I built PMWay to underpin an ICT
The use of the PMBOK as a foundation in PMWay is based on my appreciation of the fact that the PMBOK has status as a Standard grouped along with the ANSI, ISO and BS Standards.
The above said, I am
constantly amazed by many I speak to who totally
disregard the above "state of affairs,"
fanatically insisting on hyping on and on about agile!
One person said to me, when I explained that
agile was not on the above Standards, Frameworks
matrix: "Yes but how old is your diagram?"
I thought to myself, "Your point taken and rejected, my point (if you look carefully at the Standards Frameworks Landscape) totally
misunderstood by you!"
Don't get me wrong. I love agile and especially Scrum: But only If well run using the Scrum processes that are defined and operate at CM Level 2+!
(With lapsed traditional project management controls that very often occur with agile, it will have to be very well run to mitigate serious risks associated with agile's loose approach!)
A deeper look at the section in PMWay on Scrum here will clearly explain why processes should be correctly used at Capability Maturity Level 2+ for success; which (if you joint the dots at the bottom of the home page) will also explain what this web site is all about.
Operating at Capability Maturity Level 1, especially with agile, must surely be, as I often see, from a project management perspective, a recipe for disaster!
Following the SBOK (Scrum Body of Knowledge) processes more closely on the other hand will greatly assist in improving the agile (Scrum) project's success rate! Appreciating the PMBOK processes (mindful also of joining all the dots found on the home page) as a "best way to run projects," when using agile must further reduce risk and waste while improving productivity and quality.
Take the PMWay pin test now if you want to ascertain your application of project method and associated risk exposure.
This image below, from the PRINCE2 agile manual, in my mind succinctly illustrates that while agility is awesome, it must not come about at the expense of well engineered software solutions.
(If interested click the image above to jump to an excellent talk about the death of Agile (with a capital A); from one of the guys who attended Snowbird in Utah and gave us the agile manifesto)
Therefore, because I appreciate the PMBOK's value to assist me to run my Programs and Projects better, in the interest of project management process improvement, you are welcome to use the assets you find here.
Note: Unlike Business As Usual (BAU) a project is a temporary undertaking!
Again I am consistently amazed at companies who bundle what are essentially project management processes into BAU!?
They also appear to be bundling the SS, SD and ST ITIL processes into BAU (essentially SO) stating that DevOps is a replacement for ITIL best practice!?
It is obvious to anyone who understand the ITIL processes that SS, SD and ST processes exist in the project management domain and are intended to assist the organization to "mind the gap" / "avoid getting stuck in the tar pit."
In essence (via the project) you are "jumping a gap" from one baseline to a new (improved) baseline which import, if lost, means that the organization essentially will surely get stuck (lost) in the tar pit.
Also, from a P3O perspective the project can be run alone or as an essential building block of Portfolio's and Programs.
And from the perspective of the project itself, scheduled TAsks (Time Asks) are the essence of project management.
(This truth is found in processes 4.2, 6.5, 4.3, 4.5 in the PMBOK 6 Dashboard. Can you see it?)
the sure and only way to implement "Good
Click the image below for an analysis by the University of South Africa in 2010,
highly relevant in 2019 as its predictions and warnings of a failed state, ignored, are on the verge of realization!
Source and Strategy Building Blocks Model is (UNISA Hons. Strategy Module: STRBSC/1)
Using the analysis from UNISA (the four quadrants) above (as inspiration) PMWay (theories and insight) was also built to assist the New South Africa (the Rainbow Nation) who (under the ANC, with its well documented track record of corruption and incompetence ("down stats") as they appear year after year unable to "implement" basic strategy plans (project plans) to "up production stats" and produce value for the good of this country and all its people. They seem unable to meet the vision of the Rainbow Nation as a New South Africa (as espoused by Nelson Mandela with my support and that of many other good South Africans regardless of our race, creed, sex etc.).
An obvious example of the end game that awaits us (a clear and present danger for South Africa), unless this (downward economic trajectory towards "Junk Status") can be turned around (per the image with its four quadrants below), is the failed state of Zimbabwe just across our borders. The actions of that "freedom" party (turned rogue, despotic and highly corrupt under bob mugabe) must be heeded as the same thing could very easily happen in South Africa, resulting, as the UNISA document above states, ultimately in a failed state.
Aesop's wisdom is
2500 years old...
Sadly, as was clearly explained in George Orwell's book "Animal Farm," a radical socialist (communist) overthrow hardly ever facilitates the positive change it "rode in on." This creates the problem (the trap) that the new order entrenches itself in its unproductive position ("gaslighting" and using anti propoganda against anyone who tries to offer alternatives) and is not open to following generally accepted process and principles for improvement. From a PMWay perspective this is essentially the difference between Capability Maturity Level ZERO) (Corruption, Failed State) and Capability Maturity Level 2 (Project Process Management).
If you are interested in some hard hitting observations based on the theories catalyzed in PMWay ("you are not an idiotic pigeon brain on a chess board"), and are open to the obvious solutions derived from this to rapidly turn around South Africa and our failing and wounded economy then you are welcome to sign in as a registered user and click [ ] on the menu bar at the top of the page.
Know that the Project Management Body of Knowledge version 6 Dashboard (the matrix / asset found on the PMWay home page) 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.
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 underpinned by the logic of the 'fully agile compliant' PMBOK
It is a fact, in the sixth edition of the PMBOK® Guide, each knowledge area contains a new section entitled Approaches for Agile, Iterative and Adaptive Environments. For a specialized qualification in agile consider the PMI Agile Certified Practitioner (PMI-ACP). This formally recognizes your knowledge of agile principles and your skill with agile techniques (including XP, Scrum, Lean and KanBan etc.).
If you think that the PMBOK is outdated because it is "waterfall," I challenge you to Register and Login to PMWay and work through the PMBOK "How To" (from the main menu). If you do this then I believe you will come to understand that your assumptions are incorrect and do not fully grasp all the pertinent issues. To illustrate why I say this take the pin test now and ask yourself honestly:
where is your game really at?
Click here for the changes in PMBOK version 6 when compared to PMBOK version 5.