Guessing is not a strategy: How to build decision velocity with AI and real-time data
June 10, 2026 | Live Webinar
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Ian Whittingham, PMP is director of Calixo Consulting, providing project and program management expertise from initiation through to implementation, covering business transformation, workflow process re-engineering, and enterprise data integration. He is a regular contributor to ProjectManagement.com. You may contact Ian directly at [email protected].
Unless you are a Completer/Finisher--as the Belbin Team Role taxonomy might classify you--it is unlikely that you have read all 467 pages of the Guide to the Project Management Body of Knowledge (PMBOK) from cover to cover. Like me, when you got to the end of chapter 12 you probably skipped over the appendices, and only consulted the Glossary to memorize a few, key project management concepts in preparation for the PMP exam. After all--that stuff at the back of a book--what’s it for? Does anyone ever read it?
Whether in a book or a presentation, when you get to the section labeled Appendix you know it’s lights out, that you’ve heard all of the story you need to hear and you’ve been presented with all of the information that’s pertinent to your needs. Generally, what gets relegated to the appendix is background or supporting information. The argument has been made and here--tacked on at the end, just in case you are still paying attention--are the detailed data to support it. But what gets dumped into the appendix can often be as insightful and informative as the main body of the text.
If, like me, you were busy doing something else at the time, you may not have been aware that PMI published its latest update to PMBOK--the fourth edition to be published since 1996--on the last day of 2008, an odd publication date unless it was …
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"I don't like work - no man does - but I like what is in the work - the chance to find yourself." - Joseph Conrad |