Why the PMBOK is not a methodology
One of the more common discussions on the web and in other places is focused on comparing a methodology with PMBOK. The problem with the proposition is the basic premise is completely wrong! The Project Management Institute’s Project Management Body of Knowledge guide is not, and never has been, a methodology, argues Pat Weaver.
Agile project management—for planners and doers
Project management brings both planners and doers together so that planners will eventually execute and do their project tasks and doers must first plan their project tasks before jumping right in. Michelle LaBrosse on how Agile project management is the perfect fit for both.
Review: Leading and managing the lean management process—Gene Fliedner
“Lean must be viewed as a framework of comprehensive, integral system consisting of four interdependent elements: leadership, culture, team and practices and tools.” Prabesh Aryal reviews Gene Fliedner’s book on lean management.
Wrapping PRINCE2 around Agile—Roger Fance
Wrapping PRINCE2 around Agile: You can, but should you?
Over the years, many organisations have invested heavily to increase the chances of project success by establishing project management frameworks, methodologies, processes, tools, templates and training to support their project managers and teams and improve project management maturity.
However, an ever increasing speed of change as a result of competition and technological innovation presents a serious challenge to business. It compels the need for continual re-evaluation of the project methods employed to ensure that organisations are responsive and adaptable enough not only to simply survive, but prosper. Some organisations have turned to Agile project management in an effort to improve their response to business change. In the right circumstances, Agile offers an effective way to rapidly react to change, indeed embrace change, through a range of management techniques. Some may be tempted to combine their original investment in traditional project management techniques like PRINCE2 with the benefits that Agile can bring.
This paper suggests two ways that PRINCE2 and Scrum as an Agile framework could be combined and compares the characteristics of each approach in relation to governance, planning, risk, change and value delivery. It poses some questions that organisations should consider before trying to combine these two approaches.
Author: Roger Fance
Review status: UXC Consulting
Agile—beyond software projects
There is a pervading myth that the Agile methodology is only good for software projects. While the iterative style of Agile certainly makes it best suited to software development, there are plenty of other aspects of the methodology that make it a good candidate for projects in other industries.
Is project management a standard or cultural process?
Does the emergence of an international standard, and the internationalisation of other standards including the dozen or more translations of the PMBOK* Guide mean project management is a standard process across all cultures and societies, or do we need cultural versions of the PMBOK Guide similar to the current industry extensions?