How does CAMMP™ compare to global resources, frameworks, or methods? How does CAMMP™ compare to the PMBOK® Guide, ISO 21500, or PRINCE2? Continue reading
In this post, we will minimize the words and go with images from our upcoming book on CAMMP™ Continue reading
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 influence. Th 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?
These 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?
Hello Friends in the project management community.
I was hoping that my last blog this year will be to share with you my recent e-books on the PMBOK Guide but unfortunately these books are delayed a few days. Therefore, I am closing the year with some statistics about our blog. Continue reading
Over the last twenty years, the PMBOK® Guide has been evolving with the growth of project management. The guide grew from nine knowledge areas to ten, from thirty-seven processes to forty-seven and from less than 200 pages to more than 600 pages.
If you have been following this blog site, you would have noticed that many of our articles are around CAM2P™ (The Customizable and Adaptable Methodology for Managing Projects™). This is the project management methodological approach that SUKAD developed in 2007.
This article (actually a presentation) is a follow up to the last post on OPM.
At the end of September 2014, we had the pleasure and opportunity to support the Dubai International Project Management Forum (DIPMF.ae) where we led a 3-hour workshop on how to build the organizational project management system. The workshop slides were in the previous post.
In addition to the workshop, we had a short presentation on how to transform from PMO (project management office) to OPM (organizational project management).
At the end of September 2014, we had the pleasure and opportunity to support the Dubai International Project Management Forum (DIPMF.ae) where we led a 3-hour workshop on how to build the organizational project management system. Continue reading
Stu Taylor is the host of a popular radio show syndicated in the United States – Money Matters Radio Network on WBNW, WPLM, WESO. It is also aired via streaming audio on www.MoneyMattersBoston.com. The show is also syndicated via iTunes and Toginet.com.
The interview is about the release of our new book, Redefining the Basics of Project Management, a book that integrates the Customizable and Adaptable Methodology for Managing Projects™ (CAM2P™) and PMBOK® Guide. CAM2P™ is a project management methodological approach that we designed to supplement the PMI Framework.
How to build a sustainable organizational project management system? Why is it important to build such a system? We have a PMO, is not this enough?
Join us for a workshop in Singapore on how to build and sustain the Organizational Project Management System, from policies to methods, processes, procedures … Continue reading