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First of all: Agile Project Management does not exists. What exists is project management performed in a way (PMI way for example) inside quit different environments. On those environments you will find a project life cycle model (predictive or adaptive), a life cycle process based on that model (waterfall, iterative, incremental, etc), perhaps a method based on those life cycle process (SDLC, Spiral, DSDM, XP, etc) and perhaps a tool (software or not software tool) that support the method. All these stuff can be mixed as best fits for the initiative and the basement of all of these stuff is the approach: Lean, Agile, any other thing. Believe me, that is critical to undestand to not fail.
Can you clarify the question? Are you asking whether there is any direct relationship between PMBOK processes and a project's success?
YES am referring to PMBOK processes. thanks
I think there are many other methodology like PRINCE 2 can contribute to the success of project, in PMBOK guide we have a wide variety of options to use it give us a general guide line like explained by Sergio
Although the PMBOK processes do provide a good framework for managing a project, blindly following them will not ensure a project's success as that rests on a PM's competency with soft skills as well as a number of other factors not all of which are within the control of a PM.
Joefil, you changed your original post then my previous comment is out of context. Each person in this world performs project management from the time they wake up to the time they go to bed. The process they follow is the same than stated into the PMBOK Guide. It will contributes to project success? First of all you have to define what project success is for each project. On the other side, the answer is inside the PMBOK Guide itself:
This PMBOK® Guide identifies a subset of the project management body of knowledge that is generally recognized as good practice.
uu Generally recognized means the knowledge and practices described are applicable to most projects most of the time, and there is consensus about their value and usefulness.
uu Good practice means there is general agreement that the application of the knowledge, skills, tools, and techniques to project management processes can enhance the chance of success over many projects in delivering the expected business values and results
Let me relay the inverse response to your query by illustrating my experiences.
As a young General Contractor, I had to create the Policies and Procedures for my PM's to follow. We were not in the 'Submittal or Approval' environment, so my PM's were fairly unrestrained with respect to determining their best Critical Path, however Safety was always their top priority, as well as creating a strong execution team.
Later in my career, I did enter the strict submittal/communication realm performing Contracts for the US Army Corps of Engineers, Aramco, various governmental agencies.
I discovered in arrears that I was already utilizing those Processes and Knowledge Areas listed in the PMBOK Guide. In fact, I believe every good PM/Director/PMO person must perform these tasks in the same order and methods described in PMBOK to be successful on the Project.
I would highly recommend to any young PM Candidate (and will push this in the future) to obtain the PMP Cert as a good basis for the practices required to perform at the highest level in our Profession. Along with Safety and Contract expertise, these will be the building blocks of great Project Management in the future.
One other vital point- to be a great PM in Construction, and execute a successful Project, you must have a forceful personality and be a driving force for the Team. Without those intangible, competitive personality traits that you learned playing Football or Rugby (or I guess aggressive Video Gaming would have to be included these days) you will not be a successful PM, in my opinion.
From the trenches!
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