Are project management experts always correct?

When I was studying in the high school, there was no argument about the source of the information we study, since it was very basic, we assumed it is 100 percent correct and it was kind of black and white. Later on when I joined the faculty of engineering, still we study black and white information with different methods of implementations, the grey area was very limited and this was suitable for BSc level. What I learned so far in my MSc study, there is nothing completely right or wrong; it depends on Expert judgment and how you are going to implement the information and the working environment.

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We are following the latest available information and expert systems from experts. We are encouraged to read different sources of information, and update our knowledge accordingly. I believe that at the end of the day, we can use what is applicable to our working environment. Judgment is an essential skill to whoever work in the field of project management; I recall (Wysocki 2012) and (Project Management Institute 2008) sentences where they highlight the importance of the proper judgment in different situations. And in my opinion it is the best skill required by a project management expert.

Expert judgment

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“Discretionary constraints — These are judgment calls by the project manager that result in the introduction of dependencies.” (Wysocki, 2012, p206)

“There is no formula for frequency. The project manager must simply make a judgment call.” (Wysocki, 2012, p251)

“A focus group of 10 members is a good working group, but use your judgment on the size.” (Wysocki, 2012, p381)

“There is no exact formula that I can give you, because it is basically a judgment call on your part.” (Wysocki, 2012, p682)

“Anyone using this document should rely on his or her own independent judgment or, as appropriate, seek the advice of a competent professional in determining the exercise of reasonable care in any given circumstances.” (Project Management Institute, 2008, Notice page)

“Expert judgment is often used to assess the inputs used to develop the project charter.” (Project Management Institute, 2008, p77)

“Expert judgment is used by the project management team to interpret the information provided by the monitor and control processes.” (Project Management Institute, 2008, p92)

“Expert judgment is often used to analyze the information needed to develop the project scope statement.” (Project Management Institute, 2008, p114)

“Judgment provided based upon expertise in an application area, Knowledge Area, discipline, industry, etc.,” (Project Management Institute, 2008, p177)

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References:

PROJECT MANAGEMENT INSTITUTE, 2008. A guide to the project management body of knowledge (PMBOK guide). 4th edn. Newtown Square, Pa.: Project Management Institute.

WYSOCKI, R.K., 2012. Effective project management. 6th edn. Indianapolis, IN: Wiley.

Are project management experts always correct?