Is the CAMMP Model a modified version of the PMBOK Guide or ISO 21500? We all know that the PMBOK Guide and ISO 21500, at least the versions that are currently active, focus on processes, process groups, and functions. Functions is the SUKAD Way term. It is equivalent to Knowledge Areas per the PMBOK Guide and Subject Areas per ISO 21500. The process groups of both guides are the process groups to manage a phase of the project. Once again, the process groups are NOT for the whole project; unless we have tiny projects. This is a common misunderstanding of these guides. The misunderstanding is where some practitioners think that the process groups are project phases. However, they are not, they repeat in every phase or stage.
This week PMI announced the changes to the PMP Exam from the role delineation study. Consequently, we are starting to see many posts on the PMP changes and it is like we have discovered a solution for global warming. Keep in mind that many of these posts are from people and companies trying to SELL certification. If you are interested in pursuing the PMP, ignore the NOISE. All you need to know is that if you can take the exam before 16 December 2019, continue to study with the existing materials. If you are going to take the exam after that date, continue to study using the same materials, with some changes.
Recently, I was meeting with a client, and they were talking about “accredited PMI providers” and as far as I know, there are NO accredited providers from PMI or any other professional association. However, to be sure, I asked the question on LinkedIn. I will conclude this post with two resources, the Ajam Acid Interview Questions, and How to Select a Project Management Training Provider. What did we ask and what were some of the answers? Read on. Continue reading →
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.
I have been leading a PMP exam prep workshop all week and every time we do this workshop we get questions like what we are listing today. We have touched on these points in the past but as the fifth edition of the PMBOK Guide will be coming to an end and the sixth edition arrives in the next few weeks, it is an opportunity to ask.
We have touched on these points in the past but as the fifth edition of the PMBOK Guide will be coming to an end and the sixth edition arrives in the next few weeks, it is an opportunity to ask these questions again.
The challenge is there anyone out there, in the PMI world? Is there anyone in PMI that can answer these questions for us? Continue reading →
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 →
We often hear from practitioners and read on social media platforms that many organizations around the world, do not implement proper project management practices. Maybe the situation is different from one country to another, and one cannot generalize. However, the question is valid, why (some) organizations do not follow ‘proper’ project management practices? Continue reading →