01
Principles before processes
The 8th edition of the PMBOK Guide puts 6 principles and a management mindset ahead of the process catalogue. The 40 processes exist to serve those principles, not the other way round.
Collection 01
Project management
The author’s main field. Two manuals that approach the same problem from two complementary angles: the normative structure that orders a project, and the day-to-day operating system that keeps it standing while the information is still incomplete.
2 manualsSpanish · EnglishPMBOK 8 · ScrumTechnical teams
The argument
Uncertainty is not removed: it is governed
Most failed deliveries do not fail for lack of effort or talent. They fail because an uncertainty was seen too late, had no owner, or was escalated without a decision attached. The whole collection turns on a single idea: shortening the distance between a signal and a decision.
02
Performance domains
Governance, scope, schedule, finance, stakeholders, resources and risk: seven domains that are not walked through in order but run at the same time throughout the life of the project.
03
Focus areas
Five focus areas cut across every domain and form a domain × area grid: that grid is where you spot what a phase-based plan leaves out.
04
Tailoring
No standard is applied as it comes. Adapting it deliberately —and recording why— is part of the management work, not a shortcut around it.
05
Observe, decide, verify
The operating loop of the Scrum manual: a signal is observed, it produces a decision with an owner and a date, and that decision is verified. Without verification, governance is paperwork.
06
Minimum viable governance
Enough control to decide in time and not one artefact more. Bureaucracy that changes no decision is pure cost.
The books
Two manuals, two angles
The first explains how the standard is built. The second, what it feels like on a Tuesday morning.
Dirección de proyectos en equipos técnicos
Principles, performance domains, focus areas and the 40 processes of the 8th edition of the PMBOK Guide
A training manual that walks through the structure of PMBOK 8 and the Standard for Project Management (ANSI/PMI 99-001-2025) and makes it usable in software, hardware and embedded, AI and infrastructure projects. It includes the catalogue of inputs and outputs, the tools and techniques, the training paths and appendices on the PMO, artificial intelligence and procurement.
It is not a copy or a translation of the standard: it is original teaching material, independent and not affiliated with PMI. For the literal normative text you need the official publication.
Manual de dirección de proyectos con Scrum
Issue tracking and risk assessment in a delivery system aligned with PMBOK
A hybrid operating model for teams that deliver with Scrum but need the governance, traceability and decision discipline associated with PMBOK. It treats issue management and risk management as two connected capabilities, not two separate administrative exercises.
It covers the three boundaries a control system must respect, the difference between organisational and project governance, the project charter, a process mapping written for a PMO reader, and the observe-decide-verify loop.
Where to start
A path that depends on where you are coming from
The two manuals can be read separately, but they reinforce each other. This is the order that makes most sense depending on your starting point.
- You come from an agile team Start with the Scrum manual. It gives you the governance vocabulary you are missing to talk to a PMO without giving up your delivery cadence. PMBOK 8 will then explain where that vocabulary comes from.
- You come from a classic PMO Start with PMBOK 8: you will recognise the structure and see what changes in the 8th edition. The Scrum manual then shows how that control translates to a team delivering in increments.
- You are preparing for certification PMBOK 8 includes training paths and reading conventions written for exactly that, with PMI terminology kept in English in both editions.
- You are running a technical team right now Go straight to the issues and risk chapters of the Scrum manual, and come back to PMBOK 8 when you need to justify a decision to senior management.
Keep exploring
The technology collection picks up where this one ends: what happens when the project you run brings autonomous agents into the team.