Tag Archives: OPM

Is building a PMO the right answer or do we need OPM?

This article (actually a presentation) is a follow up to the last post on OPM.

At the end of September 2014, we had the pleasure and opportunity to support the Dubai International Project Management Forum (DIPMF.ae) where we led a 3-hour workshop on how to build the organizational project management system. The workshop slides were in the previous post.

In addition to the workshop, we had a short presentation on how to transform from PMO (project management office) to OPM (organizational project management).

Continue reading

How to build an organizational project management system?

In the past we did publish a few articles about project management office (PMO), organizational project management (OPM), project management methodology, and similar topics.

At the end of September 2014, we had the pleasure and opportunity to support the Dubai International Project Management Forum (DIPMF.ae) where we led a 3-hour workshop on how to build the organizational project management system. Continue reading

What is the link of OPM to QMS and organizational culture?

Organizational Project Management

In a recent workshop on organizational project management (OPM) a participant asked me what is the link of OPM to QMS, Quality Management System?

Before we can answer, let us briefly explain what is a process and how processes fit into our lives and our organizations. Continue reading

A few short videos on organizational project management

We have not been able to write frequently and we hope our readers can forgive us for that. It has been an extremely busy period for us delivering workshops from Singapore to Baghdad in addition to Dubai, Abu Dhabi and other locations. In addition to delivering other services to clients across West Asia.

In addition, we are also working on a few e-books and books to publish in the upcoming months.

What we want to share today is a few short videos that were recorded in a recent workshop in Singapore that cover topics such project organization structure, PMO, OPM, the SUKAD CAM2P Model … and other topics. Click here for our YouTube Channel and watch these videos.

Is the Project Management Institute (PMI) changing direction?

I raise this question “Is the Project Management Institute (PMI) changing direction?” to generate some discussions on whether PMI is indeed changing its direction of it is being a follower or a leader for project management?

Initially, we posted this article without offering much of our opinion in order to generate discussions, which it did on some online groups. A respected colleague suggested that we offer our views here, which we will do in this updated version – using blue font.

Continue reading

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!

How to manage projects in organizations, successfully?

In this post we address two important concepts about project management, which are:

  • How to manage projects in organizations, and
  • How to manage projects successfully.

We split these topics since the first deals with the organizational system – policies – procedures – processes – methodology, among other factors. The other topic, deals with offering a model to deliver project success rather than just project completion.

Continue reading

How to build a sustainable organizational project management system?

How to build a sustainable organizational project management system? Why is it important to build such a system? We have a PMO, is not this enough?

Join us for a workshop in Singapore on how to build and sustain the Organizational Project Management System, from policies to methods, processes, procedures … 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