PMBOK® Guide 8th Edition Errata
The authoritative corrections issued for A Guide to the Project Management Body of Knowledge (PMBOK® Guide) — Eighth Edition (Second Printing). This hub applies every notable correction so the study material matches the corrected, authoritative text. Verify your print run via the numeral string ("10 9 8…") at the bottom of your copyright page.
Each entry below is a notable correction from the official errata. The Issue describes what was wrong in the first printing; the Correction is the authoritative, corrected text.
Plan Scope Management outputs
Guide portion — Figure 2-14
The Project management plan updates were missing the Quality management plan as a sub-bullet under the listed outputs.
"Quality management plan" was added as a sub-bullet to the Outputs listed under the Project management plan updates.
Scope Creep & Requirements Stability equations
Guide portion — Table 2-6
The two equations in Table 2-6 had inverted variables, producing incorrect formulas.
Corrected equations: Scope Creep (%) = (Unplanned Deliverables / Total Deliverables) × 100, and Requirements Stability (%) = (Unchanged Requirements / Total Requirements) × 100. Scope Definition Accuracy (%) = (Planned Scope Items Correctly Delivered / Total Planned Scope Items) × 100.
Start-to-finish (SF) dependency
Section 5 — Tools and Techniques
The Start-to-finish description had inverted explanations for successor and predecessor activities.
Start-to-finish (SF): a logical relationship in which a SUCCESSOR activity cannot finish until a PREDECESSOR activity has started. (The four PDM relationships are FS, FF, SS, and SF.)
Contingent response strategies
Section 5 — Tools and Techniques
The original publication carried a duplicate description copied from "strategies for opportunities."
Contingent response strategies are risk strategies intentionally designed for implementation only if one or more specific trigger conditions occur. Examples: an audit response process activating only after an audit is requested, or planning to engage an alternate supplier only if and when the preferred supplier cannot perform against requirements. This lets the team avoid expending effort and resources against a risk until they are needed, shifting focus from the risk impact to the triggering event itself. Also called contingency plans or fallback plans.
Estimation Technique description
Section 5 — Tools and Techniques
The Estimation Technique description listed "Relative Size Estimation" as a bullet, which has been removed.
The corrected list of the most common estimation techniques is: Expert judgment, Analogous estimating, Bottom-up estimating, Multipoint estimating, and Parametric estimating. ("Relative Size Estimation" was removed from this list.)