By Son Nguyen, on December 15th, 2010%
Project management plan is one of the most important thing in your project. It is also one of the items that appear most frequently in the PMBOK Guide. So, understanding it is critical for the exam. The problem here is that project management plan mentioned in the PMBOK Guide may be very different from what you call project management plan in your real-life project. In order to answer correctly questions on the exam you should understand each item in the PMBOK Guide’s definition. Let’s look at the project management plan more closely in this article.
Project management plan, according to the PMBOK Guide, 4th Edition (page 443), is “a formal, approved document that defines how the project is executed, monitored, and controlled. It may be a summary or detailed or may be composed of one or more subsidiary management plans and other planning documents”.
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By Son Nguyen, on December 10th, 2010%
In one of my recent article I wrote about how project phases differs from project management process groups. One more important thing to cover is how project life cycle differs from product life cycle.
It is not as confusing as thinking about project life cycle and project management process groups. The easiest way to think about it is thinking about a project of developing a new product. Each product has their own life cycle, called product life cycle. For example: researching, manufacturing, introduction to market, growth, maturity, declining and withdrawing. Withdrawing, or retiring, is often the last phase in a product life cycle.
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By Son Nguyen, on November 30th, 2010%
Among the most confusing items in the PMBOK Guide, 4th Edition, are project phases and project management process groups. Too many people confuse one with another. This is very dangerous not only on the PMP exam, but also on managing your real projects. So, I will write in details about them in this article.
According to the PMBOK Guide, 4th Edition (page 15)
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By Son Nguyen, on July 30th, 2010%
There are many articles recently about the traditional project triple constraints: scope, schedule and budget, and how PMI recently in the PMBOK Guide, Fourth Edition (hereafter, the PMBOK Guide) replaced the triple constraints by a larger list of project constraints that project managers should consider.
The list of project constraints proposed by PMI is an extension of the triple constraints. Besides scope, schedule and budget, it includes resources, quality and risks. And it is not the full list, to quote the PMBOK Guide:
Managing a project typically includes:
- Identify requirements,
- Addressing the various needs, concerns, and expectations of the stakeholders as the project is planned and carried out,
- Balancing the competing project constraints including, but not limited to:
- Scope,
- Quality,
- Schedule,
- Budget,
- Resources, and
- Risk.
So, are the traditional project triple constraints still relevant? Here are some of my thoughts
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