The question we get ask the most is: In what way is CAMPR compliant with pm-standards? To answer this, I will start with a quick overview of existing project management standards such as classic (predictive) and agile PM. If you are already familiar with the different standards, you can skip this part and go right to How CAMPR translates these standards into the software.
One of the most influential institutions in project management in the last century is the Project Management Institute (PMI). Founded in 1969, it published their first edition of the PMBOK in 1983, the base of PMP certification. The classic PM approach usually makes sense in projects that have a good planability, meaning they have a lower degree of uncertainties and without a lot of question marks throughout the project. In general there is a clear understanding about what to deliver within the entire project team. The degree of risks is rather small. All project participants should already be involved in the planning stage.
TIn classic project management, a project consists of 5 process groups: initiating, planning, execution, monitoring & controlling and closing. Within these five process groups you are managing 10 knowledge areas:
The integration management starts with the project contract. Within the project contract, deliverables and project scope are defined and a common understanding with all stakeholders is obtained. Further the contract needs to be approved by the project sponsor. The next step is to create a project management plan acting as the standard and framework for the successful project planning and execution. Additionally it’s usually the task of the project manager to direct, monitor, control and report the implementation of the project plan.
Scope management: First the task of scope management is to collect all requirements to outline the scope of the project properly, meaning to make a clear statement does the project include and what now! In order to be able to plan the project more accurately, the scope is transformed into manageable work packages. The resulting structure is called Work-Breakdown-Structure or short WBS.
Schedule management: Based on the project scope, in schedule management single activities are defined, arranged in sequences and durations are estimated. You plan phases as well as work packages and tasks in detail, put in relation to one another and display them in, e.g., a Gantt chart. This allows the project manager to identify the critical path.
Cost management: Activities on providing the cost estimates for all activities, building the cost baseline for the project and perform cost analysis. The budgets and actual cost are tracked throughout the project within project cost controlling.
Resource management: deals with all resources required to execute the project, this includes internal staff, external workforce, as well as physical goods provided by suppliers.
Within communication management you are planning and coordinate the communication channels used for both technical and organizational purposes. It also determines the documentation and reporting system in a project.
Risk management is implemented to identify, track and respond to risks that either can be positive (chances) or negative (threats) regarding your project success. Developing and following a clear risk strategy and considering an appropriate contingency reserve for your project budget is the essential.
The remaining knowledge areas are quality, procurement and stakeholder management.
Agile project management is based on flexibility and quick adaptation to new circumstances. Rather than following a waterfall plan, it is considered to be more important to work in sprints and constantly adapt to changes.
The agile manifesto of 2001 is the base of agile project management. It quotes:
- Individuals and interactions over processes and tools
- Working software over comprehensive documentation
- Customer collaboration over contract negotiation
- Responding to change over following a plan
Agile project management should be the prefered way in cases with high risks and uncertain deliverables, for example in diversification or innovation projects. Since you will only have limited experience in the new field or technology, the path will be stony and, therefore, short periods and constant reviews (including the customer) are necessary for a successful project.
In agile project management Scrum is considered the one of the lead standards. It is based on three pillars:
- Transparency: every stakeholder within the project has the same information on the day-to-day dealings. There are no hidden agendas and everyone collaborates.
- Inspection: The scrum team does the inspections, not and individual. Inspections can be done not only on the product, but also on processes, practices and continuous improvement. Inspections lead to feedback making the requirements for the end product more clear.
- Adaptation: results from constant inspections. The feedback is used for a continuous improvement. The central question is: Are we better off than yesterday?
More on Scrum will follow at a later stage. (Den Satz baue ich natürlich noch aus. Ich will hier ungern jetzt den kompletten Scrum-Ablauf auflisten. Das kommt zusammen mit dem CAMPR board. Ich denke, ich werde eventuell noch die verschiedenen Rollen erklären, damit die drei Säulen verständlicher sind.)
How CAMPR translates these standards into the software
CAMPR is build transparent and modular which allows you to match the software and your project’s needs. Depending on complexity, budget, duration and number of participants, our project wizard recommends the suitable modules. The modules were conceptualized according to the requirements for the knowledge areas described earlier. So far, CAMPR offers 16 modules. These modules cover the essential knowledge areas for project managers and simply working after PMI-standards.
You will be able to create a project contract manifesting the scope and deliverables. With our WBS, you will be able to will be able to create detailed project plans. You will be able to schedule phases, milestones and work packages and find the critical path with help of the Gantt chart. You can plan and track your budgets in the internal & external cost modules. The organization module can be used for human resource management as well as communication management. Communication is one of the most crucial factors for a projects success especially in decentralized projects. CAMPR itself serves as a communication platform already. In addition to that you will be able to organize your communication channels with the meeting module and provide a transparent report of the current status of your project with only one click.
The chart below shows all of our 16 modules as well as the 10 knowledge areas. The only knowledge areas CAMPR is not serving are quality and procurement management. (Das Chart mache ich noch kleiner und übersichtlicher, das ist noch der erste Entwurf!)
You can of course start your own project and invite your coworkers or friends to join you, but you can also check out one of our preset projects that represent three different project sizes: the company anniversary, a small scale project only lasting about two weeks, the machine relocation, the medium sized project involving more project members and a wider variety of functions as well as the “welcome to CAMPR”-project, illustrating the use of a PMI structure in your project.
Give us a feedback on anything you dislike or that does not work the way it is supposed to be. Simply share it in our feedback section. We are also open to your suggestions on new features or even new modules that would fit into your project management realm!
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