Facilitated Methods: Division of Blash Enterprises Inc. Copyright 2017 All rights reserve. Greta Blash, PMP, PMI-ACP, PMI-PBA Facilitated Methods

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1 Greta Blash, PMP, PMI-ACP, PMI-PBA Facilitated Methods

2 PMBOK Guide and Standard Project Management Framework changes 6 th edition changes

3 Identifies a subset of project management that is generally recognized as good practice Different from a methodology but a foundation upon which methodology, policies, procedures, rules, tools and techniques, and life cycle phases can be built Based on the Standard for Project Management (similar to Standards for Portfolio and Program Management)

4 Initially distributed in 1996 Five (5) process groups (Initiating, Planning, Controlling and Closing) Nine (9) knowledge areas Thirty-seven (37) processes Revised about every four years Third Edition (2004) changed to Monitoring and Controlling Fourth Edition (2008) 42 processes Fifth Edition (2013) 47 processes First time a new knowledge area has been added Sixth Edition (2017) 49 processes Incorporates Agile and Business Analysis concepts Harmonization of terminology with other standards Estimating,

5 Front portion reorganized Structure and interfaces of standard Role of the project manager Middle content Knowledge area and process details New Standard for PM (by process group) Back portion New appendices Summary of tools and techniques

6 First three sections completely revised Section 1 Project approaches Section 3 Role of project manager Knowledge area name changes Project Time Management is now Project Schedule Management Project Human Resource Management is now Project Resource Management New Processes Manage Project Knowledge Implement Risk Responses Control Resources Deleted Process Close Procurement Minor change Estimate Activity Resources moved to Project Resource Management

7 Overview and purpose of the guide Foundational elements Relationship of project, program, portfolio and operations management Importance of project management Project and development life cycles Predictive Iterative Incremental Adaptive Hybrid Components of the guide Tailoring for usage in organizations Project Management Business Documents Project Business Case Project Benefits Management Plan Project Charter and Project Management Plan Project Success Measures

8 Enterprise Environmental Factors Internal to the organization External to the organization Organizational Process Assets Processes, policies and procedures Organizational knowledge repositories Organizational systems Organizational governance frameworks o Alignment, Risk, Performance, Communication Management elements Organizational structure types o Organic, Functional, Multidivisional, Matrix, Project-oriented, Virtual, Hybrid, PMO

9 Definition of a Project Manager Project Manager s sphere of influence Project Organization Industry Professional discipline Across disciplines Project Manager Competences Technical Strategic and business management Leadership Comparison of leadership and management Performing Integration Performing at process level Integration at cognitive level Integration at context level Integration and complexity

10 Introduction Projects and Project Management Project Success and Benefits Management Project Life Cycle Project Stakeholders Role of Project Manager Project Management Knowledge Areas Project Management Process Groups EEFs and OPAs Tailoring the Project Artifacts Each process group includes: Processes Project management plan components Project documents examples Project management plan/documents updates

11 PMBOK 5 th Edition Perform Quality Assurance Plan Human Resource Management Acquire Project Team Develop Project Team Manage Project Team Control Communications Control Risks Plan Stakeholder Management Control Stakeholder Engagement PMBOK 6 th Edition Manage Quality Plan Resource Management Acquire Resources Develop Team Manage Team Monitor Communications Monitor Risks Plan Stakeholder Engagement Monitor Stakeholder Engagement Simplified language Moved from Control to Monitor Changed Stakeholder Management to Engagement

12 Key concepts Trends and emerging practices Identifies shifts in the way project activities and techniques are utilized Potential impact of agile and business analysis methods Increased involvement of business/stakeholders Tailoring considerations One size does not fit all PMs must determine appropriate activities for each project List multiple factors to consider for tailoring

13 Each knowledge area includes a subsection called Considerations for Adaptive Environments Usage described in Appendix X3 for agile, adaptive, iterative and hybrid approaches

14 Each process is identified as: Process used once or at predefined points in the project Process that is done periodically as needed Process that is done continually throughout the project Explained further in Section

15 Grouped by purpose Data gathering Data analysis Decision making Communication Interpersonal and team skills Identified in Appendix X6 by group, where appropriate, and lists the processes where they are used

16 Entire project management plan listed rather than individual components Individual component listed where created Input specifics identified in textual description Other project documents Individual document identified in process where created Subsequent processes refer to the inclusive name, project documents

17 New process Manage Project Knowledge Output Lessons learned register Input to many processes Updated as output in many Executing and Monitoring and Controlling processes At project end, transferred to become an OPA Referred to as a lessons learned repository

18 Key concepts Trends and emerging practices Tailoring considerations Considerations for agile/adaptive environments

19 New process Manage Project Knowledge New inputs Business Case Projects Benefits Management Plan New tools Data analysis Data gathering Decision making Interpersonal and team skills Knowledge management Information management New outputs Assumption log Lessons learned register Procurement documentation

20 Emphasis on both project and product scope Ensures alignment with business analysis Requirements Management Practice Guide Business Analysis for Practitioners: A Practice Guide New inputs Business documents New tools Data analysis Data gathering Interpersonal and team skills New outputs None

21 Process moved Estimate Activity Resources (moved to Resource Management) New inputs None New figure Product vision, release and iteration planning New tools Bottom-up estimating Critical path method Data analysis Agile planning techniques (release planning) New outputs None

22 New inputs Business documents New tools Data analysis Decision making Financing New outputs None

23 New inputs Project charter New tools Data analysis Data gathering Decision making Design for X Problem solving Quality improvement methods and tools Test and inspection planning Testing/Product evaluations New outputs Quality reports Test and evaluation documents

24 New process Estimate Activity Resources (moved from Time) Control Resources New inputs None New tools Data analysis Colocation/Virtual teams Communication technology Individual and team assessment Problem solving New outputs Team charter

25 Clarified terminology Communications is technology Communication is human Name change Control Communications -> Monitor Communications New inputs None New tools Data analysis Interpersonal and team skills Communication technology New outputs None

26 New process Implement Risk Responses Process name change Control Risks -> Monitor Risks New inputs None New tools Data analysis Data gathering Prompt list (risk categories) o PESTLE, TECOP, VUCA Representations of uncertainty Resource allocation New outputs Risk report New risk strategy Escalation

27 Aligned with ISO Deleted process Close Procurements New inputs Business documents New tools Data analysis Data gathering Source selection analysis New outputs Procurement strategy Bid documents Independent cost estimates Closed procurements Procurement documentation updates

28 Name change Plan Stakeholder Management to Plan Stakeholder Engagement Control Stakeholder Engagement to Monitor Stakeholder Engagement New inputs Business documents New tools Data analysis Data gathering Inspection Interpersonal and team skills Ground rules New outputs None

29 PMP and PMI-ACP exams will change beginning March 26, 2018 CAPM exams will change shortly afterwards Should you push to complete before this date or wait?

30 PMI members can download an electronic version free of charge Download free ebook at What is New in PMBOK Guide 6 th Edition An In-Depth Comparison

31 Thank You For more information please feel free to contact us: Greta Blash, MA, PMP, PMI-ACP, PMI-PBA Steve Blash, MA, PMP, PMI-ACP