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!
This blog article, combine three short articles/video blogs that we published a while back. We combine them here for ready reference. There are three videos: one for developing the schedule for a stage; another for scheduling across the project life cycle; and the third is about rolling wave planning. More related videos could be coming to this platform.
The text in this blog post is from a seven-volume e-book series that we are working on. It is Chapter 7 from Volume 2.
The Customizable and Adaptable Methodology for Managing Projects is a three-dimensional methodological approach. In other words, to manage projects effectively and at high degree of efficacy, we must consider three dimensions. It is possible to use one of the first two dimensions, on its own, to manage a micro, basic, or simple project but as projects grow in term of cost, time, or number of resources and team members, then we must consider the first two dimensions together, for good project management. For great project management, we advise consideration of all three dimensions.
What are these three dimensions?
The First Dimension
The first dimension is the project life cycle (the horizontal dimension), which helps practitioners follow a project from idea to closure (and beyond). Figure 5 (the first figure) is repeated from an earlier chapter, and it presents the first dimension. Keep in mind, this image represents the standard model without any customization, adaptation, or other tailoring steps.
The project life cycle consists of phases, stages, stage deliverables, and stage gates. What CAMMP offers is a standard model that can be tailored; tailoring is covered in more details in Volume 6 of this series.
The intent of assigning “the first dimension” to the project life cycle is to emphasize that a project life cycle is the most basic form of a methodology and must be the starting point. In other words, whether we are dealing with a micro project or a mega project, organizations should follow a project life cycle, or what is also known as a stage-gate process. The project life cycles will vary from one industry to another or project type. Hence the need to start with a standard model, then customize to an industry and organization, adapt to an organizational function, and modify to fit a given project class accounting for size and complexity. The ultimate purpose is to start with a standardized methodological approach to develop tailored methods that are fit for purpose[i].
Volume 3 will provide a detailed explanation of every stage, and its components.
The Second Dimension
The first dimension can be good enough to manage micro or basic projects without the use of the second dimension. It helps organizations manage a project C2C, concept to closure. Therefore, this dimension is a must for all projects regardless of type, domain, size or complexity. However, once again we must emphasize that as project grow in size or complexity, there is a need for the second dimension.
The second dimension is the vertical dimension of the project life cycle. It is about the application of the project management processes along the project life cycle in every stage or phase. In other words, the PLC help us manage C2C but to manage each phase or stage, we need the second dimension.
Before we show the big picture, let us emphasize a vital point. For the effective management of every phase of the project, we need a set of processes. PMI and ISO offer us the concept of process groups, which we modified and expanded it for the CAMMP methodological approach. Figure 6 (this second image) presents the set of processes to manage a stage or a phase, as modified by SUKAD.
Now, it is time to integrate the first two dimensions, which is the focus of Figure 7 (this third image).
What this image shows, is that in every phase, these set of processes repeat. Keep in mind that CAMMP use the term process to represent a set of process steps that are necessary to accomplish a process deliverable, such as a stage authorization document or a stage management plan[ii].
Volume 4 will provide more coverage of the second dimension.
The Third Dimension
A quick refresher first.
We stated that the first dimension can be used on its own (without the second dimension) for basic or small projects.
We also stated that as project grow in size, complexity, or number of resources and people required, we need the second dimension.
Integrating the two dimensions, the PLC help the project management team manage the project concept to closure, across the stages, whereas the processes help the PMT in managing each phase (or stage) of the project.
Wonderful, then what is the third dimension for?
The essential view of the third dimension
Unfortunately, we do not have a graphical representation for this since it is not like the first two dimensions; not a specific step or a stage or a process. The third dimension consists of layers, layers that organizations could implement along (and on top of) the project life cycle and the processes. These layers are what help organizations move from a fundamental methodological approach and transform it into a highly sophisticated and robust system that will enable and empower them to seek excellence.
In other words, whether you are managing a small or a mega project, a technology or a marketing project, in for-profit or not-for-profit organization, we need to apply some, if not all of the topics of the third dimension. This would be necessary, if organizations and teams want to elevate their projects and organizational performance to outstanding levels.
More on the third dimension
Organizations must ensure the competence of those working on projects. The competence would have to be appropriate to the type, domain, or class of the project. Competence is one of the advanced topics of the third dimension.
Along with competence, organizations cannot elevate performance without assessing the success of the projects they complete. We do have a project success model that we incorporate with CAMMP but it can also be used for other methodological approaches.
In addition to competence and project success, we address sustainability and best practices as the other two advanced topics to help organizations reach higher level of project management maturity.
Volume 4 will provide more coverage of the third dimension and its advanced topics.
The term project could be used for anything, from going out to dinner to building a nuclear power plant. So what does the term project mean? We will address this question from different perspectives. We will discuss the term from a service provider viewpoint and a project owner perspective. Further, we will split the project owner perspectives and consider the question from an existing organization viewpoint and from the perspective of a new investment. In this article and video, we will also have a peek into asset management. Finally, we address the question, do all “projects” require project management?
Continue to read and look for the video. Although the article and video are related, they do complement each other; not duplicates. In another word, the article is not the transcript of the video.
What triggered this article and video is a discussion with a colleague, who is participating in a SUKAD PM Quest Course, Mr. Mohamed Al-Awadhi. Mohamed is using the course and the CAMMPTM Model to launch a new business, a venture.
A long article but we think it is worth your time.
The question that we address today is how to develop good cost estimates? We will present our views via four videos on cost estimating, that would address topics like, what are the components of a good estimate, what is the difference between estimating techniques and estimate classifications, and how to estimate contingency reserve. In addition, we will also highlight the relationship between scope definition, uncertainty, contingency, and estimate accuracy. One more statement/question here, do you realize that if the project manager is developing the cost estimate, that could be a conflict of interest?
You can probably claim 2 PDU for this article if you watch all of the videos. Assuming, you need PDUs.
Does this image intimidate you? If it does, good, it should be, but only at first look. If you have a project, a serious project, that requires a great deal of effort and money, STOP thinking about it, you WILL FAIL, so do not WASTE your time and hard-earned money. This last statement is applicable, ONLY if the image intimidates you. Consequently, we will start this post with a dose of reality before we can help you learn how to lead a personal project.
It is hard to share a document via social media, so we are documenting this offer via our blog site and YouTube channel. However, if you prefer a PDF copy, email us and we will share. This offer is open NOW and will remain open until mid-August 2018. If you like to join our applied project management program, (a) where we will be using a project-based learning approach, and (b) if you are willing to commit to learning how to lead a personal or private project using the SUKAD way and the CAMMP project management methodology, and (c) apply the concepts to YOUR real or realistic project, read on. This is a long post.
Over the years, SUKAD has been promoting that organizations should build their organizational project management system, including project management methodological approach. We also know that when it comes to PMP Certification; we are not only going against the popular trends and swimming against the PM Main Stream, we are moving against strong undercurrents; if not trying to break walls. In other words, one can only imagine the challenge. Yet, we believe that although the PMP still has value, PMOs, projects development, human resources, and organizational developments executives should consider investing into building tailored project management methodological approach rather than PMP certification. Our view is not limited to the PMP but to all generic certifications, although we focus on the PMP because it is the most popular and cause a craze. Continue reading →