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Does anyone use the PMBOK guide after passing the PMP exam?
The PMBOK guide is supposed to be basis of project management knowledge. As the name suggests it should be used to guide the project management in professional life. How useful are the ITTOs put in the guide in real life?

Does it appear to have lot of tacit knowledge which just cannot be used without understanding the context?
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I use it regularily (several times a month).
As a trainer and as someone who replies to questions in this forum I refer back to the PMBoK.
Consulting for a PMO, I use it as a base to define a bespoke PM methodology for an organization.
Every 4 years, I review the new edition to get up to date with my knowledge.

In project work, organizations normally do not reflect on PMBoK but on their specific methodology (which might be based on PMBoK).
I am in charge of creating all related to portfolio/project/program process in my actual work place. The company has stated PMI way of doing things is the standard base no matter we use other things. Then, PMIĀ“s standards are our foundation and because of that we use them every day.
Thanks for the detailed and quick reply. I do find the ITTOs to be a great summary of different knowledge areas and processes in project management. But some of the inputs and outputs are not easy to grasp and are counter-intuitive.
e.g. Work Performance Reports and Work Performance Data are input in Monitor Risks process. But Work Performance Information is output for the same process.

In Control Procurement process, Approved Change Request is input but output is Change Request. This can be explained only with understanding of insight into built-in context.

Also Presentations are part of tools for Monitor Stakeholder engagement but not part of Manage Stakeholder Engagement. That is difficult to imagine for anybody part of regular stakeholder meetings and interactions.

Sometimes the tacit knowledge in ITTOs is complemented with explanations in the guide but other times it has been left unexplained.
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1 reply by Sergio Luis Conte
Apr 26, 2019 6:54 AM
Sergio Luis Conte
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To use the PMBOK and related standards do not mean that you will follow it as "a bible". For example, we do not use the tools and techniques stated in working with requirements. All the PMBOK and related standard stated must be understanding into a context. Because of that the standards does not prescribe about a life cycle. Just to comment, one of the dificult things when you face the certification exams (mainly PMP) is you have to answer what the PMI expect as an answer in the context of standards, not what you use into your day to day work life as project/program/portfolio manager
Apr 26, 2019 5:22 AM
Replying to PANKAJ SACHDEVA
...
Thanks for the detailed and quick reply. I do find the ITTOs to be a great summary of different knowledge areas and processes in project management. But some of the inputs and outputs are not easy to grasp and are counter-intuitive.
e.g. Work Performance Reports and Work Performance Data are input in Monitor Risks process. But Work Performance Information is output for the same process.

In Control Procurement process, Approved Change Request is input but output is Change Request. This can be explained only with understanding of insight into built-in context.

Also Presentations are part of tools for Monitor Stakeholder engagement but not part of Manage Stakeholder Engagement. That is difficult to imagine for anybody part of regular stakeholder meetings and interactions.

Sometimes the tacit knowledge in ITTOs is complemented with explanations in the guide but other times it has been left unexplained.
To use the PMBOK and related standards do not mean that you will follow it as "a bible". For example, we do not use the tools and techniques stated in working with requirements. All the PMBOK and related standard stated must be understanding into a context. Because of that the standards does not prescribe about a life cycle. Just to comment, one of the dificult things when you face the certification exams (mainly PMP) is you have to answer what the PMI expect as an answer in the context of standards, not what you use into your day to day work life as project/program/portfolio manager
Yes that is exactly my viewpoint too. We have to use PMBOK as a standard but it is not a guide like when you visit a new place and can ask her for directions. The business insight that one gains from experience has to be respected and the guide does not make the job really easy. It actually gives a window to the whole experience that can be gained in Project Management.
But if anybody asks if this guide can make a good project manager into a great project manager or at least turn a newcomer into a good project manager just by reading it then answer is a wry smile only.
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1 reply by Sergio Luis Conte
Apr 26, 2019 7:54 AM
Sergio Luis Conte
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Fully agree with you.
Sure, reference guide.
It depends on case
Apr 26, 2019 7:02 AM
Replying to PANKAJ SACHDEVA
...
Yes that is exactly my viewpoint too. We have to use PMBOK as a standard but it is not a guide like when you visit a new place and can ask her for directions. The business insight that one gains from experience has to be respected and the guide does not make the job really easy. It actually gives a window to the whole experience that can be gained in Project Management.
But if anybody asks if this guide can make a good project manager into a great project manager or at least turn a newcomer into a good project manager just by reading it then answer is a wry smile only.
Fully agree with you.
Yes. PMBOK is a good reference. You can also check it as a good checklist.
Referring back to the PMBOK is good for terminology, educating stakeholders, and getting ideas to implement. However, each work environment has its own needs and level of maturity so industry standards need to be introduced at a pace for which the organization has an appetite.
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