Part of the following is from our book on Leading Megaprojects, A Tailored Approach. It is about the illusion of risk transfer that project owners might experience as a result of fixed-price contracting. We will first address the culture of fixed-price contracting, and next, we will discuss the illusion of risk transfer.Continue reading
In recent weeks, I have been trying not to comment on Agile Project Management and Agile Project Manager topics, on LinkedIn and other social media sites. I have been successful in avoiding these discussions, well, most of the time. But Continue reading
A recent post on ProjectManagement.com posed this question “PMI CERTIFICATION IN CONSTRUCTION IS IT A REQUIREMENT?” This topic has generated interesting discussion. To read the various views please visit the post.
What we share below is part of our views on the subject that we shared on the original post and including here; modified. Continue reading
We have been writing and recording videos on the challenges of delivering large and complex, major, or mega projects successfully.
We provided some ideas on how to lead mega projects to success.
We have even shared some research on these types of projects from leading global organizations and universities.
One of these articles is available by clicking here.
Another article is via this link.
Click on the image below for the latest video on this subject.
A recent post on the project life cycle has been generating quite a bit of interest and discussion on LinkedIn. The post is “Once again, what is the project life cycle?”
Well, in this follow-up article, we will highlight some of the confusions that remain and present a few project life cycle examples. Continue reading
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
I am writing this article with the feeling that I am either courageous or stupid since what I will write about might be touching many or stepping on people soft toes.
I must start by saying, I am writing this article based on observations from working in this region (West Asia, GCC) for close to 17 years; observations, not scientific research. Therefore, I accept and welcome a challenge from the types of organizations that I will highlight today. Continue reading
Recently we did write more than one article on Agile and how it does not work on capital projects.
Remember, we are talking about Agile, as in the Agile Manifesto and Agile Principles; not about agile as in agility, flexibility, adaptability. Continue reading
A few years back, a colleague sent me the following request:
“A friend of mine is studying MSc for Construction Project Management. As part of his dissertation, he wants to conduct a research to about —- Construction companies to find their maturity in project management. He is thinking to use OPM3.
What would you advise him for the questions on the questionnaire?“ Continue reading