Author: haroon
-
ITERATIVE DEVELOPMENT
The Development Team worked in pairs and small teams to develop the initial content for each of the three sections that comprise The Standard for Project Management. Once the initial drafts were integrated, the Development Team and Review Team 1 reviewed and commented on the drafts of each section of the standard. These reviews produced over…
-
GLOBAL WORKSHOPS
Throughout the development process, global workshops were held where the move to a principle-based standard was presented and workshop participants were asked to explore guiding principles for project management. Workshops were presented in Dublin, Ireland (PMI Global Congress – EMEA); Bangalore, India; Brazilia, Brazil; Ottawa, Canada (PMI Global Executive Council meeting); Philadelphia, Pennsylvania, United States…
-
VALIDATING THE STANDARD
Content in the standard was validated using three main approaches: global workshops, iterative development, and public exposure draft.
-
CONTENT
The standard is comprised of three sections: Introduction, A System for Value Delivery, and Project Management Principles. The Introduction includes key terms and concepts associated with project management. Much of this information is consistent with previous editions. Content in the section on A System for Value Delivery draws on content from PMI foundational standards2 as well…
-
STANDARD DEVELOPMENT PROCESS
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
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
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
The purpose of this appendix is to provide insight into how the update to The Standard for Project Management was developed. Content includes:
-
SUMMARY
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
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…