PMcrunch

This is a big a broad question: “What is the value of architecture?” I am working on a project regarding the value of full scale architecture supporting IT – from operational to system to technical. But in thinking about this, I am finding connections to lots of other areas that have been around for a while.

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One of the most profound and ubiquitous management concepts over the past 30 years is “systems thinking”. Systems thinking is all around us. One example is that project management has in essence been “systematized” by the Project Management Body of Knowledge (PMBOK) Guide!

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Many professionals are either “knowledge seeking” or “problem solving” – but, to their detriment, not both. You can create a one-two punch for professional effectiveness by combining “knowledge seeking” and “problem solving”. Let me show you what I mean by looking at some details of some popular bodies of knowledge today.

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There is a great deal written on the subject of building teams including, building [tag-tec]project teams[/tag-tec], however one thing that is very notable about this process is it is of a very personal nature. Two people that might build a project team or the same exact project might very likely to do it differently just as every person is different every [tag-dir]project team[/tag-dir] that they build will be different.

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Most of the focus of individuals in the project management profession is on improving their own ability and that of others to execute well on projects. Typically, we are able to measure our progress in that regard by measuring performance and results on these projects. There is a process called “projectization” that refers to the general capability of people and organizations at large to manage projects effectively and predictably. Let’s take a look at how this is done at an organizational level.

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Enterprise Architecture ( EA ), Organizational Strategy, and Project Portfolio Management (PPM) are closely related.  The question is, “How are they related on a very practical level?”  Let’s take a look.

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PRINCE2 – PRojects IN Controlled Environments – is a major worldwide project management framework, or methodology. It takes a different approach than the PMI’s PMBOK, but the goal of both is to improve project performance. While PMBOK is generally well-accepted worldwide, it is by far the leading approach in North America. PRINCE2 on the other hand is strongest in the United Kingdom, with a strong presence in Europe, Australia, and other typically English-speaking countries outside North America. But both are expanding there reach on a constant basis as the world gradually “projectizes.”

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As the most common standards in the world for the discipline of Project Management, what are the commonalities and differences between the Project Management Institute’s “Project Management Body of Knowledge” (PMBOK) and the British government’s “Projects in Controlled Environments” (PRINCE2)?

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Many PMPs want to further distinguish themselves by adding the Six Sigma credential to their toolset. But what is Six Sigma all about, and how does Six Sigma certification work?

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Is project management a project or a process? How about Six Sigma? These are interesting questions and point toward optimal and complementary use of both disciplines.

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