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.
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.
Recently, we have published on LinkedIn the CAMMP eleven principles or critical success factors. These are the principles necessary to build tailored project management methods in organizations. These tailored methods are for the management of projects and delivery of products. An online network connection (Mr. Larry Moore) raised the question: “Could you please explain just what you mean by “product and delivery processes?” Are these two different and separate groups of processes, or are they combined into a single set of processes? ”
So, what are the differences between product-oriented processes and project management processes? Further, why is it important for project managers to know about both? That is what we are answering in today’s article.
The third issue is the need to treat projects as change initiatives that should lead to benefits.
CAMMP main characteristics, Critical Success Factors
The main characteristic of CAMMP is cross-industry, domain, size, and complexity, which we can accomplish through tailored methods. Keep in mind the full name is Customizable and Adaptable Methodology for Managing Projects.
The image here include the core principles and critical success factors for a project management methodology.
We will write about these critical success factors in future posts.
CAMMP vs. PMBOK Guide vs. PRINCE2
The LinkedIn post where we were tagged and end up triggering this post was about comparing PMBOK Guide to PRINCE2 and the tag added CAMMP to the discussion, which is exciting considering that CAMMP is relatively the new kid on the block, working to becoming a giant. So how do we compare? Let us share an image to summarize the comparison.
CAMMP, from a new kid on the block to a giant
The title of this part is quite ambitious but we believe in the future of CAMMP and the SUKAD way. We understood the problems facing project management years ago, this is why we started the SUKAD Way program. It is also important that we realized the project management current state of practice, which is not great. We envisioned the solution despite the ongoing hypes on certifications, PMO, agile, and …
Earlier this year (June 2019), we register SUKAD Corp in the United States with an additional division to our past operation. The new division is SUKAD Technology Solutions, which is mandated to develop the Uruk PPM Platform, a cloud-based PPM Solution that has CAMMP and other SUKAD Way solutions at its core.
The Uruk PPM Platform will be one of the first methodology-enable project management solutions in the market.
We are not building software, we are building the mechanism to trigger the organizational transformation into project management excellence beyond the hype.
We aim to change the culture and embed an agility mindset to product development and project management. That is the giant to come!
In this post, I am taking a small section from Chapter 1 of my upcoming book, Leading Megaprojects, A Tailored Approach to deal with what I call blockers of project management knowledge. The type of people who think that everything we need to know has been invented and no room for new knowledge or another perspective. I guess we need to ask universities to shut down; cancel their project management programs; or refer to some of these blockers to adopt their version of project management that they treat as the only “truth” or what I call narrow thinking or arrogance at the highest level. Is there a term for this level of arrogance? Back to the Blockers from Chapter 1.
In this post, I am borrowing a section from an internal document. This document addresses our views on the leading projects performance inhibitors. In other words, the root causes of why organizations do not do as well as they could in managing their organizational projects and products delivery. What is missing in their project management current state of practice?
The following content is from Chapter 2 of Leading Megaprojects, a Tailored Approach; the book that is in the publishing stage at this time. We want to define these terms for the context of the book and because various practitioners might have a different definition. We will be posting other definitions in the next few days. For today, we will define what is a project, what is a program, and what is a portfolio.
In the next few sections, we address each question and we close with the link of a project to portfolio management.
What is a Project
The first question is about what is a project, and here are the general points we use to define a project:
A project could be anything we create from scratch or a significant modification to an existing system, which would require substantial effort in terms of development and delivery.
It has a specific product (output), objectives (outcome), defined timeline (schedule), budget, and various other parameters (resources, quality, risks, etc.).
As a result, a project is an investment of time and money to deliver a product or service (output), and it must provide the capabilities to enable the realization of benefits (outcome).
The project owner can verify and accept the output at completion and closeout but often cannot validate the outcome until months or years after the end of the physical work.
A project can be independent or part of a program. If it is part of a program, it must align with the program objective, which in turn must align with the organizational strategic direction. On the other hand, if the project is independent of a program, it must directly align with the organizational strategic direction.
What Is Not a Project
Further, we need to clarify the definition further by stressing what is not a project.
It is common knowledge that normal, routine, repeated actions (tasks) are not projects. For example, something that requires a typical, repetitive business or manufacturing process to produce a gadget or X item would not be a project.
A phase of a project, or a stage, is not a project; more on this later.
Tasks that are part of a project are not projects, regardless of how big the task might be. For example, the graphical design for this book is not a project, it is a piece of writing and publishing this book project, which one could label as a sub-project.
Next, let us add more information.
Consequently, having said the above, we can still apply the project management process on a piece of the project, be it a phase, stage, or a sub-project. The processes and process groups, such as the PDCA Cycle, apply for tasks, sub-projects, or stages of a project. It is vital to understand this point: being able to use these processes on a piece does not make the piece a whole project. We stress this point because many practitioners confuse the processes and process groups from PMI® (the Project Management Institute) and ISO® (International Standards Organization) as project phases. Consequently, those who think that the process groups are phases mistake the process groups as the project life cycle, which is a serious problem (except maybe for micro-projects).
What is a Program
Next, we define the program and here are the general guidelines that we follow to define a program:
A program is a group of related projects and may include other operational work.
The projects are related to a common business objective, often a long-term strategic objective that aligns with the organizational strategic direction, mission, and vision.
While working on the program, the organization may adjust the projects, such as accelerating or slowing one or more projects. The changes would be driven based on organizational needs and various other factors.
The number of projects within a program could also increase or decrease as the organization collects feedback from the ongoing work and completed projects; some might call this Agile Program Management, but we call it an adaptive project and program management. It is being nimble or adopting agility (discussed later in this chapter).
Finally, each project within the program must deliver some benefits in addition to the incremental or collective benefits of the entire program. This point might be controversial for some, because we often see posts and discussions insisting that the business value exists only at the program level.
What is a Portfolio
We continue with the definitions and now we address what is a portfolio.
In this book, I do not refer to the term portfolio management often, because I see it as part of organizational project management and the management of projects and programs in the organization. Therefore, portfolio management is the highest level in the context of project management and includes managing the overall portfolio, which consists of various change initiatives, strategic project management, project selection, and termination. In CAMMP, portfolio management is active in the Discovery Phase, first with the idea and concept, then at Stage Gate 2, in which the initial project authorization is granted through a portfolio management assessment. During the project life cycle, portfolio management is active via the organizational and project governance.
Project Management and Portfolio Management
As a result of the above definitions, the above image is the project life cycle for CAMMP MP (Megaprojects). Although this image is specific to a project, the image indirectly shows how a project integrates with portfolio management. Portfolio management is active during the discovery phase, and at the time of project review and approval at stage gate 2.
 We realize that the graphic designer, especially if an outside agency, might view the graphic design as their project. That is, for the service provider, the graphic design work from initial contact with the client until the successful completion of the work could be viewed as a project—a project for the service provider, not the client; more on this later in the chapter.
 Such as those described in ISO 21500 (Guidance to Project Management) or the PMBOK® Guide (A Guide to the Project Management Body of Knowledge®).
 Plan–Do–Check–Act from Total Quality Management (Deming, 195#).
 This is possibly one of the most common areas of confusion in the project management community today.
 One might consider these adjustments as being driven by the emergent strategy generated from feedback and monitoring actual performance or responses.
Let us repeat the title question: Do project owners need help transforming to lead megaprojects? Studies by the Independent Project Analysis (IPA) and others have clearly identified a few key facts. The facts include project owners that manage their own projects directly, achieve better results than if the projects were managed by external parties. Another finding is that about half of their clients (IPA) have an organizational project management system (OPMS) that are poor or in needs of drastic improvements. Therefore, considering these two facts, then we raise more questions.
This is an unusual post for us but we think it is necessary to open up the opportunity to our colleagues, friends, and network members. We wanted to go this route by directly asking those who are interested in SUKAD, project management, and our work.