---
gov_id: PRINCIPLES-CROSSWALK
gov_name: PMBOK 8 Principles to Performance Domains and Skills Crosswalk
version: "1.0.1"
status: Active
authority: PMBOK8 Primary
supersedes: none
file_path: "PRINCIPLES-CROSSWALK.md"
last_updated: "2026-06-03"
---

# PRINCIPLES-CROSSWALK.md
**Repository:** PMO Skill Repository  
**Version:** 1.0.1  
**Authority:** PMBOK8 — The Standard for Project Management §3 (Principles) · PMBOK Guide §2 (Performance Domains)  
**Purpose:** Map all 6 PMBOK 8 principles to the 7 performance domains, 5 focus areas, and key skills.

> **Change log v1.0.1 (2026-06-03):** Added GOV YAML front-matter. Corrected all six §Ref numbers
> by +1 (§3.2–§3.7 → §3.3–§3.8). PMBOK 8 Standard §3.1 = The Project Management Mindset;
> §3.2 = Principles and Performance Domains. The principles themselves begin at §3.3.

---

## The 6 PMBOK 8 Principles

| Code | Principle | Standard §Ref |
|------|-----------|--------------|
| P1 | Adopt a Holistic View | §3.3 |
| P2 | Focus on Value | §3.4 |
| P3 | Embed Quality Into Processes and Deliverables | §3.5 |
| P4 | Be an Accountable Leader | §3.6 |
| P5 | Integrate Sustainability Within All Project Areas | §3.7 |
| P6 | Build an Empowered Culture | §3.8 |

---

## Principles × Performance Domains Matrix

| Domain | P1 Holistic View | P2 Focus on Value | P3 Quality | P4 Accountable Leader | P5 Sustainability | P6 Empowered Culture |
|--------|-----------------|-------------------|------------|----------------------|-------------------|----------------------|
| **Governance** | ✓ Governance integrates all domains and stakeholder perspectives | ✓ Governance structures exist to protect and maximize value | ✓ Governance processes should be quality-checked and consistently applied | ✓ Clear authority, accountability, and decision rights at every layer | ✓ Governance considers social, environmental, and long-term impact | ✓ Self-governance is a valid adaptive governance model |
| **Scope** | ✓ Scope must account for product, project, and quality dimensions | ✓ Scope is defined to deliver maximum value, not maximum output | ✓ Quality is an integral attribute of scope; DoD and acceptance criteria are essential | ✓ Scope authority and change authority must be clearly assigned | ✓ Scope decisions should consider lifecycle cost, maintenance, and sustainability | ✓ Teams with shared scope understanding outperform siloed groups |
| **Schedule** | ✓ Schedule interacts with scope, risk, resources, and value | ✓ Schedule decisions are sensitive to value timing and benefit realization | ✓ Schedule processes should be reliable, tested, and consistently applied | ✓ Schedule ownership, threshold authority, and variance escalation must be clear | ✓ Scheduling considers human resource sustainability and realistic pacing | ✓ Adaptive teams use cadence and iteration to self-organize delivery |
| **Finance** | ✓ Financial decisions affect all domains and long-term operations | ✓ Finance exists to support value creation; all costs are investments | ✓ Financial data quality and integrity are non-negotiable | ✓ Financial authority, reserve decisions, and reporting accountability must be clear | ✓ Finance includes lifecycle cost, environmental cost, and social ROI | ✓ Teams with cost awareness make better delivery trade-offs |
| **Stakeholders** | ✓ Stakeholder landscape spans internal, external, visible, and hidden | ✓ Stakeholder engagement exists to enable value delivery and benefit capture | ✓ Engagement processes and communications should meet quality standards | ✓ PM is accountable for stakeholder relationship outcomes | ✓ Stakeholder impacts include community, social, and environmental dimensions | ✓ Engaged and empowered stakeholders are co-creators of value |
| **Resources** | ✓ Resources include people, materials, equipment, and knowledge | ✓ Right resource, right time, right cost = value optimization | ✓ Resource management processes should be consistently applied | ✓ PM is accountable for resource decisions within delegated authority | ✓ Sustainable resource use avoids waste, burnout, and overextension | ✓ Empowered teams self-organize and improve their own performance |
| **Risk** | ✓ Risk exists across all domains; holistic view prevents blind spots | ✓ Risk management protects value and identifies opportunities | ✓ Risk processes and documentation must meet quality standards | ✓ Risk owners, escalation paths, and reserve authority must be assigned | ✓ Sustainability risks (environmental, social, reputational) require active management | ✓ Psychological safety enables honest risk reporting and early escalation |

---

## Principles × Focus Areas Matrix

| Focus Area | P1 | P2 | P3 | P4 | P5 | P6 |
|------------|----|----|----|----|----|----|
| **Initiating** | Define project boundaries holistically | Establish the value case clearly | Embed quality criteria from day one | Assign authority, sponsor, PM with clear accountability | Consider sustainability in scope and options | Involve the team early in governance design |
| **Planning** | Integrate all domain plans into one coherent plan | Plan to deliver value, not just deliver outputs | Build quality into every plan, baseline, and estimate | Define decision rights and approval thresholds clearly | Plan for lifecycle cost, sustainability impact, resource wellbeing | Co-create plans with the team and stakeholders |
| **Executing** | Manage work with awareness of cross-domain ripple effects | Continuously test whether work is delivering value | Apply quality standards to every deliverable and process step | Lead with visibility, accountability, and transparency | Execute sustainably: protect people, minimize waste, manage resources responsibly | Empower teams to make decisions within their boundaries |
| **Monitoring & Controlling** | Monitor performance holistically across all domains | Measure value delivered, not just work completed | Use quality metrics to drive control decisions | Escalate problems at the right authority level; own the response | Track sustainability performance alongside cost, schedule, and scope | Create safe feedback loops that surface issues early |
| **Closing** | Confirm closure of all domains, not just deliverables | Confirm value has been delivered or transitioned | Archive with quality; lessons must be usable | Formally authorize closure; sponsor owns the sign-off | Document sustainability outcomes and impact for future reference | Celebrate team contributions; recognize learning and growth |

---

## Principles in Action — Key Skill Crosswalk

| Principle | Highest-Impact Skills |
|-----------|----------------------|
| P1 Holistic View | SKL-03-01 (Integrated Plan) · SKL-05-01 (Performance Report) · SKL-06-01 (Obtain Acceptance) · SKL-08-05 (Portfolio Reporting) |
| P2 Focus on Value | SKL-02-01 (Project Charter) · SKL-03-13 (Financial Management) · SKL-06-03 (Lessons Learned) · SKL-08-03 (PMO Health Check) |
| P3 Quality | SKL-03-19 (Plan Quality) · SKL-04-02 (Manage Quality Assurance) · SKL-05-09 (Quality Control) · SKL-03-03 (Elicit/Analyze Requirements) |
| P4 Accountable Leader | SKL-01-01 (Governance Framework) · SKL-02-01 (Project Charter) · SKL-05-02 (Assess/Implement Changes) · SKL-08-04 (Escalation Protocols) |
| P5 Sustainability | SKL-03-18 (Integrate Sustainability) · SKL-06-03 (Lessons Learned: long-term impact) · SKL-08-03 (PMO Health Check) |
| P6 Empowered Culture | SKL-03-16 (Resource Management) · SKL-04-04 (Develop Team) · SKL-04-02 (Manage Knowledge) · SKL-06-03 (Lessons Learned) |

---

## PMBOK 8 Principle In-Action Sub-sections Reference

| Principle | Standard In-Action §Ref | Key Message |
|-----------|------------------------|-------------|
| P1 Adopt a Holistic View | §3.3.2 | Projects exist within systems; decisions have cascading effects |
| P2 Focus on Value | §3.4.2 | Value must be defined, measured, and protected throughout |
| P3 Embed Quality | §3.5.2 | Quality is built in, not inspected in; cost of quality matters |
| P4 Accountable Leader | §3.6.2 | Authority and accountability must be explicit and matched |
| P5 Sustainability | §3.7.2 | Projects should consider social, environmental, and economic sustainability dimensions |
| P6 Empowered Culture | §3.8.2 | Empowerment requires trust, clarity of boundaries, and psychological safety |

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*Authority: PMBOK8 — The Standard for Project Management §3.3–§3.8 · PMBOK Guide §2.1–§2.7*
