In project management, we continue to hear about requirements. PMBOK Guide has a process called Collect Requirements. The SUKAD CAMMP Model has a stage labeled Requirements Stage. Well, this is good and necessary but is it enough?
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....
There are too many debates on social media, especially LinkedIn, and by subject matter experts and even thought leaders in project management about the need to have a common language. One of the justifications for documents like the PMBOK Guide, the ANSI approved PM Standard, ISO 21500, and many other resources is a common language....
What is the difference between output and outcome? Why does it matter in project management? In the project management context, an output could refer to the result of a given process, like those discussed in ISO 21500 or PMBOK Guide. Well, if we consider the output of the ultimate process = the project, then the...
As we deliver project management workshops, work with clients, or people in general, we find that in the majority of cases, people use the term quality to refer to grade. Well, although these terms are related, quality is different from grade. An explanation is in this video.
Kids were having steak for lunch so they were steakeholders 🙂 Well, our topic today is not about steakholders but stakeholders and shareholders. No cup holders for today. Honestly, this topic is easy and straight forward. We do not often see too much confusion between the two terms in our workshops. People understand the term shareholder...
ISO 21500 mentions the need to have three types of processes to deliver projects, project management processes, product processes and support processes. However, ISO focuses on the PM Processes.
I am writing this article with the feeling that I am either courageous or stupid since what I will write about might be touching many or stepping on people soft toes. I must start by saying, I am writing this article based on observations from working in this region (West Asia, GCC) for close to...
As you read this article you replace over budget with behind schedule and overrun with delayed to shift the discussion from cost to schedule and reach the same conclusion. In recent days I have posted on Social Media about delayed mega projects and even did a video on the subject but in Arabic.
Recently we did write more than one article on Agile and how it does not work on capital projects. Remember, we are talking about Agile, as in the Agile Manifesto and Agile Principles; not about agile as in agility, flexibility, adaptability.
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