It was a truly lovely day, a bright Saturday morning, September 13, 2025, a day that dawned with a sense of anticipation and curiosity. The atmosphere was lively yet focused, filled with the gentle hum of conversations and the faint clicking of keyboards as students and facilitators prepared for the day’s activities. It was around 10:00 AM Philippine Time, a time when most people have settled into their routines, on this particular day, a group of individuals, including myself, gathered in the dedicated space designated for our Project Management class, a course designed to equip us with essential skills for managing projects efficiently and effectively in today’s dynamic work environment.
The setting was the IT building, a modern facility that fosters learning, creativity, and collaboration. It was here that I found myself in the company of my classmates, fellow students eager to learn and dive into the complexities of project management. Our facilitator, a knowledgeable and approachable instructor, was present, ready to guide us through the various topics and activities scheduled for the day. The purpose of our gathering was not only to engage in a formal learning session but also to create a space for open interaction and mutual understanding. We were tasked to make ourselves known to our peers, to introduce who we are, what brought us to this course, and our expectations for what we hoped to achieve. This introductory exercise was more than just an icebreaker; it was a vital step toward building trust among a diverse group of students—some with prior experience, others new to the field of project management.
The initial moments of the session felt relaxed yet purposeful. We took turns sharing brief background snippets—some explained their professional roles, others mentioned their academic pursuits, while some shared personal interests or hobbies that could serve as common ground for future collaborations. This exchange created an immediate sense of connection. It was an enjoyable and interactive moment, filled with laughter, nods of understanding, and nodding heads that signal engagement. The activity served a dual purpose: to make everyone comfortable and to foster a welcoming environment where ideas could flow freely. It was akin to planting the seeds for a collaborative learning atmosphere that would, hopefully, flourish as the course progressed.
Following the introductions, the facilitator initiated a discussion centered on a survey that was provided to us prior to the class, specifically in the month of August. The survey aimed to gauge our confidence levels, willingness to learn, and openness to collaboration—crucial parameters in understanding our individual learning styles and attitudes toward project management. It consisted of a series of questions, each rated on a scale from 1 to 5, where 5 represented the highest level of confidence or agreement, and 1 the lowest. These questions covered various aspects of our capabilities and mindsets, such as: “I am confident in my ability to adopt new technological tools and methods,” “I am willing to invest extra time and effort to enhance my skills in this area,” “I am open to collaborating with my peers on projects involving knowledge management,” “I learn best through hands-on projects and practical exercises,” “I actively participate in group discussions and team activities,” “I utilize technology and software to facilitate learning,” and “I explore real-world case studies and examples to deepen understanding.”
The purpose of this survey was not merely to collect data but to gain insights into our individual characteristics as learners and problem solvers. It aimed to reveal our attitudes toward change, our proactive tendencies, and our collaborative spirit—all elements that directly influence how we approach project management tasks and challenges. By analyzing the aggregated responses, the facilitator could tailor discussions, identify common areas for growth, and foster an environment that encourages continuous improvement. The data collected also served as a reflective tool, illuminating our own perceptions of our skills and motivating us to develop areas where we scored lower.
Shifting from self-assessment, the conversation then moved toward the requirements for successfully completing the course. The facilitator explained that in order to pass this Project Management course, we needed to complete several key deliverables. These included developing an IT Capstone Project Plan in the form of a Video Blog, preparing an Industry Analysis report as a team, and maintaining a Blog or Paper Journal documenting our learning journey. These components were structured within the framework of specific course modules identified as PG05, PG06, PG07, and PGO9, each with its own detailed description outlined in the course syllabus—an official document that had been duly approved by the president of our institution.
These are the facilitator’s requirements to pass this Project Management course. These should be in the context of PG05, PG06, PG07 and PGO9 which are explained in detailed under the course syllabus duly approved by the President of the institution. The performance indicator of PG05 is for you to discover new tools and techniques to accomplish your goals. Such of the Project management software are MS Project, Open project to name a few however you can use Excel or MS word to track your goals with respect to time just like what my project managers do at work. For Agile, ServiceNow can be used. It is a project management approach based on delivering requirements iteratively and incrementally throughout the life cycle. Additionally, Agile development is an umbrella term specifically for iterative software development methodologies. PG06 describes the team effort to provide and develop a solution to a certain problem. PG07 measures the results by communicating it effectively in class and public forum. Lastly the PG09 states the individual’s ability to conduct computing research activities.
We were instructed to download the PMBOK (Project Management Body of Knowledge) guide to deepen our understanding of project management principles and practices. For my review, I specifically focused on the 7th edition of the PMBOK guide, as I wanted to familiarize myself with the latest updates and improvements made to this essential resource. When I started examining this edition, I found it particularly interesting to compare it closely with the previous, 6th edition, to understand how the framework has evolved over time.
In the 6th edition, the guide emphasizes the importance of understanding the project environment and the specific role of the project manager within that environment. It provides a comprehensive explanation of the various knowledge areas that are fundamental to managing projects effectively. These knowledge areas include, but are not limited to, Integration Management—ensuring that project components are properly coordinated; Scope Management—defining and controlling the work required; Schedule Management—timing and deadlines; Cost Management—budgeting and financial control; Quality Management—ensuring standards are met; Resources Management—allocating personnel, equipment, and materials; Communications Management—ensuring effective information flow; Risk Management—identifying and mitigating potential issues; Procurement Management—acquiring goods and services; and Stakeholder Management—engaging those involved or affected by the project.
The 6th edition also explicitly incorporates the Standard of Project Management, which delineates the project lifecycle phases—initiating, planning, executing, monitoring and controlling, and closing. These stages serve as a structured pathway guiding project managers through the entire project process from inception to completion, ensuring order, control, and clear milestones.
Moving on to the 7th edition, I noticed a significant shift in approach. The guide introduces a fundamental concept called the “System for Value Delivery,” which emphasizes that projects should be driven by the delivery of value to stakeholders rather than strictly adhering to processes or outputs. This approach aligns closely with Agile and adaptive methodologies that focus on delivering incremental value over time. The 7th edition explicitly explains and promotes Project Management Principles, a set of core ideas that underpin effective project leadership and management. These principles include Stewardship—acting responsibly and ethically; Team—cultivating collaborative and empowering work environments; Stakeholders—engaging and communicating with affected parties; Value—delivering measurable benefits; Systems Thinking—understanding how different parts of the project interact holistically; Leadership—guiding teams with vision and influence; Tailoring—the importance of customizing processes to fit project needs; Quality—maintaining standards and excellence; Complexity—recognizing and addressing multifaceted project issues; Risk—proactively managing uncertainties; Adaptability and Resiliency—being flexible and resilient in face of change; and Change—embracing and managing change as a constant.
Another substantial update in the 7th edition is the introduction of the “Project Performance Domains.” These domains are broad areas of focus essential to project success. They include Stakeholders, highlighting active engagement; the Team, emphasizing effective collaboration; Development Approach and Lifecycle, describing various methodologies used to structure work; Planning, overseeing the creation and management of project plans; Project Work, the actual execution of tasks and activities; Delivery, ensuring that outputs meet intended outcomes; Measurement—tracking progress and performance metrics; and Uncertainty—dealing with unpredictable factors inherent in projects.
In addition to these conceptual frameworks, the 7th edition expands its guidance to include various Models, Methods, and Artifacts. These are practical tools, techniques, templates, and examples that project managers can employ across different project types and contexts to enhance planning, execution, and control. The inclusion of these tangible resources aims to provide further support for practicing professionals, considering that project management is highly adaptable and diverse in application.
In summary, while the 6th edition laid out a structured, process-driven approach rooted in specific knowledge areas and lifecycle phases, the 7th edition advances toward a principles-based, systems-oriented view that emphasizes value delivery, adaptability, and a holistic understanding of project dynamics. This evolution reflects the shifting landscape of project management, which increasingly recognizes the importance of flexibility, stakeholder engagement, and delivering tangible benefits in a rapidly changing world.
The Vision, Mission and Goals of the institution were also highlighted by the facilitator. A continuous development, research, community services and resource management for the Mission. To become the premiere Research University as the Vision and lastly to be a globally competitive as one of the goal that individuals should adhere. The Capstone that we will be presenting as part of the requirements on the Master’s program in Information Technology must be aligned above.
Based on my experiences, Project Management is teamwork. No projects can be accomplished if all stakeholders have no teamwork. To emphasize teamwork, cultivate a collaborative culture through intentional leadership, clear communication, and regular team-building activities to foster trust and build strong relationships. Clearly define roles, empower team members with autonomy in decision-making, and utilize collaborative project management tools to improve communication and project organization. Embrace diversity of thought, encourage open dialogue and healthy debate, and celebrate individual contributions to a shared goal to promote a more productive and connected team environment.
Another realization during that day is the facilitator will not teach the “know how” concepts of each Project Management tools such as MS project, Openproject, Excel, Words and other tools that a Project Manager uses. We are professionals and we can do it on our own. Learning on my own is not new to me in-fact majority of my learnings came from self studies. To be professional while self-learning, focus on self-awareness, cultivate a positive and growth-oriented mindset, set realistic goals, and engage in deliberate practice to build confidence. Cultivate essential professional skills like clear communication and self-management, and maintain a positive attitude, as these traits will enhance your personal well-being and professional interactions.
Before the class has ended, we were given a task to solve a particular problem by connecting the dots of a square without lifting the pen. I was not able to solve it on time. The solution was given and it can be solve by drawing a line outside the box. The message is clear, the facilitator wants us to bring the message back home with the words “think outside the box” which means to approach problems with a creative, unconventional mindset, challenging existing assumptions and exploring new perspectives to find innovative solutions rather than settling for the obvious or conventional answer. This kind of divergent thinking involves looking at a problem from multiple angles, using different viewpoints, and being open to novel ideas that lie beyond the standard or expected. It’s about expanding one’s thinking beyond the “box” of established norms and exploring alternative ways of seeing and doing things.
I am starting to like the face-to-face approach on learning this subject. Its already half a decade since I experience in person conversation to my peers. There is something in this learning approach that I cannot explain, one of this is the rate of absorption of information is much efficient compared it online in my opinion, perhaps in this subject particularly. Anyway, this is how I end my 1st blog on this subject and hoping everyone’s good day ahead!