Project Management

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​The ultimate Guide to a 100% PMBoK Guide aligned Project ​Management Plan

Mind Mapping for Project Management – an overview (updated!)

Situational Project Management

Introducing "MP4PM-MindmaPping for ProjectManagement" - Part III

Introducing "MP4PM-MindmaPping for ProjectManagement" - Part II

​The ultimate Guide to a 100% PMBoK Guide aligned Project ​Management Plan

developing PMP teaser

Intro


​​Can I ask you a question?

In your opinion, what would you get from your project management colleagues if you asked them for a sample of the project management plan?

Well, I bet most of them would send you a schedule created with MS Project or (even worse) MS Excel. Some will send you a sample project charter, and others will even send you a project status report based on MS Powerpoint or something similar ...

Try it out! Am I right? I guess, yes...

Few may know that a well developed and created project management plan is much more than the examples above. And even fewer could send you a sample since they have already created a project management plan for their projects!

After studying this guide, you will be asked for this support in the future as you will be an expert in creating a relevant project management plan and have the appropriate tools and techniques.

Here we go:


The Concept of the Management Plans


Management plans document the strategy and approach for managing the project and project processes in terms of scope, timing, cost, quality, resources, communication, and risk, as well as Procurement and stakeholder management.
This means that each knowledge area has its own management plan that documents the strategy and approach for project management in that specific project. These plans are essentially a set of documents with processes, procedures, practices, and standards that the project team will follow to ensure consistent results.

When creating a management plan, ask yourself always this question: 


"How do I define, plan, manage and control the scope (or schedule, costs, quality, etc.) of my project?"

You think ahead and document how you will manage each knowledge area (and ultimately the project) based on its specific needs, How you will manage each knowledge area during execution, and how you will monitor and control each knowledge area. These efforts should cover all aspects of the project.
You also need to think about who is involved in the project and how you will behave. Managing these people, evaluating their work, and motivating them. Management plans are necessary and unique to each project, The format, and level of detail of management plans should be adapted to the needs of the project and the style of the project leader, and the organizational influences.
If you have not yet created management plans for your projects in practice, this concept can be difficult to implement in the beginning. However, you will quickly realize the benefits of creating management plans. Therefore we want to illustrate the concept with an example:

With regard to the cost management plan we would ask ourselves the following questions (and answer them in the cost management plan!):

"How will we ensure that all costs are identified and estimated?"

"Who will be involved in the cost estimation?"
 
"What methods for estimating the costs that we will use? "

"What historical records, processes and organizational requirements must be used or met? "

"Which estimation tools and techniques will we use? "

"What is the appropriate level of accuracy?"
"How will financing and cost constraints be constrained in determining the budget?"
 
"Which data, metrics and measurements do we need for cost planning?"

So far to the planning part.

The executive part of a management plan focuses on the processes and procedures involved in carrying out the work.

The executive component of a cost management plan answers questions such as (but not limited to):

"Which cost data is needed?"
"Who is responsible for the collectionof the cost data?"
"Where will we collect the raw data that will later be used for monitoring and control?" 

The monitoring and control component of a management plan defines the processes and procedures to measure project progress, compare actual project results with the plan, and determine how to deal with deviations that require change.
 


The Project Management Plan - understanding its Purpose

What we have discussed in the previous section applies to all the specific management plans (Scope, Time, Cost, Quality, Communication, etc.) you will develop for your project throughout the planning phase and iterations. And all those single management plans (plus some additional components we will discuss in a second) combine to the so-called Project Management Plan.  

The Project Management Plan is more than just a workbook to determine what work needs to be done. The Project Management Plan is a continuous document that controls the following elements: 

■ Provide Structuring 

The Project Management Plan is developed to create a structure within which the project can develop until successful completion. It is a careful but accurate collection of documents that serve as a reference point for all project execution, monitoring and control, and project or phase completion.

■ Provide documentation

A truly successful project requires a documented Project Management Plan. Documents provide a historical overview and the reasons why decisions were made the way they were made. A Project Management Plan must include documentation of the assumptions and constraints that influence the development of the project management plan. Both the size of the project, the application environment within which the project operates, and the business environment factors can all influence the level of detail provided by the project management plan.

■ Enable communication 

Project Management Plans are documents that provide information and explanations as to why project decisions have been made, as documented. The Project Management Plan serves as a source of communication between stakeholders, the project team, and management to communicate how the project is managed.

■ Provision of baselines

A Project Management Plan contains several baselines. As the project progresses towards completion, management, stakeholders, and the project manager can use the Project Management Plan to see what has been predicted in terms of cost, scheduling, quality, and scope, and then compare how these predictions will compare with actual project progress.

The Complete Guide for developing a Project Management Plan contains the following sections: 

  • Intro
  • ​The Concept of the Management Plans​
  • The Project Management Plan - understanding its Purpose
  • Preparing for the Project Management Plan development
  • Application of tools and techniques
  • Use of a project management information system
  • Components of the Project Management Plan
  • Putting it all together
  • Exercise: "What are the specific actions required to create a project management plan that is bought into, approved, realistic, and formal?"
  • Baselining the Project Management Plan
  • Benefits of a Project Management Plan
  • Project ​Management Plan Example and Template
  • Tailoring Tips for your Project Management Plan
  • How to create a customized Project Management Plan - Step-by-Step

 

For further information please refer to my profile here at pm.com. 

Thanks and kind regards,

Markus

Posted on: December 13, 2019 10:58 AM | Permalink | Comments (9)

Mind Mapping for Project Management – an overview (updated!)

Mind Mapping® is a great tool to manage information! Let us have a look at how it could be a help with project management efforts by utilizing Mind Mapping® methods and software in specific.

Mind Mapping® is a way of visually representing ideas and information. Just as geographical maps help people see where they’re going and help them anticipate and avoid obstacles, Mind Maps® lets people layout ideas connect, and manage information in a way that helps identify dependencies, connections, risks, and much more.


The advantages and benefits of Mind Mapping

Mind Mapping® is a powerful technique and the advantages of Mind Maps® are many:

  • The relative importance of each idea is clearly indicated by how near it is to the center, which clearly features the main idea.
  • The links between key concepts will be immediately obvious from their proximity and connection to one another. The brain works primarily with key concepts that it links and integrates. Mind Maps® work in the same way, meaning that recall and review will be faster and more effective.
  • The nature of the Mind Map® structure allows for the easy addition of new information.
  • Each Mind Map® has its own unique pattern, which further aids recall.
  • The open-ended nature of the Mind Map® is an excellent aid to creativity, allowing the brain to make new and exciting connections with ease.
  • With practice, you'll find Mind Maps® help you to be your best in every thinking situation:

​Uses​

​Benefits

​Learning

  • Reduce those 'tons of work'.
  • Feel good about study, revision and exams.
  • Have confidence in your learning abilities

​Overviewing

  • See the whole picture, the global view, at once.
  • Understand the links and connections 

​Concentrating

  • Focus on the task for better results
  • Using all your cortical skills attracts your attention

​Memorizing

  • Easy recall
  • 'See' the information in your mind's eye

​Organizing

  • Easy recall
  • Be on top of all the details for parties, holidays, projects or any other subject 

​Presenting

  • ​Speeches are clear, relaxed and alive. You can be at your best

​Communicating

  • ​In all forms with clarity and conciseness 

​Meetings

  • ​From planning to agenda, to chairing, to taking the minutes...the jobs are completed with speed and efficiency 

​Training

  • ​From preparation to presentation, they make the job easier and much faster 

​Thinking

  • ​Having a method to analyze thoughts - almost a 'way station' for them 

​Negotiating

  • ​All issues, your position and maneuverability on one sheet 

​Brain Blooming

  • ​The new brain-storming in which more thoughts are generated and appropriately assessed. 

mind-map-tool

By looking at those use cases and benefits you might think “well, there are a lot of them appearing in project management also, right?” and the answer is: YES! Since project management is all about gathering, managing and communicating information Mind Mapping® can be utilized for these tasks in a great way. But then you may think “well, but all this paperwork … and if it is written down, how to reorganize the information if necessary?" (and it will be, right?).

So this is when Mind Mapping software tools come in place; software tools that are basing on the Mind Mapping® principles. Using such Mind Mapping® tools has the following six key benefits:

​Why you should use a professional Mind Mapping Software:

PROFESSIONAL MIND MAPPING SOFTWARE ...

LET PEOPLE WORK THE WAY THEY THINK

With professional Mind Mapping® software, you can brainstorm and capture ideas in freeform, and then add structure and depth. Drag-and-drop editing and markers let you apply for an order, connect ideas, and group concepts into themes. Built-in templates often make it easy to bring clarity to important projects, and completed maps give you a more effective way to communicate.

REDUCES INFORMATION OVERLOAD

Professional Mind Mapping® software lets you organize ideas and information in a single view so you can see connections and draw conclusions quickly. It’s easy to assemble content-rich information maps with attachments and links that let you process information without having to jump between different apps and browsers. You maybe even can even import tasks, email, and contacts from Microsoft Outlook to Mind Maps® to organize your work life better.

HELPS STRUCTURE BUSINESS, STRATEGIC & PROJECT PLANS

Professional Mind Mapping® software provides deep capabilities for organizing information to drive critical business processes and decision-making. More advanced features can include Guided Brainstorming tools, 2x2 analysis views, budgeting and forecasting tools, and numerous project management features where we look into in detail later on.

IMPROVES COMMUNICATION

Professional Mind Mapping® software visual format lets you show the big picture and then drill down to display details as needed, all in a single view. Improve meetings by quickly capturing discussion notes and follow-up action items in context. Use priority markers, symbols, and embedded images to highlight the most essential points.

WORKS WITH YOUR EXISTING TOOLS

Professional Mind Mapping® software is integrated with Microsoft and Apple productivity apps, including MS Word, MS PowerPoint, MS Excel, MS Outlook, MS Project, and Apple Keynote and Pages. Individuals can map out their work in the professional Mind Mapping® software, and then publish final reports and proposals in the most appropriate format.

CAN BE USED ACROSS THE ORGANIZATION

Professional Mind Mapping® software may have an enterprise version that extends the value offering integration with Microsoft SharePoint to enable collective information management and collaboration. With the Enterprise Version, people across the organization can use professional Mind Mapping® software intuitive visual framework to capture and organize information, then share editable maps so teams can solve problems, prioritize strategies, plan projects, and process information together.

After looking at the Mind Mapping® benefits in general and the advantages of using Mind Mapping® software, we will know focus on the specific benefits of using the combination of them applied to project management:

Successful project management depends on the effective management of expectations and commitments. Mind Mapping® software helps you keep teams in alignment with the decisions and tradeoffs that determine if a project will meet goals and deadlines. Create a blueprint for your project by defining goals, prioritizing issues, capturing stakeholder input, and validating requirements—all in one application.

 

​Mind Mapping for Projectmanagement

Visualize Goals

Clearly defining goals and prioritizing issues means getting input—and, more importantly, buy-in—from the entire team. Mind Maps® give project teams a virtual whiteboard for brainstorming where every idea and concern can be surfaced and cataloged. Mind Maps® help teams think visually so they can quickly layout deliverables and identify any gaps in the plan.

 

validate-requirementsValidate Requirements

Adequately validating requirements is one of the first steps to ensuring project success. Quickly capture stakeholder input in a format that encourages participation. Verify decisions by visually ordering and reordering topics, drilling down to review details, and using priority markers to provoke essential trade-off discussions.

 

manage-resourcesManage Resources

Use Mind Maps® to create detailed process maps to allocate resources and identify dependencies intelligently. Mind Maps® helps everyone involved see the big picture and all the details in context. And if needed, you can export straight to Microsoft Project and other MS Office products and also the independent and high flexible HTML5 format (can be opened by any web browser!)

 

adjust-and-optimizeAdjust and Optimize

Quickly make adjustments when schedules and resources change. The task roll-up feature shows the overall impact of changes to assignments and dependencies so that everyone can understand (and respond to) the implications of schedules and budgets. Integrated Gantt charts provide a timeline view of your schedule.

 

agreeonbudgetsAgree on Budgets

 

Create and manage project budgets in the project Mind Map® alongside priorities and schedules—all in one place. Most professional tools have a feature to quickly set up formulas throughout your map and use the formula editor to add more sophisticated calculations. Conduct “what if” analyses by dragging topics into or out of the formula’s range to immediately adjust the calculations.

 

Be Prepared

bepreparedMost of the professional Mind Mapping® tools (like MindManager or XMind, for instance) help you often get started faster with project map templates and pre-built map topics for creating project charters, plans, status, and timelines. Once you create a project, you can save your working Mind Map® as a custom template to guide future work, reducing the time needed to start your next project.

Consequently, this is exactly what we want to provide with our  MP4PM -MindmaPping for project management” initiative. A 100% aligned to the PMBoK® Guide and covering all of the project management processes and all their related ITTOs!

This will mean that you do not need to build up this project templates on your own; you can use them out of the box or doing some customization related to your own project management processes used in your organization. Tailoring the PMBoK® Guide processes for specific project needs becomes very easy this way, and even if your company does not rely on PMI’s methodology it still will be beneficial.

Thank you for taking the time reading this article! 

Any feedback in the comments down below is highly appreciated.

=======================================

References:

Posted on: December 13, 2019 10:46 AM | Permalink | Comments (7)

Situational Project Management

https://goo.gl/yjMrMb

The one thing that we all really like about project management is how unpredictable days can sometimes be, right? I come to the office in the morning with a clear plan of what I’m going to do and then something happens. I love this challenge because as a project manager, I now have to re-evaluate the situation and change my plans accordingly.

But there is more to it than just responding with a knee-jerk reaction. These times demand situational awareness, and you need skill and finesse to handle changing demands effectively. Situational awareness is an important skill to build as a project manager and in this article we’ll look at what it is and how you can use it on your projects.

Contents

1. What is Situational Awareness?
2. What is Situational Leadership?
3. How To Apply Situational Awareness
4. How to Make A Situational Assessment
5. Situational Leadership: Team Development
6. Making An Ethical Situational Assessment
7. Developing Your Situational Awareness

https://goo.gl/yjMrMb

This article is based on an interview that was recorded with Oliver Lehmann, MSc., PMP. The interview was done because “Situational Project Management” was recently added to the Project Management Professional (PMP)® Exam Content Outline, and Oliver has published a book on the topic (see link below).

So if you are currently in the middle of your PMP exam prep, then you can expect to see questions about situational project management on your exam. Therefore the article is not intended as a book review but as an introduction to the topic.

For more information about the book go here:

https://goo.gl/UnZ00W

Posted on: January 27, 2017 08:59 AM | Permalink | Comments (4)

PMBOK® Guide 6th Edition will be released in Q3/2017 - what will change? - UPDATED!

This is an update to my previous postings regarding this topic.

First of all the most important information:

When will PMBOK® Guide Sixth Edition be released?

According to PMI, we can expect the following release dates:

  • Final Release is scheduled for the third quarter of 2017 (July-Sept 2017)

 

When will The PMP Exam change?

The PMP Exam is largely based on the content found in the PMBOK® Guide. The exam changeover from version 5 to 6 is scheduled as follows:

  • PMP Exam update to PMBOK 6 will happen in Q1 of 2018

 

What are the major changes that will happen?

 

Agile and other iterative practices

As some of us already heard there will be some new content to emphasize the importance and relevance of agile and other iterative practices.

Different from previous editions, the PMBOK®Guide –Sixth Edition will contain numerous references to adaptive and iterative practices, including agile. This decision was made in response to the requests of PMIs stakeholders. This content will include:

  • The practices often used in an adaptive environment in the front of each Knowledge Area section (Sections 4–13).
  • An appendix to The Standard for Project Management on agile and other iterative practices.

 

PMI Talent Triangle™

Will the new PMI Talent Triangle™ find its reflection in the upcoming PMBoK Guide Version? Of course!

The PMBOK®Guide –Sixth Edition will contain a new chapter on the role of the project manager which discusses the PMI Talent Triangle™ and the skill sets organizations demand that make project managers more competitive and relevant—technical project management, leadership, and strategic and business management.

 

Key Concepts

Many key concepts addressed in the first three chapters of the PMBOK® Guide are covered, in abbreviated form, in Section I of the Standard. Section II of the Standard contains a description of the project management processes, organized by Process Group, along with their key benefits, inputs and outputs.

 

Processes; Process Groups and Knowledge Areas

The Process Groups remain the same in the Sixth Edition, although two Knowledge Areas have new names:

Project Time Management is now Project Schedule Management, emphasizing the importance of scheduling in project management. This aligns with PMI’s Practice Standard for Scheduling.
And Project Human Resource Management is now Project Resource Management. We discuss both team resources and physical resources in the processes of this Knowledge Area.

There are three new processes in the Sixth Edition:


  • Manage Project Knowledge is part of the Executing Process Group and Project Integration Management knowledge area.
  • Implement Risk Responses is part of the Executing Process Group and Project Risk Management knowledge area.
  • Control Resources is part of the Monitoring and Controlling Process Group and Project Resource Management knowledge area.

Estimate Activity Resources is still part of the Planning Process Group, but it is associated with Project Resource Management processes instead of Project Schedule Management processes.

Since there will be one process be deleted - "Close Procurements" process has been removed. Its functionality has been consolidated into the "Close Project or Phase” Process - the total number of processes will count up from actually 47 to 49!

In addition, some processes have different names. For example, to align with research showing that project management is more about facilitating and managing than controlling, several processes are shifted from a Control function to a Monitor function. In other cases, the process name was aligned with the intent of the process. The chart below identifies the overall name changes.

 

PMBOK 5th Edition

PMBOK 6th Edition

Perform Quality Assurance

Manage Quality

Plan Human Resource Management

Plan Resource Management

Acquire Project Team Acquire Resources

Control Communications

Monitor Communications

Control Risks

Monitor Risks

Plan Stakeholder Management

Plan Stakeholder Engagement

Control Stakeholder Engagement

Monitor Stakeholder Engagement

 

The function of the Close Procurement process has now been captured within Control Procurements and Close Project or Phase. Research shows that few project managers have the authority to formally and legally close a contract. Project managers are responsible to determine that work is complete, records indexed and archived, and responsibilities transferred appropriately. Thus, they have now included work associated with Close Procurements within the aforementioned processes.

 

Project Management Plan Components and Project Documents

Please note the following changes to the project management plan components and project documents:

  • The components of the project management plan that are inputs to a process, or that are updated as outputs from a process, are not listed individually in the inputs or outputs. Rather, the project management plan is the input and project management plan updates is the output.
  • Beneath the input/output table, a list of potential project management plan components is identified. However, the components of the project management plan that will be inputs or updated depends on the needs of the project.
  • Project documents are listed as an input and project documents updates is listed as an output, as appropriate. Beneath the input/output table there is a list of potential project  documents that may be inputs, or may be updated as an output. The needs of the project will determine the actual project documents that should be inputs or updated as an output.

 

additional Changes (as known yet):

Chapters Re-alignment:

There will be chapters re-alignment in Chapters 1 to 3. The information in Chapter 1 to 3 will be combined into 2 chapters and a new Chapter 3 will be devoted to “The Role of the Project Manager” where many aspects of the Project Manager’s role will be mapped to the PMI Talent Triangle.

 

Process Tailoring:
Which means analyzing the project to determine how much emphasis to put on each process (based on the scope & size of the project).

 

“Ongoing” (continuously executing) vs. "Non-ongoing processes”:

There will be various notations throughout the new PMBOK differentiating between processes which are “Ongoing” (continuously executing) vs. "Non-ongoing processes.” This concept will be emphasized for the first time in PMBOK Guide Sixth Edition.

 

"Project Scope vs Product Scope":
concept will also be emphasized for the first time in PMBOK Guide Sixth Edition.

 

"Earned Value tool kit":
supported by the PMBOK will now include “Earned Schedule Management".

 

Communication:
There will be distinction between "Communication" (as in communicating between two people) and "Communications" (artifacts, such as published emails).

 

"Escalate Responses":
The new strategy, “Escalate Responses” provides for a PM escalating a risk to the appropriate party so that the risk is no longer his/her responsibility. Once escalated, the PM will now have the option of either:

a) Removing the risk from the project’s risk register if desired, or

b) Keeping it in the risk register, but classifying it as “Escalated/Assigned To.”

 

"Lessons Learned Register as new ITTO:
The new Lessons Learned Register is now part of the set of ITTOs. Project Managers will now be encouraged to update on a frequent basis (not just at the end of the project). Updates can be done at any time throughout the project, especially at the end of project phases.

 

New Appendix Information:

  • Summary of Key Concepts
  • Summary of Tailoring Considerations
  • Summary of Tools & Techniques
  • Adaptive & Iterative Approaches

 

This is what we know about the upcoming changes yet. There may be additional changes until the final version will be released.

We will inform you accordingly.

 


first published @ projectmanagement.plus

Posted on: October 26, 2016 09:19 AM | Permalink | Comments (12)

PMBOK® Guide 6th Edition will be released towards the end of 2017 - what will change?

Like i wrote in my previous article "What is the current edition of the PMBoK Guide and when will the new edition be released?" the public review of the exposure draft has just begun and it is still a long road until the final version will be released towards the end of 2017 respective the beginning of 2018 when the printed version  will become available.

Nevertheless it is interesting yet having a look on the upcoming changes the new version will bring us.

Of course this is high level and feels like a BETA version, but the major changes should be finalized already since public review has started, right?

Well, here we go:

Agile and other iterative practices

As some of us already heard there will be some new content to emphasisze the importance and relevance of agile and other iterative practices.

Different from previous editions, the PMBOK®Guide –Sixth Edition will contain numerous references to adaptive and iterative practices, including agile. This decision was made in response to the requests of PMIs stakeholders. This content will include:

  • The practices often used in an adaptive environment in the front of each Knowledge Area section (Sections 4–13).
  • An appendix toThe Standard for Project Management on agile and other iterative practices.

PMI Talent Triangle™

Will the new PMI Talent Triangle™ find its refelction in the upcoming PMBoK Guide Version? Of course!

The PMBOK®Guide –Sixth Edition will contain a new chapter on the role of the project manager which discusses the PMI Talent Triangle™ and the skill sets organizations demand that make project managers more competitive and relevant—technical project management, leadership, and strategic and business management.

Key Concepts

Many key concepts addressed in the first three chapters of the PMBOK® Guide are covered, in abbreviated form, in Section I of the Standard. Section II of the Standard contains a description of the project management processes, organized by Process Group, along with their key benefits, inputs and outputs.

Processes; Process Groups and Knowledge Areas

The Process Groups remain the same in the Sixth Edition, although two Knowledge Areas have new names:

Project Time Management is now Project Schedule Management, emphasizing the importance of scheduling in project management. This aligns with PMI’s Practice Standard for Scheduling.
And Project Human Resource Management is now Project Resource Management. We discuss both team resources and physical resources in the processes of this Knowledge Area.

There are three new processes in the Sixth Edition:


  • Manage Project Knowledge is part of the Executing Process Group and Project Integration Management knowledge area.
  • Implement Risk Responses is part of the Executing Process Group and Project Risk Management knowledge area.
  • Control Resources is part of the Monitoring and Controlling Process Group and Project Resource Management knowledge area.

Estimate Activity Resources is still part of the Planning Process Group, but it is associated with Project Resource Management processes instead of Project Schedule Management processes.

Since we do not know about deleting processes now, the overall number of processes seems to increase to 50!

In addition, some processes have different names. For example, to align with research showing that project management is more about facilitating and managing than controlling, we have shifted several processes from a Control function to a Monitor function. In other cases, we have aligned the process name with the intent of the process. The chart below identifies the overall name changes.

 

PMBOK 5th Edition

PMBOK 6th Edition

Perform Quality Assurance

Manage Quality

Plan Human Resource Management

Plan Resource Management

Control Communications

Monitor Communications

Control Risks

Monitor Risks

Plan Stakeholder Management

Plan Stakeholder Engagement

Control Stakeholder Engagement

Monitor Stakeholder Engagement

 

The function of the Close Procurement process has now been captured within Control Procurements and Close Project or Phase. Research shows that few project managers have the authority to formally and legally close a contract. Project managers are responsible to determine that work is complete, records indexed and archived, and responsibilities transferred appropriately. Thus, they have now included work associated with Close Procurements within the aforementioned processes.

Project Management Plan Components and Project Documents

Please note the following changes to the project management plan components and project documents:

  • The components of the project management plan that are inputs to a process, or that are updated as outputs from a process, are not listed individually in the inputs or outputs. Rather, the project management plan is the input and project management plan updates is the output.
  • Beneath the input/output table, a list of potential project management plan components is identified. However, the components of the project management plan that will be inputs or updated depends on the needs of the project.
  • Project documents are listed as an input and project documents updates is listed as an output, as appropriate. Beneath the input/output table there is a list of potential project  documents that may be inputs, or may be updated as an output. The needs of the project will determine the actual project documents that should be inputs or updated as an output.

 

This is what we know about the upcoming changes yet. There may be additional changes; as a result from the actual exposure draft review for instance.

We will update this article accordingly.


first published @ projectmanagement.plus

Posted on: March 15, 2016 06:35 AM | Permalink | Comments (58)
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