Management” 7th Edition included 12 PRINCIPLES:

1. Be a diligent, respectful, and caring STEWARD: Stewards act responsibly to carry out activities with integrity, care, and trustworthiness while maintaining compliance with internal and external guidelines. They demonstrate a broad commitment to financial, social, and environmental impacts of the projects they support.
2. Create a COLLABORATIVE project team environment: Project teams are made up of individuals who wield diverse skills, knowledge, and experience. Project teams that work collaboratively can accomplish a shared objective more effectively and efficiently than individuals working on their own
3. Effectively ENGAGE with stakeholders: Engage stakeholders proactively and to the degree needed to contribute to project success and customer satisfaction.
4. Focus on VALUE: Continually evaluate and adjust project alignment to business objectives and intended benefits and value.
5. Recognize, evaluate, and respond to SYSTEM interactions: Recognize, evaluate, and respond to the dynamic circumstances within and surrounding the project in a holistic way to positively affect project performance.
6. Demonstrate LEADERSHIP behaviors: Demonstrate and adapt leadership behaviors to support individual and team needs.
7. TAILOR based on context: Design the project development approach based on the context of the project, its objectives, stakeholders, governance, and the environment using ‘just enough’ process to achieve the desired outcome while maximizing value, managing cost, and enhancing speed.
8. Build QUALITY into processes and deliverables: Maintain a focus on quality that produces deliverables that meet project objectives and align to the needs, uses, and acceptance requirements set forth by relevant stakeholders.
9. Navigate COMPLEXITY: Continually evaluate and navigate project complexity so that approaches and plans enable the project team to successfully navigate the project life cycle.
10. Optimize RISK responses: Continually evaluate exposure to risk, both opportunities and threats, to maximize positive impacts and minimize negative impacts to the project and its outcomes.
11. Embrace adaptability and RESILIENCE: Build adaptability and resiliency into the organization’s and project team’s approaches to help the project accommodate change, recover from setbacks, and advance the work of the project.
12. Enable CHANGE to achieve the envisioned future state: Prepare those impacted for the adoption and sustainment of new and different behaviors and processes required for the transition from the current state to the intended future state created by the project outcomes.