Tag Archives: CAMMP

What are the changes in PMBOK Guide, Standard Part? PGR4

Since this is the fourth post with the letter PGR in the title, what does PGR stands for?

PGR = PMBOK Guide Review and I will be publishing many posts on this. Some of these posts could be general, like the one on PMBOK Guide Size or the general changes to the guide. Others will be specific to a topic, such as the one on Agile in PMBOK Guide.

This post will cover another category, which is specific reviews of sections of the new book, and could be in Part 1 (the guide part), or Part 2 (the ANSI approved standard part).

Today’s article is about Part 2 (Standard Part), Section 1. Continue reading

Where is the Beef – sorry Agile in PMBOK Guide? PGR3

We have been hearing about the #PMBOK Guide going Agile for a year now; or more. However, now the new #PMBOK Guide is out, where is #Agile?

This question reminds me of an old Wendy’s commercial about “where is the beef?” Continue reading

Bridge the Gap

What are the gaps left open by professional associations?

This blog post is extracted from Chapter 6 of our upcoming book, Project Management beyond Waterfall and Agile.

Summary of Previous Chapters

To summarize the relevant information from the earlier chapters, the current practice is:

  • PMI and ISO are clear that they are not offering the community a method or methodology. They are providing a set of processes, project management process groups, and subject/knowledge areas. ISO 21500 mentions the need for product and support processes but does not address them.
  • IPMA is also clear that it does not offer “how-to’s”; rather, it advocates the competence elements for managing projects. Here again, there is no method.
  • GPM offers a method, but although its dependence on the process groups as a project life cycle is a weakness, its sustainability elements are of great value,
  • It is important to state that PRINCE2® is a method, which is good; but for some reason, it is mostly known in the UK and other countries with organizations that have a UK influenceTh e author does not offer a dedicated chapter to PRINCE2, because CAMMP™ is an alternate solution that is more flexible and wider in scope.

Transition, Understanding the Challenges

The hypothesis of this book is that, despite the high value each professional association offers, there are still gaps in project management practice. Practitioners still struggle to apply what they learn in the real world, on real projects, and on different types and classes of projects.

In the world of projects and project management, certain fixed concepts apply regardless of industry or domain. Many variables are highly unique to the context of a given project. 

Yes, organizations can use the IPMA’s ICB® and develop their methods using the competence elements.

Yes, organizations can use the process groups and subject groups from PMI/ISO to develop an internal methodological approach.

Some are doing so, but not enough!

In large organizations with abundant resources, their staff could explore the world of project management and choose what is best for their organizations from the available “menu” of options. Even in such organizations, one can find that they stick to one menu item, or one resource, for one reason or another.

While large organizations may limit their choices, small and medium organizations may not even have the luxury of selection. Consequently, they constrain their project management system—assuming they have one—and depend on the common sense of their accidental project managers. These organizations manage projects, or, more accurately, “execute” projects through accidental project managers, then wonder why the failure rate is so high. It is also possible
that these organizations think that they are delivering the project successfully; this might be so, but are they using clear criteria for measuring project success?

Bridge the GapThese practice gaps exist because organizations tend to box themselves into limited options. The gaps present us with opportunities to provide workable solutions. The fundamental principle of the offered solution revolves around integrating the best of what exists and offering it in a practical approach that can work for small or mega projects, regardless of domain, type, or class of project. Th is is a modest attempt to save organizations much research and development work.

 

What do you think?

How can we travel the project journey, successfully?

Road Maps to Travel the Project Journey: End-to-End

Almost every organization today deliver value to their shareholders, customers, or citizens and the community through projects. The vital question is how to enhance the chance of success, deliver excellence, and maximize value? How to ensure that the management of these projects will produce maximum benefits? Continue reading

Should I pursue a PMP certification or consider alternatives?

Project Management certification is highly popular among individuals and organizations.

Although the PMP® might not be the best for enhancing organizational performance, it is the preferred certification by those who want to make their CV looks better for potential employers; especially if they are looking for a new job. Continue reading

CAMMP™ project life cycle, with the three phases

How to apply process groups during a project’s phase?

The following post is related to our upcoming book, titled Project Management beyond Waterfall and Agile.

In this post, we focus on how to apply the high-level processes (process groups) within a typical project discovery phase. Continue reading

Possible project life cycle model integrating adaptive principles

Is the project life cycle fixed or varies?

A recent post on the project life cycle has been generating quite a bit of interest and discussion on LinkedIn. The post is “Once again, what is the project life cycle?

Well, in this follow-up article, we will highlight some of the confusions that remain and present a few project life cycle examples. Continue reading

How to make the PMBOK Guide works for you?

Every once in a while we run into discussions and statements like:

  1. The PMBOK Guide is not real world, or
  2. The PMBOK Guide does not work

Are these correct or realistic statements? 

Well, the best answer in project management always start with “it depends.” Let us elaborate.

Continue reading