Pmi program management body of knowledge

Learn More. Practice guides provide supporting information and instruction to help you apply PMI standards. Practice guides may become potential standards and if so, would undergo the process for development of full consensus standards. The lexicon provides a standardized set of frequently used project, program and portfolio management terms with clear and concise definitions to improve understanding and consistent use of terminology.

Learn More About the Lexicon. New York: Daniel Spencer Publishers. Project Management Institute. Defense Systems Management College.

Program Management Course materials. Program Manager Notebook. Defense Systems Management College, Risk Management: Concepts and Guidance , p. Korina L. She graduated from the U. Air Force Academy in with a B. This in-depth case study outlines a project to increase productivity with Saudi Arabian public petroleum and natural gas company, Saudi Aramco. Article Ethics , Sustainability 1 October Article Innovation , Complexity 1 October Verreynne, Martie-Louise The time-bounded nature of large interfirm projects and technical interdependencies constrain innovation.

Article Ethics , Organizational Culture 1 October By Farid, Parinaz This article explores mechanisms to facilitate the development of interactional and institutional trust and explicating the interplay between those mechanisms.

Learning Library. Establishing a Department of Defense program management body of knowledge. Project Management Journal, 23 1 , 5—7. Reprints and Permissions. Despite its size and the large number of projects it handles each year, there is currently not a DoD project management body of knowledge DBOK. While preparing and capturing information properly is important, these processes add little value to the underlying data.

Any proper PM KM framework must ensure quality knowledge products. Therefore, the PM KM team created a detailed Moderate process, which process elaborates the steps for monitoring, analyzing, and validating project-generated information and performance reporting. The Moderate process promotes compliance with information policies and identifies prospective recommended practices and best examples.

As noted above, this quality issue was particularly painful for semi-structured information. Two SAP internal analyses have found that unregulated document contributions have a poor yield; only percent of the repository documents can be easily re-used in another project. Therefore, the Moderate process for semi-structured information uses subject matter experts to assess the candidate document's potential value and review it for compliance with SAP processes and procedures.

Accepted candidates are then reformatted to reflect SAP branding and cleansed to remove customer specific data and references.

The moderation process is the most labour-intensive part of the PM KM value chain, so the PM KM team put together a number of checklists to assist in the process. An example is the screening criteria used for semi-structured candidate PM KM information. After the Moderate process, most of the value has already been added to the information. The information needs to be communicated back to the community for it to be useful.

The Share process is simply the group of activities required for communication of identified recommended practices, best examples, and lessons learned. Exhibit 4 below shows the primary communications channels for each information type.

Exhibit 4 — Communication channels for value-added information. While the colour of the communication channel represents the primary knowledge type it communicates — e. Message Boards allow contributors to attach documents, which are semi-structured information. This process is simple: the use of shared information to transform work processes. Furthermore, this process closes the feedback loop by identifying gaps in shared materials, developing field-tested versions of existing knowledge artefacts, or suggesting new approaches to issues.

Re-use of project information to become more efficient — by having better project charter samples to speed charter creation — has its place. However, it does not create lasting competitive advantage. The most powerful impacts come from identifying unique insights about one's business.

In fact, using value-added information to transform the business is at the essence of effective strategy. It means deliberately choosing a different set of activities to deliver a unique mix of value. Going one step further, knowledge management can be the fount of management innovation.

Most competing firms share common ideas about the market, its future, their products, etc. These shared wisdoms and delusions are curious, but they tend to cancel each other out or are known by all players quickly. Exhibit 5 graphically depicts this knowledge model and the effect of transformation via knowledge management.

Goddard, 5. Our focus on strategy alignment and business impact has influenced how we measure the impact of PM KM. Most of these measures can be reported quite easily; however, this emphasis can come at the expense of business impact metrics, which are harder to tie back to knowledge management framework.

Below are some approaches to this challenge. Customer satisfaction scores have shown strong improvement over the last three years, but project management satisfaction is rising faster than overall SAP Consulting customer satisfaction. A more tangible measure of this satisfaction is the increasing number of project management focused customer success stories. Success stories highlight the role of SAP Project Management in ensuring customer success during implementation projects.

Exhibit 6 shows the growth in success stories since the category was established in Exhibit 6 — Number of project management specific customer success stories.

The success story category did not exist before These colleagues found value from such small things as a glance at a recommended document to big topics like documentation of SAP's Global Delivery and Custom Development capabilities, which were used successfully by the customer.

Combining two critical metrics suggests how this happened; it appears there is a correlation between maturity improvement and reduced project escalation costs as shown in Exhibit 7. Exhibit 7 — Maturity scores and Escalation Costs is baseline.

Quality information is:. Content reviewers edit content for correctness and relevance. Editors make contributions consistently readable. Issues of editorial authority, collaborative efforts, and conflicts regarding what content should and should not be included must be resolved. Refining the content is effort-intensive and requires resources that are often in short supply.

Key subject matter experts must be motivated to take an active role. To support writing at the grassroots level, provide guidelines, templates, and examples. Empower a respected content review board to pass on contributions, particularly those that will perpetuate as best practices, standards, and so on.

Clearly stated criteria are needed to minimize subjectivity and enable rotation of members of the review board without continuously changing the look and feel of content. Correctness and reliability are of course critical. Peer-level sharing makes it more likely to pass erroneous information to large numbers of people. This oversight can be as light as reviewing usage statistics and user surveys to monitor after the fact or as heavy as reviewing every entry.

Somewhere between these extremeswith a preference for greater peer control and responsibility than control by an external review boardlies the right degree of content control. Picking the review and editorial team is no simple matter. Volunteers may or may not have the capability to be both experts and diplomats.

Diplomatic, yet candid, reviewers and editors with content knowledge are hard to find. Performance improvement is the bottom line for KM. Marginal changes in KM based on investments in tools and new methods cannot easily be pinned directly to performance improvements. However, the relationship is clear. Knowledge management ensures that PM capabilities are maintained, decisions are supported, and the PM process is healthy.

A complete discussion of measuring the benefits of KM is outside of the scope of this paper. The measures are summarized in the KM system success model, shown in Exhibit 2 by Jennes and Zakharova which is based on earlier models.

The most critical and complex issues revolve around peopletheir motivations, organization, roles, and relationships.

KM involves communities of practice and interest. The interpersonal and organizational issues include:. Knowledge communities consist of people with common professional discipline, project types, product, business units, and departments, among other interests.

Communities include subcommunities; software development project managers, for example, is a project management subcommunity. Individuals belong to multiple communities software developers may also be project managers or have a need to access project management knowledge.

Each community has its needs and styles. A self-sustaining knowledge community is one in which knowledge management is an integral part of the community's processes.

Sharing and using information is acknowledged and rewarded. KM often implies organizational change. For example, content providers, coaches, and end users must be motivated. Time and effort is required to submit best practices, read, post and comment in blogs and wikis, and to act as a coach or expert.

It is easy to promote KM, but without motivation, people will tend to focus only on the moment-to-moment work. Practitioners miss the opportunity to apply best practices and past experience, because they don't look for the information that can help. Innovations are lost to the community because there was no time or motivation to post them.

Ensure that job descriptions and schedules allow time for participation. Reward and recognize people for taking an active KM role. Accountability is a great motivator. For example, senior executives in a large global financial institution asked KM support to provide a KM site usage report of their direct reports. Using the report, they queried those who were not accessing the site about why and about how they were getting their current state information.

Just the questioning resulted in increased use of the site and some useful feedback regarding improvements. Integrate project management KM with overall KM and, where effective, share tools, standards, policies, and procedures.

Many variations on the degree of autonomy can be seen. Knowledge is accessed through a graphic process flow among other interfaces. Process steps are linked to relevant knowledge elements e. There are content authoring and administration functions.