During a recent PMI Chapter Meeting, several project managers, even PMP’s were intrigued by my “purist” Project Management and Program Management (PM) perspective and belief!
I shared that there is no such thing as “IT-PM”, or “Construction-PM”, or “Marketing-PM”, or any other “Specialty-PM”,… there is just PM….
At first they disagreed, but as we discussed this perspective further, “they got it”.
I had presented and explained this concept during a PM-training session to a group of very experienced project managers, including PMPs.
A prominent PM professional… certified PMP, active and recognized within PMI-Global… and a dear friend and mentor, attended the session and said to me…
“You get it…. most project managers, even PMP’s do not”.
The key to “getting it” is to understand the difference between the Project (or Program) and Project (or Program) Management…
As you all too well know, there are various types of projects (or programs)…
IT-Projects, Construction-Projects, Sales-Projects, Marketing-Projects, Not for Profit –Projects, Academic-Projects…and the list goes on.
However, each and every one of these unique and diverse projects (or programs) have three common components that must be efficiently, effectively and proficiently managed…
- Products & Services Deliverables,
- Business Management Deliverables and
- Project Management Deliverables
Products & Services Deliverables are the specific and unique products and services that must be produced for the customer, client or end-user. An effective and efficient communication and control technique is to create a Deliverables Diagram of products and sub-products, for the PM-Charter.
Then, for each lowest-level sub-product, collaborate with your Product-implementation SME’s to define the D5 tasks required to implement your product-delivery work packages, that are included in your PM-Plan.
- Definition Tasks,
- Design Tasks,
- Development Tasks,
- Deployment Tasks and
- Departure Tasks
Business Management Deliverables include enterprise-specific products that must be produced during the project or program lifecycle to comply with organization policies and guidelines. These deliverables are not indigenous to the products or services that the project or program is expected to provide, but their associated tasks must none-the-less be performed by project or program associates.
Business Management Deliverables include, but are not limited to:
- Security Clearance,
- Building Passes / Security Badges,
- Time Reports,
- Mandatory Client, Customer and/or Enterprise meetings,
- Mandatory Enterprise courses and/or seminars,
- Et als
Consult and collaborate with enterprise management and associates to thoroughly define all the required and expected business and management deliverables, and their associated tasks that must be performed during the project or program lifecycle.
Include the tasks in the PM-Plan to clearly and unambiguously present their impact on the project or program triple-constraint.
Project Management Deliverables encompass the critical outputs and associated tasks of best practices project management.
PM best practices provide the straight line approach… the shortest distance between two points… for effective delivery of products and services from inception to implementation.
The PM-Plan must include the tasks to produce critical PM-deliverables, the outputs that ensure effective and efficient delivery of quality products and services.
- Progress Reports,
- Progress Meetings,
- Change Requests,
- Quality Assessments,
- Risk Assessments,
- Et al
The PM-Professional,… knowledgeable and experienced in PM standards, processes, tools and techniques,… defines the processes and procedures for these tasks; and includes the tasks in the PM-Plan. .All project (or program) stakeholders… customers, clients, end-users, enterprise-management, implementation-team, vendors, et al… as well as the project manager, program manager and portfolio manager may actually perform these critical PM- tasks.
PM-Diamond Dynamics®, (available from PDUs2Go™), identifies, defines and provides the tools and techniques for effective, efficient, proficient, comprehensive, succinct and successful application and implementation of PM best practices.
PMP’s are expected to be “PM-purists”… defining and implementing the processes and techniques of PM best practices… to optimize execution of the product-delivery (D5) tasks and the business-management tasks, and ensure successful delivery of quality products and services that meet or exceed stakeholder functional specifications and performance expectations… for any type of project or program.
“I Get It… Now You Can Too!”
If you found these tips from MaryGrace Allenchey, PMP of value and are a PMP looking to earn PMI PDUs, you might be interested in her self-paced, downloadable courses at PDUs2Go.com.
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