Kathryn SchwalbeProfessor Emeritus, Publisher and author| Augsburg CollegeSouth Haven, MN, United States
I was just looking through the new PMI publication: Process Groups: A Practice Guide. It looks like the majority of the information is from the PMBOK Guide, Sixth Edition, but the references only mention other PMI publications. The 49 processes listed on p. 22 are identical to those in the PMBOK Guide, Sixth Edition. Your thoughts? Saving Changes...
Thomas WalentaGlobal Project Economy ExpertHackenheim, Germany
Project process groups do not form the project life cycle.
Phases do, if you talk about waterfall (or as the guide says predictive)
See figure 1-4 in the new guide.
The 5 process groups are useful for any kind of life-cycle, e.g. adaptive or predictive. They are NOT describing work on the product of the project, but only the work done in the project management area. Saving Changes...
Wenchuan ZhangJingxinquan Information Technology Co. Ltd.Hk, Hong Kong
I guess PMI wants to use PMBOK 7th edition and Practice Guide: Process, Agile Practice Guide for us. Saving Changes...
Eliud RamocanDirector, Data Management and Publications| Bank of JamaicaKingston, Jamaica
Except for Integration, each knowledge area essentially represents a mature pre-existing discipline some with its own ISO code: Quality (ISO 9000), Risk (31000), Procurement (ISO 20400), etc.
My reading of PMI's recent moves is that they want to establish project management as its own discipline rather than a mix of other disciplines. Also, by removing the knowledge areas classifications from the process framework, it removes the rigidity inherited from the discipline that the knowledge area represents. In other words, it gives greater flexibility for Tailoring to "break the rules" of the discipline and not having to be confined to Tailor in a way that may be different from the formal approach to that discipline.
The knowledge areas have not been replaced by the performance domains. The knowledge areas have been removed to elevate project management principles as the source, rather than other disciplines. Rather than Project Management being a composite of knowledge areas that provide inputs and outputs through a sequence of process, it is now guided by 12 standard principles that enable the project manager to tailor by 8 performance domains and 5 process-group-styled lifecycles along with their associated methods, models and artifacts.
The practical use of the performance domains is to enable the project manager/team in tailoring (or what Complexity Science refers as "tuning") activities related to those domains to deliver project outcomes more effectively.
Tell me if this helps to clarify somewhat. Saving Changes...
Latha Thamma reddiSr Product and Portfolio Management (Automation Innovation)| DXC TechnologyMckinney, Tx, United States
