The ADKAR model is a popular change management framework that helps individuals and organizations understand the stages of change, and how to manage change effectively. The ADKAR model was developed by Jeff Hiatt, the founder of Prosci, a leading change management firm.

ADKAR is an acronym that stands for:

1. Awareness: This stage involves creating awareness about the need for change among the people who will be affected by it. This includes understanding the reasons for the change, the benefits of the change, and the potential impact of the change.

2. Desire: In this stage, individuals need to have a desire to support the change. This involves understanding why the change is necessary and how it will benefit them and the organization.

3. Knowledge: Once individuals have a desire to support the change, they need to acquire the knowledge necessary to make the change successfully. This includes training, education, and communication about the change.

4. Ability: In this stage, individuals must have the skills and ability to make the change happen. This may involve providing additional resources, tools, or support to help people adapt to the change.

5. Reinforcement: Finally, in this stage, individuals need to be reinforced and rewarded for making the change. This includes recognizing and celebrating successes, and providing ongoing support and encouragement to ensure that the change becomes a part of the organizational culture.

The ADKAR model is a useful framework for managing change because it focuses on the individual level, and helps to ensure that people have the necessary knowledge, skills, and motivation to make the change happen. By following the ADKAR model, organizations can increase their chances of success and achieve their desired outcomes.

PMI (the Project Management Institute) has recently introduced new content into it's curriculum....the Process Owner and Process Manager.  The distinction between these two roles seems to originate from ServiceNow's influence.

In small organizations the same person wears both hats, but in larger organizations these two roles may be split between two people.  Basically the Process Owner is a senior person responsible for "working on" the process, to improve it, while the Process Manager "works in" the process to execute it with efficiency.  A description of each role follows:

Job Description for Process Owner:

Process Owner's are responsible for the end-to-end oversight of a particular business process within an organization. Their main responsibilities include designing, implementing, monitoring, and continuously improving the process to ensure it meets the organization's goals and objectives. Process owners also ensure that the process is compliant with regulatory requirements and industry standards. They work closely with cross-functional teams to identify areas for improvement and implement changes that increase efficiency, reduce costs, and enhance quality. Other key responsibilities of a process owner include:

• Developing and maintaining process documentation, including standard operating procedures (SOPs), process flowcharts, and process metrics.
• Monitoring process performance using key performance indicators (KPIs) and other metrics, and identifying areas for improvement. (Note, both roles include this bullet point as it is an ongoing common point of review and discussion.)
• Leading process improvement initiatives, including process re-engineering and process automation.
• Collaborating with other process owners to ensure that processes are integrated and aligned across the organization.
• Communicating process changes to stakeholders, including senior management, process users, and customers.
• Providing training and support to process users to ensure that they understand and follow the process.

Job Description for Process Manager:

Process managers are responsible for the day-to-day management of a particular business process within an organization. They ensure that the process is executed efficiently and effectively, and that process users comply with the process requirements. Process managers work closely with process owners and cross-functional teams to identify areas for improvement and implement changes that increase efficiency, reduce costs, and enhance quality. Other key responsibilities of a process manager include:

• Ensuring that the process is executed in compliance with regulatory requirements and industry standards.
• Monitoring process performance using KPIs and other metrics, and identifying areas for improvement. (Note, both roles include this bullet point as it is an ongoing common point of review and discussion.)
• Providing training and support to process users to ensure that they understand and follow the process.
• Identifying and addressing process issues and bottlenecks that impact process performance.
• Collaborating with other process managers and process owners to ensure that processes are integrated and aligned across the organization.
• Communicating process changes to stakeholders, including senior management, process users, and customers.
• Developing and maintaining process documentation, including SOPs, process flowcharts, and process metrics.

Overall, while both roles are involved in managing and improving business processes, the process owner has a more strategic and high-level focus, while the process manager has a more operational and hands-on focus. The process owner is responsible for setting the direction of the process, while the process manager is responsible for executing the process according to the owner's direction. The process owner is more involved in initiating and leading process improvement initiatives, while the process manager is more involved in implementing and monitoring process changes on a day-to-day basis.

Managing project risks and issues is an important aspect of project management. Here are some best practices to help you manage project risks and issues effectively:

1. Identify and assess risks: Identify potential risks that could impact the project and assess their likelihood and potential impact. This can help you prioritize and focus on the risks that are most important. List these risks in a document called a Risk Register, so that you can keep track of them.  Updated it regularly.

2. Develop a risk management plan: Develop a plan for managing identified risks, including how they will be monitored, mitigated, and communicated to the project team and stakeholders.

3. Proactively manage risks: Proactively manage risks by taking steps to mitigate them before they become bigger problems. This could involve developing contingency plans, adjusting project schedules, or reallocating resources.

4. Monitor and control risks: Regularly monitor and control risks throughout the project by tracking their status and taking corrective action as needed. This can help you minimize the impact of risks on the project.

5. Establish a process for managing issues: Establish a process for managing issues that arise during the project, including how they will be reported, evaluated, and resolved. This can help you quickly identify and address issues before they become larger problems.

6. Document and track issues as they occur: Document all issues that arise during the project, including the impact on the project, the action taken to address the issue, and the resolution status. This can help ensure that issues are properly tracked and managed.

7. Communicate effectively: Communicate risks and issues to the project team and stakeholders in a timely and transparent manner. This can help ensure that everyone is aware of the risks and issues and can work together to address them.

By following these best practices, you can help ensure that project risks and issues are managed effectively and that the project is delivered successfully.

Managing project scope and change is a critical aspect of project management. Here are some best practices to help you manage project scope and change effectively:

1. Define the project scope: Clearly define the project scope, including what is included and what is excluded. This will help you and your team understand what needs to be delivered and what is out of scope.

2. Develop a change management plan: Develop a plan for managing changes to the project scope. This plan should outline how changes will be requested, evaluated, and approved, as well as how they will be communicated to the team and other stakeholders.

3. Establish a change control board: Establish a change control board or similar group of stakeholders who will review and approve or reject change requests. This helps ensure that changes are evaluated objectively and with the project's overall goals in mind.

4. Document changes: Document all changes to the project scope, including the reason for the change, the impact on the project, and the approval status. This helps keep everyone informed and ensures that changes are properly tracked.

5. Monitor and control the project scope: Regularly review the project's progress against the project scope and make adjustments as needed. This can help ensure that the project stays on track and within the defined scope.

6. Manage stakeholder expectations: Manage stakeholder expectations throughout the project by communicating clearly and regularly about the project's goals, scope, and any changes that may occur. This can help minimize surprises and ensure that stakeholders remain engaged and supportive throughout the project.

7. Identify and manage risks: Identify and manage risks that could impact the project scope or lead to changes. This can help you proactively address potential issues before they become bigger problems.

By following these best practices, you can help ensure that project scope and changes are managed effectively and that the project is delivered successfully.

There are several project management methodologies and practices to choose from, and the best approach depends on the specific needs and goals of the project. Here are some of the most popular project management methodologies and practices:

1. Agile: Agile is a flexible, iterative approach to project management that emphasizes collaboration, adaptability, and delivering value to the customer. Agile methodologies include Scrum, Kanban, and Lean.
   
   
2. Waterfall: Waterfall is a linear, sequential approach to project management that involves completing each phase of the project before moving on to the next. It's a more traditional approach and is useful for projects where the requirements are well-defined and unlikely to change.
   
   
3. Stable: The Stable Framework™ is an Operational Excellence model for project management and operations that can be combined with Agile, or can be performed stand-alone.
   
   
4. RINCE2: PRINCE2 is a project management methodology that provides a structured approach to managing projects, including defined roles and responsibilities, a focus on the business case, and a step-by-step approach to project delivery.
   
   
5. PMI's PMBOK: The Project Management Body of Knowledge (PMBOK) is a framework developed by the Project Management Institute (PMI) that provides guidelines for managing projects across a range of industries and project types.
   
   
6. OPPM: The One Page Project Manager is a spreadsheet-based approach to Project Management.
   
   
7. VI Sigma: Six Sigma is a data-driven methodology that focuses on improving processes and reducing defects in products and services. It's often used in manufacturing and other industries where quality control is critical.
   
   

In addition to these methodologies, there are several project management practices that can help ensure project success, including:

• Defining clear project objectives and deliverables
• Establishing effective communication channels and regular project status updates
• Assigning roles and responsibilities to team members
• Developing a comprehensive project plan and schedule
• Identifying and managing risks throughout the project
• Monitoring and controlling the project's progress against the plan

Ultimately, the best project management methodology and practices will depend on the specific needs and goals of your project. It's important to assess the unique requirements of the project and choose the approach that's best suited to meet those needs.

In August of 2021, PMI released the PMBOK 7th Ediiton.  I have a previous post describing what's new. Surprisingly, is a book filled with professional soft-skills, and not really a process-guide for executing projects.  Wihile PMBOK 1-6 Editions contain step-by-step process guidance for project execution, PMBOK 7 is all about the soft skills.

I tell my PMP and CAPM students they will need both, and an easy way to think about it is to use PMBOK 6 for learning how to manage projects, and PMBOK 7 for learning how to be an excellent project manager.  One analogy I used in a recent public presentation is that PMBOK 6 is the bones, and PMBOK 7 is the meat.

Mike Berry  Red Rock Research

In August of this year (2021), the Project Management Institute will release PMBOK 7!  This edition will be different than past editions of the PMBOK as PMI is emphasizing a descriptive program versus a prescriptive program.

The new Project Management Body of Knowledge will contain 12 Project Management Principles, which help guide decisions, 8 Project Performance Domains, and 7 Model Sets.  They are as follows:

12 Project Management Principles:

• Stewardship
• Team
• Stakeholders
• Value
• Systems Thinking
• Leadership
• Tailoring
• Quality
• Complexity
• Risk
• Adaptability and Resilience
• Change

8 Project Performance Domains:

• Stakeholders
• Team
• Development Approach and Life cycle
• Planning
• Project Work
• Delivery
• Measurement
• Uncertainty

7 Model Sets

• Situational Leadership
• Communications Models
• Motivation Models
• Change Models
• Complexity Models
• Project Team Development Models
• Other Models

September 6, 2017,  PMI will release Version 6 of the Project Management Body of Knowledge (PMBOK) Guide.  The updates in the new guide reflect slight adjustments to the framework expanding it to encompass managing equipment as well as human resources, and changing terminology from “control” to “monitor” in many areas.  In addition, PMI will publish the new Agile Practice Guide which will become PMI’s definitive resource for all things Agile.   

The PMP and CAPM tests will not change until January, 2018.

Knowledge Area Changes:

• Project Time Management > Project Schedule Management

• Project Human Resource Management > Project Resource Management

Process Name Changes:

• Plan Stakeholder Management > Plan Stakeholder Engagement (Planning)

• Plan Human Resource Management > Plan Resource Management (Planning)

• Perform Quality Assurance > Manage Quality (Executing)

• Control Communications > Monitor Communications (M&C)

• Control Risks > Monitor Risks (M&C)

• Control Stakeholder Engagement > Monitor Stakeholder Engagement (M&C)

New Processes:

• Manage Project Knowledge (Added to Executing)

• Implement Risk Responses (Added to Executing)

• Control Resources (Added to M&C)

Deleted processes:

• Close Procurement’s