Author Archives: Mounir Ajam

About Mounir Ajam

Mounir Ajam is eager to awaken the giant of project management within individuals, organizations, and nations! Mounir is a project management author, executive, consultant, and social entrepreneur. Mounir is open for further learning and knowledge sharing.He has global experience working on projects in the United States, Europe, South East Asia, West Asia, and Africa. He has been privileged to work on multiple small projects and mega projects.

Possible project life cycle model integrating adaptive principles

Is the project life cycle fixed or varies?

A recent post on the project life cycle has been generating quite a bit of interest and discussion on LinkedIn. The post is “Once again, what is the project life cycle?

Well, in this follow-up article, we will highlight some of the confusions that remain and present a few project life cycle examples. Continue reading

Should we restrict PMO to categories like supporting, directing …?

This is a video blog but focusing on a concept outlined in the PMBOK Guide that categorizes PMOs as Supporting, Controlling, or Directing. Continue reading

How to make the PMBOK Guide works for you?

Every once in a while we run into discussions and statements like:

  1. The PMBOK Guide is not real world, or
  2. The PMBOK Guide does not work

Are these correct or realistic statements? 

Well, the best answer in project management always start with “it depends.” Let us elaborate.

Continue reading

Once again, what is the project life cycle?

Once again, what is the project life cycle?

Why this question?

Because it is our belief that the most common misunderstanding in project management today, especially among those who follow PMI and learned project management through the PMBOK Guide. Notice, we used the term misunderstanding because  Continue reading

The PMBOK Guide, a histortical perspective

In this post, we are providing a historical perspective on the PMBOK Guide, especially with the sixth edition coming out soon. Continue reading

How to lead mega projects to success – part 2 (with videos English + Arabic)

Every once in a while we focus on a certain topic and write a few articles about. Recently, we had a few posts with videos on terminology differences, and before that, we cover agile for capital projects. The most recent posts have been about large-complex, or mega projects.

We have to admit, today’s post might reiterate some points from earlier posts — AND — it is also a bit commercial in nature since it is related to a learning program that SUKAD has developed and is offering to deal with the challenges of mega projects.

Continue reading

What is the difference between expectations and requirements?

In project management, we continue to hear about requirements. PMBOK Guide has a process called Collect Requirements. The SUKAD CAMMP Model has a stage labeled Requirements Stage.

Well, this is good and necessary but is it enough? Continue reading

Proper Stage-Gate Methodology abd early planning can save 25% on project schedule

How to lead large and complex (mega) projects to success?

This post is specific to Executives, especially those leading Project Owners’s Organizations.

How to lead large and complex (mega) projects to success?

How you can minimize the chance of delays and overruns and maximizing value to your shareholders?

In a recent article, we wrote and recorded video on why project owners organizations are afraid of project management. That was a tough article to write since it could have touched on organizational culture and pride but nonetheless, the message has to be said. Continue reading

Is a common language in project management a reality or wishful thinking?

There are too many debates on social media, especially LinkedIn, and by subject matter experts and even thought leaders in project management about the need to have a common language.

One of the justifications for documents like the PMBOK Guide, the ANSI approved PM Standard, ISO 21500, and many other resources is a common language.

Well, is this a myth? Is it even possible to have a universal – global – worldwide – one-language in project management? Continue reading

What is the difference between output and outcome?

What is the difference between output and outcome? Why does it matter in project management?

In the project management context, an output could refer to the result of a given process, like those discussed in ISO 21500 or PMBOK Guide. Well, if we consider the output of the ultimate process = the project, then the output is the final result or product.

On the other hands, an outcome focus on expected results, the realized benefits that could be derived post project completion.

To learn more, here is a video.