Viewing Posts by Kimberly Whitby
As many of you know, the PMP® Exam is changing 1 July 2020.
Why is the PMP exam changing?
Every 3 - 5 years, we conduct research to understand how the profession has progressed, the impact of emerging trends, and how the responsibilities of project managers have changed. The last research was conducted in 2015 and resulted in the current PMP® Exam Content Outline
Subject Matter Experts from leading organizations from around the world have worked with us to define the PMP of the future. We will continue to share information here to keep you informed – whether you are thinking about earning the PMP or preparing to take the exam soon.
We know all of you post in Project Management Central asking for best practices in taking the current PMP exam. In order to better streamline the focus of this important topic, we decided to dedicate its own Discussion Forum - Certification Central. We hope this helps with your questions and concerns and receive helpful tips and feedback from your wonderful community members who go the extra mile in providing commentary!
Best of luck to all of you!
To better serve the ProjectManagement.com community as well as the PMI community as a whole, our Digital Experience team has launched a navigation change that is across all PMI branded sites. This change gives a more streamlined navigation experience with access to all PMI brands via the 9 dot menu in the top left hand side of the navigation bar. With this change the sites are now what we call “responsive”. We have done away with the standalone mobile version of the site and the desktop version will now transform to a mobile version, depending on the size of your browser window. This responsiveness of the site will still allow you access to all aspects of the site regardless of the size of the window; nothing should be hidden off screen. As with any changes, if you find anything that doesn’t look quite right, let us know! CommunitySupport@pmi.org
By: Cynthia Dionisio, Co-leader PMBOK® Guide–Seventh Edition Development Team
In past blogs, various members of the PMBOK® Guide–Seventh Edition development team and community have talked about the evolution of The Standard for Project Management and you have heard from team members about some of the thoughts around the principles that comprise the concepts for the Standard. Recently, Maria Cristina Barbero, Standards Member Advisory Group member, discussed the concept of a Body of Knowledge. One of the sections in the Guide to the Project Management Body of Knowledge is Project Management Performance Domains. This is a new approach in the PMBOK® Guide. Past editions of the PMBOK® Guide used Process Groups and Knowledge Areas as the organizing concept. In the Seventh Edition we are shifting the focus to Performance Domains.
If you are a bit of a Standards geek like I am, you may have noticed that The Standard for Program Management and The Standard for Portfolio Management are comprised of performance domains, so this is not a new thing in PMI’s standards. As we communicate about this shift, I have been asked several times, what is a performance domain? I admit, the term is a bit vague. I struggled with this myself for a while. Here is what The Standard for Program Management says:
Program Management Performance Domains are complementary groupings of related areas of activity or function that uniquely characterize and differentiate the activities found in one performance domain from the others within the full scope of program management work.
If that doesn’t quite resonate with you, let me share how I think of domains. I think of them as broad areas of focus for project delivery. Think about when you work on a project. You spend time focusing on the outcome or deliverable that the project was undertaken to develop. You spend time focusing on the team. You spend time focusing on stakeholders. These are areas of focus that interrelate and interact with each other within your project. There are times when a situation arises with a stakeholder that you need to address immediately. That situation involves a stakeholder but it also impacts planning, delivery, navigating uncertainty, project performance measurement and other aspects of project work. So instead of thinking about engaging with the stakeholder in isolation of everything else, you think about the stakeholder, the situation and their impacts across the various project work domains.
Domains run concurrently throughout the phases of a project life cycle, regardless of how you deliver value (frequently, periodically, or at the end). If we use the examples above, your focus on the deliverables has to include thoughts about your stakeholders, and your team. But the activities associated with creating those deliverables are different activities than those you undertake in working with your team members. The activities interrelate, but they are different. They are interdependent, and they overlap in different ways throughout the project. However, you can’t work on a project without focusing on deliverables, stakeholders and team members.
There is another aspect of performance domains – they are outcomes focused. Notice that outcomes are different from outputs. As you are likely aware, in previous editions of the PMBOK® Guide the processes culminated in an output, such as a scope statement, risk management plan, stakeholder register, etc. Outputs are fine, but they are not the same as outcomes. Outputs enable outcomes. For example, if we have a performance domain around effective interaction with stakeholders, I would want to know the outcomes associated with that. For example, one outcome might be satisfied stakeholders. I can measure that with surveys, observing relationships and interactions, etc. Each performance domain has measurable outcomes, and the outcomes are different from an output. I might use an output, such as a stakeholder register to enable the outcome, but the stakeholder register is not the most important thing, stakeholder satisfaction is what’s important.
This is a big shift in how we think about delivering projects, so let me summarize it for you:
In forthcoming blogs, you will hear from team members who will share their thoughts on possible performance domains for project management. I hope you enjoy the upcoming series. There is much more to come, so check back frequently.
On this global day of giving, we are grateful for people like you who choose to support our mission to promote Project Management for Social Good®. We are focused on working together to help create a better future for people and communities around the world, especially our youth, by leveraging the power of project management. So, how would your gift make a difference?
This year, support from donors has helped PMIEF:
A gift to PMIEF of just $25 by year-end will have a ripple effect on people and communities around the world. Together we’ll change the world, one project at a time!
Busting Standards Myths
Over the past few months, members of PMI’s Standards Member Advisory Group (MAG) and PMBOK® Guide–Seventh Edition Development Team have blogged on the standards transformation journey at PMI and, in particular, observations and thinking around the next edition of the PMBOK® Guide. There is much more to come as the work continues. However, as this work has progressed, we have heard a few observations and rumors. Take a minute (well actually 10 minutes) to watch this video as we bust a few myths. Enjoy!