The new Project Management Body of Knowledge Guide (released September 2017)
is the 'how to do it' checklist for Project Management Professionals.
The dashboard assists understanding of the PMBOK processes (+ "ittos")
to help you to pass the PMI exams and run projects better at Capability Maturity Level 2+.
The PMBOK processes (underpinned by the latest thinking found in the
PMI Agile Certified Practitioner (PMI-ACP) qualification and others)
incorporates Lean and Agile thinking.
Oh, also... do not forget that the PMBOK operates as a Standard!
Check out where it is situated in the greater scheme of things
as you "connect the dots" below.
A quick note to those "Traditional" is not "Agile" out there.
Find process 4.7 on the PMBOK dashboard (Close Project or Phase).
Did you know that "tailoring" these processes means you can run a project phase
as... wait for it...
"a two week sprint!"
Operating thus, as a Professional who understands Project Management Process,
(supported by your Executive [Executive Action Team (to EAT "the red beads,")])
using best selected project methodology,
there is less chance of dropping the ball.
Note above that the PMBOK is a Standard!
Click the image above.
Answer the questions about People, Process and Technology.
Slide 6 (6th dot below) has more depth on the P-P-T triangle (triad).
Now answer the questions about Governance and Execution then click the button below.
Governance (derived from the Latin gubernēre) means "to steer."
As you would a car, a boat, a horse drawn carriage or a horse etc.
Execution (derived from the Latin executio which means "accomplishment" or "fulfillment") is all about professional ability and tight management to produce results!
Unlike Business As Usual (BAU) a
project is a temporary undertaking!
In essence, via the project, you are jumping a gap from one baseline to a new (improved) baseline (destination, goal etc.).
As a standardized approach (per the Standards / Frameworks image at top of page) the best way to run projects is clearly illustrated below.
Planning and Monitoring and Control on either side of Execution ensures
delivery and ultimately accountability to Stakeholders.
Can you find the Planning, Execution and Monitoring and Control Process Groups
on the PMBOK dashboard?
Do you know that many formulated strategies (and projects) fail in Implementation.
Have you found using Balanced Scorecard (in itself) has not been that successful?
Can you see the PMP and CMMi lego brick (at the top right of the image above)?
(It is to the right of the Balanced Scorecard, enabling it for success.)
Click the image above (to open the PMP CMMi lego brick) to reveal the secret to successful strategy (and project) Implementation. Then make careful note of how to empower these bricks (all the bricks in the strategy) at CM Level 2+ per the image below!
Note that level 2 is all about pinning down the essential project management processes.
If you run traditional or agile projects these essential processes will still apply!
CM Level 4 and 5+: "Based on Production Stats and Focus on Continual Improvement."
CM Level 3+: Process, Project, Software Engineering
CM Level 2+: Mainly Project (but also some other) Processes are Understood, Tailored,
Applied and Managed.
CM Level 1: Heroic
No Plan, Be Heroic and Just Do It is CM Level 1
Just for fun click here for the games @ CM Level 1.
CM Level ZERO: No Ethics. Corruption.
Move your mouse over the image directly below.
Click the image to get the importance of this!
Bottom line: pull the P-P-T points of the triangle
in relation to each other; improving while maintaining balance.
Click the image to get the importance of this!
Bidirectional Traceability of Requirements is at the heart of (Configuration Management
Can you find CM on the CMMi Dev Dashboard in the previous slide?
Click the Elephant for DevOps essence!
PMWay suggests that being able to release new versions of working software into production quickly and correctly is how you get firmly into DevOps!
Click SAFe (Slide 13) for Gene Kim's take on ITIL, Devops, Agile (using the Scrum method)
and the importance of the Scrum Product Owner for Productivity and Quality gains (CM model Slide 4).
Can you see that SAFe is simply a bunch of consolidated
Agile (Scrum), as opposed to Traditional (using long range planning)
is a voyage of discovery and improvement!
(I.e. "Working Software Demo" to next "Working Software Demo" in product increments!)
Can your sprints actually deliver (release) new versions of working software
into production after a sprint (number of sprints)?
Based on agreed User Stories moved to the sprint from the groomed backlog,
does the Product Owner agree that working software has improved the specific system software baseline for "particular IT Infrastructure stack" and software can now be released (Dev=>QA=>UAT=>) into production?
Note: Segregation between Dev and Ops is there for a reason.
The "you build it you own it" mantra only works well with "Empowered Workgroups" at CMMi Dev and People Capability Maturity (PCMM) Level 4!
Per Gene Kim below the role of the Scrum Product Owner (as (or to empower) "Release Manager") is crucial for success!
I.e. PP (Project Planning) and PMC (Project Monitoring and Control)
(per the dashboard on the home page)
as fingers and thumb,
squeeze out Production (Project Execution).
This "pressure" to "release" on demand (like needing toothpaste from a tube) in the Scrum Method comes from dynamic tension as the Product Owner interacts with the Scrum Master and Scrum Team.
DevOps is ITIL, just empowered to be faster!
Scrum team sprints must be able to release faster.
And FYI. Can you see that the ITIL CSI register is also the Scrum Backlog?
Note ITIL Service Strategy where improvements (Backlog Items) are plugged in to be built.
For more detail the ITIL and DevOps slides are Slides 8 and 9.
If your scrums are not releasing working software
(as with the problems [and chaos] associated with traditional project management
if badly run at CM level 1 or below)
can be just as unsafe!
Scrums to be effective from an agile perspective must focus each, on their own games. Consolidating scrums for "SAFe"ty as a program must be automated via the Project Management Information System.
In order to run projects (especially Agile) correctly your people need capabilities and maturity.
Agile postulates the cohesive empowered professional team
with all the skills required within the team!
These "empowered workgroups" are normally only found at CM Level 4.
Can you see the truth of this?
As a test of this (and where the Executive need to remove the red beads),
if you have a scrum team (as example),
find out how many on the team actually have the entry level foundation certificate of competency for the scrum method?
Executive support [Executive Action Team (to EAT "the red beads")] is the key to success!
Make sure your people are trained / certified!
Can you find BAI01 Manage Programs and Projects?
Thinking back to the Strategy Wall can you find APO02?
What about the ITIL slide (APO03, BAI04, BAI06 etc.)?
As with tailoring the PMBOK processes (and other method processes), Cobit needs to be implemented systematically so that it leverages off installed, operational and stable CM Model processes.
Systematically installing the essence of the previous slides
(in bite sized and digestible chunks)
means Cobit is now also installed!