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Empowerment Through Project Management (ETPM) Program

The Empowerment Through Project Management (ETPM) Program is a comprehensive professional development initiative designed to equip youth, women, underserved communities, refugees, and veterans with practical project management skills. The program combines globally recognized methodologies; PMBOK knowledge areas, PRINCE2 principles, and Agile practices—with leadership development, sustainability principles, and real-world applications.

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By incorporating case studies, applied examples, and capstone projects, participants will develop the ability to plan, execute, monitor, and sustain projects. The program integrates a robust Monitoring & Evaluation (M&E) framework to track progress, measure outcomes, and ensure accountability. Through capacity-building, mentorship, and sustainable practices, participants will enhance their employability, entrepreneurial skills, and community development impact.

Doctrines of Project Management.png

Structured Framework of Project Management Doctrines

It shows how these doctrines interconnect systematically. We've used the PMBOK Guide (10 Knowledge Areas + Integration) as the baseline, while also weaving in PRINCE2 principles and Agile values where relevant.

1. Project Integration Management

Doctrine of Integration:

  • Projects are systems of interdependent parts (scope, cost, time, risk, etc.).

  • The project manager’s role is to balance competing demands and ensure harmony.

  • Trade-offs are inevitable: integration ensures all parts work together.
    (Links to PRINCE2’s “Continued business justification” and Agile’s adaptability.)

4. Cost Management

Doctrine of Cost and Resource Management:

  • Budget discipline is essential.

  • Financial resources must be optimized alongside human and material resources.

  • Balancing cost efficiency with adaptability ensures sustainability.

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7. Communication Management

Doctrine of Communication:

  • Communication is the lifeline of project management.

  • Information must be accurate, timely, transparent, and audience-specific.

  • Both formal (dashboards, reports) and informal (conversations) matter.
    (PRINCE2 requires “Defined roles and responsibilities” with clear comms flows.)

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10. Stakeholder Management

Doctrine of Stakeholder Engagement:

  • Stakeholder support determines success.

  • Engagement is continuous; not a one-time effort.

  • Trust, inclusivity, and transparent decision-making are essential.
    (Links to PRINCE2’s “Tailor to suit the project environment.”)

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2. Scope Management

Doctrine of Scope Definition and Control:

  • Clear scope sets project boundaries and deliverables.

  • Scope creep must be managed through formal change processes.

  • Ensures alignment with strategic intent and prevents wasted effort.
    (Connects to PRINCE2’s “Focus on products” principle.)

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5. Quality Management

Doctrine of Quality Assurance:

  • Quality is built in, not added at the end.

  • Deliverables must meet requirements, standards, and stakeholder expectations.

  • Continuous improvement (Kaizen, Lean) ensures excellence.
    (Links with PRINCE2’s “Learn from experience.”)

8. Risk Management

Doctrine of Risk and Uncertainty Management:

  • Projects operate under uncertainty: risks must be identified, analyzed, and mitigated.

  • Opportunities (positive risks) are as valuable as threat mitigation.

  • Proactive risk management is cheaper than reactive crisis control.
    (Aligns with Agile’s “Responding to change over following a plan.”)

11. Change Management (Cross-Cutting Area)

Doctrine of Change Management:

  • Projects introduce organizational, social, or technological change.

  • Resistance must be managed systematically.

  • Adoption and cultural alignment ensure long-term success.
    (Agile fully embodies this through adaptability and iteration.)

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3. Schedule (Time) Management

Doctrine of Time Management:

  • Time is non-renewable; scheduling, dependencies, and milestones are critical.

  • Deadlines must be realistic and measurable.

  • Prioritization and sequencing reduce risks of delay.
    (Agile reframes this as “time-boxing” iterations.)

6. Resource Management

Doctrine of Leadership and Team Dynamics:

  • Human capital drives project outcomes.

  • Effective leadership adapts between directive and facilitative roles.

  • Team trust, accountability, and collaboration are critical.
    (Agile’s “Individuals and interactions over processes and tools” fits here.)

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9. Procurement Management

Doctrine of Governance and Accountability:

  • External suppliers and partners must be selected transparently and ethically.

  • Contracts must balance flexibility with control.

  • Governance ensures accountability for all acquired resources.

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​12. Sustainability and Knowledge Management (Evolving Domains)

  • Doctrine of Sustainability: Long-term environmental, economic, and social responsibility.

  • Doctrine of Lessons Learned & Knowledge Management: Institutional learning and continuous maturity growth.
    (These represent emerging global standards like PMI’s Sustainability Principles and PRINCE2 Agile’s emphasis on retrospectives.)

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