In this post, we will view CAMMP™ by the numbers and images
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?
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
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.
In this post we address two important concepts about project management, which are:
- How to manage projects in organizations, and
- How to manage projects successfully.
We split these topics since the first deals with the organizational system – policies – procedures – processes – methodology, among other factors. The other topic, deals with offering a model to deliver project success rather than just project completion.
We had published this article in the past on a different platform and we republish here for its importance.
One in six major IT projects go 200% over budget – Knowledge Centre – ITP.net. This is an article published by ITP Publications By Mark Sutton Published August 27, 2011. However, the article actually reflect a study that was published in the September 2011 issue of HBR. Continue reading
This is a summary blog!
We have recently been publishing on case studies. In the last two weeks we published four case studies and we had published another one in the past.
The following is a list of the blog posts specific to case studies:
- Case Study | A failed PMO implementation
- Case Study | working across continents/organizations
- Case Study | Innovative planning and execution techniques
- Case Study | Project control and stakeholders’ involvement
- Case Study | From adversaries to integrated (project control) team
It is also worth noting that these case studies are available on our Project Management Knowledge Portal.
Most of the above case studies comes from capital projects.
To build on the above and other case studies, SUKAD has developed a 2-day workshop on Case Studies for Capital Projects. The various case studies that we will discuss in that workshop include failed and successful projects and address these projects from different perspectives. These projects also included cost plus and fixed price contracts.
SUKAD is offering the above workshop and others in Cyprus the first week of September! I will be leading a couple of the workshops and my colleague Luc Bauwmans will lead the other two courses.
These workshops would be highly interactive and our principle consultants have direct personal experience in the various topics, which is gained through working on various global projects.