Tag Archives: Capital Projects

Are PMI certifications considered in the construction industry?

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

Leading and Managing Major or Mega Projects, Part 3

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.

Video Related to the Subject

 

Possible project life cycle model integrating adaptive principles

Is the project life cycle fixed or varies?

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

How to lead mega projects to success – part 2 (with videos English + Arabic)

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.

Continue reading

Proper Stage-Gate Methodology abd early planning can save 25% on project schedule

How to lead large and complex (mega) projects to success?

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

Why are project owners afraid of project management?

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

Busting the myth of Agile for most projects, most of the time – 4

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

Do you consider these factors on construction projects?

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

A personal post, Mounir Ajam Career Path

I hope this post will not be misunderstood and taken for what it is – sharing a personal career path that started in 1984 in engineering and shifted to project management in 1990 and continuing to today. This is a sample career path and we hope it will inspire others to lead.

النسخة العربية

English Version

Case studies, failures, successes, and capital projects

This is a summary blog!

We have recently been publishing on case studies. In the last two weeks we published four case studies and we had published another one in the past.

The following is a list of the blog posts specific to case studies:

  1. Case Study | A failed PMO implementation
  2. Case Study | working across continents/organizations
  3. Case Study | Innovative planning and execution techniques
  4. Case Study | Project control and stakeholders’ involvement
  5. Case Study | From adversaries to integrated (project control) team

It is also worth noting that these case studies are available on our Project Management Knowledge Portal.

Most of the above case studies comes from capital projects.

To build on the above and other case studies, SUKAD has developed a 2-day workshop on Case Studies for Capital Projects. The various case studies that we will discuss in that workshop include failed and successful projects and address these projects from different perspectives. These projects also included cost plus and fixed price contracts.

Project Management Courses in Cyprus this SeptemberSUKAD is offering the above workshop and others in Cyprus the first week of September! I will be leading a couple of the workshops and my colleague Luc Bauwmans will lead the other two courses.

These workshops would be highly interactive and our principle consultants have direct personal experience in the various topics, which is gained through working on various global projects.