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.Continue reading
This article is indirectly an announcement for a project management seminar that SUKAD will be hosting in Dubai on the 16th of April 2018, and likely to repeat in Abu Dhabi on 30 April 2018. The hot topic of the day is “Debunking the myth of what is a project management methodology.” Continue reading
Continuing with posts on agile, what is agile and how does it integrate with a project management methodology? Continue reading
In this post, we will view CAMMP™ by the numbers and images
This post is specific to Executives, especially those leading Project Owners’s Organizations.
How to lead large and complex (mega) projects to success?
How you can minimize the chance of delays and overruns and maximizing value to your shareholders?
In a recent article, we wrote and recorded video on why project owners organizations are afraid of project management. That was a tough article to write since it could have touched on organizational culture and pride but nonetheless, the message has to be said. Continue reading