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.Continue reading
We posted an image on LinkedIn with a short post, but we think it led to some confusion. We will reshare the image later in this post and explain the steps of how to start a project in the Uruk PPM Platform. Some of you might have heard about this cloud-based solution that SUKAD Corp is developing, using the SUKAD Way Project Management Framework.Continue reading
What we want is to help organizations maximize shareholders’ value. We can do so by enabling them to deliver their products and complete their projects faster, cheaper, better. The catalyst is the Uruk PPM Platform. Therefore, in this special message, we want to OFFER YOU the opportunity to be part of the Uruk PPM Platform, which uses CAMMP and the SUKAD Way. Consequently, the Uruk PPM Platform is how we plan to disrupt the project management state of practice, starting with enabling organizations to digitally transform their project management and product delivery systems!Continue reading
Is the CAMMP Model a modified version of the PMBOK Guide or ISO 21500? We all know that the PMBOK Guide and ISO 21500, at least the versions that are currently active, focus on processes, process groups, and functions. Functions is the SUKAD Way term. It is equivalent to Knowledge Areas per the PMBOK Guide and Subject Areas per ISO 21500. The process groups of both guides are the process groups to manage a phase of the project. Once again, the process groups are NOT for the whole project; unless we have tiny projects. This is a common misunderstanding of these guides. The misunderstanding is where some practitioners think that the process groups are project phases. However, they are not, they repeat in every phase or stage.Continue reading
In this special message, I am reaching out to our network and all of you who have been following the blog site. As you know, we have been sharing project management knowledge through this site for about seven years and many of you are familiar with our work. However, you might not know that many of the concepts and approaches that we have discussed here, will be part of the Uruk PPM Platform. Consequently, the Uruk PPM Platform is how we plan to disrupt the project management state of practice, starting with a digital transformation.Continue reading
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
A network member, Michal Zuchowski, tagged #CAMMP on a LinkedIn discussion comparing #PMBOK Guide with #PRINCE2 and he suggested CAMMP is an alternative to consider. We appreciate the mention, Michal.
What problems is CAMMP trying to solve?
Here was the short answer
The CAMMP Model is project management and product delivery methodological approach; following a project from concept to closure, using a stage-gate process using a project life cycle as the foundation.
Expanding on the above,
We view projects as change initiatives and not limited to “execution”, which means it integrates the business side with the delivery side; eliminating the gap between Business & Delivery.
The above led to the question that triggered this post, what problems is CAMMP trying to solve? Or “So the main problem you’re solving is the gap between Business and Delivery?”
More on “What problems is CAMMP trying to solve?”
Solving the gap between Business and Delivery is one of the challenges that we are solving.
The second challenge we are approaching is covering is the confusion between process groups and project phases.
The third issue is the need to treat projects as change initiatives that should lead to benefits.
CAMMP main characteristics, Critical Success Factors
The main characteristic of CAMMP is cross-industry, domain, size, and complexity, which we can accomplish through tailored methods. Keep in mind the full name is Customizable and Adaptable Methodology for Managing Projects.
The image here include the core principles and critical success factors for a project management methodology.
We will write about these critical success factors in future posts.
CAMMP vs. PMBOK Guide vs. PRINCE2
The LinkedIn post where we were tagged and end up triggering this post was about comparing PMBOK Guide to PRINCE2 and the tag added CAMMP to the discussion, which is exciting considering that CAMMP is relatively the new kid on the block, working to becoming a giant. So how do we compare? Let us share an image to summarize the comparison.
CAMMP, from a new kid on the block to a giant
The title of this part is quite ambitious but we believe in the future of CAMMP and the SUKAD way. We understood the problems facing project management years ago, this is why we started the SUKAD Way program. It is also important that we realized the project management current state of practice, which is not great. We envisioned the solution despite the ongoing hypes on certifications, PMO, agile, and …
We continue to enhance the SUKAD Way and CAMMP. A CRC Press Book, Project Management beyond Waterfall and Agile documents CAMMP Version 3. Now, it is time for the Uruk PPM Platform.
The Uruk PPM Platform
Earlier this year (June 2019), we register SUKAD Corp in the United States with an additional division to our past operation. The new division is SUKAD Technology Solutions, which is mandated to develop the Uruk PPM Platform, a cloud-based PPM Solution that has CAMMP and other SUKAD Way solutions at its core.
The Uruk PPM Platform will be one of the first methodology-enable project management solutions in the market.
We are not building software, we are building the mechanism to trigger the organizational transformation into project management excellence beyond the hype.
We aim to change the culture and embed an agility mindset to product development and project management. That is the giant to come!
The following file include information about what we are willing to share. To gain access to these e-books in the future, stay connected to one of our engagement social media sites and you will get notifications when an e-book is ready to share.
The ebooks include case studies, using tailored methods based on the SUKAD CAMMP Methodological Approach. To learn more about tailoring methods, why not check this YouTube Playlist.
It is hard to share a document via social media, so we are documenting this offer via our blog site and YouTube channel. However, if you prefer a PDF copy, email us and we will share. This offer is open NOW and will remain open until mid-August 2018. If you like to join our applied project management program, (a) where we will be using a project-based learning approach, and (b) if you are willing to commit to learning how to lead a personal or private project using the SUKAD way™ and the CAMMP™ project management methodology, and (c) apply the concepts to YOUR real or realistic project, read on. This is a long post.
This post includes excerpts from a Case Study that we will be publishing later this year. The post is from Chapter 1. The Case Study, let us call it MLP, or ML Program for now.
Project or Program
The question of project or program (project management or program management) often confuses practitioners of project management. This case study is not about project management versus program management, therefore, we will only offer the definitions that we follow in SUKAD Group, which are the basis for all of our work and the context in this case study. Continue reading