Across industries, organizations invest heavily in project management frameworks, certifications, and software, yet still experience chronic project failures. Budgets are exceeded, deadlines are missed, and value is left unrealized. At Uruk, the issue is not project management itself. The problem is how organizations view, structure, and invest in their project management systems. That leads us...
How do we define a project management methodology? Project Management Methodology Since 2007, we have advocated 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....
Most of us who work on projects and project management understand that a project has a project life cycle; some like to call project life span. The project life cycle indicates starting and ending points. Further, the PMBOK(r) Guide defines the project as “temporary,” implying the beginning and end. However, do we know or agree...
I was talking with a friend about investing in The Uruk Platform. He does some work with government agencies, like ministries of transportations, oil & gas, and other entities that build “facilities.” Further, these government entities have highly defined specifications and requirements for every part of the project, like Design Management, Construction Management, etc. Therefore,...
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...
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....
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...
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...
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...
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...
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