Your question intrigued me...... Unfortunately, a key word search on both
exact phrases yielded nothing....... So let me see what I can infer....
Capture Requirements-
Did you mean COLLECT requirements? (See PMBOK Guide v. 4, Figure 5-3)
Assuming this is what you meant, it means that the OBLIGATION of "someone"
that before a project starts, it becomes important that this "someone"
figures out what we want the project to do or accomplish. Speaking very
candidly, I do not consider this to be an appropriate role for the project
manager at all. IMPO, this is or should be the responsibility of the asset
(portfolio) or operations (program) managers- In PMI speak, it is or should
be the SPONSOR of the project. (How can I as the project manager, possibly
know what was REALLY in the minds of the originators of the project) I
think the project manager is or should be responsible to VERIFY or CONFIRM
what they have been told by the stakeholders, but that happens under SCOPE
VERIFICATION, (See PMBOK Guide v. 4, Figure 5-11 & 5-12) which I think is
very clearly and appropriately the responsibility of the Project Manager.
Plan Experience
While that exact phrase doesn't come up, if we search on "Experience" alone,
we come up with 30+ places in the PMBOK where it does appear. To me, that
makes it clear that experience is one of the more important aspects or
attributes of a "successful" project manager. The tension or oxymoron I see
in this is when PMI certifies people as "Professional" Managers of Projects,
(PMP) their experience is never actually validated. Yes, 10% of the
applicants for the PMP are audited, but that audit does not ask or validate
if the projects were actually successful. The audits only validate the
claims that they worked on projects.
To put the absurdity of this in perspective, would you get on the next
commercial jet knowing the pilot had never successfully taken off or landed
a plane? Or would you go in for open heart surgery knowing your
cardiologist had never successfully operated on a person or that any of your
cardiologists patients survived the surgery?
And the answer, I hope would be, of course not...... Yet isn't that EXACTLY
what PMI has done with the PMP?
I hope this answers your questions and will encourage those who honestly and
truly believe themselves to be professional practitioners not to blindly
accept what PMI puts forward as being a "best" practice, for it is not. If
you look at page 4, what PMI advocates for are those practices used "on most
projects, most of the time". To me, that says "average" and I can assure
you that when I get on the next plane or opt for open heart surgery or even
hire the next manager for our projects, I am NOT looking for the "average"
practitioner, but the best I can afford.
Make sense?
BR,
Dr. PDG, Jakarta
Dr. Paul D. Giammalvo, CDT, CCE, MScPM,
Senior Technical Advisor, PT Mitratata Citragraha,
Jakarta/Singapore/Anchorage/Amsterdam/Johannesburg www.getpmcertified.com
Adjunct Professor, Project/Program Management, Lille Graduate School of
Management, Paris, FRANCE www.esc-lille.com
Curriculum Development Consultant/Adjunct Professor, Asset and Project
Management, University of Western Australia, Perth,
www.blendedlearning.ecm.uwa.edu.au
Board of Directors, Global Alliance for Project Performance Standards
(GAPPS) Sydney, AUSTRALIA www.globalpmstandards.org
-----Original Message-----
From: PMHUB@googlegroups.com [mailto:PMHUB@googlegroups.com] On Behalf Of dr
chan
Sent: Saturday, September 05, 2009 8:54 PM
To: PMHUB - The largest PM group in Googlegroups!
Subject: PMHUB-G Capture Requirements and Plan
Guys can you please give me an example of capture requirements and plan
experience ?
I am sure you have down lots of projects and you`ll share some of your
examples and techniques?
Thanks in advance
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