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.
How do organizations measure project and project management performance? Is it based on a customer satisfaction survey or is there more to it? Is it enough to measure the performance of a given project or should we also measure the organizational performance in delivering projects? Continue reading →
This article (actually a presentation) is a follow up to the last post on OPM.
At the end of September 2014, we had the pleasure and opportunity to support the Dubai International Project Management Forum (DIPMF.ae) where we led a 3-hour workshop on how to build the organizational project management system. The workshop slides were in the previous post.
In addition to the workshop, we had a short presentation on how to transform from PMO (project management office) to OPM (organizational project management).
At the end of September 2014, we had the pleasure and opportunity to support the Dubai International Project Management Forum (DIPMF.ae) where we led a 3-hour workshop on how to build the organizational project management system. Continue reading →
In this – just published standard – it emphasize the importance of tailoring a project management methodology. However, the main focus is on implementing an organizational system. We are happy to see this publication especially that we have been advocating the need for an organizational approach to building an effective and sustainable system. For example, in Chapter 5 of our recent book, Redefining the Basics of Project Management, we discussed the challenges facing project management and one of them is the lack of an institutional (organizational) project management approach.
However, what was interesting are the following:
This new standard dedicated a chapter for the need to tailor a project management methodology. We do not want to brag – may be a little – SUKAD developed The Customizable and Adaptable Methodology for Managing Projects™ (CAM2P™) back in 2007; 7 years before this standard. We had published our first book on CAM2P™ in 2010, a series of e-books in 2013 and now Redefining the Basics of Project Management.
The Customizable and Adaptable Methodology for Managing Projects™ (CAM2P™)