Tag Archives: Project Life Cycle

What is an Agile Project, or Agile Project Management?

We continue to write about project management and our focus on Applied Project Management. Therefore, it is necessary to continue to write about Agile since it is a hot topic in business and the project management community today. The challenge is NOT with Agile Development, and we have stated enough time, we do not have any issues with the concepts of Agile Development. Our issue, and we often challenge, is the notion of phrases like “Agile Project” and “Agile Project Management.” Here is why we struggle with these terms.

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How do we define a project management methodology?

Since 2007, we in SUKAD has been advocating the necessity for organizations to develop or adopt a project management methodological approach. A project management methodology that is an essential component of the organizational project management system. Further, we often hear about predictive versus adaptive project management methods. We read the debates on Waterfall versus Agile. Some practitioners debate these topics, and Agilists promote that Agile is better than waterfall. However, these professionals do not recognize that neither Agile nor Waterfall are project management methodologies. Therefore, a set of relevant questions we often here is

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How do we assess project success?

How do we assess project success? Before one can answer this question, we need to provide the proper context and the various variables. For example, project success from whose perspective? Do we assess project management success, technical success, or objectives success? What would be the criteria for evaluating success? What would be the criteria for determining success for any of these dimensions? We will do our best to answer these questions and more here. Consequently, how to define success or failure? We need to look at this question from different viewpoints.

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A Ziggurat - Uruk PPM Platform

How to use rolling wave planning during a phase of a project?

In the past, we wrote a series of posts and recorded videos on project scheduling, including rolling wave planning. Further, in our main book on CAMMP, Project Management beyond Waterfall and Agile, we also addressed planning in general. In the book, we stressed the need to think, act, and manage at the project level and at the stage level. Today, we have received a request, from a professional who is taking one of the SUKAD PM Quest online courses. The learner’s question triggered this post.

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Why did I write a book about leading megaprojects?

Let me start with a few notes and clarifications. We define megaprojects as massive projects with capital costs around US$1 billion and a high level of complexity. Industrial megaprojects seem to perform better than infrastructure megaprojects. However, at best, what we have seen reported is a 35% success rate on the high end and as low as 0.5% on the questionable end. We do question the 0.5%, although it is reported by a reputable source. We also know that many organizations do follow a stage-gate process and might have project management systems. Then, why more projects fail than succeed? The response requires an analysis of the root causes. Next, the challenge is on finding a tailored approach for leading megaprojects concept to success. SUKAD has such an approach; therefore, it makes sense to write about it.

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What are the differences between product-oriented processes and project management processes?

Recently, we have published on LinkedIn the CAMMP eleven principles or critical success factors. These are the principles necessary to build tailored project management methods in organizations. These tailored methods are for the management of projects and delivery of products. An online network connection (Mr. Larry Moore) raised the question: “Could you please explain just what you mean by “product and delivery processes?” Are these two different and separate groups of processes, or are they combined into a single set of processes? ”

So, what are the differences between product-oriented processes and project management processes? Further, why is it important for project managers to know about both? That is what we are answering in today’s article.

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How to differentiate between scheduling a stage work and scheduling a project?

This blog article, combine three short articles/video blogs that we published a while back. We combine them here for ready reference. There are three videos: one for developing the schedule for a stage; another for scheduling across the project life cycle; and the third is about rolling wave planning. More related videos could be coming to this platform.

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What is and how can we use Rolling Wave Planning?

This blog post is a video.

Develop a Schedule Series

This is the third video in the short series on how to develop a schedule.

In the first video, we covered the process of scheduling, which are the steps to follow for any schedule development.

In the second video, we covered the action of scheduling across the stages; along the project life cycle.

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How to schedule across the Project Life Cycle?

This blog post is a video.

Develop a Schedule

This is the second video in the short series on how to develop a schedule.

In the first video, we covered the process of scheduling, which are the steps to follow for any schedule development.

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What are the steps to schedule a stage of the project?

This blog post is a video.

Develop a Schedule

This video cover ‘the process’ of scheduling. Typically developing the schedule for a stage of a project but could be for any other work.

We will not discuss details, only an overview of the steps to develop the initial schedule and some of the concepts required to optimize the schedule.

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