Yes. All 40 processes in the PMBOK® Guide — Eighth Edition still come with a figure listing their inputs, their tools and techniques, and their outputs. Nothing was abolished. What changed is that they are no longer a set of lists you can finish learning.
This page is what 120 ITTO columns look like when you count every one of them across the eighth-edition process set: how big the lists are, what the eighth edition added, what it quietly dropped, and what any of that means if you learned the sixth edition’s. It reports counts and differences — it does not reproduce the figures.
What ITTO stands for
Inputs, tools and techniques, and outputs — the three columns of the figure that accompanies every process. Inputs are what the process consumes, tools and techniques are what it does to them, outputs are what it produces. The abbreviation is exam-prep vocabulary far more than it is PMI’s: the eighth edition uses the word “ITTOs” exactly twice in the whole book, both times in the same introductory paragraph, where it is defined.
That is worth knowing before anything else on this page, because the acronym carries a decade of study habits with it — and those are the part that changed.
Every list in the guide is open-ended
Across all 40 processes there are 120 ITTO columns. All 120 of them end by noting that the list continues. Not most of them, and not the long ones: every single column in the book is explicitly marked as incomplete.
PMI has always described these lists as illustrative rather than exhaustive. In the eighth edition that framing is not a caveat in the preface — it is mechanically true of every figure. A list you are formally told is unfinished is not a list you can memorize, and the sixth edition study habit of learning which items belong in which column has no target left to aim at.
The inputs column says less than it used to
There are 205 input entries across the 40 processes, an average of 5.1 each — but only 28 distinct names among them. Four of those account for 146 of the 205, or 71%:
| Input | Appears in |
|---|---|
| Organizational process assets | 39 of 40 processes |
| Project management plan | 37 of 40 processes |
| Project documents | 36 of 40 processes |
| Enterprise environmental factors | 34 of 40 processes |
Read a single process’s input list and you are mostly reading the same four wrappers you would find on any other. The process-specific detail has moved a level down, into the sub-items underneath them. This is the pattern to hold on to for the rest of the page: the eighth edition did not shorten its lists so much as re-level them.
The outputs column is three wrappers and a tail
137 output entries, 3.4 per process, 54 distinct names — and the three most common are not deliverables at all:
- Project document updates — in 28 of 40 processes
- Project management plan updates — in 25
- Change requests — in 18
The named artifacts did not disappear underneath them. “Project document updates” alone carries 27 distinct named documents as sub-items across the guide — the lessons learned register, the risk register, the assumption log, the issue log and the rest. What the sixth edition listed as an output in its own right, the eighth edition lists as a sub-item of an update.
The same thing happened to the subsidiary plans. 18 names that were sixth-edition outputs in their own right are now sub-items, and 9 of them are management plans — scope, requirements, schedule, quality, resource, communications, risk, procurement, stakeholder engagement. None of them is produced by a process any more; each is a line under a plan update.
That distinction matters when you read anyone’s list of what the eighth edition “removed”, including a naive diff of our own data. Most of the missing names are one level down, not gone.
The tools column is where the real change is
Tools and techniques went the other way. The eighth edition names 6.6 of them per process where the sixth named 5.0, and its distinct top-level vocabulary is 110 names against the sixth edition’s 66 — a wider vocabulary spread over nine fewer processes.
Some of that is genuine addition and some is promotion: the sixth edition grouped techniques under umbrella entries like data gathering and data analysis, with the specifics as sub-bullets, and the eighth edition frequently names them in the column instead. Our sixth-edition dataset records top-level entries only, so it cannot separate the two automatically, and we are not going to pretend otherwise.
What the eighth edition’s own numbers do show, without any cross-edition comparison, is the shape of that vocabulary. Eight entries account for 140 of the 265 tool slots in the book — 53% of them:
| Tool or technique | Appears in |
|---|---|
| Expert judgment | 30 of 40 processes |
| Data analysis | 27 of 40 processes |
| Meetings | 22 of 40 processes |
| Interpersonal and team skills | 17 of 40 processes |
| Data gathering | 12 of 40 processes |
| Project management information system | 11 of 40 processes |
| Decision-making | 11 of 40 processes |
| Data representation | 10 of 40 processes |
The other side of the same count: 84 of the 110 tools appear in exactly one process — 76% of the vocabulary is used once and never again. So the tools column is two different things stacked together. Half of it is generic project-management furniture that tells you almost nothing about the process you are reading. The other half is a long tail of techniques that appear once, and those are the ones that actually characterize a process.
Artificial intelligence is in two processes
The eighth edition gives AI its own appendix, which has been widely reported, so the natural inference is that it now runs through the process set. It does not. Artificial intelligence appears in the ITTO of 2 of the 40 processes — Estimate Resources and Identify Risks — and the rest of the technology vocabulary, predictive analytics and augmented and virtual reality, sits in Estimate Resources alone.
This is checkable in a couple of minutes against the guide, and it is worth checking before paying for a course that promises the AI edition.
What actually leaves the vocabulary
After the demotions, renames and respellings are set aside, 18 named items disappear from the guide’s ITTO vocabulary entirely — they appear nowhere in the eighth edition, at either level, in any column. 11 of the 18 are procurement:
| Item | Was a | Note |
|---|---|---|
| Seller proposals | input | procurement |
| Advertising | tool | procurement |
| Bidder conferences | tool | procurement |
| Claims administration | tool | procurement |
| Context diagram | tool | |
| Design for X | tool | |
| Prototypes | tool | |
| Quality improvement methods | tool | |
| Representations of uncertainty | tool | |
| Bid documents | output | procurement |
| Closed procurements | output | procurement |
| Independent cost estimates | output | procurement |
| Procurement documentation updates | output | procurement |
| Procurement statement of work | output | procurement |
| Procurement strategy | output | procurement |
| Selected sellers | output | procurement |
| Enterprise environmental factors updates | output | |
| Test and evaluation documents | output |
That is the procurement demotion showing up in the data rather than in a headline: conducting and controlling procurements leave the process set for an appendix, and their inputs and outputs leave with them. Everything else on the list is a handful of quality and analysis techniques.
Four more items look like removals and are not. Conflict management and training are still there as sub-items. Three-point estimating is superseded by multipoint estimating. The cost management plan is now the financial management plan, tracking the rename of the Cost knowledge area to the Finance domain — the crosswalk of all 49 processes covers where the rest of that structure went.
The merges show up in the sizes
The largest ITTO figure in the guide belongs to Develop Schedule, at 60 entries counting sub-items; Lead the Team is second at 58. Both are merges, and the two biggest: Develop Schedule absorbed four of the sixth edition’s processes, Lead the Team two. The smallest is Plan Schedule Management, at 12.
Nobody planned that correlation into the figures. It is what a merge looks like from the data side, and it is independent confirmation of how we mapped the crosswalk of all 49 processes.
So how do you study them now?
Three things follow from the counts above.
Stop learning columns. Every list is marked incomplete, the inputs are the same four wrappers nearly everywhere, and the commonest outputs are updates to documents rather than deliverables. There is no closed set to recall, and recalling it would not distinguish one process from another anyway.
Learn the handoffs instead. 16 named artifacts are an output of one process and an input to another, which is the part of the figure that carries real information: the project management plan feeds 37 of the 40 processes, project documents 36. Knowing what produces a thing and what consumes it tells you where a process sits in the flow — and that is what scenario questions are actually about.
Then learn the one-off tools, per process, for the processes you are weak on. The 84 techniques that appear exactly once are where a process’s distinctive method lives. That is a much smaller and more useful thing to know than 607 list entries.
How this page was counted
Every ITTO figure in the eighth edition was parsed from the guide itself: 607 top-level entries and 619 sub-items across the 40 processes, with each column’s bullets and dashes recounted against the source to confirm nothing was dropped or bled between columns. The sixth-edition figures come from this site’s own reference to the 49, which records the top-level entries of each figure.
Every comparison on this page is top-level to top-level, and nothing is called removed until it has been checked against the eighth edition’s sub-items as well. That check is not pedantry: done naively, the same diff reports around 119 invented tools and dozens of deleted outputs, and all of it is an artifact of comparing one level against two. The classification behind the table above is re-verified against the data every time this page is rebuilt.
Counts, distributions and differences are facts about the guide, and they are what this page publishes. The lists themselves belong to PMI and are not reproduced here — if you need them, they are in the guide, one figure per process.
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