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™)
If you are a regular or occasional reader of these blog posts, we can assume that you like what you see here and come back for more. If you are a new reader that just stumbled upon our site, we hope to have you visit again and again. Continue reading →
A large percent of organizations – at least in the “West” – have project management offices (PMO), so why are we saying “forget about building the PMO”? Well for once to grab your attention:).
On a serious notes, some organizations that are implementing a PMO, they implement with it the project management system and this is good – we can learn from these organizations. On the other hand, some organizations implement a PMO – supposedly to improve project management in the organization – but what they end up implementing is a reporting (spy) agency or a police force. Continue reading →
I have recently been corresponding with a colleague on project management and how to apply project management in the not-for-profit / non-governmental-organizations (NGO) environment. This colleague is a professor of public administration in a North American university and has interested in NGO and whether NGO can enhance their effectiveness if they use proper project management practices.
Our correspondence led to two questions:
What are the basic project management mechanisms to implement projects in the private sector? This is the topic of this article, and
Focusing on the NGO sector, what project management mechanisms should be used? In other words, lets talk about the process of project development (from initiation through implementation to termination) … this would be a future article