Transforming project management while respecting our diversity
Abstract
The leading project management associations have existed since the 1950s. Also, many guides and professional certifications have been around for decades. Yet, the project management failure rates have been stagnant. Further, we still lack a common or shared definition of project success or what constitutes a project management method. However, we continue to debate agile, waterfall, and hybrid; the irony is that neither is a project management method. In addition, many organizations launch PMOs only to shut them down later. Consequently, we must take a hard look at our work and the PM state of practice and transform it. In this paper, we offer one approach that helps in this endeavor.
Mounir A. Ajam
Founder & CEO
Uruk Project Management
Introduction
The leading project management associations1 have existed since the 1950s. Also, many guides and professional certifications have been around for decades. Yet, the project and project management failure rates have been stagnant2.
In our current state, we still lack a common or shared definition of project success. We do not know what constitutes a project management method or the difference between methodology and method. However, we continue to debate agile, waterfall, and hybrid to determine the best PM Method. The irony is that neither is a project management method.
In addition, many organizations launch PMOs only to shut them down later. Why? Lack of understanding of what a PMO is, a clear mandate, genuine sponsorship, or improved portfolio performance. Today, we might have 49 varieties of PMOs, and frequently we hear about a new flavor or name.
Consequently, we must look hard at our work and the PM state of practice. It may be time to transform project management.
We in Uruk Project Management are on a mission to be one of the leaders in this transformation journey. We center our effort around two areas. The first focus is on organizational project management, which includes the need to elevate PMOs to a formally recognized project management core function3. The second area of focus is to advocate the need for integrated project management (and ultimately integrated portfolio management). This paper presents our approach that helps in this second area of focus. Finally, in support of both areas, UrukPM has been developing the Uruk Platform, a pioneering, comprehensive, and versatile digital solution4.
management, millions of certificate holders, and numerous
certifications from a few associations?
- The absence of organizational project management systems and methods, and
- The lack of focus on delivering value through a methodological process.
Both points are related to the UrukPM mission highlighted in the Introduction.
1For example, the International Project Management Association (IPMA®), the Project Management Institute (PMI®), and others.
2A disclaimer: Unfortunately, we do not have standard definitions of project success (or failure) or how to distinguish between project and project management success/failure. Further, most of the studies that exist use different methods and reference points, which contribute to the need for more credible sources.
3We will address this topic in another paper.
4The Uruk Platform’s initial solution is already active and in the market for clients to try and subscribe to. Please visit our website for more information, https://urukpm.com/project-management-uruk-platform/.
