Category Archives: Applying Project Management

The Applying Project Management sub-category is specific to topics on how to apply project management principles.

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 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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A Ziggurat - Uruk PPM Platform

How to use rolling wave planning during a phase of a project?

In the past, we wrote a series of posts and recorded videos on project scheduling, including rolling wave planning. Further, in our main book on CAMMP, Project Management beyond Waterfall and Agile, we also addressed planning in general. In the book, we stressed the need to think, act, and manage at the project level and at the stage level. Today, we have received a request, from a professional who is taking one of the SUKAD PM Quest online courses. The learner’s question triggered this post.

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What are the differences between a software tool and a solution?

When we discuss the Uruk PPMPlatform, we often say that Uruk PPM is not a software tool, it is a solution. What does that mean? What are the differences between a tool and a solution? We will answer these questions in the context of project portfolio management. Also, how do these concepts relate to the engines of project management?

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Why did I write a book about leading megaprojects?

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.

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How can you help organizations deliver products faster, cheaper, and better?

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!

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Why do organizations need an adaptive approach for managing projects?

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.

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Why are we causing more failures than successes in leading projects?

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.

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