Baltimore Chapter
Best Practices in Project Management
“What’s Happening in the World of PMI”
Nick Clemens, PMP
Edwards Industries
10632 Little Patuxent Parkway, Suite 200A
Columbia, MD 21044-3273
nclemens@edwards-ind.com
The Talk
Baltimore Chapter
• PMI Standards and Documentation
– PMBoK Guide and Supplements
– OPM3 (PMI’s Project Management Maturity
Model)
– New Standards
• Role of the Project Manager
• Questions and Discussion
PMI Documents
Baltimore Chapter
Organizations
Projects
People
PMBok Evolution
Baltimore Chapter
1987
1983
2000
1996
2005
PMBoK
Baltimore Chapter
• Published December
2004
• Adopted By The
American National
Standard Institute
(ANSI) as ANSI/PMI
99-001-2000
• Next Update Due
2008/10 (3/5-year
cycle)
Program Management
Baltimore Chapter
• Published December
2006
• PMI Global Standard
• (3/5-year cycle)
• Based on the PMBoK
• Programs are a
collection of projects
managed as a group
Portfolio Management
Baltimore Chapter
• Published December
2006
• PMI Global Standard
• 3/5-year cycle
• Extension of Program
Management
• Enterprise Level
• Linked to OPM3
Baltimore Chapter
• Published September
2002
• Focus is on the
Individual
Professional
• Not for Personnel
Assessments
• Some Unresolved
Issues
PM Competency
Framework
OPM3
Baltimore Chapter
• Published December
2003
• PMI Global Standard
• Looks at the
Organization
• Specific Levels Not
Defined (Continuum)
• Links to PMBOK,
Program and Portfolio
Standards
Baltimore Chapter
OPM3 Standard
Elements
The essence for OPM3 is the blending of knowledge,
assessment, and improvement.
OPM3 Construct
Baltimore Chapter
OPM3 Continuum
Baltimore Chapter
Government Extensions
Baltimore Chapter
• Published 2002 / 2003
• Applies to National
State/Provincial and
Local Governments
• Internationally Based
• US DoD Extension
Also
Other Extensions
Baltimore Chapter
• Construction Extension
• Automotive Extension
• Earned Value
Management Standard
• Configuration
Management Standard
• Scheduling Standard
• WBS Standard
• Combined Standard
Glossary
Baltimore Chapter
Program Manager
Responsibilities
Source: Defense Acquisition University (DAU)
Project Life-Cycle
Baltimore Chapter
Evolutionary Development:
MS B
MS C
• Basic types* of project life-cycles
– Linear multiphase
– Evolutionary
– Spiral
MS A
AoA
Concept
Refinement
JROC DAB
Technology
Development
Incre ment 1
Demo
DAB
MS B
Demo
DoDI 5000.2
MS C
Incre ment 2
MS B
Demo
MS C
Incre ment 3
Spiral Development:
OA Review
& Changes
Executable
Models
Linear Development:
Start
Phase I
Initial Phase
Assessment &
Feedback
Phase II
Phase III
Intermediate Phase(s)
Rules
Field
System
Engineer
End
Phase IV
Technical
Integration
& Test
Final Phase
Test & Validate
System
Solutions Feedback
SA Changes &
Needs / Mission
Analysis
Network Integration
Dynamics
Architect
Executable Model
Rules
Design,
Develop &
Engineer
Dynamics
Engineer
& Apply
System
Solutions
* Other types include waterfall and incremental
Traditional Optimal
Zone For Design
Changes
Baltimore Chapter
Detail Available
Conceptual Breadth
Optimal Zone for
Issue Identification
“Cost” to Resolve C4I Support Issues
Ability to Influence
time
MS- A
MS - B
MS - C
Adapted
Clemens,
CCRTS2004
2004
Source:From
Clemens,
CCRTS
Evolutional Acquisition
Change Zones
Baltimore Chapter
Detail Available
Conceptual Breadth
Shape the JTRS Program
Manage the Program
Support JV 2020
ClusterXx
Increment
Optimal Zone for
Issue Identification
“Cost” to Resolve C4I Support Issues
Cluster 2 2
Increment
time
MS 0 Detail Available
MS I
MNS
ORD
Conceptual Breadth
Optimal Zone for
Issue Identification
MS II
Engineering/
Manufacturing
“Cost” to Resolve C4I Support Issues
time
MS 0
MNS
Conceptual Breadth
Optimal Zone for
Issue Identification
MS IDetail Available
MS II
ORD
Engineering/
Manufacturing
“Cost” to Resolve C4I Support Issues
time
MS 0
MNS
Cluster 1
MS I
ORD
MS II
Engineering/
Manufacturing
Increment 1
MS III
Production/
Fielding
MS III
Production/
Fielding
MS III
Production/
Fielding
CrossOptimal
ClusterZones
Optimal
Cross Increment
forZones forIssue
Issue Identification
Identification
Technology
TechnologyInsertion
Insertion
System
SystemEnhancements
Enhancements
Role of
Role
of the
the JPO
Project Manager:
Manage
across
clusters andand
over
time
to smoothly
Manage across increments
over
time
to smoothly
enhance system
system capabilities
of near,
mid and
enhance
capabilities in
in support
support of
near, mid,
and
long
term
program
objectives
and
requirements
long-term program objectives and requirements.
,
Source: Clemens, CCRTS 2004
The Project Manager
Baltimore Chapter
• Manage Stakeholder Expectations
• Manage Change
• Deliver of Unique Product, Service or
Result
– “In” Time
– Within Cost
– “On” Scope
Questions
Baltimore Chapter
Nick Clemens, PMP
Past President, Baltimore Chapter
www.pmibaltimore.org
‘ nclemens@edwards-ind.com
410-715-9370 or 443-538-5583
www.edwards-ind.com
Legal Notice
Baltimore Chapter
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by The Program Management Institute, Four Campus Boulevard, Newtown Square, PA 19073-3299,
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