Comments for Best Practices PMP Training http://www.bestpractices-pmptraining.com Just another WordPress site Tue, 14 Feb 2012 15:33:46 +0000 hourly 1 http://wordpress.org/?v=3.0.5 Comment on Agile Project Management vs. PMBOK® Guide – Overview – Exec. Summary by Draft of Version Five of PMBOK® Guide – to be posted on pmi.org on Feb. 17 | Best Practices PMP Training http://www.bestpractices-pmptraining.com/agile-project-management-vs-pmbok%c2%ae-guide-abstract/#comment-421 Draft of Version Five of PMBOK® Guide – to be posted on pmi.org on Feb. 17 | Best Practices PMP Training Tue, 14 Feb 2012 15:33:46 +0000 http://www.bestpractices-pmptraining.com/?p=603#comment-421 [...] Agile Project Management vs. PMBOK® Guide – Overview – Exec. Summary [...] [...] Agile Project Management vs. PMBOK® Guide – Overview – Exec. Summary [...]

]]> Comment on PMP Exam Change – August 31, 2011 – Role Delineation Study by admin http://www.bestpractices-pmptraining.com/pmp-exam-change-august-31-2011-roles-delineated-study/#comment-394 admin Fri, 10 Feb 2012 03:51:30 +0000 http://www.bestpractices-pmptraining.com/pmptraining/?p=261#comment-394 Of course, that would be fine. Of course, that would be fine.

]]> Comment on Agile Project Management vs. PMBOK® Guide – Overview – Exec. Summary by admin http://www.bestpractices-pmptraining.com/agile-project-management-vs-pmbok%c2%ae-guide-abstract/#comment-386 admin Wed, 08 Feb 2012 01:55:21 +0000 http://www.bestpractices-pmptraining.com/?p=603#comment-386 I think some of the older anthologies on project management - e.g. Harold Kerzner's book - did indicate that we need to do very detailed planning up front in order to make change unnecessary. I don't believe this is the modern view that PMI supports in the PMBOK Guide. Here's an excerpt from the full article I posted in the blog section; "Most supporters of Agile have quite a negative view of this type of monitoring and controlling activity. They find this activity of recommending corrective actions to get back on plan distasteful. They believe it's repressing change, and trying to enforce the original baselines. Since with APM, they are all about change, they don’t want to take any types of steps that would be repressive. In a similar vein, they would find formal change control systems and formal configuration management systems to be overly bureaucratic and repressive. Similarly, all the effort that would go into documenting change requests and evaluating change requests could restrict the team members from doing their "real work" of the project. I don't believe this is a fair criticism of the PMI view. The intent of monitoring and controlling systems, and the intent of formal change control systems, is not to repress change. PMI understands that change is a fact of life, it is going to happen, but we need to plan for it, assign roles and responsibilities, and ensure that we are tracking changes as they are approved, and updating the latest versions and revisions of our products. Failing to do this well, especially configuration management, has led to some of the largest disasters in project management in the last decade: (for example, the cost overruns – billions in euros, and years of schedule delays for the A380A Airbus program). " I think some of the older anthologies on project management – e.g. Harold Kerzner’s book – did indicate that we need to do very detailed planning up front in order to make change unnecessary. I don’t believe this is the modern view that PMI supports in the PMBOK Guide. Here’s an excerpt from the full article I posted in the blog section; “Most supporters of Agile have quite a negative view of this type of monitoring and controlling activity. They find this activity of recommending corrective actions to get back on plan distasteful. They believe it’s repressing change, and trying to enforce the original baselines. Since with APM, they are all about change, they don’t want to take any types of steps that would be repressive. In a similar vein, they would find formal change control systems and formal configuration management systems to be overly bureaucratic and repressive. Similarly, all the effort that would go into documenting change requests and evaluating change requests could restrict the team members from doing their “real work” of the project. I don’t believe this is a fair criticism of the PMI view. The intent of monitoring and controlling systems, and the intent of formal change control systems, is not to repress change. PMI understands that change is a fact of life, it is going to happen, but we need to plan for it, assign roles and responsibilities, and ensure that we are tracking changes as they are approved, and updating the latest versions and revisions of our products. Failing to do this well, especially configuration management, has led to some of the largest disasters in project management in the last decade: (for example, the cost overruns – billions in euros, and years of schedule delays for the A380A Airbus program). “

]]> Comment on Agile Project Management vs. PMBOK® Guide – Overview – Exec. Summary by Luay Anaya http://www.bestpractices-pmptraining.com/agile-project-management-vs-pmbok%c2%ae-guide-abstract/#comment-381 Luay Anaya Tue, 07 Feb 2012 08:11:16 +0000 http://www.bestpractices-pmptraining.com/?p=603#comment-381 I feel the main difference is in the project changes. Actually, while Agile is embracing the change and encouraging it in favor of the project and look to it as opportunity to enhance the success of the project, PMI BoK try to manage the change whenever there is a real need but doesnt encourge that. I feel the main difference is in the project changes. Actually, while Agile is embracing the change and encouraging it in favor of the project and look to it as opportunity to enhance the success of the project, PMI BoK try to manage the change whenever there is a real need but doesnt encourge that.

]]> Comment on Agile Project Management vs. PMBOK® Guide – Overview – Exec. Summary by admin http://www.bestpractices-pmptraining.com/agile-project-management-vs-pmbok%c2%ae-guide-abstract/#comment-380 admin Tue, 07 Feb 2012 03:57:31 +0000 http://www.bestpractices-pmptraining.com/?p=603#comment-380 BTW - as I mention in the longer article, the draft of version five of the PMBOK Guide is scheduled to be posted on the pmi.org website on February 17th. It'll be very interesting to see what types of changes they make to embrace Agile methodologies. The first word is that they are not planning to make any major changes. BTW – as I mention in the longer article, the draft of version five of the PMBOK Guide is scheduled to be posted on the pmi.org website on February 17th. It’ll be very interesting to see what types of changes they make to embrace Agile methodologies. The first word is that they are not planning to make any major changes.

]]> Comment on Agile Project Management vs. PMBOK® Guide – Overview – Exec. Summary by admin http://www.bestpractices-pmptraining.com/agile-project-management-vs-pmbok%c2%ae-guide-abstract/#comment-379 admin Tue, 07 Feb 2012 03:50:15 +0000 http://www.bestpractices-pmptraining.com/?p=603#comment-379 I think both PMI and most Agile proponents would agree that creating a new software application is a project. We are creating something new and unique, and the effort is time bound. After application passes acceptance testing, the new application is turned over to operations, and it begins the rest of its life on the product lifecycle. During the product lifecycle, new projects can be initiated to enhance the application – e.g. fix bugs, add enhancements, but that is true of any product during the operations part of the product lifecycle. I think both PMI and most Agile proponents would agree that creating a new software application is a project. We are creating something new and unique, and the effort is time bound. After application passes acceptance testing, the new application is turned over to operations, and it begins the rest of its life on the product lifecycle. During the product lifecycle, new projects can be initiated to enhance the application – e.g. fix bugs, add enhancements, but that is true of any product during the operations part of the product lifecycle.

]]> Comment on Agile Project Management vs. PMBOK® Guide – Overview – Exec. Summary by Mike Applegate http://www.bestpractices-pmptraining.com/agile-project-management-vs-pmbok%c2%ae-guide-abstract/#comment-378 Mike Applegate Mon, 06 Feb 2012 15:32:31 +0000 http://www.bestpractices-pmptraining.com/?p=603#comment-378 I guess I see APM a little differently. In my opinion, software development is by definition NOT a project. It much more closely resembles an assembly line. This is why SW Dev is tending toward the adoption of lean manufacturing techniques. As an example, when has development of Windows software ended? By PMI's definition a project must have a definite end. Sw programs just move on to the next model year very much like an auto assembly line. Certainly the role of the PM is different in APM. The role is more like a product manager manager than than a PM, where engineers and manufacturing managers must have significant influence in decision making. The program manager is responsible for the delivery of a product in a timely manner but not directly responsible for the engineering or manufacturing. I'm not sure that the PMBOK general scope needs to be changed. Agile development doesn't fit the project mold and therefoere we shouldn't try to describe APM like the construction of a building or any other "one time process to produce a unique product" ma I guess I see APM a little differently. In my opinion, software development is by definition NOT a project. It much more closely resembles an assembly line. This is why SW Dev is tending toward the adoption of lean manufacturing techniques.

As an example, when has development of Windows software ended? By PMI’s definition a project must have a definite end. Sw programs just move on to the next model year very much like an auto assembly line.

Certainly the role of the PM is different in APM. The role is more like a product manager manager than than a PM, where engineers and manufacturing managers must have significant influence in decision making. The program manager is responsible for the delivery of a product in a timely manner but not directly responsible for the engineering or manufacturing.

I’m not sure that the PMBOK general scope needs to be changed. Agile development doesn’t fit the project mold and therefoere we shouldn’t try to describe APM like the construction of a building or any other “one time process to produce a unique product”

ma

]]> Comment on Mapping the RDS to the PMBOK Guide by project management, pmp http://www.bestpractices-pmptraining.com/mapping-the-rds-to-the-pmbok-guide/#comment-162 project management, pmp Sun, 30 Oct 2011 16:04:02 +0000 http://www.bestpractices-pmptraining.com/?p=547#comment-162 Heya i'm for the first time here. I came across this board and I in finding It truly useful & it helped me out a lot. I hope to offer something again and help others such as you aided me. Heya i’m for the first time here. I came across this board and I in finding It truly useful & it helped me out a lot. I hope to offer something again and help others such as you aided me.

]]> Comment on Overview of the PMP Application Process by provera online http://www.bestpractices-pmptraining.com/overview-pmp-application/#comment-160 provera online Wed, 26 Oct 2011 21:43:24 +0000 http://www.bestpractices-pmptraining.com/?p=154#comment-160 Thank you so much for this blog! Information that I found here was very usefull for me=) Thank you so much for this blog! Information that I found here was very usefull for me=)

]]> Comment on Overview of the PMP Application Process by Records http://www.bestpractices-pmptraining.com/overview-pmp-application/#comment-158 Records Tue, 25 Oct 2011 20:58:08 +0000 http://www.bestpractices-pmptraining.com/?p=154#comment-158 I was seeking a post like this. Really refreshing take on the information. Thanks a lot. I was seeking a post like this. Really refreshing take on the information. Thanks a lot.

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