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Watch this wonderful and useful video, which clearly explains the consequence of activities in a project according to PMBOK 6th.
I believe it helps you for both project management and PMP preparation.
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(c) Vince Alcalde (11.28.2017):
“(Part Parody. Part Not. What a Die Hard Waterfall Enthusiasts’ Manifesto might Look like)
We have uncovered the better way of developing software by having done it and continuing to do it over many decades.
Through this work we have come to value:
Estimating over No Estimating
Scheduling over No Scheduling
Requirements over No Requirements
Big designs over No Designs
That is, because there is probably no value in the items on the right, we value the items on the left more.
Our highest priority is to satisfy the customer through delivery of valuable software on budget, on schedule, on spec.
Welcome changing requirements, even late in development. A change control process lets you weigh the cost of the change versus the benefits, so only cost-beneficial changes get through , saving you from yourself.
Deliver a working production software once at the end. There is no point in delivering half-baked bread – it won’t taste the same as the final product.
Business people and developers must work together throughout the project. (The Agile Manifesto did not invent this)
Run projects utilising motivated and expert individuals and teams. Give them the environment,schedule, budget, information, and support they need, and trust (and track) them to get the job done.
The most efficient and effective method of conveying information to and within a development team depends on the context.
Achievement of milestones and Earned Value are the primary measures of progress.
Waterfall processes promote sustainable development. The teams doing the actual work only work in one or two phases of the project, never all, so they don’t burn out.
Continuous attention to technical excellence and good design enhances non-turbulent flow of work.
Documentation – the art of recording information so it’s permanently available in the future – is essential.
The best architectures, requirements, and designs emerge from the best architects, analysts, and designers.
At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly. (The Agile Manifesto did not invent this).”
The Project management institute (PMI) starts a series of free podcasts “Projectified with PMI”. Listen to experts about their experience in driving projects.
The market of online project management is estimated $6bln by 2025.
The leaders are: Microsoft, Trello, Taskworld, Asana , Wrike, and – what is strange to me – Citrix!
The new PMBOK sixth edition is available now.
It contains a Project management Standard and Practice Tools and Techniques.
Different project models such as waterfall, phased, iterative, and adaptive are described. The Agile practices are separated into an additional Practical Guide.
The new knowledge area – Knowledge management – expanded the Execution process group.
Time management is Schedule management now, and
Human Resource management became simply Resource management, and it covers management of all types of resources.
The PMI has announced the changes in PMP and other Project management certifications in connection with PMBOK Sixth is available since September, 6th.
The main change is a new chapter concerning project manager’s leadership skills: communication, team skills, business strategy understanding, and others.
Some updates concern new terminology and chapters renaming.
The exam update is announced in Q1 2018 with more strict date coming soon.
Anderson Economic Group (AEG) on behalf of the PMI provided a research on project management jobs in 10 years period up to 2027.
The 33% growth up to 88 mln job positions in project management (different roles) is forecasted with simultaneous growth of revenues to $105k annually.
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