Project Management Beyond Waterfall and Agile
This book goes beyond the paint-by-numbers approach, transcending the “how” of project management to the “what” and “why,” which is critical for leaders of change. ― Dr. Joel B. Carboni, President and Founder, GPM Global and President, IPMA-USA.
Project Management beyond Waterfall and Agile presents a flexible, universal, and integrated three-dimensional model for managing projects, the Customizable and Adaptable Methodology for Managing Projects™ (CAMMP) (Rebranded as Value Delivery Methodology). By tailoring and customizing the model to a specific industry or organization and by adapting it to a function or project classification, this model can be used to manage any project. CAMMP can also be used both in a traditional or an Agile environment. CAMMP integrates leading concepts on competence, processes, and sustainability. The model’s three dimensions are project lifecycle, project management processes, and, finally, competence, sustainability, and best practices. The book explains how to integrate these dimensions to manage a project across the three dimensions and the project stages. CAMMP is a stage-gate process, which is vital for project success.
The current state of practice in project management is not sustainable. The root causes of this problem include a lack of standardized processes, missing methods or methodological approaches, and no real organizational system for managing projects. This book introduces a system to address these shortcomings. It focuses on the elements of this system, which is a practical and systematic methodological approach for managing and delivering all types of projects.
CAMMP integrates the best learning from the various global associations in the field. The book distills the experience and knowledge of a practitioner working in different roles for more than three decades on various types of projects of all sizes and complexities. It is a practical book by a practitioner writing for practitioners.
Leading Megaprojects: A Tailored Approach
The performance of megaprojects is questionable, and a large percentage of them fail in one dimension or another. The challenges that contribute to these failures are known. Then why do these projects still fail at a high rate? Leading Megaprojects: A Tailored Approach examines the challenges facing megaprojects and, more importantly, successes in delivering megaprojects.
To close the performance gaps in megaproject deliveries, the book presents a customizable model that professionals and organizations can use to increase the chance of successful project delivery. To illustrate the model, it uses examples and case studies, primarily from capital projects, with engineering and construction components. The book also explains how the approach can be applied to all projects, regardless of industry or domain.
The book emphasizes the role of leadership because it takes the point of view that megaprojects cannot be successful without great leadership due to their massive size, complexity, number of parties and stakeholders involved, and cost, among other vital factors. Leaders can define the path for a megaproject to guide seasoned managers and project managers to successful closure.
The tailored approach is based on a stage-gate project life cycle model, which covers projects from concept to success. However, it is not limited to a purist form of traditional project management. It is a tailored methodological approach, with an emphasis on leading the work, end-to-end, at the project level, along with the management of every stage of the project. Also, it presents the integration of the business, product delivery, and operations management into a cohesive approach. The book concludes with an in-depth simulation showing how the model is can be tailored to deliver a megaproject successfully.
Vision Realized!
This book is the first part of a series. The series’ theme is Transformation: The Future of Work, which is about changing mindsets and breaking away from using the same thinking that has been mostly ineffective.
Project management is at the heart of this transformation. It is an essential set of skills that will help organizations succeed and maximize shareholders’ value!
The first book, Vision Realized (published in March 2025), is for an executive-level audience, which is necessary since organizations must start with the strategic aspects and the founding of a practical project management function. Organizations cannot transform if executives do not proactively take the lead and ownership to build a robust foundation and the rest of the structure. Therefore, that book explored various aspects of the current state of practice. Then, I made the case for change and proposed an envisioned future. That book offered a vision and how top executives can realize it.
Successful Transformation
This book is the second part of a series. The series’ theme is Transformation: The Future of Work, which is about changing mindsets and breaking away from using the same thinking that has been mostly ineffective.
Project management is at the heart of this transformation. It is an essential set of skills that will help organizations succeed and maximize shareholders’ value!
The second book, Successful Transformation (planned for 2Q2025).
Once an organization accepts the future of work, as we envisioned and proposed in Book 1, it needs to establish a transformation program management team (TPMT). Therefore, this second book would be a firsthand guide (a playbook) to help organizations build a sustainable and effective project management function, including the project management unit and organizational project management system, methods, and governance. Accordingly, the audience for this book would be the team leading the transformation initiative (the TPMT) along with the sponsoring executives. However, it is important to stress that although this book simulates a specific program, the approach is suitable for transformation initiatives.
