The Periodic Table of Project Management - Revision history

Brynja Ben.: /* Abstract */

2019-03-02T18:00:20Z

Abstract

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	This article will discuss the field of project management and different ways used to divide the field into smaller parts in order to obtain good oversight in projects. The possibility to make a periodic table for project management to acquire oversight in projects will be explored and two different versions of tables for project management will be presented. The periodic table of project management competence elements developed by the international project management association (IPMA) and the periodic table of project elements developed by Dr. Mike Clayton.		This article will discuss the field of project management and different ways used to divide the field into smaller parts in order to obtain good oversight in projects. The possibility to make a periodic table for project management to acquire oversight in projects will be explored and two different versions of tables for project management will be presented. The periodic table of project management competence elements developed by the international project management association (IPMA) and the periodic table of project elements developed by Dr. Mike Clayton.
	The most famous periodic table is the periodic table of chemical elements that has been used and developed for 150 years. The biggest reason for its success is that it is useful for both scientists and modern students as it helps to predict the types of chemical reactions for its elements. Only by looking at the table many characteristics of elements can be determined which is one of the key factors for its wide usage all over the world. With this much success of one periodic table, it raises the question if this could be done for other fields to simplify the content and display it in a table where a glance would tell several characteristics of the content (elements).		The most famous periodic table is the periodic table of chemical elements that has been used and developed for 150 years. The biggest reason for its success is that it is useful for both scientists and modern students as it helps to predict the types of chemical reactions for its elements. Only by looking at the table many characteristics of elements can be determined which is one of the key factors for its wide usage all over the world. With this much success of one periodic table, it raises the question if this could be done for other fields to simplify the content and display it in a table where a glance would tell several characteristics of the content (elements).
	The article will first discuss project management and two different methods (standards) that are used to divide the field of project management up in order to get an overview of a project. Next, the periodic table of chemical elements and the reasons for its wide distribution and usage across the globe will be explored and finally, are two periodic tables of project management examined. <ref name="periodic">https://www.thoughtco.com/why-is-the-periodic-table-important-608829 A.M. ~~Helmensteine~~. ''Why Is the Periodic Table Important?'' Retrieved 09-02-2019.</ref>		The article will first discuss project management and two different methods (standards) that are used to divide the field of project management up in order to get an overview of a project. Next, the periodic table of chemical elements and the reasons for its wide distribution and usage across the globe will be explored and finally, are two periodic tables of project management examined. <ref name="periodic">https://www.thoughtco.com/why-is-the-periodic-table-important-608829 A.M. Helmenstine. ''Why Is the Periodic Table Important?'' Retrieved 09-02-2019.</ref>

	==Project Management==		==Project Management==

Brynja Ben.: /* Refrences */

2019-03-02T15:12:39Z

Refrences

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	'''AXELOS A. Managing Successful Projects with PRINCE2:''' The book presents the themes that the PRINCE2 standard uses. It gives guidance for project manager/management teams to succeed with a deeper insight into important stages in project management. The themes are given a more detailed description in Chapters 6-11 where each chapter contains one theme. In the chapters are the PRINCE2 requirements stated, key roles described and applicable guidance given for the relevant theme to become effective. Further reading in the book gives a better understanding of the themes and their roles. An interpretation of the processes used in various stages of projects is also given in further chapters.<br/>		'''AXELOS A. Managing Successful Projects with PRINCE2:''' The book presents the themes that the PRINCE2 standard uses. It gives guidance for project manager/management teams to succeed with a deeper insight into important stages in project management. The themes are given a more detailed description in Chapters 6-11 where each chapter contains one theme. In the chapters are the PRINCE2 requirements stated, key roles described and applicable guidance given for the relevant theme to become effective. Further reading in the book gives a better understanding of the themes and their roles. An interpretation of the processes used in various stages of projects is also given in further chapters.<br/>

	==~~Refrences~~==		==References==
	<references />		<references />

Brynja Ben. at 15:06, 2 March 2019

2019-03-02T15:06:42Z

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	''Developed by Brynja Benediktsdóttir~~'' - ''Under construction~~''		''Developed by Brynja Benediktsdóttir''

	==Abstract==		==Abstract==

Brynja Ben.: /* Annotated Bibliography */

2019-03-02T15:04:20Z

Annotated Bibliography

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	'''Project Management Institute. (2017). A Guide to The Project Management Body of Knowledge:''' The book presents the knowledge areas used in the PMI standard. Guidelines on how to use and apply concepts in project management are given and a more detailed description of the knowledge areas can be found in Chapters 4-13. Each chapter contains one knowledge area where an overview of the subject is given along with a thorough description and outlining of relevant processes. Further reading in these chapters give a deeper understanding of the management knowledge areas.<br/>		'''Project Management Institute. (2017). A Guide to The Project Management Body of Knowledge:''' The book presents the knowledge areas used in the PMI standard. Guidelines on how to use and apply concepts in project management are given and a more detailed description of the knowledge areas can be found in Chapters 4-13. Each chapter contains one knowledge area where an overview of the subject is given along with a thorough description and an outlining of relevant processes. Further reading in these chapters give a deeper understanding of the management knowledge areas.<br/>

Brynja Ben.: /* Annotated Bibliography */

2019-03-02T15:03:55Z

Annotated Bibliography

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	'''Project Management Institute. (2017). A Guide to The Project Management Body of Knowledge:''' The book presents the knowledge areas used in the PMI standard. Guidelines on how to use and apply concepts in project management are given and a more detailed description of the knowledge areas can be found in Chapters 4-13. Each chapter contains one knowledge area where an overview of the subject is given along with a thorough description and relevant processes ~~are outlined~~. Further reading in these chapters give a deeper understanding of the management knowledge areas.<br/>		'''Project Management Institute. (2017). A Guide to The Project Management Body of Knowledge:''' The book presents the knowledge areas used in the PMI standard. Guidelines on how to use and apply concepts in project management are given and a more detailed description of the knowledge areas can be found in Chapters 4-13. Each chapter contains one knowledge area where an overview of the subject is given along with a thorough description and outlining of relevant processes. Further reading in these chapters give a deeper understanding of the management knowledge areas.<br/>

Brynja Ben.: /* The Periodic Table of Project Elements */

2019-03-02T15:00:11Z

The Periodic Table of Project Elements

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	The table was made by Dr. Mike Clayton in order to celebrate the publishment of his book. When the table is compared to the periodic table of project management competence elements it relates more to the function of the original periodic table of chemical elements. The columns (groups) are elements that correspond to each other and is seen very clearly in column 9 which would simply be called risks and contains various types of risks that can occur in the project process. Column 1 seems to be the fundamentals of a project where purpose and goal are grouped together. By going from column to column, a linkage can be found between elements along with an appropriate name. The rows (periods) seem to have been categorized in steps of a project. Where in the first step the tasks are to define the purpose of the project and estimate potential risks. The second step is to define the goal, identify the deliverables, review and scope the project and identify the scope risks. The steps then continue one by one.		The table was made by Dr. Mike Clayton in order to celebrate the publishment of his book. When the table is compared to the periodic table of project management competence elements it relates more to the function of the original periodic table of chemical elements. The columns (groups) are elements that correspond to each other and is seen very clearly in column 9 which would simply be called risks and contains various types of risks that can occur in the project process. Column 1 seems to be the fundamentals of a project where purpose and goal are grouped together. By going from column to column, a linkage can be found between elements along with an appropriate name. The rows (periods) seem to have been categorized in steps of a project. Where in the first step the tasks are to define the purpose of the project and estimate potential risks. The second step is to define the goal, identify the deliverables, review and scope the project and identify the scope risks. The steps then continue one by one.<ref name="Mike"> https://mikeclayton.wordpress.com/2013/11/26/periodic-table-of-project-elements/ Dr. Mike Clayton ''Periodic Table of Project Elements.'' Retrieved 09-02-2019.</ref>

	This version of a periodic table for project management relates to the knowledge areas from PMI and the themes from PRINCE2 as it has a similar approach to dividing the field of project management. ~~<ref name="Mike"> https://mikeclayton.wordpress.com/2013/11/26/periodic-table-of-project-elements/ Dr. Mike Clayton ''Periodic Table of Project Elements.'' Retrieved 09-02-2019.</ref>~~		This version of a periodic table for project management relates to the knowledge areas from PMI and the themes from PRINCE2 as it has a similar approach to dividing the field of project management.

	==Discussion==		==Discussion==

Brynja Ben.: /* The Periodic Table of Project Elements */

2019-03-02T14:59:38Z

The Periodic Table of Project Elements

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	The table was made by Dr. Mike Clayton in order to celebrate the publishment of his book. When the table is compared to the periodic table of project management competence elements it relates more to the function of the original periodic table of chemical elements. The columns (groups) are elements that correspond to each other and is seen very clearly in column 9 which would simply be called risks and contains various types of risks that can occur in the project process. Column 1 seems to be the fundamentals of a project where purpose and goal are grouped together. By going from column to column, a linkage can be found between elements along with an appropriate name. The rows (periods) seem to have been categorized in steps of a project. Where in the first step the tasks are to define the purpose of the project and estimate potential risks. The second step is to define the goal, identify the deliverables, review and scope the project and identify the scope risks. The steps then continue one by one.		The table was made by Dr. Mike Clayton in order to celebrate the publishment of his book. When the table is compared to the periodic table of project management competence elements it relates more to the function of the original periodic table of chemical elements. The columns (groups) are elements that correspond to each other and is seen very clearly in column 9 which would simply be called risks and contains various types of risks that can occur in the project process. Column 1 seems to be the fundamentals of a project where purpose and goal are grouped together. By going from column to column, a linkage can be found between elements along with an appropriate name. The rows (periods) seem to have been categorized in steps of a project. Where in the first step the tasks are to define the purpose of the project and estimate potential risks. The second step is to define the goal, identify the deliverables, review and scope the project and identify the scope risks. The steps then continue one by one.

	This version of a periodic table for project management relates to the knowledge areas from PMI and the themes from PRINCE2 as it has a similar approach to dividing the field of project management. <ref name="Mike"> https://mikeclayton.wordpress.com/2013/11/26/periodic-table-of-project-elements/ Dr. Mike Clayton ''Periodic Table of Project Elements.'' Retrieved 09-02-2019.</ref>		This version of a periodic table for project management relates to the knowledge areas from PMI and the themes from PRINCE2 as it has a similar approach to dividing the field of project management. <ref name="Mike"> https://mikeclayton.wordpress.com/2013/11/26/periodic-table-of-project-elements/ Dr. Mike Clayton ''Periodic Table of Project Elements.'' Retrieved 09-02-2019.</ref>

Brynja Ben.: /* The Periodic Table of Project Elements */

2019-03-02T14:59:01Z

The Periodic Table of Project Elements

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	The table was made by Dr. Mike Clayton in order to celebrate the publishment of his book. When the table is compared to the periodic table of project management competence elements it relates more to the function of the original periodic table of chemical elements. The columns (groups) are elements that correspond to each other and is seen very clearly in column 9 which would simply be called risks and contains various types of risks that can occur in the project process. Column 1 seems to be the fundamentals of a project where purpose and goal are grouped together. By going from column to column, a linkage can be found between elements along with an appropriate name. The rows (periods) seem to have been categorized in steps of a project. Where in the first step the tasks are to define the purpose of the project and estimate potential risks. The second step is to define the goal, identify the deliverables, review and scope the project and identify the scope risks. The steps then continue one by one.<ref name="Mike"> https://mikeclayton.wordpress.com/2013/11/26/periodic-table-of-project-elements/ Dr. Mike Clayton ''Periodic Table of Project Elements.'' Retrieved 09-02-2019.</ref>		The table was made by Dr. Mike Clayton in order to celebrate the publishment of his book. When the table is compared to the periodic table of project management competence elements it relates more to the function of the original periodic table of chemical elements. The columns (groups) are elements that correspond to each other and is seen very clearly in column 9 which would simply be called risks and contains various types of risks that can occur in the project process. Column 1 seems to be the fundamentals of a project where purpose and goal are grouped together. By going from column to column, a linkage can be found between elements along with an appropriate name. The rows (periods) seem to have been categorized in steps of a project. Where in the first step the tasks are to define the purpose of the project and estimate potential risks. The second step is to define the goal, identify the deliverables, review and scope the project and identify the scope risks. The steps then continue one by one.
			This version of a periodic table for project management relates to the knowledge areas from PMI and the themes from PRINCE2 as it has a similar approach to dividing the field of project management. <ref name="Mike"> https://mikeclayton.wordpress.com/2013/11/26/periodic-table-of-project-elements/ Dr. Mike Clayton ''Periodic Table of Project Elements.'' Retrieved 09-02-2019.</ref>

	==Discussion==		==Discussion==

Brynja Ben.: /* The Role of Knowledge */

2019-03-02T14:51:21Z

The Role of Knowledge

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	To seek the desired outcome in a project the performance competence needs to be at its best. The IPMA standard embraces performance competence by moving beyond knowledge. In order to achieve the desired performance in a project the knowledge must be used right and can be demonstrated in steps leading to the performance. With only knowledge, nothing is accomplished even though knowledge is an important foundation. As knowledge is applied, a skill develops, and something gets accomplished during this phase. Skill has a longer lifetime then knowledge and when demonstrated skill is rewarded and recognized the learning tends to move to the next step, attitudes.		To seek the desired outcome in a project the performance competence needs to be at its best. The IPMA standard embraces performance competence by moving beyond knowledge. In order to achieve the desired performance in a project the knowledge must be used right and can be demonstrated in steps leading to the performance. With only knowledge, nothing is accomplished even though knowledge is an important foundation. As knowledge is applied, a skill develops, and something gets accomplished during this phase. Skill has a longer lifetime then knowledge and when demonstrated skill is rewarded and recognized the learning tends to move to the next step, attitudes.
	New learning tends to continue as attitudes are strengthen when rewarded and recognized. Combining attitudes with more soft skill, the behaviors and interpersonal skill, the individual develops along with other new technical skills. When an individual is not able to obtain these skills, it results in people not willing to work with the individual. Focusing only on one skill without combining it to relevant behavioral elements will lead to long term success. After acquiring the attitudes and behavioral skills the next step is competence. This skill is measurable in projects, as it is demonstrated by project managers how the combination of knowledge, skill, attitudes, behaviors, and experience has been mastered. Different situations call for different approaches and project managers show their competence by being flexible and adapt that combination accordingly to each project. All these steps are essential inputs for project management success however the ultimate results desired is the project performance which the steps lead to if done according to each project. <ref name="Stacy">Stacy A. Goff (2011). ''Project Management Success and Decision-Making		New learning tends to continue as attitudes are strengthen when rewarded and recognized. Combining attitudes with more soft skill, the behaviors and interpersonal skill, the individual develops along with other new technical skills. When an individual is not able to obtain these skills, it results in people not willing to work with the individual. Focusing only on one new skill without combining it to relevant behavioral elements will not lead to long term success. After acquiring the attitudes and behavioral skills the next step is competence. This skill is measurable in projects, as it is demonstrated by project managers how the combination of knowledge, skill, attitudes, behaviors, and experience has been mastered. Different situations call for different approaches and project managers show their competence by being flexible and adapt that combination accordingly to each project. All these steps are essential inputs for project management success however the ultimate results desired is the project performance which the steps lead to if done according to each project. <ref name="Stacy">Stacy A. Goff (2011). ''Project Management Success and Decision-Making
	Under Difficult Contexts.'' IPMA World </ref>		Under Difficult Contexts.'' IPMA World </ref>

Brynja Ben.: /* The Role of Knowledge */

2019-03-02T14:48:58Z

The Role of Knowledge

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	To seek the desired outcome in a project the performance competence needs to be at its best. The IPMA standard embraces performance competence by moving beyond knowledge. In order to achieve the desired performance in a project the knowledge must be used right and can be demonstrated in steps leading to the performance. With only knowledge, nothing is accomplished even though knowledge is an important foundation. As knowledge is applied, a skill develops, and something gets accomplished during this phase. Skill has a longer lifetime then knowledge and when demonstrated skill is rewarded and recognized the learning tends to move to the next step, attitudes.		To seek the desired outcome in a project the performance competence needs to be at its best. The IPMA standard embraces performance competence by moving beyond knowledge. In order to achieve the desired performance in a project the knowledge must be used right and can be demonstrated in steps leading to the performance. With only knowledge, nothing is accomplished even though knowledge is an important foundation. As knowledge is applied, a skill develops, and something gets accomplished during this phase. Skill has a longer lifetime then knowledge and when demonstrated skill is rewarded and recognized the learning tends to move to the next step, attitudes.
	New learning tends to continue as attitudes are strengthen when rewarded and recognized. Combining attitudes with more soft skill, the behaviors, and interpersonal skill, the individual develops along with other new technical skills. When an individual is not able to obtain these skills, it results in people not willing to work with the individual. Focusing only on one skill without combining it to relevant behavioral elements will lead to long term success. After acquiring the attitudes and behavioral skills the next step is competence. This skill is measurable in projects, as it is demonstrated by project managers how the combination of knowledge, skill, attitudes, behaviors, and experience has been mastered. Different situations call for different approaches and project managers show their competence by being flexible and adapt that combination accordingly to each project. All these steps are essential inputs for project management success however the ultimate results desired is the project performance which the steps lead to if done according to each project. <ref name="Stacy">Stacy A. Goff (2011). ''Project Management Success and Decision-Making		New learning tends to continue as attitudes are strengthen when rewarded and recognized. Combining attitudes with more soft skill, the behaviors and interpersonal skill, the individual develops along with other new technical skills. When an individual is not able to obtain these skills, it results in people not willing to work with the individual. Focusing only on one skill without combining it to relevant behavioral elements will lead to long term success. After acquiring the attitudes and behavioral skills the next step is competence. This skill is measurable in projects, as it is demonstrated by project managers how the combination of knowledge, skill, attitudes, behaviors, and experience has been mastered. Different situations call for different approaches and project managers show their competence by being flexible and adapt that combination accordingly to each project. All these steps are essential inputs for project management success however the ultimate results desired is the project performance which the steps lead to if done according to each project. <ref name="Stacy">Stacy A. Goff (2011). ''Project Management Success and Decision-Making
	Under Difficult Contexts.'' IPMA World </ref>		Under Difficult Contexts.'' IPMA World </ref>