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
This post is part of our outreach and a bit of promotion. Today, we present our knowledge sharing initiatives and activities. Continue reading
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
The Project Management Institute (PMI) has just published Implementing Organizational Project Management: Practice Standard.
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.
- Further, when we focus on implementing OPM – the new standard; SUKAD also developed our OPM System approach back in 2010 – The SUKAD Seven Elements of Project Management Maturity™ – OPM System (http://sukadway.sukad.com/) and we are delivering a workshop on this in partnership with Knowledge Method In Singapore next week http://learning.sukad.com/joint-project-management-program-sukad-knowledge-method
IN OTHER Words
1. We are ahead of PMI
2. What we have does not contradict PMI
In the future we will write more about this subject!
How to build a sustainable organizational project management system? Why is it important to build such a system? We have a PMO, is not this enough?
Join us for a workshop in Singapore on how to build and sustain the Organizational Project Management System, from policies to methods, processes, procedures … Continue reading
This article is a continuation on past articles and an extended discussion on the last post.
As a refresher, to build an effective and sustainable project management organizational system (PMOS), we presented our preferred approach, which is founded on three principles:
- Use a program management approach, in other words, treat the PMOS implementation initiative as a program rather than a project,
- Use an extended approach, meaning build the system over 1 to 3 years and not an intensive 3 to 6 months style,
- Follow the SUKAD Seven Elements of Project Management Maturity™ model (The 7Es™).
In the last post, we re-touched on the 7Es™ and why an extended approach. Today, we will discuss: why do we propose the program approach? Continue reading