Author: haroonkhan
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Overlap of Project Management and General Management Principles
The principle labels are listed here without any specific weighting or order. The principle statements are presented and described in Sections 3.1 through 3.12. Each section begins with a figure that provides the principle label across the top with the principle and key points under the label. Following the figure, each principle is elaborated in the text. The…
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Introduction
Principles for a profession serve as foundational guidelines for strategy, decision making, and problem solving. Professional standards and methodologies are often based on principles. In some professions, principles serve as laws or rules, and are therefore prescriptive in nature. The principles of project management are not prescriptive in nature. They are intended to guide the…
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Sample Product Life Cycle
Product management can exist in different forms, including but not limited to: While product management is a separate discipline with its own body of knowledge, it represents a key integration point within the program management and project management disciplines. Programs and projects with deliverables that include products use a tailored and integrated approach that incorporates…
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PRODUCT MANAGEMENT CONSIDERATIONS
The disciplines of portfolio, program, project, and product management are becoming more interlinked. While portfolio, program, and product management are beyond the scope of this standard, understanding each discipline and the relationships between them provides a useful context for projects whose deliverables are products. A product is an artifact that is produced, is quantifiable, and…
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EXTERNAL ENVIRONMENT
Factors external to the organization can enhance, constrain, or have a neutral influence on project outcomes. Examples include but are not limited to:
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INTERNAL ENVIRONMENT
Factors internal to the organization can arise from the organization itself, a portfolio, a program, another project, or a combination of these. They include artifacts, practices, or internal knowledge. Knowledge includes lessons learned as well as completed artifacts from previous projects. Examples include but are not limited to:
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THE PROJECT ENVIRONMENT
Projects exist and operate within internal and external environments that have varying degrees of influence on value delivery. Internal and external environments can influence planning and other project activities. These influences can yield a favorable, unfavorable, or neutral impact on project characteristics, stakeholders, or project teams.
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MAINTAIN GOVERNANCE
People who fill a governance function approve and support recommendations made by the project team and monitor project progress in achieving the desired outcomes. They maintain linkages between project teams and strategic or business objectives that can change over the course of the project.
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PROVIDE RESOURCES AND DIRECTION
People in this function promote the project and communicate the organization’s vision, goals, and expectations to the project team and broader stakeholder community. They advocate for the project and the project team by helping to secure the decisions, resources, and authority that allow project activities to progress. People in this function serve as liaisons between…
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PROVIDE BUSINESS DIRECTION AND INSIGHT
People in this function guide and clarify the direction of the project or product outcome. This function involves prioritizing the requirements or backlog items based on business value, dependencies, and technical or operational risk. People in this function provide feedback to project teams and set direction for the next increment or element to be developed…