I had opportunities to work with great companies after my Masters Degree. My first eight years with Exxon Chemical (before the ExxonMobil years), taught me project management well. In a short eight-year span, Exxon gave me the opportunity to work in estimating, control, project engineering, construction, and project management lead roles on small and multiple projects and on a mega project – from the USA Gulf Coast to Europe, Japan, and South East Asia.
Those years were the foundation for The Customizable and Adaptable Methodology for Managing Projects.
Is the project management community receptive to new ideas? Maybe we should zoom in and ask: are professionals who subscribe to one professional association open to things from outside the association?
Then, a post on LinkedIn triggered this post where a person posted his newly achieved certificate claiming that he is now “A Certified Project Manager.” A quick look at his profile on LinkedIn shows that this is a young professional, 3-year out of college, and his experience has been pure engineering; technical roles, not a project management role.
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 →
I have been using the PMBOK Guide since 1996 and I used the original consolidated version to prepare for the PMP in the days where there were no real exam prep books. I became a PMP in 1998 and since that time, I had been contributing to the updates of the guide. However, in recent years, I did not contribute much for many reasons. Continue reading →
This will be a very short post and maybe more on the light side
Technically, in the new sixth edition of the PMBOK Guide, per the exposure draft, there are only four process groups not five.
Well – let us agree first on the definition of a group. Would you agree that a group of something (gadgets) means there is more than one gadget? At least two gadgets are necessary to form a group?
Do you agree?
If you agree – then back to PMBOK Guide.
The closing process groups consist currently of two processes (per the 5th edition). There is a close procurement process and close project or phase process. For some reason, the 6th edition combined these two processes. This subtle change results in having only ONE closing process. In that case – there closing process group consists of one process —– which means it is no longer a group.
Consequently, if the 6th edition kept this situation, then we will have four process groups and one closing process.
I hate to be an academic sometime – but unless for old-time sake we keep using the term “closing process group” then PMI needs to inform Webster or Oxford dictionary to change the definition of a “group” to means: a group is a collection of 2 or more ‘gadgets’ except for PMI it could be one. 🙂 🙂
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)?