I found the arguments compelling and plausible. If you have also completed this NOD, do you feel convinced by the authors?
Are there areas you had more problems with? Saving Changes...
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Anonymous
I have not read the resource you mentioned but sounds curious since I see process and methodology as two sides of the same coin (more and less) Saving Changes...
Stéphane ParentSelf Employed / Semi-retired| Leader MakerPrince Edward Island, Canada
I was of the same mindset, Mounir. That's why I want to see if others have found it as revealing as I did. Saving Changes...
To have Methodology is to have Process no?
Perhaps, the methodology that the author was talking about was the older type Methodology? such as waterfall? Because at the moment it is not that much difference from the Process... Saving Changes...
saurabh mahajanPMP, ITIL, PRINCE2| vodafonePune, Maharashtra, India
I am not sure if I am right, but according to me process is the basis of methodology. So its like first device a process and then transform it into tried and tested methodology.
So from the name it seems correct that first think of process and not directly methodology.
for e.g to manage a project, create sequence of activities for better result. sequence of activities will be your process. When you club them together it will form your verified methodology for future reference. Saving Changes...
Stéphane ParentSelf Employed / Semi-retired| Leader MakerPrince Edward Island, Canada
The article is very specific in defining both process and methodology. It also never mentions waterfall or agile. Saving Changes...
Anonymous
I thought this was a book not an article - or module
"the rigidity of most PM methodologies can be restrictive if not downright suffocating, thus impeding the success of the organization rather than enhancing it" --- if the methodology is not proper - would agree with this statement but this is why we created CAM2P - The Customizable and Adaptable Methodology for Managing Projects http://sukadway.sukad.com Saving Changes...
A good approach much consider method - process - competence and other elements. This is our view. Saving Changes...
Stéphane ParentSelf Employed / Semi-retired| Leader MakerPrince Edward Island, Canada
Thanks for sharing, Mounir. I will check out the links. Saving Changes...
Stéphane ParentSelf Employed / Semi-retired| Leader MakerPrince Edward Island, Canada
I reviewed the CAM2P material at the links you shared.
I like how integrated CAM2P is. I can definitely the blends of project management methodology and product life cycle. What was less evident in what I saw was a change management methodology. I'm sure CAM2P includes CMM. I just did not read anything to that effect on those pages. Saving Changes...
Anonymous
Hi Stephane
When you say CMM I am assuming you mean organizational change management and not project change management.
If Org Change - I love the PMI buzzwords :-) joking. Every project is a change initiative. In CAM2P that starts with the idea statement (Pre-Project in the PMI world). The idea statement is about (1) what are we doing - the product, (2) why - the justification, and (3) how is it aligned to the organizational strategy. This third point is at heart of CMM although we do not use the label.
Then - the feasibility study include various items that could be part of CMM; again without the labels. The same is in every step - every deliverable - and every gate.
Further, Org Change Management importance varies based on the type of project.
In the end - as we manage the project we must manage all aspects - not only cost and time. Stakeholders management is core to change management.
One final comment - in the blog post I shared; remember we talked about the 3-dimensional model; with the 3 dimension consisting of many layers - such as specific applications on top of the normal process and project cycle. These include things like Sustainability, Competence, and of course you can have a dedicated layer for Change Management; if it deserves to be separated. Saving Changes...
