About This Book

1.1. Objective

The objective of this book is to introduce the readers to effective project management methodology, a systematic approach for managing projects. The author is attempting to bridge some of the gaps in the practice of project management that exists today; gaps created by numerous factors and challenges facing project management.

The book provides extensive explanations of The Customizable and Adaptable Methodology for Managing Projects™ (CAM2P™). CAM2P™ is the methodological approach developed by the author in 2007-2008 and has been using since that time on internal and clients' projects. The author will also explain and demonstrate how to integrate, effectively, highly valuable concepts from the PMBOK® Guide (the process groups and knowledge areas) with a project life span approach, such as what CAM2P™ offers.

In this book, the author provides steps to apply effective project management and offer readers with an outcome-based learning environment, where one can apply the discussed concepts on their projects for immediate and lasting benefits. The author emphasizes that to learn CAM2P™, or any project management methodology, the learners, must apply the learned concept on real projects, and this book will guide them as they move along the project life span from idea to closure. In addition, the author is publishing templates, processes, mind maps, and sample projects to supplement and enhance the readers' learning experience.

1.2. About the Title

The workshops that we mentioned in the Acknowledgments were highly stimulating, sound and did have an impact on the final draft of the book. One of the resulting changes is the title of the book.

The interactions at the workshop, especially with the holders of project management certifications, led us to change the title of the book from Project Management Practical and Simplified Methodology to Redefining the Basics of Project Management.

The title with the reasons for the change

1. Upon seeing the visual of the standard model, many of the certified professionals reacted to some of the labels that we are using with this project life span model. For example, they reacted to the term 'implementation'. They were questioning us because they expected to see the word 'Executing'. Here, we had to explain (actually re-explain) that we are talking about a stage (a time span that is part of the project life) and not a process group and the executing processes repeat in every stage. They still had difficulties relating.

We emphasize re-explain above because the PMBOK® Guide explains the same thing, which is that the process groups repeat in every phase and the process groups are not project's phases. Unfortunately, many participants missed this point and thought that we were deviating from the guide, which was unacceptable in their views.

2. Another point for changing the title is that we participate in several online groups, which are specific to the domain of project management, and we do frequently read postings that clearly demonstrate the lack of understanding of the concept of the project life span and most think of only process groups and knowledge areas. Therefore, we recognized the need to explain the differences; or re-explain the basics. We emphasized the basics because a project life span and the repetition of the process groups are basic concepts explained in Part 1 of the PMBOK® Guide.

3. One more point; from the various classes and interactions with potential or existing certification holders, some are technical people, not project managers. Their work is to a high degree technical and not project management. The nature of their work might expose them to certain aspects of project management, or to specific phases of a given project. These professionals do not see the whole picture because they are not involved in projects from concept to closure. As a result, they end up misunderstanding project management because they only see it from their narrow phase perspective, rather than project perspective. This situation is contributing to the confusion between process groups and the phases of the project life span and missing the concept of stage gates, gates for exiting a phase.

The conclusion from these observations is that many professionals understand the processes of project management. They know the knowledge areas from the PMBOK® Guide; however, they still struggle in managing a project. In other words, we found a need to re-explain to the attendees the basics. We had to redefine the key principles, principles they missed when they prepared for their certifications; hence the use of this word 'Redefining' in the title.

We explained why 'Redefining' and now we will explain why 'the Basics'

1. The project life span concept is the most basic concept in project management and is about taking a project from idea to closure; and

2. The stage gates concept is also quite essential due to the need to stop for review and approval at more than one point along the project life span; and

3. The processes per the PMBOK® Guide are also essential elements.

Since all of the above are the basics of project management, these are the knowledge foundation for any project manager or aspiring project manager, hence the use of 'the basics' in the title.

1.3. The Book Structure

To help the reader understand the book, it is worthwhile offering a brief on the structure of the book and its parts.

• Part I is to set the scene, where we discuss a few topics that are relevant to understanding the book.

• Part II is general to project management and provides the author view project management growth, the challenges facing the field of project management today, and the opportunities present to us to grow and sustain this dynamic field.

• Part III serves as an introduction to the methodology that is the core of this book. The author discusses rationale for the methodology, fundamental concepts, introduce the model and its components, and close this part with a 360° discussion on project life cycles.

• Before the detailed discussions of the various phases and stages, the author pause to demonstrate the alignment of the methodology to global standards, and in particular, the PMBOK® Guide. This is Part IV.

• Part V cover the details of the methodology with one chapter for each of the six project stages in the standard model. This is the largest part with most of the details about most of the aspects of CAM2P™.

• Part V, VI, and VII are vital to understanding the methodology and readers should use them as references when applying CAM2P™ in their environment.

• Part VI discusses project governance, the strategic aspects, and topics that are better understood if we cover them in 'across the project stages' format. These include project approvals, estimating, control, change and risk management, stakeholder management, and project success.

• Part VII includes a few chapter on applying the model, which include customization and adaptation features, potential pitfalls, samples project life spans, and simulating projects from different domains.

CAM2P™ and The Book References

2.1. Method versus Methodology

During the reviews, a couple of the reviewers raise the question: "Is CAM2P™ a method or a methodology?"

The author recognizes that there could be differences of opinions on whether CAM2P™ is a method or a methodology. The author is not a linguistic expert and cannot be sure on how experts would define this approach and whether they would call it a method or a methodology. In general, a method is "a particular procedure for accomplishing or approaching something", whereas a methodology is "a system of methods used in a particular area of study or activity."

Based on this understanding, and other information, the author recognizes that for a given situation, a specific project context, CAM2P™ would offer a specific model—a method. However, CAM2P™ is about a management approach that is not restrictive or limited to a given project context, and this approach is customizable and adaptable, a "system of methods used in a particular area of study," then methodology is the appropriate term for The Customizable and Adaptable Methodology for Managing Projects™.

2.2. CAM2P™ Model and PMBOK® Guide

The PMBOK® Guide is extremely popular, although it is not the only project management standard document in the marketplace. A large number of practitioners use it in their work, due to its popularity. Professionals use it to prepare for a host of PMI certifications. Organizations use it as the foundation of their project management methodologies. It is the most popular standard document, it is highly valuable, and it has many beneficial elements. However, like most documents, it does not cover everything. It has gaps, inconsistencies, and missing elements whether by design or oversight. Consequently, it is necessary to address the PMBOK® Guide in comparison to the CAM2P™.

During the various workshops and interfaces, some professional who did not initially understand what we were presenting (those who respond quickly before listening) assumed that the intention with CAM2P™ was to replace or criticize the PMBOK® Guide. This is not the case, CAM2P™ is to supplement the PMBOK® Guide, not replace it!

The PMBOK® Guide does a good job in explaining the processes and knowledge areas of project management. However, the guide does not emphasize, or even adequately describe the project life span and stage gates, although the guide mentions these concepts. We must stress that this statement is not a criticism of the guide, the PMBOK® Guide focus is to provide a framework with knowledge areas and processes, "a subset of the project management body of knowledge" (PMI 2013). PMI, as the publisher, clearly states that the guide is a "framework and not a methodology" and "one can use other methodologies" with the framework. Therefore, we aspire that this work will supplement the guide and for CAM2P™ to be one of the leading methodologies to complement the framework of the PMBOK® Guide. In other words, readers who are familiar with the PMBOK® Guide will find this book will help them better understand the PMI most popular document.

CAM2P™ is a methodological approach, yet it is not enough to manage projects effectively if we use it independent of other resources, such as the PMBOK® Guide. The same would be applicable in reverse; the PMBOK® Guide is not enough on its own; we need a methodology. In addition, we need both (methodology and processes), and other elements such as competence framework; we need organizational system; we need governance, and we need the tools and technology aspects.

2.3. Types of Projects and CAM2P™

The methodology is appropriate for all types of projects, small or large, simple or complex, private or public sector, profit or not-for-profit environment, and most of all, for business or life projects. Since 'one size fits all' is not an acceptable approach in project management, the model design allows a user to customize and adapt the methodology to fit organizational needs and requirements.

2.4. Audience for this Book

The methodology and book are excellent learning resources for those new to project management, who want to learn a fundamental model to manage projects. They are also fantastic resources for experienced project managers, including those who hold a professional certification.

Although a reader who is new to project management can benefit immensely from this book, there might be exceptions. If one has no exposure to projects or project management, and a reader only needs a foundational project management education, then the author advises the reader to read our earlier work first, either The Inheritance or Project Management Foundation. Those resources cover CAM2P™, but in a basic form, and easy to read style; therefore, they are more appropriate for this audience.

For readers with exposure to project management, but maybe limited to one professional association's approach, the book may challenge them and open doors to new thinking and approaches. Since the methodology is closely linked to the Project Management Institute (PMI) framework, the author expects that some readers will be those who learned project management through PMI® and some of them would be the holder of one PMI credential or another. The author recognizes that the presented information will lead some members of this group to either question their learning and conventional wisdom or will challenge what the book advocates. On the other hand, what this book offers, will confirm what many practitioners already know and practice around the world.

In other words, we recognize that a limited number of PMI-educated project management professionals might find difficulty in accepting the methodology and quickly reject it. We ask these readers to read, analyze, and understand before they judge or reject. For this group, we offer additional explanations throughout the book. The additional explanations are sections within chapters and even specific chapters covering areas of potential misunderstandings.

2.5. Depth of Coverage

The purpose of this book is to explain the methodological approach, which is a project life span approach. The intent is not to be a single reference for project management; rather it is to build on what exists. Therefore, in various parts and chapters, we emphasize the subjects that are relevant to the methodology's project life span approach, which might not be available in other resources. However, we do not provide a detailed explanation of topics where we know there are reputable published resources. To help the reader, we suggest further readings throughout the book, in addition, to the bibliography in Appendix D.

Understanding This Book & CAM2P™

3.1. Point to Ponder

Project management is an emerging profession where a large percent of its practitioners do not have formal education or training in this domain. Many are technical or functional specialists who are reliable professionals. Then management asks them and trusts them, to manage projects for one reason or another. The situation is complicated since management expectations is that the technical professionals should perform (in the project manager role) at the same level of performance as in their working field of expertise. These professionals are what we call "accidental project managers."

In light of the above, the point to ponder is "Do you agree that the above practice is common?"

If no, we still ask you to read on and question the points that we present here.

If yes, then we move on and expand on the last point. Let us break up the question into two integrated questions: why do you think executives and senior managers (1) assign non-project managers, and those with no training or education in project management, the responsibility to manage projects and (2) expect them to perform (in project management role) at the same level as their performance in their educational or professional field?

Let us look at this issue from different angles. Would any of us go to a hospital administrator to seek medical checkup or surgery? Would we choose a legal assistant to defend us in a court case? Would we even go to a butcher to buy bread? Do we seek a marketing professional to fix a computer? If one does not do any of these things, then why do we assign management of projects to other than project managers ... and ... continue to expect good, or even excellent, performance?

Can an excellent practicing civil engineer immediately step up and manage the development of a substantial structure or facility? Can an excellent computer engineer step up and manage a complicated telecommunication infrastructure project? Can a human resource specialist all of a sudden manage an organizational change project?

We do accept that many technical and functional professionals can learn how to manage projects—and some become experts—but they must be properly trained before the project and not learn under fire or put into a sink or swim situations; the possibility and cost of failure are extremely high on the individual and for the organization.

Management makes these decisions then wonder why projects fail, or maybe we should be more politically correct and say why projects are challenged?