Category Archives: Business and General Management

This category cover various business topics, we will use sub-categories to narrow the topics into logical grouping.

The SUKAD Way for Managing Projects

Would you be interested in project management seminars?

Project Management Seminars

Would you be interested in attending an evening (or daytime) project management seminar?

This article is to seek your input on selecting topics for a project management seminar series.

We also want to address organizations if they would be interested in partnering with us by hosting one or more of these seminars or even full-day workshop. Continue reading

De Bono Six Hats

Are projects done in a vacuum?

In numerous discussions online, even in guides like the PMBOK Guide, there is so much focus on the project rather than the organization and on the project manager rather than organizational project management.

What I mean is Continue reading

What is CAMMP™?

In this post, we will view CAMMP™ by the numbers and images

Continue reading

Why did we develop CAMMP™?

Years ago, I started leading project management workshops inside the companies I worked for. I remember my first course, back in the mid-1990’s was on the steps of project control and I delivered to our engineers and construction professionals (our employees and the employees of the general contractor).

Then  Continue reading

Can we use Agile “Methods” in construction project?

I have been reading some posts on Agile and its usage in construction and what a disaster.

Continue reading

What is the difference between product scope and project scope?

ISO 21500 mentions the need to have three types of processes to deliver projects, project management processes, product processes and support processes. However, ISO focuses on the PM Processes. Continue reading

PMO, PMD, and Org Structure

Should organizations have a PMO or a PMD? مع تسجيل صوتي بالعربي

Ah – abbreviations – abbreviations. PMO, PMD, PMF, PM, OPM, what do all of these things mean and should we care?

Well, let us start with the last part of the opening sentence, should we care?

Continue reading

Can we challenge your conventional wisdom?

Can we challenge your conventional wisdom?

Today is one of those days when I wish I had more humor to deal with a difficult topic. Read on

In your organization, do you have a FMO or eFMO?

How about a cHRMO?

No, then for sure you have an MMO or TMO.

No? Continue reading

A series of short videos on project management (English + عربي)

SUKAD has been working to help promote professional project management since our founding in 2004.

In addition to local events, we have been publishing this blog site and another in Arabic since 2011. We have a knowledge portal with some open information and other info that is restricted to SUKAD clients.

In this short message, we want to highlight the SUKAD YouTube Channel and our recent short videos series, one in English and the other in Arabic. These are casual videos with our interest to pass a message.

The images below show the current videos in the short videos series. The first image lists the 13 English videos and the second one the 12 Arabic videos that have been published as of today.

iSMILE - Project Management Short Videos

المعرفة في ادارة المشاريع

Why ‘Applied Learning’ is vital in project management?

In the previous article, we touched on this subject and today we expand the discussion. The following is part of the SUKAD Applied Learning Program – Essentials (ALP-E).

Why Applied Learning?

Project management is an applied domain and the best way to learn it is on the job by applying the concepts. Secondly, project management must be performed in teams, and not by an individual or an incongruous group of individuals.

Numerous research by top professional organizations and SUKAD research and observations in the region suggest that classroom training, especially of a generic nature, is not enough. Even when the training leads to certifications from global project management associations, the desired learning outcomes have not been achieved. Some reasons for this may be:

  1. Most training programs depend on lectures and injecting knowledge. That knowledge is maintained until the exam, but quickly forgotten after, if not practiced on the job. Again, this is true even with generic certifications like the PMP (Project Management Professional) and PRINCE2. Unless those professionals who achieved these certifications are empowered to develop, or update, or enhance the Organizational Project Management system, then the return on investment from these training programs is reduced to a minimal.
  2. Most training, and in particular certification preparation (with the exception of the newly established PRINCE2 Professional), focuses on individual knowledge as the main requirement to pass the exam.
  3. Generic training often neglects the real life workplace dynamics in organizations, and often the techniques learned in class, even when participants buy into them, are quickly discarded by the work environment as wasteful and unnecessary.

At SUKAD we believe that learning has occurred when behavior has changed for the benefit of both the organization and the individual.

This means that the emphasis must be on creating shared workplace knowledge, leading to the formation of a collective mental model in a given environment. Such a model may include an organization specific OPM system, but also the tacit knowledge of which techniques should be selected and which team members are best suited to a particular project.

For project management, the ideal learning environment is to blend and integrates:

  • classroom lectures, with
  • practice through individual and group exercises on a real or realistic project, in the classroom, and
  • if the program supplements the classroom work with on-the-job practice on a REAL project, working with a project sponsor, and a mentor/coach if available.

In organizations where there is an established project management department or office, an internal mentor or coach would be helpful. However, if such mentors are not available, or the organization does not have a PM Department or PMO, then SUKAD Principal Consultant can fill that role. In either case, a sponsor, or project owner is necessary, and a real project would be preferred.

In other words, if organizations want the prevailing culture to change, high-level support is necessary to facilitate such change, and real life scenarios are needed to ensure relevance of the learning.

The SUKAD Applied Learning Program - EssentialsContact us to learn about this program, or leave a message and will contact you!