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Ricardo: Hello, everyone.
The third one is the effectively engage with stakeholders. And the keyword here, it's not a stakeholder, but is the word engage. It's not managing, do not think that stakeholders are like a robot that you just program them to do what you want. They have different interests, different behaviors. So you need to bring them to your extended team. You need to engage them so they can support you and they can get committed to delivering what you aim to deliver.
And this drives me to the fourth principle that it is for me, I would say the key star and the north star of this guide is focused on value, as I said last week, that in the past, people were much more concerned about delivering on time on budget and not very much thinking about what people will do with the product of your project. Today is completely different, you need to focus on delivering value every single step. So when you are developing a product or developing a service or developing a new approach, you need to understand how I can keep my focus on delivering value, and not just delivering on time and on budget, but delivering what my organization expects me to deliver in terms of the value proposition for the organization. Every single project has a reason to exist, and this is the root of what we call outcomes. So don't think about the outputs anymore, but think about the way you can use outputs to reach out to the outcomes.
Number five, recognize the evaluate and respond to the system interaction. Simple, understand that you are a gear of a far more complex engine, that is your organization. That is sparked off a far more complex engine, that is the society or your marketplace or your country.
Number six, demonstrate leadership behavior. This, I don't even need to explain more. So if you want to build a team, collaborate be respectful and deliver value, it is impossible to do that, if you are not developing and demonstrating leadership behavior.
Number seven, tailor based on context, it's not one size fits all. You don't take the PMBOK. You don't take the PRINCE2, or you don't take the Scrum method and just apply this. It's not like that. You need to tailor. Sometimes you will mix and your approach will be a mixed bag of everything. Every single tool, technique or software, whatever that we'll help you to deliver values. So you need to understand that there is no way with one single approach you will solve all the challenges of your approach in the environment.
Number eight build quality into a process and the deliverables. So this is just making sure that you are satisfying the requirements coming from your customer and your client.
Number 11. And this is one of my favorite ones in this is the one, if I would tell my two daughters, I would say that embrace adaptability and resilience be adaptable and this, I would say, if you could show me in your CV adaptability, you receive for sure, I start in your CV. If I'm looking to hire someone to work on a project because adaptability is so crucial and it's not very easy to get so embrace, be adaptable to different circumstances. There is no way that the plan is written in stone anymore.
And last, but definitely not least. Enabled change to achieve the vision feature state. And the keyword here is not changing, like what I said in stake-holder the keyword was an engaging stakeholder. Now I'm talking about enabling change. Remember change is not something to avoid, it’s not something to control, it sometimes you need to enable a change to flourish your project, to deliver value from a different perspective.
So these are the 12, of course, I'm spending a little bit more than five minutes to explain that I plan to explain a little bit better in a video, but these are the 12 principles of the PMI Standard for Project Management.
Always remember that and see you next week for our final part of the series is about the PMBOK Guide. Take care.
