Tag Archives: 7Es

How to implement OPM system – the PMI way

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.
The-SUKAD-CAM2P-Model

The Customizable and Adaptable Methodology for Managing Projects™ (CAM2P™)

The SUKAD 7Es™ (Seven Elements of Project Management Maturity)

The SUKAD 7Es™ (Seven Elements of Project Management Maturity™) – a Model for Building the Organizational Project Management System

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!

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Introduction

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

Possible Program Life Cycle

How to implement a project management organizational system – 2?

Introduction

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:

  1. Use a program management approach, in other words, treat the PMOS implementation initiative as a program rather than a project,
  2. Use an extended approach, meaning build the system over 1 to 3 years and not an intensive 3 to 6 months style,
  3. 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

How to implement a project management organizational system – 1?

Introduction

A few days ago, we published an article under the title “forget about building the PMO, build the project management (organizational) system” – let us abbreviate it as PMOS. In that article, we touched on our preferred approach, which is founded on three principles:

  1. Use a program management approach, in other words, treat the PMOS implementation initiative as a program rather than a project,
  2. Use an extended approach, meaning build the system over 1 to 3 years and not an intensive 3 to 6 months style,
  3. Follow the SUKAD Seven Elements of Project Management Maturity™ model (The 7Es™).

The above is our suggested approach, which organizations can consider in full or in parts. In this article and the next few articles, we will expand on the above. Continue reading

Forget about building the PMO, build the project management system!

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:).

The PMO PoliceOn 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

What are the basic PM mechanisms to implement projects in private sector?

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:

  1. What are the basic project management mechanisms to implement projects in the private sector? This is the topic of this article, and
  2. 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

Continue reading

How to sustain and grow project management?

Introduction

Project Management is a profession!

No,  it is not!

The PMBOK Guide is the best practice!

No,  it is not!

The PMI Methodology!

PMI does not have a methodology! Continue reading