Our observations in this paper are based on interactions with project management practitioners, online discussion groups, as well as surveys and polls that we have conducted in the past. It is quite clear that a large number of project management practitioners (>60% in the survey) do not understand (or at least misunderstand) some of the key concepts in project management.
So our first action in this paper is to explain the title, why "Re-defining"?
The quick and simple answer is this. We think that some of the common project management terms used in the practice of project management are not well defined. As a consequence, the outcome of this lack of clarity is starting to damage the field of project management. We realize that many would not agree with this statement, which is why, in this paper, we want to challenge the conventional wisdom and trigger some reflection on what we are about to present.
In our humble opinion, project management thought leaders and professional associations have done a great job in defining project management and we have no wish to undermine their work. Nevertheless, the challenges we have observed are many and these have led us to recommend this "Redefining". We single out two specific contributors:
Why is this factor a contributor to the title of this paper? Because, many technical people without real project management experience and many with limited project management experience are becoming PMP. Further, the way a large percentage of PMP preparation classes are taught, the focus is on the process groups and processes, with inputs, tools and techniques, and outputs. These are leading to numerous points of confusion around project management, project management terminology, and most importantly, the practice of project management. In short, the dominant confusion is around the process groups and the project life cycle.
As a result of our observations and experiences, we decided to tackle these issues by developing a project management methodology, and publishing a series of books and offering services using this methodology. The following content also summarizes our "SUKAD" approach.
1. Referred to as PMI® and PMP® respectively.
2. Note that the author is the co-founder and CEO for a project management solutions provider that offers PMP and other PM certifications.
3. We call the methodology: "The Customizable and Adaptable Methodology for Managing Projects" (CAM2P). Most of the content in this paper comes from blog articles that we have published and from our second book, Redefining the Basics of Project Management yet to be published. Visit our web site at http://sukad.com/
4. "SUKAD" stands for Success Unique Knowledge Attitude Development
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