Redefining the Basics of Project Management

1 Alignment to Global Standards 1.1. Proven Practices The Customizable and Adaptable Methodology for Managing Projects™ (CAM2P™) is a project management methodology that aligns with global standards and references. Most of what we present in this book, in one form, or another, are proven leading practices that numerous global conglomerates and even small and medium organizations are using. Our focus is not re-inventing the wheel; we are improving it by adding features that are not common practices. This chapter presents the CAM2P™ alignment to global standards as a general topic. Chapter 12 focuses the discussion on the link between CAM2P™ and PMBOK® Guide. 1.2. Professional Associations There are various professional associations advocating project management around the world; the following are the most prominent, globally, which have general focus on project management: • The International Project Management Association (IPMA®), • The Project Management Institute (PMI®). In addition to these global associations, there are others well known associations in many countries around the world. There are also countries’ chapters of global organizations. Furthermore, there are initiatives like the Global Alliance for Project Performance Standards (GAPPS) that also focus on project and program management. Many other associations specialize in specific topics, or function of project management. These include the Association for the Advancement of Cost Engineers International (cost and schedule), SAVE International (value management) and many others. Each of these associations is active in advocating professional project management practices in their own way, and each is known for a certain area of focus. For example, IPMA® and its members’ focus is project management competence. PMI’s PMBOK® Guide deals mostly with project management processes and knowledge areas. Finally, ISO 21500 Standard is the newest official standard and includes some key concepts from several associations. Our position is that CAM2P™ generally aligns with various standards. We use generally to mean that there are no fundamental contradictions or conflicts between our model and these standards although we are not 100% in alignment with every detail they contain. In other words, we did not constrain CAM2P™ by what IPMA or PMI offers. Rather, we see CAM2P™ as one part of a holistic system that an organization needs, with content from the various standards as complementary parts of the full system. 1.3. A Common Gap in Project Management One of the main gaps, in project management practice today, is the belief that a single standard or platform is enough. One example, we were awarded a contract to deliver a workshop on program management. The workshop outlines followed PMI’s program management standard and about 50% of the content of the course was in line with it. We did not think that the PMI standard was adequate for proper coverage of program management, so we added the rest of the content from our own work and the work of other program management global leaders, and included case studies. The client objected that we added materials from outside PMI. When we explained that, in our professional opinion, the PMI program management standard was not enough to present an excellent learning program; the client was not receptive and took our comment as a criticism of PMI. We have had numerous other situations in which the recipient resisted accepting additional knowledge or resources. 1.4. Integration of CAM2P™ With Global Standards CAM2P™ is a methodology, yet it is not enough to manage projects effectively if we use it independently of other resources, such as the PMBOK® Guide. The same is true in reverse. The PMBOK® Guide is not enough on its own; it needs a methodology. Similarly, the standards from other associations, such as IPMA Competence Baseline (ICB), are also important but might not be enough on their own. To manage projects effectively and consistently, an organization needs a comprehensive organizational project management system. The system includes various elements; Figure 10 shows the SUKAD Seven Elements of Project Management Maturity. Explaining the details of the seven elements is outside the scope of this book; we only provide a brief outline here since this explanation shows how CAM2P™ integrates with the global standards. 1.5. The Seven Elements The seven elements of project management maturity is the author approach for an organizational project management systematic approach that integrates the essential elements from various global standards, references, and the author own work. It is a simplified approach with seven elements, one strategic, four fundamental, and two differentiating elements. 1.5.1. Strategic Element The outer circle represents the strategic and organizational aspects, which include governance, policies, and organizational approach for managing projects. These are crucial factors to consider before implementing any organizational system or methodology. 1.5.2. Fundamental Elements Moving from the outer circle (strategic element) toward the center of the graph is a presentation of the Fundamental Elements. These are what we consider the absolute minimum organizational system components to manage projects. • Method represents any method or methodological approach for managing projects. This can be any methodology, including CAM2P™. • The processes and functions element addresses the need for project management processes and project management functions; this would be the PMI Framework as outlined in the PMBOK® Guide. • Tools and technology element include software applications, specific models, flowcharts, mind maps, and procedures. We are not aware of any specific leading standard for this element, but there are numerous resources. • A professional development program at all levels of the organization, to provide the essential knowledge foundation for managing projects. This would include a career management framework. PMI and IPMA both have standards that would support this element, in addition to other associations. The author has a model for professional development from prior experiences. 1.5.3. Differentiating Element The differentiating elements are the two circles between strategic and fundamental elements. These are the elements, which would help an organization’s drive toward a higher level of organizational project management maturity. • Knowledge management and organizational learning would be vital for enhancing performance across an organization functions and projects. • Finally, a leadership and competence framework would be an essential element and an excellent source here would be IPMA Competence Baseline.