Tag Archives: PMO

What are the performance metrics for managing projects?

How do organizations measure project and project management performance? Is it based on a customer satisfaction survey or is there more to it? Is it enough to measure the performance of a given project or should we also measure the organizational performance in delivering projects? Continue reading

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

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.

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

Forget about building the PMO, build the project management system!

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:).

The PMO PoliceOn 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

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.

Case Study | From adversaries to integrated (project control) team

This article is the fourth in a series of articles on case studies from the author own projects’ experience. We have recently presented these case studies as a workshop; part of a Project Management Conference (PM360) in Singapore that was organized by Knowledge Method, sponsored by RMC Project Management, and supported by SUKAD and two other partners. Continue reading