PMBOK Dashboard above enables the attainment of Capability Maturity
Level 2 process productivity and quality.
With this base firmly in place you can easily implement CM Level 3, 4 and 5 processes.
When registered and logged into PMWay the menu item "(in2minutes)" shows how to do this.
I built PMWay to assist me to run my projects
In the interest of project management process improvement you are welcome to use the assets you find here.
The Project Management Body of Knowledge version 6 Dashboard (the asset above) is:
heart (as primal source and power center)
for the collated knowledge found in the PMBOK"
Using this Dashboard you can easily access all the PMBOK Processes, and thereby, each of their *ITTO's found within the Guide.
*ITTO's are: Process Inputs, Tools
and Techniques and Outputs - for each of the 49
PMBOK processes on the Dashboard.
Processes (and their ITTO's) are used from the beginning (INITIATION) to the end (CLOSURE) of a project (cross referenced by Knowledge Area), at each step of your project management journey and form a well defined method (you can think recipe with essential ingredients) for project management success.
Using the functionality of the PMBOK Dashboard in
particular means you can use,
practice and improve your grasp of
the PMBOK version 6 processes (along with the associated ITTO's of
each), as essential knowledge needed to:
And, if you plan to use agile, you can now run these
projects off the same 'fully agile compliant' PMBOK Dashboard
In fact, in the sixth edition of the PMBOK® Guide, each knowledge area contains a new section entitled Approaches for Agile, Iterative and Adaptive Environments.
c.f. final point below
Note: A host of usage and implementation tips about project management (and etc.) is found in the PMWay Sandbox, which you are welcome to peruse if you feel so inclined. This sandbox has been put together for digging around in and having fun. Contact PMWay for directions to find the sandbox and the other areas mentioned below.
Also use this web to find out how to
run projects (project process steps) really well and, using Carnegie
Mellon University's Capability Maturity Model
integrated (CMMi), stable at Capability Maturity (CM) Level
2 and above.
Capability Maturity L2 in CMMi focuses primarily in on Project Management Processes (which are also the PMBOK Processes).
Levels 3 and 4 expand these processes and move into other areas of business including Software Engineering, Service, Procurement and Human Resource Management etc. Level 5 is all about Continuous Improvement.
The father of CMMi is the guru Dr. W. Edwards Deming of 14 Observations for Management and Red Bead Experiment fame!
CMMi process improvement is dealt with in depth within PMWay, with dashboards (and easy to implement steps) showing you exactly how to eliminate risk and waste, while gaining higher levels of quality and productivity. The 14 Observations and Red Bead Experiment underpin PMWay, as you will see when you visit the PMWay (lite) home page.
Note: Also, feel free, to explore other parts of this web for more information, ideas and tips to help you with the implementation of many knowledge areas including: PRINCE2 and PRINCE2 Agile, Dynamic Systems Development Method (Agile PM), SCRUM, P3O, Quality Assurance, the ISO's, the Project Server, Configuration Management (CM2), COBIT, ITIL (IT Service Management), DevOps, Strategy, Governance, Six Sigma, Line of Visibility Methodology, UML etc.
Note (Final Point): Unlike
at the top which are related to the PMBOK, these points (with
Note: attached) relate
to areas within PMWay accessible in a sub web situated
underneath the PMBOK Dashboard section.
While primary focus is the PMBOK Dashboard, if you are registered within PMWay, and contact me, I will be able to direct you to this "other" information, if you require it. I.e. I use this sub web material and content to support my consultation efforts.
You can also contact me (via the Contact Page after you log in) if you want to engage me directly in a consulting role or you can contact me as a student of the PMBOK needing my specific help and guidance to pass your exams.
Warning / Recommendation about the use of Agile
(or any project management method) at Capability
Maturity Level 1.
While a well managed agile project can release value quickly, it is a fact (if the Dunning-Kruger effect is understood) that many complex projects (especially from a Capability Maturity Model perspective) should really not be run using agile, and especially if the team is at the lower People Capability Maturity Model Levels (below L2 - per image below - at L1 [just do it / heroic effort etc.]).
In addition, often agile
projects are found seriously wanting when audited (from a good
governance / value for money invested perspective), if they are
run badly at Capability Maturity Level 1.
This is due to the fact that in agile projects the traditional project constraints (the iron triangle / generally accepted PMBOK Knowledge Areas and processes etc.) are relaxed and not being tightly managed. This (NOT using the iron triangle) is referred to as using the scope triangle, which involves far higher risk as is illustrated in the image below.
Hover your mouse over the image below to compare
Agile Project Management (APM [Scope Triangle]) and Traditional Project Management (TPM [Iron Triangle])
PMWay recommends that the PRINCE2 Agile method be considered, if
Agile is your requirement.
PRINCE2 Agile is safer because the PRINCE2 Board (like a control tower) tightly manages each project flight plan.
Once the flight plan and products are agreed by the Board, the agile team, reporting back regularly, simply get on with it.
As agile methodologies are found on a
continuum from relatively safe on the one
(lets us say LEFT) side (using
PRINCE2 Agile or the Dynamic Systems Development Method
(DSMD) with Enough Documentation Up
Front [EDUF]) (which is MIDDLE OF LEFT) with their tighter process control, to Extreme
Programming (XP) with its very relaxed / to no processes,
typically No Documentation Up Front [NDUF] on the other
extreme (RIGHT), daily Risk and Issue Management sessions are
critically important if you want to fly
and land your agile
Remember: Issues - immediately assigned for resolution - are Risks happening!
Ultimately, as agile with its limited planning and documentation is 'Risky Business'; and with these projects existing at the lower level of CM 2 (or at CM - 1 if agile is badly executed), agile projects MUST be managed with extra special care (tight Risk and Issue management controls in place) for safety to ensure success.
I.e. the section below (from the SCRUM Body of Knowledge) elucidates:
The project selection matrix from Dr. Robert. K. Wysocki shows you how to quickly decide what project method best suites your type of project.
This 'type of project' decision can also be based on how risk-averse is your organization.
PMWay's recommended approach is using PRINCE2 Agile as the recipe you follow; and PMBOK version 6 for the ingredients.
PRINCE2 is not shown in the diagram below. However, being a blend of the two, it would straddle across TPM and APM.