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Project Management Theory and Practice

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The disconnects between the theory and reality of project management. A slide presentation which resulted from collaboration among members of the PMI credentialed PMPs in linkedin

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Project Management Theory and Practice

  1. 1. Reconciling PM Theory vs. Practice<br />One PM’s Experience*<br />*And a Big Assist from Members of the PMI Credentialed PMP Group in Linkedin<br />
  2. 2. Who Am I?<br /><ul><li>A PMI credentialed Project Manager
  3. 3. Served as a PM for many years
  4. 4. For New World Systems, Inc.
  5. 5. For Sun Microsystems, Inc
  6. 6. For Secure-24
  7. 7. Focus mainly on IT infrastructure projects
  8. 8. No software development or construction projects
  9. 9. Some/many(?) may not apply to other industries
  10. 10. My company’s project maturity is 0 -1
  11. 11. My observations supplemented by the linkedin group PMI Credentialed PMs</li></li></ul><li>What’s my Presentation Objective?<br /><ul><li>Reflect on the disconnects between theory and my reality in my PM job
  12. 12. Spark some conversation
  13. 13. Learn something new</li></li></ul><li>Agenda<br /><ul><li>PM Processes for a Project – Some Disconnects
  14. 14. PM Knowledge Areas – Some Disconnects
  15. 15. General Challenges
  16. 16. Comments/questions?</li></li></ul><li>PM Processes Groups<br /><ul><li>Initiating Process Group
  17. 17. Planning Process Group
  18. 18. Executing Process Groups
  19. 19. Monitoring & Controlling Groups
  20. 20. Closing Process Group</li></li></ul><li>PM Knowledge Areas<br /><ul><li>Project Integration Management
  21. 21. Project Scope Management
  22. 22. Project Time Management
  23. 23. Project Cost Management
  24. 24. Project Quality Management
  25. 25. Project HR Management
  26. 26. Project Communication Management
  27. 27. Project Risk Management
  28. 28. Project Procurement Management</li></li></ul><li>PM Processes & Methodology<br />
  29. 29. PM Processes & Methodology<br />
  30. 30. PM Processes: Project Initiation<br />
  31. 31. PM Process groups are understood & appreciated<br />
  32. 32. PM Processes & Methodology<br />
  33. 33. Rightsizing Your Processes<br />
  34. 34. PM Processes & Methodology<br />
  35. 35. Does the Triple Constraint Rule?<br />The importance of the infamous three constraints time/quality/budget is greatly exaggerated by all methodologies<br />Customer/stakeholder satisfaction is greatly underappreciated and can be depending on many other factors than just the infamous three.<br />
  36. 36. Does the Triple Constraint Rule?<br />The importance of the infamous three constraints time/quality/budget is greatly exaggerated by all methodologies<br />Customer/stakeholder satisfaction is greatly underappreciated and can be depending on many other factors than just the infamous three.<br />
  37. 37. PM Processes & Methodology<br />
  38. 38. PM Knowledge areas<br />
  39. 39. Gaps in PIMBOK<br />Methodologies do not spend enough time evaluating and providing mechanisms on how to:<br />Manage Stakeholder expectations, and<br />Manage Scope Creep. <br />They tell you how to monitor it, but not much on controlling it. <br />

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