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? Will share a couple of stories.
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? Will share a couple of stories.
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...
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.
We hope that our readers can understand and accept this commercial post. The vast majority of our posts are educational and offer learning in project management. On rare occasions, like this one, we publish a commercial post and we appreciate your understanding.
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.
Once the Human Resource manager for a client, a construction company, asked me “Mounir, I thought project management is only for construction but my friend is an HR manager in a jewelry company and she just attended the class your company did for them.”
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.
We all know about project management plan. Those who study PMBOK(r) Guide know about the management plans (project or stage) consists of subsidiary plans for scope, cost, quality and all other topics.
Now that we have been debating the questions on: Do the PMBOK® Guide process groups repeat or are they project phases? And How many charters are there on a project? What do you think about the following? How many management plans are there on a project?