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?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.
How can executives reduce operating costs?
Cancel HR and Finance Departments!
While they are at it – why not cancel marketing and sales along the way?
To build on the title, the full question should be: “Can we learn all concepts of project management, in a short workshop?” What triggered this question is that we often here comments like this “At the end of this course, I will be aware for all concepts in field of project management”.
We cannot blame new comers to project management to expect the above from a 3-, 4-, or even a 5-day workshop since … 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
Why some (or maybe many) Project Management Offices, PMO fails? What are the gaps in PMO implementation that could be contributing to their failures? What is the organizational impact? Why a failed PMO might damage project management in the organization or at least dilute its value? Many questions we are posing here to open the discussion.
For the answers, continue to read. Continue reading
This article is a follow-up on two prior posts that we published recently. It is also in response to various online exchanges on the topic of Accidental Project Manager. The previous articles were:
If you read our last article and you are reading this article now good news and welcome back to a fun article. So, are you an accidental project manager?
In the last article we talked about the accidental project manager and we explained that the term is not offensive at all; if it was offensive, my project manager would have fired me a long time ago (imagine a funny face). She actually edited and approved this article. However, only after a lecture on my house duties with one task at a time. You will understand when you finish reading. Continue reading
Are you an accidental project manager? I hope that no one gets offended by this term since the use of this term in our view is not offensive at all, rather it reflects a common reality. It is for those non-project managers who are asked and expected to manage projects.
However, if anyone objects to the term, we truly apologize in advance and humbly ask you to read on and you might find out that our intentions are good. Continue reading