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Joseph Phillips

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Earning the Program Management Professional Certification
Aug 7, 2009
Taking a Chance on the PMI-RMP
Jul 31, 2009
It's About Time for a PMI Scheduling Exam
Jul 24, 2009
Perusing the New PMI Global Standards
Jul 7, 2009
All About the PMP Certification
Apr 7, 2006
Real-World Project Management: Project Management Models, Certifications, and the Pyramids
Sep 9, 2005
Real-World Project Management: Procurement
Aug 26, 2005
Real-World Project Management: Risk and Poker
Jul 1, 2005
Real-World Project Management: Managing Project Communications
Jun 17, 2005
Real World Project Management: Managing Your Human Resources
Jun 3, 2005
Real World Project Management: Quality Projects Take Time, Money, and Tasty Beer
May 20, 2005
Real World Project Management: Estimating Your Project Costs
Apr 29, 2005
Real World Project Management: Time Management for Project Managers
Feb 18, 2005
Real World Project Management: Managing the Project Scope
Jan 28, 2005
Real World Project Management: An Introduction
Jan 7, 2005
The Power of Love: The Upgrade Dilemma
Jul 25, 2003
Diary of a Network Administrator: Julia Roberts and COM1 Folders
Mar 14, 2003
Diary of a Network Administrator: Planning for Success
Feb 28, 2003
Diary of a Network Administrator: Mean People Suck
Nov 15, 2002
Diary of a Network Administrator: Project Management
Oct 18, 2002
Diary of a Network Administrator: The Project Launch
Sep 20, 2002
MCSE Windows 2000 Network Infrastructure (Exam 70-216) Practice Exam
Aug 9, 2002
MCSE Windows 2000 Server (Exam 70-215) Practice Exam
Jul 26, 2002
Make 2002 Your Year
Feb 8, 2002
Exam Prep Software: Learning by Doing
Jan 4, 2002
Train for Success: CTT+
Nov 30, 2001
How to Pass Any Exam
Nov 16, 2001
CIW Associate: A Fresh Start on the Internet
Nov 9, 2001
Launch Into Citrix Certified Sales Professional
Sep 28, 2001
Cut the Mustard: Pass the SMS Exam
Sep 21, 2001
Learn and Earn: Cisco Certified Network Professional
Sep 14, 2001
Get Thin: Earn Your CCEA
Sep 7, 2001
Exchange 2000 Exam 70-224
Aug 13, 2001
Citrix Certified Administrator
Aug 6, 2001
Why the MCSE is for Starters
Jul 30, 2001
Be a Professional: Pass MCSE Exam 70-210 With Ease
Jun 29, 2001
Muscle Your Way Past MCSE Exam 70-215
Jun 29, 2001
Construction Ahead: MCSE Exam 70-216
Jun 29, 2001
Ace MCSE Exam 70-217: Directory Services Infrastructure
Jun 29, 2001
Have Some Fun: Pass MCSE Exam 70-219
Jun 29, 2001
Secure your future: MCSE Exam 70-220
Jun 29, 2001
The Business of Designing Networks: MCSE Exam 70-221
Jun 29, 2001

Sorry, this author hasn't posted any blogs.

Joe Phillips wraps up his series on real-world project management by expounding on models and certifications that really work. But what does any of this have to do with the pyramids and the Chicago World's Fair?

Using the PMI Model

What approach do I use in project management? I subscribe to the Project Management Institute's (PMI) Project Management Body of Knowledge (PMBOK). It's the approach I've laid out in the previous articles in this series. As a refresher, check out Figure 1 for their basic approach to project management. The collection of these five process groups is also known as IPECC: initiating, planning, executing, controlling, and closing. Here's a recap of each process group:

  • Initiating. A project is found feasible, a project manager is selected, and the project charter is created.
  • Planning. Well, gee, I wonder what folks do in this process group? Yeah, they plan how the project should go. Planning is an iterative process group that allows project managers and the project team to revisit as needed.
  • Executing. You've planned the work, now your project team completes the work. You execute the project plan, not the project team.
  • Controlling. You aren't going to let your project team run helter-skelter, are you? You've got to control the work to ensure that's it done according to plan.
  • Closing. The project work is complete, so you and the customer have to verify the deliverables and then close out the project finances, team reports, and lessons learned.
Figure 1

Figure 1 All projects, regardless of model, move from initiating to closing.

Now think about this: You'll find these five process groups in any of the project management approaches that are alive in the world today. Or, heck, even the approaches that aren't alive anymore. Can't you see the Egyptians going through IPECC for their pyramids? Do you think they actually called each group by the terms we've assigned to them today? Probably not, but I bet they performed some of the same actions that we do as project managers. (Well, maybe not the same actions—if they actually used slave labor, they had incentives to offer their project team members that we can't use: Work or die.)

And what about IPECC in the World's Fair example from The Devil in the White City? As I read the book, I could actually see the project pass through IPECC.

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