Mike FrenetteManager, IT PMO| Halifax Water (retired)Halifax, Nova Scotia, Canada
I often have people ask, "Do you need to look at every knowledge area on every project?" I have a stock answer for that which I have been using for a few decades.
What is you opinion on this matter/ Saving Changes...
Senior Projects Manager | Field & Marten AssociatesNew Westminster, British Columbia, Canada
Mike, on our construction projects, we do look at all knowledge areas for every project. They are all important and integrate with one another at some point. I think it's important to do so! Saving Changes...
Look - yes. Act - it depends. Whether you use the PMBOK framework to guide discovery efforts on a project or some other taxonomy of knowledge areas, it does make sense to consider each and determine to what extent they are relevant. For a project which is strictly internal and uses no third-party products or services, the procurement management KA might not apply, but we do need to at least ask the question.
Kiron Saving Changes...
William M Hayden JrAdjunct Assistant Professor| University at Buffalo, School of Management, Operations Management & StrategyBuffalo, Ny, United States
So, Mike:
"What is your opinion on this matter?"
Q. First, tell us why you have limited the scope to just ten areas.
Cheers,
Bill
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1 reply by Mike Frenette
Apr 19, 2024 4:15 PM
Mike Frenette
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Hi Bill,
I am using the ten knowledge areas found in the PMBOK 6rh Edition to frame the question.
Please do feel free to add more than these in your answer. You have piqued my curiosity!
Mike
Saving Changes...
Mike FrenetteManager, IT PMO| Halifax Water (retired)Halifax, Nova Scotia, Canada
Yes - I agree that every KA needs be considered for every project. That doesn't mean, of course, that each is included in the PM Plan, since some may not apply. As you polint out, Kiron, if there is no procurement, then don't need to be concerned with OPAs about procurement.
But - as you say, you look. And that is precisely the point I was hoping would emerge. You look at each one. You consider. You decide. All part of tailoring the process to the project.
Thank you both for your contributions to this quesetion.
Other experts in project planning: What are your deepest thoughts? Saving Changes...
George FreemanThought Leader | Author | Architect| Florida, United States
Mike,
Since Rami and Kiron are almost always the first to jump in and make the “on-point value-based contribution,” and since the pondering of your other posting last night, “… deliver a portfolio with 100 projects over five years…” gave me nightmares requiring me to up my espresso intake to 5-shots this morning. I’ll make you suffer through a PMBOK 7th edition perspective of this posting :).
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Although a cursory review of the traditional knowledge areas (KA) provides a “sanity check” for the PM to make sure they are not forgetting an area of concern for their project, the categorization approach and prescriptive nature of the processes detailed in each KA characterize a mindset that runs counter to the “tailoring philosophy” we espouse.
Hence, we (the collective PMI “we”) transitioned to a “performance domain” review perspective versus the KAs we have always known.
Although descriptive, the project performance domains cast a larger net related to areas of concern that a PM should evaluate. For instance, you see a consolidation of 4 of the 10 KAs (iScope, Quality, Schedule, and Cost—the triple constraint), placed into 2 of the 8 performance domains (Delivery and Planning).
I believe the performance domains force one to take a deeper, principle-based view of what is required/needed for their project. Maybe I’m wrong, but I can’t tell now since I’m slipping down the backside of my 5-shots.
I would say it depends on the nature of the project and the maturity of the organization. If a project is very similar to prior work, that provides you with heuristics of where you should focus. I sometimes use IEEE templates as my starting point to ensure I didn't overlook something, because they are very comprehensive. When I consider what is new, different, or challenging and highlight the applicable areas, I end up with a substantially shorter list. Some items are simply not applicable like the procurement example, while others may be business as usual and don't require additional documentation. Saving Changes...
Mike FrenetteManager, IT PMO| Halifax Water (retired)Halifax, Nova Scotia, Canada
Apr 19, 2024 10:41 AM
Replying to William M Hayden Jr
...
So, Mike:
"What is your opinion on this matter?"
Q. First, tell us why you have limited the scope to just ten areas.
Cheers,
Bill
Hi Bill,
I am using the ten knowledge areas found in the PMBOK 6rh Edition to frame the question.
Please do feel free to add more than these in your answer. You have piqued my curiosity!
Ten areas of knowledge mentioned in PMBOK are a reference to apply to our specific project. Of course, we should tailor this reference to the particular needs, and select the areas that are required. The acquisition area of knowledge, mentioned as an example in this conversation, is the most relevant because many projects are developed only with internal resources, and in conclusion, no external acquisition management is needed. Saving Changes...
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