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Project Management: The Art of Making Things Simple in Project Management
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Posted by webadmin on Wednesday, April 10 @ 13:01:10 EDT (21 reads)
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Citizen Development: AI Terms and Definitions
PMConnection Articles

Within this database, you will find over 50 Terms and Definitions related to Artificial Intelligence that are relevant to Project Management.  In other words AI Terms and Definitions in Project Management.

AI Terms and Definitions HERE.

Each term is integrated with The Project Management Search Engine for more in depth understanding.




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The AI Revolution in Project Management: Elevating Productivity with Generative AI




Posted by webadmin on Sunday, March 17 @ 18:54:51 EDT (171 reads)
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Intelligent Automati: Artificial Intelligence vs Intelligent Automation in Project Management
PMConnection Articles


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Project management is a complex and challenging discipline that requires planning, executing, monitoring and controlling various aspects of a project, such as scope, time, cost, quality, risk, communication and stakeholder engagement. Project managers have to deal with uncertainty, ambiguity, change and multiple stakeholders with different expectations and interests. To succeed in this dynamic environment, project managers need to leverage the best tools and techniques available to support their decision-making and problem-solving processes.

 

One of the most promising areas of innovation in project management is the application of artificial intelligence (AI) and intelligent automation (IA). These technologies can help project managers automate repetitive tasks, analyze complex data, generate insights, optimize processes and improve outcomes. However, there is often confusion about the difference between AI and IA, and how they relate to project management. In this report, we will explain the concepts of AI and IA, provide some examples of their use in project management, and discuss the benefits and challenges of adopting these technologies.

 

What is Artificial Intelligence?

Artificial intelligence is the science and engineering of creating machines or systems that can perform tasks that normally require human intelligence, such as reasoning, learning, perception and decision-making. AI uses complex algorithms and machine learning to simulate intelligent behavior and adapt to new data and situations. AI can provide insights beyond what a programmatic system can achieve, and can handle unstructured data, such as text, images, audio and video.

 

Some examples of AI applications in project management are:

- Project selection and prioritization: AI can help project managers evaluate the feasibility, alignment and value of potential projects, and rank them according to their strategic importance and expected return on investment. AI can also help identify synergies and dependencies among projects, and optimize the allocation of resources and budget across the portfolio.

- Project monitoring and reporting: AI can help project managers track the progress and performance of their projects against various parameters, such as goals, objectives, deliverables, milestones, schedule, cost, quality and risk. AI can also help generate automatic reports and dashboards that provide relevant information to different stakeholders in a timely and accurate manner.

- Project testing: AI can help project managers conduct automated testing of their products or services, using techniques such as natural language processing, computer vision and speech recognition. AI can also help detect errors, bugs or defects in the project deliverables, and provide feedback and suggestions for improvement.

 

What is Intelligent Automation?

Intelligent automation is the combination of automation and artificial intelligence to create systems that can perform tasks that normally require human intervention or judgment. Automation is the process of using technology to execute predefined rules or instructions to perform tasks that are repetitive, predictable or standardized. Automation can simplify processes, reduce errors, increase efficiency and save time.

 

Some examples of automation applications in project management are:

- Project planning: Automation can help project managers create project plans based on predefined templates or best practices. Automation can also help update project plans based on changes in scope, schedule or resources.

- Project communication: Automation can help project managers communicate with their team members and stakeholders using tools such as chatbots, email or messaging platforms. Automation can also help send reminders, notifications or alerts about project activities or issues.

- Project documentation: Automation can help project managers create and maintain project documentation using tools such as document generators or repositories. Automation can also help ensure compliance with standards or regulations by applying rules or validations to the project documentation.

 

How do AI and IA relate to Project Management?

AI and IA are complementary technologies that can enhance each other's capabilities and benefits for project management. AI can provide the intelligence and insights that automation needs to perform more complex or creative tasks. Automation can provide the speed and scalability that AI needs to process large amounts of data or execute multiple tasks.

 

Together, AI and IA can create a new level of analysis and action for project management that can improve the quality, efficiency and effectiveness of projects. However, AI and IA are not meant to replace human project managers or team members. Rather, they are meant to augment their skills and abilities by providing them with better tools and support.

 

Some benefits of using AI and IA for project management are:

 - Improved decision-making: AI and IA can help project managers make better decisions by providing them with more data, information and insights. They can also help reduce bias or errors in human judgment by applying logic or evidence-based reasoning.

 

- Increased productivity: AI and IA can help project managers increase their productivity by automating tasks that are tedious or time-consuming. They can also help optimize processes by eliminating waste or inefficiencies.

- Enhanced innovation: AI and IA can help project managers enhance their innovation by generating new ideas or solutions that are beyond human imagination or capability. They can also help foster collaboration by facilitating communication or knowledge sharing among team members or stakeholders.

 

Some challenges of using AI and IA for project management are:

 - Data quality and availability: AI and IA rely on data to function and learn. Therefore, the quality and availability of data are critical for their performance and accuracy. Project managers need to ensure that the data they use for AI and IA are relevant, reliable, complete and consistent.

 

- Ethical and legal issues: AI and IA raise ethical and legal issues that project managers need to consider and address. For example, project managers need to ensure that the use of AI and IA does not violate privacy, security, or human rights. They also need to ensure that the accountability and responsibility for the outcomes of AI and IA are clearly defined and communicated.

- Change management: AI and IA require a change in the mindset and culture of project managers and team members. Project managers need to embrace the opportunities and challenges that AI and IA bring, and adapt their skills and roles accordingly. They also need to manage the expectations and emotions of their team members and stakeholders, who may have fears or resistance to the use of AI and IA.

 

In conclusion, AI and IA are powerful technologies that can transform project management in the near future. They can help project managers automate tasks, analyze data, generate insights, optimize processes and improve outcomes. However, they also pose challenges that project managers need to overcome, such as data quality, ethical issues, and change management. Project managers need to understand the difference between AI and IA, and how they relate to project management. They also need to leverage the benefits of AI and IA, while mitigating the risks. By doing so, project managers can enhance their performance and value in the project economy.


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Posted by webadmin on Wednesday, December 27 @ 10:08:11 EST (341 reads)
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Project Management: PMI Launches Project Infinity - AI Assistant
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Posted by webadmin on Friday, December 22 @ 07:52:00 EST (288 reads)
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PMP: The 8 Project Performance Domains According to PMI
PMConnection Articles

8 Project Performance Domains According to PMI

According to the Project Management Institute (PMI) within the Project Management Body of Knowledge (PMBOK) 7th edition, there are “eight project performance domains that are critical for effectively delivering project outcomes.”

What is a Performance Domain?
A performance domain is a group of related activities that are critical for the effective delivery of project outcomes. Collectively, the performance domains represent a project management system of interactive, interrelated, and interdependent management capabilities that work in unison to achieve desired project outcomes. As the performance domains interact and react to each other, change occurs. 
Project teams continuously review, discuss, adapt, and respond to such changes with the whole system in mind—not just the specific performance domain in which the change occurred. Aligned with the concept of a system for value delivery in The Standard for Project Management, teams evaluate effective performance in each performance domain through outcomes-focused measures, rather than through adherence to processes or the production of artifacts, plans, etc. (PMBOK 7th Edition, 2021, Page xii)

What are the 8 Project Performance Domains?
1. Stakeholders
2. Team
3. Development Approach and Life Cycle
4. Planning
5. Project Work
6. Delivery
7. Measurement
8. Uncertainty


1. Stakeholders Performance Domain
The Stakeholder Performance Domain addresses activities and functions associated with stakeholders.
Effective execution of this performance domain results in the following desired outcomes:
  • A productive working relationship with stakeholders throughout the project.
  • Stakeholder agreement with project objectives.
  • Stakeholders who are project beneficiaries are supportive and satisfied while stakeholders who may oppose the project or its deliverables do not negatively impact project outcomes.

2. Team Performance Domain
The Team Performance Domain addresses activities and functions associated with the people who are responsible for producing project deliverables that realize business outcomes.
Effective execution of this performance domain results in the following desired outcomes:
  • Shared ownership.
  • A high-performing team.
  • Applicable leadership and other interpersonal

3. Development  Approach and Life Cycle Performance Domain
The Development Approach and Life Cycle Performance Domain addresses activities and functions associated with the development approach, cadence, and life cycle phases of the project.
Effective execution of this performance domain results in the following desired outcomes:
  • Development approaches that are consistent with project deliverables.
  • A project life cycle consisting of phases that connect the delivery of business and stakeholder value from the beginning to the end of the project.
  • A project life cycle consisting of phases that facilitate the delivery cadence and development approach required to produce the project deliverables.

4. Planning Performance Domain
The Planning Performance Domain addresses activities and functions associated with the initial, ongoing, and evolving organization and coordination necessary for delivering project deliverables and outcomes.
Effective execution of this performance domain results in the following desired outcomes:
  • The project progresses in an organized, coordinated, and deliberate manner.
  • There is a holistic approach to delivering the project outcomes.
  • Evolving information is elaborated to produce the deliverables and outcomes for which the project was undertaken.
  • Time spent planning is appropriate for the situation.
  • Planning information is sufficient to manage stakeholder expectations.
  • There is a process for the adaptation of plans throughout the project based on emerging and changing needs or conditions.

5. Project Work Performance Domain
The Project Work Performance Domain addresses activities and functions associated with establishing project processes, managing physical resources, and fostering a learning environment.
Effective execution of this performance domain results in the following desired outcomes:
  • Efficient and effective project performance.
  • Project processes are appropriate for the project and the environment.
  • Appropriate communication with stakeholders.
  • Efficient management of physical resources.
  • Effective management of procurements.
  • Improved team capability due to continuous learning and process improvement.

6. Delivery Performance Domain
The Delivery Performance Domain addresses activities and functions associated with delivering the cope and quality that the project was undertaken to achieve.
Effective execution of this performance domain results in the following desired outcomes:
  • Projects contribute to business objectives and advancement of strategy.
  • Projects realize the outcomes they were initiated to deliver.
  • Project benefits are realized in the time frame in which they were planned.
  • The project team has a clear understanding of requirements.
  • Stakeholders accept and are satisfied with project deliverables.

7. Measurement Performance Domain
The Measurement Performance Domain addresses activities and functions associated with assessing project performance and taking appropriate actions to maintain acceptable performance.
Effective execution of this performance domain results in the following desired outcomes:
  • A reliable understanding of the status of the project.
  • Actionable data to facilitate decision making.
  • Timely and appropriate actions to keep project performance on track.
  • Achieving targets and generating business value by making informed and timely decisions based on reliable forecasts and evaluations.

8. Uncertainty Performance Domain
The Uncertainty Performance Domain addresses activities and functions associated with risk and uncertainty.
Effective execution of this performance domain results in the following desired outcomes:
  • An awareness of the environment in which projects occur, including, but not limited to, the technical, social, political, market, and economic environments.
  • Proactively exploring and responding to uncertainty.
  • An awareness of the interdependence of multiple variables on the project.
  • The capacity to anticipate threats and opportunities and understand the consequences of issues.
  • Project delivery with little or no negative impact from unforeseen events or conditions.
  • Opportunities are realized to improve project performance and outcomes.
  • Cost and schedule reserves are utilized effectively to maintain alignment with project objectives.



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Posted by webadmin on Wednesday, October 19 @ 21:23:59 EDT (14840 reads)
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PMP: The 12 Project Management Principles Defined by PMI
PMConnection Articles

These twelve principles are defined by the Project Management Institute (PMI) within the “Standard for Project Management” which is included as part of the Project Management Body of Knowledge (PMBOK) 7th Edition

1. Be a Diligent, Respectful, and Caring Steward

2. Create a Collaborative Project Team Environment

3. Effectively Engage with Stakeholders

4. Focus on Value

5. Recognize, Evaluate, and Respond to System Interactions

6. Demonstrate Leadership Behaviors

7. Tailor Based on Context

8. Build Quality into Processes and Deliverables

9. Navigate Complexity

10. Optimize Risk Responses

11. Embrace Adaptability and Resiliency

12. Enable Change to Achieve the Envisioned Future State

 

1. Be a Diligent, Respectful, and Caring Steward

Stewards act responsibly to carry out activities with integrity, care, and trustworthiness while maintaining compliance with internal and external guidelines. They demonstrate a broad commitment to financial, social, and environmental impacts of the projects they support.

- Stewardship encompasses responsibilities within and external to the organization.
- Stewardship includes:
  • Integrity,
  • Care,
  • Trustworthiness, and
  • Compliance.
- A holistic view of stewardship considers financial, social, technical, and sustainable environmental awareness. 

 

2. Create a Collaborative Project Team Environment

Project teams are made up of individuals who wield diverse skills, knowledge, and experience. Project teams that work collaboratively can accomplish a shared objective more effectively and efficiently than individuals working on their own.

- Projects are delivered by project teams.
- Project teams work within organizational and professional cultures and guidelines, often establishing their own "local" culture.
- A collaborative project team environment facilitates:
  • Alignment with Other organizational cultures and guidelines,
  • Individual and team learning and development, and
  • Optimal contributions to deliver desired outcomes.

 

3. Effectively Engage with Stakeholders

Engage stakeholders proactively and to the degree needed to contribute to project success and customer satisfaction.

- Stakeholders influence projects, performance, and outcomes.
- Project teams serve other stakeholders by engaging with them.
- Stakeholder engagement proactively advances value delivery.

 

4. Focus on Value

Continually evaluate and adjust project alignment to business objectives and intended benefits and value.

- Value is the ultimate indicator of project success.
- Value can be realized throughout the project, at the end of the project, or after the project is complete.
- Value, and the benefits that contribute to value, can be defined in quantitative and/or qualitative terms.
- A focus on outcomes allows project teams to support the intended benefits that lead to value creation.
- Project teams evaluate progress and adapt to maximize the expected value.

 

5. Recognize, Evaluate, and Respond to System Interactions

Recognize, evaluate, and respond to the dynamic circumstances within and surrounding the project in a holistic way to positively affect project performance.

- A project is a system of interdependent and interacting domains of activity.
- Systems thinking entails taking a holistic view of how project parts interact with each Other and with external systems.
- Systems are constantly changing, requiring consistent attention to internal and external conditions.
- Being responsive to system interactions allows project teams to leverage positive outcomes.

 

6. Demonstrate Leadership Behaviors

Demonstrate and adapt leadership behaviors to support individual and team needs.

- Effective leadership promotes project success and contributes to positive project outcomes.
- Any project team member can demonstrate leadership behaviors.
- Leadership is different than authority.
- Effective leaders adapt their style to the situation.
- Effective leaders recognize differences in motivation among project team members.
- Leaders demonstrate desired behavior in areas of honesty, integrity, and ethical conduct.

 

7. Tailor Based on Context

Design the project development approach based on the context of the project, its objectives, stakeholders, governance, and the environment using "just enough" process to achieve the desired outcome while maximizing value, managing cost, and enhancing speed.

- Each project is unique.
- Project success is based on adapting to the unique context of the project to determine the most appropriate methods of producing the desired outcomes.
- Tailoring the approach is iterative, and therefore is a continuous process throughout the project.

 

8. Build Quality into Processes and Deliverable

Maintain a focus on quality that produces deliverables that meet project objectives and align to the needs, uses, and acceptance requirements set forth by relevant stakeholders.

- Project quality entails satisfying stakeholders' expectations and fulfilling project and product requirements.
- Quality focuses on meeting acceptance criteria for deliverables.
- Project quality entails ensuring project processes are appropriate and as effective as possible.

 

9. Navigate Complexity

Continually evaluate and navigate project complexity so that approaches and plans enable the project team to successfully navigate the project life cycle.

- Complexity is the result of human behavior, system interactions, uncertainty, and ambiguity.
- Complexity can emerge at any point during the project.
- Complexity can be introduced by events or conditions that affect value, scope, communications, stakeholders, risk, and technological innovation.
- Project teams can stay vigilant in identifying elements of complexity and use a variety of methods to reduce the amount or impact of complexity.

 

10. Optimize Risk Responses

Continually evaluate exposure to risk, both opportunities and threats, to maximize positive impacts and minimize negative impacts to the project and its outcomes.

- Individual and overall risks can impact projects.
- Risks can be positive (opportunities) or negative (threats).
- Risks are addressed continually throughout the project
- An organization's risk attitude, appetite, and threshold influence how risk is addressed.
- Risk responses should be:
  • Appropriate for the significance of the risk,
  • Cost effective,
  • Realistic within the project context,
  • Agreed to by relevant stakeholders, and
  • Owned by a responsible person. 

 

11. Embrace Adaptability and Resiliency

Build adaptability and resiliency into the organizations and project teams approaches to help the project accommodate change, recover from setbacks, and advance the work of the project.

- Adaptability is the ability to respond to changing conditions.
- Resiliency is the ability to absorb impacts and to recover quickly from a setback or failure.
- A focus on outcomes rather than outputs facilitates adaptability

 

12. Enable Change to Achieve the Envisioned Future State

Prepare those impacted for the adoption and sustainment of new and different behaviors and processes required for the transition from the current state to the intended future state created by the project outcomes.

- A structured approach to change helps individuals, groups, and the organization transition from the current state to a future desired state.
- Change can originate from internal influences or external sources.
- Enabling change can be challenging as not all stakeholders embrace change.
- Attempting too much change in a short time can lead to change fatigue and/or resistance.
- Stakeholder engagement and motivational approaches assist in change adoption.


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Posted by webadmin on Saturday, January 29 @ 20:24:32 EST (2933 reads)
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Citizen Development: All About Citizen Development
PMConnection Articles

This is a series of articles related to the Citizen Development framework and the various Citizen Developer roles.

Think of the Citizen Development project management approach similar to Scrum.  However, instead of developing new software, the team will focus on delivering value with off-the-shelf products.  These products fall into what is commonly known as No-Code / Low-Code applications.



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Posted by webadmin on Saturday, January 01 @ 13:46:52 EST (4258 reads)
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Citizen Development: No-Code / Low-Code
PMConnection Articles


This article is part of a series on "All About Citizen Development". 
See previous article:  Citizen Development Tools


What is No-Code / Low-Code?

​A visual software development environment that allows Citizen Developers to drag and drop application components, connect them together and create a mobile or web app.

What are the Most Popular Low-Code Applications?

Other Source:
  • Appian
  • Boomi
  • Creatio
  • Mendix
  • OutSystems
  • Quickbase
  • WaveMaker
  • Microsoft
  • Oracle
  • SalesForce
See first article: What is Citizen Development?


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Posted by webadmin on Saturday, January 01 @ 13:09:53 EST (742 reads)
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Citizen Development: Citizen Development Tools
PMConnection Articles




Citizen Development Tools:

"Do" - Citizen Developer Practitioner Templates
The following is the list of templates that will help you plan and manage a Citizen Development project.
  1. Project Concept
  2. Suitability Scorecard
  3. Risk Assessment
  4. Technical Assessment
  5. SDLC Path
  6. Vision Board
  7. RACI Matrix
  8. Change Request Log
  9. Environmental Check
  10. Entity Definition
  11. Process Architecture Model
  12. Flowchart Diagram
  13. Stakeholder Register
  14. Communications Plan
  15. NFR Assessment
  16. Requirements Tracker

"Manage and Lead" - Citizen Developer Business Architect
  1. Citizen Development Maturity Assessment
  2. CDBA Task Checklist
  3. Commitment Tracker
  4. RACI Template
  5. Roles and Responsibilities in the Maturity Model Stages
  6. Stakeholder Matrix

See next article: No-Code / Low-Code


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Posted by webadmin on Saturday, January 01 @ 12:55:45 EST (609 reads)
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Citizen Development: Where can I Find Training on Citizen Developer?
PMConnection Articles





  1. PMI Citizen Developer Foundation - Begin your journey in unlocking the full power of Citizen Development.  Citizen development is about quickly turning ideas into apps using low-code or no-code tools. Gartner predicts that the number of active citizen developers, or individuals who can build applications without coding knowledge, will be at least four times the number of professional developers by 2023.
  2. PMI Citizen Developer Practitioner - Take your Citizen Developer skills to the next level.  The Practitioner course is for the “doers.” It provides the tools and methodologies needed to efficiently create effective and scalable applications using low-code and no-code platforms, solving the problems that organizations face.
  3. PMI Citizen Developer Business Architect - Lead your organization's strategic planning for Citizen Development adoption.  The Citizen Developer Business Architect (CDBA) course provides you with the tools and methodologies needed to manage citizen developer teams, the governance processes, oversee the collaboration between stakeholders in IT and the business, and embed the organizational structures that underpin citizen development, guiding the organization through to citizen development maturity.
  4. Citizen Developer Coach - Real-time, via the web, advice and guidance

See next articleCitizen Development Tools


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Posted by webadmin on Saturday, January 01 @ 12:37:14 EST (536 reads)
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