Industry-Speak can lead to confusing terminology.
Almost everyone who has been in an industry long enough speaks a new language specific to that industry. It is called jargon or industry-speak. A big problem with jargon is that not everyone clearly understands it, whether a customer, stakeholder, or newbie. Even old-timers might not always clearly understand the differences between some terms they speak daily. Can you define the following words: principles, ethics, frameworks, standards, techniques, processes, procedures, methods, methodology, fundamentals, strategies, and tactics?
Looking up definitions and examples does not bring a simple understanding of this somewhat confusing terminology. When you look at the list below, you will see why. Though reading them can be dull, the following are fundamental to project and program management, thus building and operating a PMO. Also, they are interrelated, as you can see by the words in red. Understanding the subtle nuances of each (some seem to be interchangeable) will set the groundwork for the blogs in this series. Included in the definitions [1] are only those most relevant to project and program management.
Principle — a comprehensive and fundamental law, doctrine, or assumption; a rule or code of conduct
Principal — most important, consequential, or influential: CHIEF (the principal ingredient)
Fundamental — serving as a basis supporting existence or determining essential structure or function: BASIC; serving as an original or generating source: PRIMARY; of central importance: PRINCIPAL (fundamental purpose); something fundamental, especially: one of the minimum constituents without which a thing or a system would not be what it is
Ethics — a set of moral principles: a theory or system of moral values (the present-day materialistic ethic) (an old-fashioned work ethic) (elaborate ethics); the principles of conduct governing an individual or a group (professional ethics); a set of moral issues or aspects
Ethics — In chapter 20, The AMA Handbook of Project Management addresses project management ethics. It states that ethics are the systematic combination of values and morals to enable rational and values-based judgments and decisions about what ought to be done. And they include criteria and processes that allow people to make or assess personal choices or behavior in terms of good, bad, right, or wrong [2]
Framework — a basic conceptional structure (as of ideas) (the framework of the U.S. Constitution)
Standard — something established by authority, custom, or general consent as a model or example: CRITERION (quite slow by today’s standards); something and authority establishes to be a rule for the measure of quantity, weight, extent, value, or quality; Adjective: well-established and very familiar
Standard — (Did you know that a standard refers to a document?) A document established by an authority, custom, or general consent as a model or example [3]
Technique — The way technical details are treated, or basic physical movements are used; a body of technical methods (as in a craft or scientific research); a method of accomplishing a desired aim
Technique — A defined systematic procedure employed by a human resource to perform an activity to produce a product or result or deliver a service, possibly using one or more tools [3]
Procedure — A particular way of accomplishing something or of acting; a step in a procedure; a series of steps followed in a regular definite order (legal procedure); a traditional or established way of doing things
Procedure — An established method of accomplishing a consistent performance or result, a procedure is typically the sequence of steps used to execute a process [3]
Process — A series of actions or operations conducing to an end, especially a continuous operation or treatment
Process — A systematic series of activities directed towards a result such that doing one or more inputs will create one or more outputs [3]
Method — A procedure or process for attaining an object, such as a systematic procedure, technique, or mode of inquiry employed by or proper to a particular discipline or art; a way, technique, or process of or for doing something; a body of skills or techniques; orderly arrangement, development, or classification: PLAN
Methodology — A body of methods, rules, and postulates employed by a discipline: a particular procedure or set of procedures; the analysis of the principles or procedures of inquiry in a particular field
Methodology — A system of practices, techniques, procedures, and rules used by those who work in a discipline [3]
Practice — Carry out, apply; to do or perform often, customarily, or habitually; a repeated or customary action; to perform or work at repeatedly to become proficient; to train by repeated exercises; actual performance or application
Practice — A specific type of professional or management activity that contributes to the execution of a process and may employ one or more techniques or tools [3]
Rule — a prescribed guide for conduct or action; an accepted procedure, custom, or habit; a legal precept or doctrine; a regulation or bylaw governing procedure or controlling conduct; a standard of judgment: CRITERION; a regulating principle
Function — the action a person or thing is especially suited to do or for which a thing exists: PURPOSE; any of a group of related actions contributing to a larger action
Strategy — the science and art of employing the political, economic, psychological, and military forces of a nation or group of nations to afford the maximum support to adopted policies in peace or war; the science and art of military command exercised to meet the enemy in combat under advantageous conditions; a careful plan or method: a clever stratagem; the art of devising or employing plans or stratagems toward a goal
Tactic — a device for accomplishing an end; a method of employing forces in combat
To apply these terms to building and operating a PMO, establish the principles that guide the PMO’s fundamental strategies for your desired long-term accomplishments. The Nine Principles of War are the Nine Strategies for overcoming project and program management challenges, preventing as many as possible, and maintaining alignment with corporate goals.
Design the framework and establish procedures or utilization of methodologies and standards. For the PMO, methodologies are the tactical adoption of methods, which are standardized processes. Processes are the series of tasks that turn inputs into outputs. Procedures are how to do processes as determined by executives, the PMO director, PMs, or other persons in authority over particular processes. And techniques are how individuals or groups perform methods.
Another thing to remember is that a PMO may use other principles for other reasons. For instance, project management principles embody a consensus of what you must always do in project management. Examples include defining a project organization’s structure or setting clear project goals and objectives [4]. Your PMO might incorporate specific principles. Those driving the PMO’s successful operation might include communicating and adding value [5]. Each set of principles has its scope and purpose. Thus, there are sub-sets within the organization. Look at Figure 1 below.
Figure 1-Degrees of Principles
Some corporations adopt social or environmental principles and may have a code of ethics to improve business and personal relationships. International, national, state, and local laws regulate how, when, where, with whom, or even if certain types of businesses or projects are allowed. Such laws seldom change principles but may change methods, processes, or procedures.
Having addressed the differences between principles, methods, frameworks, and the rest, we can answer the question, “Are principles necessary?” Technically, no. Methods and processes can be accomplished ad hoc and haphazardly, forgoing any real consistency or strategy. However, principles provide improved long-term and short-term performance results and return on investment. They can assist with finding and maintaining a competitive edge in your industry.
We know that you might have further insights on this topic. Therefore, we appreciate your feedback about our post and your likes and shares. Our goal is for all of us to mutually grow in understanding and experience to improve our personal and team performances.
Our next blog will cover all nine war principles redefined for the PMO. It is the first in the Nine PMO War Principles series of blogs that each cover one principle in detail and for example.
References
[1] “Merriam-Webster’s Collegiate Dictionary 11th Edition (Kindle Edition)," Merriam-Webster, Incorporated, Springfield, 2014.
[2] THE AMA HANDBOOK OF PROJECT KNOWLEDGE, FOURTH EDITION, NEW YORK: AMACOM, AMERICAN MANAGEMENT ASSOCIATION, 2014.
[3] A GUIDE TO THE PROJECT MANAGEMENT BODY OF KNOWLEDGE, SIXTH EDITION., NEWTOWN SQUARE: PROJECT MANAGEMENT INSTITUTE, INC., 2017.
[4] J. Westland, “12 Key Project Management Principles & How to Use Them,” 23 May 2022. https://www.projectmanager.com/blog/project-management-principles.
[5] R. Keranen, “The Three PMOS: Five Principles to Get it Just Right,” 15 January 2018. https://centricconsulting.com/blog/five-principles-for-successful-pmo_chicago/. [Accessed 15 September 2022].
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