Spirit of PMI

Posted: March 7, 2009 in Project Management
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In an earlier blog I discussed the values of being a PMP Project Manager, and in this blog I will discuss the frame of mind all Project Management Professionals (PMPs) have in common which makes them distinguished in managing projects.

Spirit of PMI (the Project Management Institute) is the frame of mind or the mindset or the paradigm through which PMPs manage projects. It is the hat that PMI requires PMPs to wear when managing their projects in order to successfully achieve project objectives. If you read the PMBOK Guide you can feel this spirit throughout the five Process Groups-Initiating, Planning, Executing, Monitoring & Controlling, and Closing.

As a Project Manager (PM) to be a decision-maker is an essential part of this spirit, for instance. Although a PM should share ideas and get input from key stakeholders in arriving to the best decision to take, he should not wait for others to make decisions on how to proceed with the project, and he is the one ultimately responsible for any decision taken in the project.

In another instance, you can feel the spirit of PMI in Scope Management. Creating the WBS (Work Breakdown Structure) is an essential process that must be performed to manage the scope of project. WBS is one of the tools that make Project Management distinguished from all other industries or areas of expertise. Another piece of this spirit is the emphasis on using historical data as input to any new project. As I discussed in my previous blog about Lessons Learned, historical data could be the lessons learned from previous projects that PMs can use to manage their new projects efficiently and effectively.

Stakeholders and Stakeholder Analysis are important aspects in managing projects. PMI focuses on stakeholders’ early involvement in any project. Stakeholders’ needs must be considered and prioritized then translated into requirements. The earlier stakeholders are involved, the more likely the project closes successfully within constraints.

Prevention rather than detection is an important part of PMI spirit. A PM must be proactive. He should analyze and anticipate problems before they occur then take the proper preventive actions ahead of time. He should not wait until problems or risks become issues that jeopardize his project success.

What I mentioned above along with many other topics in the PMBOK Guide compile the Spirit of PMI that gets PMPs together despite the different geographies, languages, backgrounds, and attitudes.

Comments
  1. Neeraj Garg says:

    Mr. Barkat

    I agree with your concepts. PMBOK has driven a wave of commonality amongst the Project Managers. The alignment in thinking after doing PMP and a methodical approach to handle projects is a key.
    I hope PMI is doing an excellent job in creating values to the PM profession.

    Keep it up
    Cheers
    Neeraj

  2. Mr. Barkat, as fellow Neerak said, all good elements necessary to kick-off the project and control it to its conclusion were sumarized in the PMBOK Guide. According to a recent PMI´s CEO presentation in Latin America, he emphasized that PMI is indeed taking a key role to demonstrate to society the value of our profession, as there are less PMs in the world that is necessary.
    Warmest regards,
    Eduardo Fernandes da Silva, PMP

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