How Half Double can coexist and interact with PMI
Introduction
Purpose
The general purpose of the co-existence descriptions is to provide information to the project society as to how the Half Double Methodology (HDM) can be used in combination with existing Project Management and Agile standards, models, methodologies and frameworks currently being used by many project-oriented organisations.
Target group
This specific co-existence description is targeted to the group of people and organisations currently applying the PMI PMBOK guide and who are now considering or determined to also adopt, implement and apply the Half Double Methodology (HDM). This document will inform how the PMI PMBOK Guide 7th Edition (PMBOK) can benefit from being used in combination with HDM and vice versa.
Technical knowledge of projects and project management, agile initiatives, and agile project management, the HDM 1.0 and PMI PMBOK GUIDE is a prerequisite for being able to understand this document.
A PM methodology versus a body of knowledge
In this document, we are looking at two conceptually different entities: a project management methodology and a project management body of knowledge (see definition in Annex 4). To put it simple a methodology will pick and choose between different methods and practices to fulfill its purpose while a body of knowledge is a complete set of concepts, terms, and activities with the ambition to describe exhaustively what the professional domain consists of.
Grafical illustration of the interactive “hot spots” between PMI pmbok guide 7th edition and HDM (1.0)
The illustration provides an overview of how the two methodologies overlap and interacts with each other. The conclusion is evident: 1) There is a direct relationship in principles and performance domains in the two methodologies and 2) PMBOK covers a comprehensive body of knowledge whereas HDM focuses on selected performance domains. The illustration reflects the most aligned areas between the two methodologies – more specifically shown in the overlap between core elements (HDMs’ impact, flow, leadership and local translation) and performance areas (PMBOK). The illustration is based on the information in the cross-reference guide list in Annex 3.
How the PMI pmbok guide 7th edition will benefit from being used in combination with Half Double and vice versa
Introduction
In 2021 PMI introduced a fundamental turnaround in their project management philosophy. They changed the PMBOK Guide from a process-based standard (1987 - 2017) to a principle-based standard (2021). This was a major turning point as focus was shifted from a prescriptive process-based method to a principle-based methodology with more focus on effective project management and intended outcomes rather than adherence to processes. This shift facilitates a more evident overlap between the PMBOK Guide and the HDM – whereas the previous process-based standard was predictive, plan-driven and to some extend in opposition to HDM in its approach.
Hence it is important to be precise on which PMBOK Guide edition is used to compare with HDM. In this co-existence description, we focus on the principle based PMBOK Guide 7th edition.
As the PMBOK Guide strives to be comprehensive and exhaustive in its nature (hence the abbreviation of Project Management Body of Knowledge) the HDM can certainly benefit from the multiple add-ons in principles (12 principles instead of 3 in HDM), performance domains and multiple models, methods, and artifacts. In some project HDM will need to supplement with PMBOK methods in order to create more impact in half the time – e.g., perform a “Make-or-buy analysis” if appropriate.
However, the opposite is as also the case. The PMBOK Guide can certainly benefit from the simplification embedded in the HDM. A straightforward and to-the-point approach to effective project management – creating more impact, faster – guiding practitioners to begin with the most effective core elements (impact, flow and leadership) in their projects.
The overlap between the two methodologies is although striking and especially within local translation / tailoring the “one-size-does-NOT-fit-all” approach creates a common foundation to build upon. There is a direct relationship in principles and performance domains in the two methodologies. The following sections will highlight a few of these associations between the two methodologies but also where the PMBOK Guide can benefit from using the HDM.
Impact case to drive the focus on value
In the HDM the impact case helps the project owner, the project leader and selected key stakeholders to understand and align on the intended value creation of the project. Furthermore, the impact case adds the perspective of who needs to change behavior to realize the intended business impact. This method combines quite a few of the PMBOK Guide principles into one: Effectively engage with stakeholder, Focus on value, Tailor based on context and Enable change to achieve the envisioned future state. The impact case method and tool (called artifact in PMBOK Guide) can be a value adding and to-the-point element to add to the performance domains of “Planning” and “Measurement” to drive focus on value in the project.
To put is short the PMBOK Guide still have a strong focused on producing the project deliverables in performance domains such as Delivery, Planning and Project Work. The HDM has strong focus on creating the impact, breaking down the impact and understanding the impact journey throughout the project life. This is evident in the strong and direct link between impact principle and impact methods (e.g. Impact solution design) in HDM which can inspire the PMBOK Guide practitioner in where to focus their efforts and use the encouraged tailoring.
High allocation can increase intensity and project flow
The performance domain of Team, Project work, and Development approach inspires on how to execute the project. There is a lot of inspiration to pick from in the PMBOK Guide favouring a tailored fit to many kinds of projects. The HDM can help the PMBOK Guide practitioner in two obvious ways; First of all the flow principle of creating “High intensity and frequent interaction to ensure continuous project progression” is translated into a rule of thumb allocating the core team min. 50% to the project. By adding this perspective, the project effectiveness in the three performance domains above can be enhanced. Secondly a strong Rhythm in key events can help to benefit stakeholder interaction on a frequent basis which is strongly emphasised – but not handled – in the stakeholder performance domain in the PMBOK Guide. Again, the strong link between principle and methods in the HDM can help the PMBOK Guide practitioner in where to put their efforts.
Leadership - the sponsor plays a vital role
In the HDM Leadership is key to increase project success. In the PMBOK Guide Leadership also is highlighted as an important principle (Demonstrate leadership behaviours). However, the Sponsor is not addressed in the methodology as such but instead the role is described in the Appendix X2 as an add-on. In the HDM the importance of the sponsor is underlined as one of nine methods (The active project owner). In the PMBOK Guide the project manager is perceived as being the sole responsible person for the project. In the HDM the project owner / sponsor and the project manager are all together in this endeavour with a shared accountability and responsibility. Highlighting this critical role and the dynamic leadership relationship between the sponsor and the project manager as the most important roles in a project could benefit the PMBOK Guide approach.
Using the 3 leadership methods in HDM can guide sponsor and project manager to be reflective and adaptive in their mindset – helping them to set a live the PMBOK Guide principles of Systems Thinking, Tailoring, Complexity, and Adaption and resilience.
Summarising
The new principle based PMBOK Guide 7th edition and the HDM are complementary and overlapping in its thinking and approach to project management. The previous process-based and prescriptive approach of the PMBOK Guide 6th edition has been left behind. Now, they both focus on effective project management and intended outcomes rather than adherence to processes.
The HDM can certainly benefit from the comprehensive and exhaustive approach of the PMBOK Guide. Especially the extensive online toolbox for models, methods, and artefacts is a source of inspiration for local translation of Half Double projects. However, the opposite is as also the case as the PMBOK Guide can benefit from the simplification, the focus and the strong link between principles, methods and tools embedded in the HDM. Especially the leadership dynamic and shared responsibility between the sponsor and the project manager can increase the effectiveness of the project and the project outcome.
In the cross-reference overview/table below, you can investigate for more PMBOK Guide elements supporting the HDM.
Download the full document "Coexistence between Half Double and PMI" underneath.
Illustration of the interactive "hot spots" between PMI pmbok guide 7th edition and HDM (1.0)
