Analyzing information and data is a very important skill for a project manager in all phases of the project. Are you getting an "A" for analysis effort?
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PMI's Code of Ethics and Professional Conduct states: “We set high standards for ourselves and we aspire to meet these standards in all aspects of our lives--at work, at home, and in service to our profession.” But what exactly does “at home and in service to our profession” mean?
We all need some help sometimes when introducing agile methods into a traditional organization. Fortunately, a new guide to ease the transition is available. The recently published Software Extension to the PMBOK Guide Fifth Edition acts as a Rosetta Stone for mapping and replacing traditional approaches with their agile alternatives.
PMI’s latest publication, The Standard for Risk Management in Portfolios, Programs and Projects, has a wealth of great information about effective risk management and contains recommendations for iterative, incremental and adaptive environments that fit agile projects well.
Many people believe agile methods and certifications are like oil and water. One is a context-sensitive, adaptive framework; the other is a prescriptive, rigor-based measurement model. Certifying agile methods is like trying to bar-code clouds--a misapplication of quantification in a domain that resists it. Yet if the research organizations are to be believed, there are a large group of people doing it. Here's the lowdown on what you should know.
Agile adoption outside of software is nothing new--it dates back very close to the origin of today’s agile methods, predating the term “agile”. However, what is new and noteworthy is the rate and scale of non-software agile adoption being witnessed today. Now--as more companies than ever are exposed to agile methods in their IT practices--these methods are being employed beyond the regular IT domain.
In his webinar Aligning PMI®’s PMBOK® Fifth Edition to Lean Six Sigma DMAIC, Rod Baxter talked to us about how Lean Six Sigma (LSS) DMAIC projects can benefit from aligning to PMBOK Guide® Fifth Edition processes. We were not able to get to all of the questions during the live session. However, we were able to capture those that were unanswered.
With the PMBOK® Guide as the foundation, organizations can build their project methodologies to meet their specific business needs. The focus in this article is on the fundamentals of project execution. All of these elements are interdependent and take time and effort to build. Principled execution is the goal for our customers and ourselves.
The application of assumptions analysis aids in the prevention of unnecessary work within the planning process group, which has an overall positive time and cost impact on the remaining process groups. Utilizing assumptions analysis lays the foundation for teaching the impact of prevention early on in the project's lifecycle.
As project managers, we need to hold ourselves more accountable to reading the new versions of the PMBOK® Guide to make sure that we not only understand the new content, but that we’re able to implement it in our daily work.