Let me start with a few notes and clarifications. We define megaprojects as massive projects with capital costs around US$1 billion and a high level of complexity. Industrial megaprojects seem to perform better than infrastructure megaprojects. However, at best, what we have seen reported is a 35% success rate on the high end and as low as 0.5% on the questionable end. We do question the 0.5%, although it is reported by a reputable source. We also know that many organizations do follow a stage-gate process and might have project management systems. Then, why more projects fail than succeed? The response requires an analysis of the root causes. Next, the challenge is on finding a tailored approach for leading megaprojects concept to success. SUKAD has such an approach; therefore, it makes sense to write about it.
What we want is to help organizations maximize shareholders’ value. We can do so by enabling them to deliver their products and complete their projects faster, cheaper, better. The catalyst is the Uruk PPM Platform. Therefore, in this special message, we want to OFFER YOU the opportunity to be part of the Uruk PPM Platform, which uses CAMMP and the SUKAD Way. Consequently, the Uruk PPM Platform is how we plan to disrupt the project management state of practice, starting with enabling organizations to digitally transform their project management and product delivery systems!
Many of the topics in the image are the most popular on this blog site. We will update these various articles and put them in a project management book, so if you have other topics you would like us to address, let us know. In addition to these topics, a few colleagues and I will actually work on a series of e-books, related to these topics and more.
Is the CAMMP Model a modified version of the PMBOK Guide or ISO 21500? We all know that the PMBOK Guide and ISO 21500, at least the versions that are currently active, focus on processes, process groups, and functions. Functions is the SUKAD Way term. It is equivalent to Knowledge Areas per the PMBOK Guide and Subject Areas per ISO 21500. The process groups of both guides are the process groups to manage a phase of the project. Once again, the process groups are NOT for the whole project; unless we have tiny projects. This is a common misunderstanding of these guides. The misunderstanding is where some practitioners think that the process groups are project phases. However, they are not, they repeat in every phase or stage.
In this special message, I am reaching out to our network and all of you who have been following the blog site. As you know, we have been sharing project management knowledge through this site for about seven years and many of you are familiar with our work. However, you might not know that many of the concepts and approaches that we have discussed here, will be part of the Uruk PPM Platform. Consequently, the Uruk PPM Platform is how we plan to disrupt the project management state of practice, starting with a digital transformation.
In an earlier e-book, we had discussed the project management state of practice and the need to close the gaps. In this e-book, we start to present a project management adaptive approach that would be the knowledge foundation to transform the organizational projects’ performance.
Why are we causing more failures than successes in leading projects? Are we learning from past failures or getting stuck in our growing pains? Why do executives fail to respect and understand the strategic value of project management? These are a small sample of the critical questions that affect the project management state of practice. Therefore, to address them, we are publishing an ebook series, consisting of seven e-books, starting with the first book mentioned in this post.
Recently, we have published on LinkedIn the CAMMP eleven principles or critical success factors. These are the principles necessary to build tailored project management methods in organizations. These tailored methods are for the management of projects and delivery of products. An online network connection (Mr. Larry Moore) raised the question: “Could you please explain just what you mean by “product and delivery processes?” Are these two different and separate groups of processes, or are they combined into a single set of processes? ”
So, what are the differences between product-oriented processes and project management processes? Further, why is it important for project managers to know about both? That is what we are answering in today’s article.
The third issue is the need to treat projects as change initiatives that should lead to benefits.
CAMMP main characteristics, Critical Success Factors
The main characteristic of CAMMP is cross-industry, domain, size, and complexity, which we can accomplish through tailored methods. Keep in mind the full name is Customizable and Adaptable Methodology for Managing Projects.
The image here include the core principles and critical success factors for a project management methodology.
We will write about these critical success factors in future posts.
CAMMP vs. PMBOK Guide vs. PRINCE2
The LinkedIn post where we were tagged and end up triggering this post was about comparing PMBOK Guide to PRINCE2 and the tag added CAMMP to the discussion, which is exciting considering that CAMMP is relatively the new kid on the block, working to becoming a giant. So how do we compare? Let us share an image to summarize the comparison.
CAMMP, from a new kid on the block to a giant
The title of this part is quite ambitious but we believe in the future of CAMMP and the SUKAD way. We understood the problems facing project management years ago, this is why we started the SUKAD Way program. It is also important that we realized the project management current state of practice, which is not great. We envisioned the solution despite the ongoing hypes on certifications, PMO, agile, and …
Earlier this year (June 2019), we register SUKAD Corp in the United States with an additional division to our past operation. The new division is SUKAD Technology Solutions, which is mandated to develop the Uruk PPM Platform, a cloud-based PPM Solution that has CAMMP and other SUKAD Way solutions at its core.
The Uruk PPM Platform will be one of the first methodology-enable project management solutions in the market.
We are not building software, we are building the mechanism to trigger the organizational transformation into project management excellence beyond the hype.
We aim to change the culture and embed an agility mindset to product development and project management. That is the giant to come!
In this post, I am taking a small section from Chapter 1 of my upcoming book, Leading Megaprojects, A Tailored Approach to deal with what I call blockers of project management knowledge. The type of people who think that everything we need to know has been invented and no room for new knowledge or another perspective. I guess we need to ask universities to shut down; cancel their project management programs; or refer to some of these blockers to adopt their version of project management that they treat as the only “truth” or what I call narrow thinking or arrogance at the highest level. Is there a term for this level of arrogance? Back to the Blockers from Chapter 1.