We continue to post messages or images on social media from our upcoming book on Project Management beyond Waterfall and Agile.
Today we post from chapter 2. Continue reading
Many, if not most people in project management know Murphy or Murphy’s Law. According to the Murphy’s Law Website, “If anything can go wrong, it will“. For more information about the origin of this law, visit http://www.murphys-laws.com/murphy/murphy-true.html.
What does this mean to us in project management?
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.
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
I am writing this article with the feeling that I am either courageous or stupid since what I will write about might be touching many or stepping on people soft toes.
I must start by saying, I am writing this article based on observations from working in this region (West Asia, GCC) for close to 17 years; observations, not scientific research. Therefore, I accept and welcome a challenge from the types of organizations that I will highlight today. Continue reading
As you read this article you replace over budget with behind schedule and overrun with delayed to shift the discussion from cost to schedule and reach the same conclusion.
In recent days I have posted on Social Media about delayed mega projects and even did a video on the subject but in Arabic. Continue reading
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?
In the past, we did write articles about project success and the SUKAD Four Dimensions of Project Success. Today, we share a video.
Click on the image to view the video.
This text is also from our upcoming book and is a continuation of the previous article.
As mentioned already, for some of the knowledge areas, such as scope, time, cost, and risk there is a definite split between management planning processes and detailed planning processes. The earlier discussions on scope elaborated on this concept in text and graphics. The same analogy applies to risk, time and cost. Continue reading
Although this article is independent of the previous one, it would be useful to read the last article first. This article is also part of a book that is currently with the publisher and likely to be released to the market before the summer.
The following discussion is for the planning processes, within a phase. It is based on PMBOK® Guide, but a similar analysis can be used for ISO 21500.
There are processes, one in each knowledge area that focuses on the management of the knowledge area, including all other processes.