This document summarizes one project manager's experience reconciling project management theory with real-world practice. It discusses some disconnects between PM processes and knowledge areas outlined in methodologies and the realities of managing projects. Specifically, it notes that while PM process groups are understood, properly rightsizing processes to projects and accounting for factors beyond the triple constraint of time, cost, and quality can be challenging. Managing stakeholder expectations and controlling scope creep are also areas where methodologies provide limited practical guidance.

1. Reconciling PM Theory vs. PracticeOne PM’s Experience**And a Big Assist from Members of the PMI Credentialed PMP Group in Linkedin

2. Who Am I?A PMI credentialed Project Manager

3. Served as a PM for many years

4. For New World Systems, Inc.

5. For Sun Microsystems, Inc

6. For Secure-24

7. Focus mainly on IT infrastructure projects

8. No software development or construction projects

9. Some/many(?) may not apply to other industries

10. My company’s project maturity is 0 -1

11. My observations supplemented by the linkedin group PMI Credentialed PMsWhat’s my Presentation Objective?Reflect on the disconnects between theory and my reality in my PM job

12. Spark some conversation

13. Learn something newAgendaPM Processes for a Project – Some Disconnects

14. PM Knowledge Areas – Some Disconnects

15. General Challenges

16. Comments/questions?PM Processes GroupsInitiating Process Group

17. Planning Process Group

18. Executing Process Groups