You would agree that a large project management team definitely requires managerial capabilities. The model again fails to address soft skills which again is a necessity for any management function. There are other project management bodies like the PMI, each with their own body of knowledge. Currently there is no shared version of bodies of knowledge among them and there could exist conflicts among these models. "The intent in making these points is not to argue that one BoK is "better" than another - hopefully the different models will slowly converge - but that as it stands the PMI model is unnecessarily, and even dangerously, delimiting the scope of the discipline." (Morris, P.12). These are three major shortcomings attributed to the PMBOK model. As you may be aware, the model was introduced in 1987 and due to its inadequacy, again modified in 1988 under the guidance of Professor Alan Stretton. Even this model has not been found to be satisfactory be the Project Management Institute. Newer and more efficient models have been developed in the last decade and two of them are discussed here.
This model was developed by Kevin Forsberg, Hal Mooz, and Howard Cotterman in the late 1990's. This model was developed in consultation with hundreds of project managers and consultants. The advantage of this project is that concepts of management are also integrated into the model, something which was lacking in the PMBOK model. A graphical representation of the model is given here.
(Project management models in the new century).
It can be seen that almost all aspects that go into a project is represented here. It also shows that executive support is essential by showing this aspect as the platform on which the whole project is resting. The model is shown as a wheel with and axle. Four essential elements are incorporated into the model. "These four elements are: a common vocabulary, teamwork, the sequential project life cycle, and management elements." (Project management models in the new century).
The wheel has the following elements namely, Project Requirements, Organizing Options, Project Team, Project Planning, Opportunity and Risk, Project Control, Project Visibility, Project Status, and Corrective Action. Leadership is given an important role and is shown as the rim of the wheel. In other words, it is the leadership rim that holds the project together. The concept here is that, as the wheel rotates, it moves forward on the axle. The axle contains the following elements namely, User, Concept, System, Plan, Sourcing, Implementation, Deployment, Operations, and Deactivation. This is the actual process by which a project will move forward. So as the project wheel turns (begins) it moves along the process until it is completed (deactivation). Three more essential elements are shown in the axle namely Technical, Business, and Budget aspects of the project. Another important feature of this model is that the axle and the wheel rest on two pillars teamwork and common vocabulary. As mentioned earlier the whole structure rests on the platform of executive support. Almost all respects of a project is shown here in simple and lucid manner. Most importantly this model