Business Management

Author: Haroon Khalil

  • STANDARD DEVELOPMENT PROCESS

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    Developing the standard included ensuring global stakeholder representation from a broad range of industries and the various approaches to managing projects.

  • RESEARCH FOR THE STANDARD FOR PROJECT MANAGEMENT

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    Prior to updating The Standard for Project Management, significant research and review were conducted, including: Analysis of the research led to the conclusion that more organizations are embracing a variety of project management approaches. Some organizations are moving toward a hybrid approach which mixes predictive and adaptive practices. Organizations and project teams are tailoring their approaches…

  • THE MOVE TO A PRINCIPLE-BASED STANDARD

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    Since 2010, PMI’s standards program has included research in addition to practitioner experience to develop standards. Academic research, market research, focus groups, and practitioner experience have been inputs when updating many of the standards documents, including The Standard for Project Management. As early as 2012, research suggested a move away from a prescriptive, process-oriented standard toward…

  • INTRODUCTION

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    The purpose of this appendix is to provide insight into how the update to The Standard for Project Management was developed. Content includes:

  • SUMMARY

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    Global markets, increased diversification, and the addition of software to more products are resulting in extended support, sustainment, and time frames for realization of value. Customer-centric and digitally focused organizations are finding advantages in forming stable teams for the lifetime support and growth of these new classes of products. Product life cycles may appear at…

  • ORGANIZATIONAL CONSIDERATIONS FOR PRODUCT MANAGEMENT

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    Organizations that are shifting to long-running, product-based environments can utilize several strategies to align and coordinate product management. Three strategies include, but are not limited to, the following (see also Figure X4-3): Figure X4-3. Supporting Strategies for Continuous Value Delivery Table X4-2. Unique Characteristics of Projects, Programs, and Products Organizations taking an integrated view of project…

  • IMPACT ON PROJECT DELIVERY PRACTICES

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    As markets shift from a single project delivery model to an ongoing delivery model, some organizations are looking for alternatives to temporary project structures that deliver a single product, change, or service. Instead, they are looking for delivery constructs that have a strong customer focus, recognize the rapid evolution of technology, and align with the…

  • GLOBAL MARKET SHIFTS

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    Three global trends are disrupting traditional business models and transforming products and services (see Figure X4-1). Figure X4-1. Global Business Trends Influencing the Management of Products Figure X4-2. The Changing Relationship Between an Organization and Its Customers

  • INTRODUCTION

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    Haroon Khalil
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    There has been a gradual transition in project management concepts over the last decade. Views such as defining success as meeting scope, schedule, and budget objectives have transitioned to measuring value and the outcomes (not the outputs) of the project. Product management is aligned with this value view and adds a longer time frame perspective.…

  • LEARN MORE ABOUT PMOS

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    These PMI standards and guides provide additional information about the role of the PMO from different perspectives. They may offer additional insights and useful information. Project Management Institute. 2017. The Standard for Organizational Project Management. Newtown Square, PA: Author. Project Management Institute. 2017. The Standard for Portfolio Management. Newtown Square, PA: Author. Project Management Institute. 2017. The Standard for Program…