Tag Archives: Organizational Project Management

Why do organizations need an adaptive approach for managing projects?

In an earlier e-book, we had discussed the project management state of practice and the need to close the gaps. In this e-book, we start to present a project management adaptive approach that would be the knowledge foundation to transform the organizational projects’ performance.

Continue reading

Why are we causing more failures than successes in leading projects?

Why are we causing more failures than successes in leading projects? Are we learning from past failures or getting stuck in our growing pains? Why do executives fail to respect and understand the strategic value of project management? These are a small sample of the critical questions that affect the project management state of practice. Therefore, to address them, we are publishing an ebook series, consisting of seven e-books, starting with the first book mentioned in this post.

Continue reading

What is the ‘integrated project management solution’ that will go into Uruk PPM Platform™?

This blog post is part of a chapter in Leading Megaprojects, a Tailored Approach. This part explains The SUKAD Way for Managing Projects and its various components. However, the focus is on how to integrate these components into a holistic solution, the Uruk PPM Platform.

Continue reading

How to build and sustain the organizational project management system?

In this post, I am sharing another video from the Applied Project Management by SUKAD YouTube channel. This video is also from the first project management forum organized in Dubai; the Dubai International Project Management Forum (DIPMF).

Organizational Project Management

The video is about OPM, Organizational Project Management. It is a 3-hour workshop that presents The SUKAD Way™ for Managing Projects approach for building and sustaining the OPM System. We follow a model called The Seven Elements of Project Management Maturity™ that we developed in SUKAD in 2010.

Click on the picture to access the video and keep in mind, it is 3-hour but you can claim 3 PDU for it if you a PMI certificate holder.

How to build the organizational project management system | Applied Project ManagementEnjoy

Is it time to rethink the project management function?

Is it time to rethink the project management function? What triggered this discussion, is a recent post on rethinking the PMO. I know I have written on this topic before, but many articles on social media keep popping up, which encouraged me to write again. Today, we will make the case to rethink the project management function. We advocate moving from PMO to OPM, organizational project management.

First, we will start with some definitions to ensure alignments. Continue reading

The SUKAD Way for Managing Projects

Would you be interested in project management seminars?

Project Management Seminars

Would you be interested in attending an evening (or daytime) project management seminar?

This article is to seek your input on selecting topics for a project management seminar series.

We also want to address organizations if they would be interested in partnering with us by hosting one or more of these seminars or even full-day workshop. Continue reading

National Project Management Authority

Is it time to elevate project management to the national level?

We have posted the following message on my LinkedIn account and is already generating quite a bit of discussion.

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

How to build a sustainable project management system?

Introduction

Over the last 2 to 3 weeks we have published 5 articles about project management, project management office, and failure in implementing project management. These five articles build on each others leading to this sixth article in the series. Continue reading