A Project Management thought leader, who believes that project management touches all people, in all aspects of life; personal and professional.Initiated and led the formation of SUKAD Corp to develop the Uruk PPM Platform.An advocate of real-world, practical and applied project management.Champion of adaptive project management, tailored methods, and organizational project management.Available anywhere in the world to advise executives and organizations on the strategic value of project management. Ready to help organizations build and sustain the Project Management Function and the capacity to lead projects successfully.
The text in this blog post is from a seven-volume e-book series that we are working on. It is Chapter 7 from Volume 2.
The Customizable and Adaptable Methodology for Managing Projects is a three-dimensional methodological approach. In other words, to manage projects effectively and at high degree of efficacy, we must consider three dimensions. It is possible to use one of the first two dimensions, on its own, to manage a micro, basic, or simple project but as projects grow in term of cost, time, or number of resources and team members, then we must consider the first two dimensions together, for good project management. For great project management, we advise consideration of all three dimensions.
What are these three dimensions?
The First Dimension
The first dimension is the project life cycle (the horizontal dimension), which helps practitioners follow a project from idea to closure (and beyond). Figure 5 (the first figure) is repeated from an earlier chapter, and it presents the first dimension. Keep in mind, this image represents the standard model without any customization, adaptation, or other tailoring steps.
The project life cycle consists of phases, stages, stage deliverables, and stage gates. What CAMMP offers is a standard model that can be tailored; tailoring is covered in more details in Volume 6 of this series.
The intent of assigning “the first dimension” to the project life cycle is to emphasize that a project life cycle is the most basic form of a methodology and must be the starting point. In other words, whether we are dealing with a micro project or a mega project, organizations should follow a project life cycle, or what is also known as a stage-gate process. The project life cycles will vary from one industry to another or project type. Hence the need to start with a standard model, then customize to an industry and organization, adapt to an organizational function, and modify to fit a given project class accounting for size and complexity. The ultimate purpose is to start with a standardized methodological approach to develop tailored methods that are fit for purpose[i].
Volume 3 will provide a detailed explanation of every stage, and its components.
The Second Dimension
The first dimension can be good enough to manage micro or basic projects without the use of the second dimension. It helps organizations manage a project C2C, concept to closure. Therefore, this dimension is a must for all projects regardless of type, domain, size or complexity. However, once again we must emphasize that as project grow in size or complexity, there is a need for the second dimension.
The second dimension is the vertical dimension of the project life cycle. It is about the application of the project management processes along the project life cycle in every stage or phase. In other words, the PLC help us manage C2C but to manage each phase or stage, we need the second dimension.
Before we show the big picture, let us emphasize a vital point. For the effective management of every phase of the project, we need a set of processes. PMI and ISO offer us the concept of process groups, which we modified and expanded it for the CAMMP methodological approach. Figure 6 (this second image) presents the set of processes to manage a stage or a phase, as modified by SUKAD.
Now, it is time to integrate the first two dimensions, which is the focus of Figure 7 (this third image).
What this image shows, is that in every phase, these set of processes repeat. Keep in mind that CAMMP use the term process to represent a set of process steps that are necessary to accomplish a process deliverable, such as a stage authorization document or a stage management plan[ii].
Volume 4 will provide more coverage of the second dimension.
The Third Dimension
A quick refresher first.
We stated that the first dimension can be used on its own (without the second dimension) for basic or small projects.
We also stated that as project grow in size, complexity, or number of resources and people required, we need the second dimension.
Integrating the two dimensions, the PLC help the project management team manage the project concept to closure, across the stages, whereas the processes help the PMT in managing each phase (or stage) of the project.
Wonderful, then what is the third dimension for?
The essential view of the third dimension
Unfortunately, we do not have a graphical representation for this since it is not like the first two dimensions; not a specific step or a stage or a process. The third dimension consists of layers, layers that organizations could implement along (and on top of) the project life cycle and the processes. These layers are what help organizations move from a fundamental methodological approach and transform it into a highly sophisticated and robust system that will enable and empower them to seek excellence.
In other words, whether you are managing a small or a mega project, a technology or a marketing project, in for-profit or not-for-profit organization, we need to apply some, if not all of the topics of the third dimension. This would be necessary, if organizations and teams want to elevate their projects and organizational performance to outstanding levels.
More on the third dimension
Organizations must ensure the competence of those working on projects. The competence would have to be appropriate to the type, domain, or class of the project. Competence is one of the advanced topics of the third dimension.
Along with competence, organizations cannot elevate performance without assessing the success of the projects they complete. We do have a project success model that we incorporate with CAMMP but it can also be used for other methodological approaches.
In addition to competence and project success, we address sustainability and best practices as the other two advanced topics to help organizations reach higher level of project management maturity.
Volume 4 will provide more coverage of the third dimension and its advanced topics.
In SUKAD, we have been working on a substantial document with the title Project Management English-Arabic Glossary of Terms. Since 2010, we have published this reference to the community; versions 1 to 3. It has been shared free under the Creative Commons Guidelines.
Recently, we have been involved in two projects to verify the translations of the PMP® and PMI-ACP® exam questions from English to Arabic. This work was for a private company (not PMI), but we had to comply with the PMI resources, like the PMBOK Guide and the Agile Practice Guide. Those projects triggered us to get back to the glossary to update to version 4.0.
في سوكاد، نحن نعمل على وثيقة مميزة تحمل عنوان مصطلحات إدارة المشاريع إنجليزي-عربي، او قاموس إدارة المشاريع.
منذ عام 2010 ، نشرنا الاصدرات السابقة من هذه القامو إلى مجتمع ادارة المشاريع؛ الإصدارات من 1 إلى 3. تمت مشاركت هذه الاصدارات مجانًا بموجب إرشادات مرجع: Creative Commons.
لقد شاركنا مؤخرًا في مشروعين للتحقق من ترجمة أسئلة (PMP) و (PMI-ACP) من الإنجليزية إلى العربية. كان هذا العمل لصالح شركة خاصة (وليس PMI)، ولكن كان علينا أن نلتزم بموارد PMI ، مثل دليل PMBOK ودليل الممارسات الاسلوب المرن. وقد دفعنا هذا العمل إلى الرجوع إلى القاموس لتحديثه إلى الإصدار 4.0.
This glossary has grown from about 20+ pages to 70+ pages. We have organized it in two parts:
Part 1 is mostly related to SUKAD Project Management Innovation Program and the terms we use for The SUKAD Way, CAMMP, and other products. Although these are SUKAD related terms, they are ALL project management terms.
Part 2, the biggest, is for all other terms. Most of these terms (words or phrases) come from our work but also related to PMI, ISO, and others.
لقد توسع هذا القاموس من حوالي 20 صفحة إلى أكثر من 70 صفحة.
قمنا بتنظيمها في جزأين:
الجزء الأول يتعلق في الغالب ببرنامج سوكاد لإدارة المشاريع والابتكار والمصطلحات التي نستخدمها في (The SUKAD Way and CAMMP) ومنتجات أخرى. على الرغم من أن هذه هي مصطلحات سوكاد، ولكنها مصطلحات إدارة المشاريع.
الجزء الثاني ، الأكبر ، هو لجميع المصطلحات الأخرى. تأتي معظم هذه المصطلحات (كلمات أو عبارات) من عملنا ولكنها أيضًا مرتبطة ب (PMI, ISO) وغيرهم.
The vision is to continue to update this glossary to include terms from other professional associations like IPMA, GPM Global, and other areas of project management.
To make that vision happen, we need help. The help we need is per the following:
Add terms to the glossary that would be of value to the project management community.
Translate the new words and phrases.
Technical verification to ensure the translated terms (new or existing) are not word-for-word translations but the translation that cover the intent. For the current terms, we have done most of this already.Linguistic verifications, but to be clear, this is a business/scientific document, so we are not looking for a highly complex translation, we need terms that are common and understood in the Arab world but linguistically correct.
وتتمثل الرؤية في مواصلة تحديث هذا المرجع ليشمل مصطلحات من الجمعيات المهنية الأخرى مثل IPMA و GPM Global وغيرها من مجالات إدارة المشاريع.
لتحقيق هذه الرؤية ، نحن بحاجة إلى المساعدة. المساعدة التي نحتاجها هي لكل مما يلي:
أضف مصطلحات إلى المرجع الذي سيكون ذا قيمة لمجتمع إدارة المشروع.
ترجمة الكلمات والعبارات الجديدة.
التحقق الفني للتأكد من أن المصطلحات المترجمة (جديدة أو موجودة) ليست ترجمات حرفية للكلمات بل الترجمة التي تغطي المعنى الصحيح. بالنسبة المصطلحات الحالية ، قمنا بمعظم هذا بالفعل. التحققات اللغوية ، ولكن لكي تكون واضحة ، هذه هي وثيقة ادارية/علمية ، لذلك نحن لا نبحث عن ترجمة معقدة للغاية ، نحتاج إلى مصطلحات شائعة ومفهومة في العالم العربي ولكنها صحيحة لغويا.
Call to Action
To accomplish this vision, we need volunteers. However, those who volunteer must keep in mind the following:
SUKAD started this document, and we currently have close to 1000 terms that we have already translated. Therefore, SUKAD will continue to own this glossary.
All who will help and contribute as volunteers will be credited in the front matters of the document.
Although SUKAD will continue to own this glossary, it will be open to sharing with the community for free; under the Creative Common Guidelines. SUKAD will NOT sell or profit from this work.
The primary author of this document will be Mounir A. Ajam and will be credited accordingly.If you are OK with the above, the next section will outline the plan for the work.
لإنجاز هذه الرؤية ، نحن بحاجة إلى متطوعين. ومع ذلك ، يجب على المتطوعين مراعاة ما يلي:
سوكاد أسست هذا القاموس، ولدينا الآن ما ياقرب 1000 مصطلح قمنا بترجمته بالفعل. لذلك ، سوف تستمر سوكاد في امتلاك هذا القاموس.
كل الأشخاص الذين سيساعدون ويساهمون كمتطوعين سيتم ذكرهم وشكرهم في مقدمة الوثيقة.
على الرغم من أن سوكاد سوف تستمر في امتلاك هذا القاموس، إلا أنه سيتم مشاركةه مع المجتمع مجانًا. بموجب المبادئ التوجيهية من منظمة (Creative Commons). لن تبيع سوكاد أو تستفيد من هذا العمل ماديا.
والمؤلف الرئيس لهذه الوثيقة هو منير عجم وسوف تتم إضافته وفقًا لذلك.إذا كنت موافقًا على ما ورد أعلاه ، فسيوضح القسم التالي خطة العمل.
This is a considerable glossary, and we realize not everyone can help in the whole document in one sitting. Therefore, we will do it in stages:
Step 1: We will share about seven pages per week to those who agree to volunteer.
Step 2: We will allow about one week for the feedback (adding new terms, verifying existing conditions, etc.) This is equivalent to one page per day (~ 10 min of work?)
Step 3: All comments will be collected in a Markup Mode.
Step 4: We will consolidate for the final version.
Step 5: If there is more than one proper term, we will include all valid terms.
Step 6: We will repeat the cycle of seven-pages per week (Step 1 to Step 5) until done. This could be about ten weeks.
هذا مرجع كبير، ونحن ندرك أنه لا يمكن للجميع المساعدة في الوثيقة بأكملها في جلسة واحدة. لذلك ، سنفعل ذلك على مراحل:
الخطوة 1: سنشارك حوالي سبع صفحات أسبوعية لأولئك الذين يوافقون على التطوع.
الخطوة 2: سنسمح بحوالي أسبوع واحد للتعليقات (إضافة مصطلحات جديدة، والتحقق من المصطلحات الحالية ، وما إلى ذلك). هذا يعادل صفحة واحدة في اليوم (~ 10 دقائق من العمل؟)
الخطوة 3: سيتم جمع جميع التعليقات.
الخطوة 4: سنجمع كل المداخلات للنسخة النهائية.
الخطوة 5: إذا كان هناك أكثر من مصطلح مناسب، فسندرج جميع المصطلحات الصالحة. الخطوة 6: سنقوم بتكرار دورة السبع صفحات في الأسبوع (الخطوة 1 إلى الخطوة 5) حتى تنتهي. هذا يمكن أن يكون حوالي عشرة أسابيع.
الخطوة 6: سنقوم بتكرار دورة السبع صفحات في الأسبوع (الخطوة 1 إلى الخطوة 5) حتى تنتهي. هذا يمكن أن يكون حوالي عشرة أسابيع.
As we said earlier, everyone who contributes will be credited.
If you help with one or two cycles, we will mention you.
If you help with the whole document, you will have a special mention J.
Then SUKAD will publish this for free and tag you all on social media.Of course, you are also free to share since it is open.
كما ذكرنا في وقت سابق، فإن كل من يساهم سيُنسب إليه الفضل و الشكر.
إذا كنت تساعد في دورة واحدة أو دورتين ، فسوف نذكرك.
إذا قمت بالمساعدة في الوثيقة بأكملها ، سيكون لديك إشارة خاصة.
بعد ذلك سوف تقوم سوكاد بنشر هذا مجانًا ووضع علامة (tag) لجميع المشاركين على الشبكات الاجتماعية.بالطبع ، أنت حر بالمشاركة لأنها مفتوحة.
Are you ready?
If you are ready and accept these terms, we will start on 10 January.
Mounir A. Ajam
هل أنت جاهز؟
إذا كنت مستعدًا وتقبل هذه الشروط ، فسنبدأ في 10 يناير.
We continue to produce valuable project management content to share with the community. We share via blog articles, videos, e-books, and books. We also share case studies and other valuable references and resources.
Over the last few days, we have been working on updating the SUKAD, Project Management English-Arabic Glossary of Terms, which grew from about 20+ pages to more than 70 pages full of #projectmanagement words and phrases, some related to #SUKADway and #CAMMP but most are generic.
This is work in progress and pending some expert editing to ensure the Arabic is linguistically valid (we are not #translation experts).
This post is an indirect promotion of our project management online learning programs. Earlier in 2018 SUKAD launched the Quest to Mastering Project Management, PM Quest, which is a project management online program. The idea behind this program is to offer various online courses, learning adventures, from different school of thoughts. The adventures follow three vital concepts, which are (a) project-based learning (for some adventures), (b) applied project management, and (c) bite-size learning. In this post, we will share sneak peaks with a couple of those adventures.
The term project could be used for anything, from going out to dinner to building a nuclear power plant. So what does the term project mean? We will address this question from different perspectives. We will discuss the term from a service provider viewpoint and a project owner perspective. Further, we will split the project owner perspectives and consider the question from an existing organization viewpoint and from the perspective of a new investment. In this article and video, we will also have a peek into asset management. Finally, we address the question, do all “projects” require project management?
Continue to read and look for the video. Although the article and video are related, they do complement each other; not duplicates. In another word, the article is not the transcript of the video.
What triggered this article and video is a discussion with a colleague, who is participating in a SUKAD PM Quest Course, Mr. Mohamed Al-Awadhi. Mohamed is using the course and the CAMMPTM Model to launch a new business, a venture.
A long article but we think it is worth your time.
Disclaimer: SUKAD and Mounir Ajam views on Agile are clear and have been documented via multiple blog articles and YouTube videos. Here is a link to a YouTube Playlist on Debunking the Myth of Agile Project Management. However, we are open to listen and share. Therefore, this article DOES NOT represent the SUKAD or Mounir’s views, but it does represent a view. We will publish it as received, without editing or even discussions beyond this disclaimer.
For example, as you can read in our articles or view in our videos, we do not believe in something called Agile Project Management. Agility principles can apply anywhere, including on projects but not as project management methods or agile method. Agility is different from Agile as in the Manifesto for Agile Software Development.
Recently, I was meeting with a client, and they were talking about “accredited PMI providers” and as far as I know, there are NO accredited providers from PMI or any other professional association. However, to be sure, I asked the question on LinkedIn. I will conclude this post with two resources, the Ajam Acid Interview Questions, and How to Select a Project Management Training Provider. What did we ask and what were some of the answers? Read on. Continue reading →
I was going to post these interviewquestions one by one, and I did post two or three on LinkedIn before but let me post all of them today. So, what are the Ajam Acid Interview Questions in Project Management? Continue reading →
I have always believed, that a good communicator, educator, coach, will tailor his/her message to fit the right audience. So, if we are speaking with high school students we need to speak at that level and if we are speaking to academics and experts, that would require a different message and level of engagement. Therefore, in this post, I ask the question and give our perspective, should not project management be for all aspects of life? Continue reading →