Are you a pioneer who dares to BE A PART of building a great engine of applied project management?

Today’s post is direct. Today, we are not sharing knowledge about a relevant project management topic. Instead, we want to help in making project management a critical domain for ALL industries. Consequently, we are working to set project management skills essential for business success. We are learning to adjust in these challenging times with VUCA, COVID-19, and the pandemic-triggered recessions. We are trying to establish a New Normal or maybe a better future. Whether you work from home or work from anywhere, technology is vital. Further, projects are a must to grow the global economies, hence PMI usage of the term Project Economy. In summary, we believe project management is critical for success as we transition and transform. Today’s post is about the Uruk Platform, a project management software, cloud-based solution.

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National Project Management Authority

Is it time to elevate project management to the national level? Updated

We have posted the following message on my LinkedIn account and is already generating quite a bit of discussion.

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IPT: Integrated Project Teams, Multi-Disciplinary Teams in Capital Projects

What are some of the fallacies of agile in capital projects and construction projects?

We often read articles about agile, agile project management, and agile development. Further, many of these articles could be from global associations or even “top” business consultancies. However, the challenge with many of these articles is that the authors of these posts insist that agile development works on capital projects and construction projects. For many years we asked them to explain to us how agile development works on a capital project or a construction project, even the construction of a house. There answers …

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How to differentiate between Myth, Hype, and Reality: Hybrid, Agile, or Waterfall project management?

I have been in project management directly or indirectly since 1984. Also, I have a master’s degree in engineering and construction management that I had achieved 30 years ago. Further, I had worked on projects for leading global companies like Exxon, Shell, and Saudi Aramco. However, I have never heard the term “Waterfall Project Management” until! Until the Agile “Movement.” In other words, I started hearing about “waterfall project management” a few years ago when reading posts and articles by Agilists advocating “Agile Project Management.”

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Do we still need the role of the project manager?

Do we still need the role of the project manager? We ask this question because we often see posts on social media, suggesting the demise of this role. Posts with titles like: would AI (artificial intelligence) eliminate the need for project managers, and so on. We also see posts that claim in the age of Agile is there a need for a project manager Recently, we are viewing posts that compare the role of Scrum Master with a Project Manager, implying that a project manager is not needed. Think about this …

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What is an Agile Project, or Agile Project Management?

We continue to write about project management and our focus on Applied Project Management. Therefore, it is necessary to continue to write about Agile since it is a hot topic in business and the project management community today. The challenge is NOT with Agile Development, and we have stated enough time, we do not have any issues with the concepts of Agile Development. Our issue, and we often challenge, is the notion of phrases like “Agile Project” and “Agile Project Management.” Here is why we struggle with these terms.

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How do we define a project management methodology?

Since 2007, we in SUKAD has been advocating the necessity for organizations to develop or adopt a project management methodological approach. A project management methodology that is an essential component of the organizational project management system. Further, we often hear about predictive versus adaptive project management methods. We read the debates on Waterfall versus Agile. Some practitioners debate these topics, and Agilists promote that Agile is better than waterfall. However, these professionals do not recognize that neither Agile nor Waterfall are project management methodologies. Therefore, a set of relevant questions we often here is

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How do we assess project success?

How do we assess project success? Before one can answer this question, we need to provide the proper context and the various variables. For example, project success from whose perspective? Do we assess project management success, technical success, or objectives success? What would be the criteria for evaluating success? What would be the criteria for determining success for any of these dimensions? We will do our best to answer these questions and more here. Consequently, how to define success or failure? We need to look at this question from different viewpoints.

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How to start a project in the Uruk PPM Platform?

We posted an image on LinkedIn with a short post, but we think it led to some confusion. We will reshare the image later in this post and explain the steps of how to start a project in the Uruk PPM Platform. Some of you might have heard about this cloud-based solution that SUKAD Corp is developing, using the SUKAD Way Project Management Framework.

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What is the illusion of risk transfer?

Part of the following is from our book on Leading Megaprojects, A Tailored Approach. It is about the illusion of risk transfer that project owners might experience as a result of fixed-price contracting. We will first address the culture of fixed-price contracting, and next, we will discuss the illusion of risk transfer.

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