This week PMI announced the changes to the PMP Exam from the role delineation study. Consequently, we are starting to see many posts on the PMP changes and it is like we have discovered a solution for global warming. Keep in mind that many of these posts are from people and companies trying to SELL certification. If you are interested in pursuing the PMP, ignore the NOISE. All you need to know is that if you can take the exam before 16 December 2019, continue to study with the existing materials. If you are going to take the exam after that date, continue to study using the same materials, with some changes.
The following file includes the challenges that we have identified for megaprojects from observations, experience, literature review, and case studies. The table is from our book, Leading Megaprojects, A Tailored Approach, which is work in progress now.
Let us repeat the title question: Do project owners need help transforming to lead megaprojects? Studies by the Independent Project Analysis (IPA) and others have clearly identified a few key facts. The facts include project owners that manage their own projects directly, achieve better results than if the projects were managed by external parties. Another finding is that about half of their clients (IPA) have an organizational project management system (OPMS) that are poor or in needs of drastic improvements. Therefore, considering these two facts, then we raise more questions.
In the previous post, we wrote explaining why we are writing a book about megaprojects. In this post, I will share one of the chapters that discuss two megaprojects. These megaprojects share a lot of similarities but different outcomes. This chapter is from my upcoming book, Leading Megaprojects, a Tailored Approach.
We define megaprojects as massive projects with capital cost around US$1 billion and a high level of complexity. Industrial megaprojects seem to perform better than infrastructure megaprojects. However, at best, what we have seen reported is 35% success rate on the high end and as low as 0.5% on the other end. We do question the 0.5%, although it is reported by a reputable source. Then, the challenge is on finding a tailored approach for leading megaprojects and since we have such an approach, it makes sense to write about it.
This is an unusual post for us but we think it is necessary to open up the opportunity to our colleagues, friends, and network members. We wanted to go this route by directly asking those who are interested in SUKAD, project management, and our work.
Please treat this post with a bit of fun! Although we are posting serious questions about mega projects and the management of these massive projects, it good to be relaxed about them. We asked questions about people, team size, communication, and so on. I have to stress, that this blog article and a few others I have and will be posting about, are related to my work on the book Leading Mega Projects, a Tailored Approach. This book will be published by CRC Press, Taylor & Francis before the end of 2019.
I am writing this post, including some personal background information. I write to the attention of senior executives in organizations that are leading large projects, capital projects, and mega projects. You are my audience if you are an executive in what we call project owner organization. These include government, semi-gov, and private. Your projects could be oil & gas, petrochemical, unities, transportation, power generation, solar projects, real estate development, or similar. Do you need to build your project management function?
We often see posts that tell us about the role of project manager, with a list of responsibilities. These posts often appear to be by “experts” and the content is presented with certainty. In other words, the post might be erroneous or present the role from a narrow perspective, yet it is presented as THE ROLE of project manager.
There is about 1 hour of content here, so if you are a PMP, you could claim 1 PDU for listening in.
I guess it is clear from our introduction that the role of a PM is not fixed. It varies from one context to another. In this article, we share five videos related to this topic.
Role of Project Manager
OK, the role of PM does vary from one context to another. However, are there some general guidelines?
Do project owners still need a project manager in BOT situations?
Continuing from the first video, this second video address a specific question, which is: do project owners’ organizations still need a PM in a BOT (Build-Operate-Transfer) situations? The idea is since the BOT company is paying for and will manage it, would the “utility” or government entity (or others) that is giving out the BOT contract still need to manage? Listen; this is a shorter video.
Project Manager Competence
How can we link project manager competence to project classification? In other words, how can we determine the type or size of a project that a given project manager can manage? OK still not clear, let us say we have a PM with less than 5 years of experience, can this PM manage a large and complex project?
In this third video, we address this question and link it to professional certifications, such as those from IPMA. IPMA focuses on project management competence and their certifications link to the project manager competence.
Do we need project managers or project leaders?
Here we address a highly popular topic, which is to address one of the common misunderstanding on the topic of leader versus manager, then we link this to project management and managing a project.
OK, then, for managing a project, do we need a project manager or a project leader? The answer is in the next video.
The reason for this video is that many of the posts on PM, even when reading the PMBOK Guide, or preparing for the PMP exam, one can be led to believe that the PM is the one doing everything. Well, maybe in those tiny projects. Other than micro projects, the PM cannot do all of the work. Listen to see if you agree with our views or you think we are wrong.
What do you think? What did you like or don’t like?