Over the years, SUKAD has been promoting that organizations should build their organizational project management system, including project management methodological approach. We also know that when it comes to PMP Certification; we are not only going against the popular trends and swimming against the PM Main Stream, we are moving against strong undercurrents; if not trying to break walls. In other words, one can only imagine the challenge. Yet, we believe that although the PMP still has value, PMOs, projects development, human resources, and organizational developments executives should consider investing into building tailored project management methodological approach rather than PMP certification. Our view is not limited to the PMP but to all generic certifications, although we focus on the PMP because it is the most popular and cause a craze. Continue reading
Following an earlier post on the difference between method or methodology, it would be useful to revisit a question we often get or hear about. Is the PMP (Project Management Professional) certification, or the PMBOK Guide a methodology?
Although my post below focuses on the PMBOK Guide – most, if not all comments apply to ISO 21500 since it shares a similar structure to the PMBOK Guide.
Project Management Terminology
Here is another post related to project management terminology and the terms that are often confusing, or practitioners use out of context. In this post, we will discuss project management method and project management methodology. We will also offer suggestions on how to differentiate between a project management method and project management methodology. Our hypothesis is that it is quite common for professionals in project management to use ‘method’ and ‘methodology’ interchangeably. In this post, we will also touch on the CAMMP Model.
Is this use of term method and methodology correct? Continue reading
I have been working on two books:
- The first was about the PMBOK Guide (and ISO 21500) but mostly about how to apply these guides in the real world, and
- The second book is a re-write of a book we self-published two years ago (Redefining the Basics of Project Management), which focus on The Customizable and Adaptable Methodology for Managing Projects™.
In discussions with a publisher, we have considered merging these two books to deliver a well rounded book. Below, is the structure and high-level content of this book. What do you think? Continue reading
Let us expand on the question: how to build a universal methodological approach, for managing projects that is flexible enough to adjust for project type, domain, classification, or a learning platform (international standard)?
First, let us include some definitions. Continue reading
What is the PMBOK® Guide Current Reality? This topic is the subject of our first e-book on the Guide, part 1 of 2-book series. What is not emphasized enough in the PMBOK® Guide is a chapter in this first e-book. Continue reading
What is the PMBOK® Guide Current Reality? This topic is the subject of our first e-book on the Guide, part of 2-book series. What is Missing from the PMBOK® Guide is a chapter in this first e-book. We also wrote about this in the past.
What is the PMBOK® Guide Current Reality? This topic is the subject of our first e-book on the Guide, part of 2-book series. The Four Myths is a chapter in this first e-book. Continue reading
The Project Management Institute (PMI) has just published Implementing Organizational Project Management: Practice Standard.
In this – just published standard – it emphasize the importance of tailoring a project management methodology. However, the main focus is on implementing an organizational system. We are happy to see this publication especially that we have been advocating the need for an organizational approach to building an effective and sustainable system. For example, in Chapter 5 of our recent book, Redefining the Basics of Project Management, we discussed the challenges facing project management and one of them is the lack of an institutional (organizational) project management approach.
However, what was interesting are the following:
- This new standard dedicated a chapter for the need to tailor a project management methodology. We do not want to brag – may be a little – SUKAD developed The Customizable and Adaptable Methodology for Managing Projects™ (CAM2P™) back in 2007; 7 years before this standard. We had published our first book on CAM2P™ in 2010, a series of e-books in 2013 and now Redefining the Basics of Project Management.
- Further, when we focus on implementing OPM – the new standard; SUKAD also developed our OPM System approach back in 2010 – The SUKAD Seven Elements of Project Management Maturity™ – OPM System (http://sukadway.sukad.com/) and we are delivering a workshop on this in partnership with Knowledge Method In Singapore next week http://learning.sukad.com/joint-project-management-program-sukad-knowledge-method
IN OTHER Words
1. We are ahead of PMI
2. What we have does not contradict PMI
In the future we will write more about this subject!
We do realize that some will object to what we write here – which fine with us. We do know professionals and those who truly believe in project management and its strategic value will likely agree with what we post here.
Those who maybe offended – if they care – we ask them to think twice about reacting and re-read what we write here; maybe they did not know what we present here. However, we know that a few (or some) do not care – since they are in project management training just for profit and who cares about their clients. Continue reading