Reginald SmithFire Support Trainer| Capstone CorporationClarksville, Tn, United States
Aloha to All.
I am a PMP Aspirant. If the configuration management plan and the change management plan are part of the project management plan, why are they not listed as an output to the integration process or to any process for that matter?
Pg 78, PMBOK, 5th Edition. Accepted Deliverable requires a document to be signed. Why would this not be listed as a project document? I asked PMI but they said they cannot answer any of my questions. I find that disturbing. The organization that creates the BOK cannot answer any questions. Even the military has doctrinal writers in each of their major organizations that create doctrinal materials for the US Army. It is recommended that you contact them when you have specific questions that affect those specific areas.
I await your response.
r/
Reggie Saving Changes...
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Deepesh RammoorthyICT Project Manager ( PMP®AgilePM®Certified ScrumMaster® (CSM®))| Australian Red Cross Blood ServiceTarneit, Vic, Australia
Could this be because they may be a part of the Organizational Process Assets already ? Saving Changes...
Reginald SmithFire Support Trainer| Capstone CorporationClarksville, Tn, United States
It may be. I am not well versed in PMP. Still working on Certification. If this were the case, it should be listed as a subset of OPA at least in the ITTOs at least once, but it is not.Pg 78 identifies both as a plan but no where in any of the ITTOs are either of them listed. I know the 6th Edition is expecting to be released in the 3rd Qtr, perhaps their is something more in there. Saving Changes...
Please go through below diagram in PMBOK® Guide 5th Ed, these are much simpler to understand -
Figure 4-5 Develop Project Management Plan Data Flow Diagram Page#73
Figure A1-2 Project Management Process Interactions Page#421 Saving Changes...
Carl GomersallKIM PhD Student| Bangkok UniversityBangkok, Thailand
Good morning Reginald.
As Deepesh mentioned these could already exist within Organisational Process Assets which are inputs to the planning process group. (OPA's are things like processes, procedures and knowledge base)
On reflection the majority of organisations that I have worked with already have configuration and change management plans for their Business as Usual activities, so inclusion in the OPA could be an explanation, but would still need adapting to reflect the uniqueness of the project (as an example the taxonomy would be aligned)
But if the Configuration or Change MP's do not already exist and are to be formed these dynamic documents start their lives in the "planning process group" and together with other plans covering the generic and specific PM knowledge areas contribute to the Project Management Plan; telling the reader this is how we are going to deliver.
If you look at page 61 of PMBOK which shows the 47 PM Processes matrix you will see that at the intersection of the Planning PM Process Group and Knowledge Area Project Integration Management that Develop Project Management Plan is identified. Therefore everything within the Project Management Plan is considered as part of Project Integration Management.
My personal view is that the PMI promotes a best practice framework that is generic, to which we all apply our own knowledge and understanding. This framework is WIP due to continual elaboration, is guidance and not perfect (nor does it claim to be) so we will find disconnects or aspects that require further explanation.
At certain points in time there is a freeze in the collation of "New Knowledge" or proposed changes or enhancements at which time updates are made to the Body of Knowledge adding to or amending the content which reflects prevailing Knowledge at that time.
The Configuration and Change Management Plans could be one of those explanations that could be included and I would encourage you to raise this for their consideration in v6.
I trust that this helps.
Regards
Carl Saving Changes...
Reginald SmithFire Support Trainer| Capstone CorporationClarksville, Tn, United States
I appreciate your views and others as well. I think you are missing my point. I can draw from memory because I understand the processes shown on both Figures from page 73 and 421. If PMI writes the PMBOK, which guides all of Project Management, why identify in every ITTO select information and not include two of the management plans? For me, this makes no sense. I understand about the OPAs and that organizations may even have different documents based on their character. What I don't understand is that these plans are simply not listed in the ITTOs, but every other plan is. Saving Changes...
Sergio Luis ConteHelping to create solutions for everyone| Worldwide based OrganizationsBuenos Aires, Argentina
Reginald: the PMI will not answer this type of questions. If you are studing for PMP let me say the best advaice I can do: is not about you make in your work life as project manager. What matters is what you have to answer to the PMI. If you put your focus in your personal work like activities you are lost. My recommendation is making lot of exam questions, mainly situational, after reading the PMBOK one time and then learn from the solution of that answers. Saving Changes...
Carl GomersallKIM PhD Student| Bangkok UniversityBangkok, Thailand
Good morning Reginald
Just to clarify on one point PMBOK is one of many bodies of PM knowledge and does not have any exclusive right in terms of providing the definitive guide to all Project Management, with that said it is one of the most popular.
Looking at PMI Change and Configuration are included. Iin specific under the Inputs section (ITTO) 4.2.1 of the Develop Project Management Plan, in 4.2.1.4 Organisational Process Assets (page 76) there are 6 main bullet points.
Change is bullet point 3 and Configuration is bullet point 6 and there is inclusion within this section for tailoring these for specific project needs. Which would suggest that these are predominantly Organisational and not Project derivatives.
In considering ITTO's I would surmise that OPA's are considered in one way and project specific in another.
Regards
Carl Saving Changes...
Reginald SmithFire Support Trainer| Capstone CorporationClarksville, Tn, United States
and roger. Now I like that response. I never really thought of it as a derivative before but that does make sense to me. I have a BA in Math. Thank you Carl and have a great day. Saving Changes...
Carl GomersallKIM PhD Student| Bangkok UniversityBangkok, Thailand
So very pleased that I was able to help.
Regards
Carl Saving Changes...
Stéphane ParentSelf Employed / Semi-retired| Leader MakerPrince Edward Island, Canada
It goes back to the fact that each project should use OPAs but tailor them to the needs of their own project. The project-tailored OPAs often become subsidiary management plans. Saving Changes...
