Uruk PM

A short introduction about Uruk Project Management and its innovator, Mounir Ajam.

A critical question has emerged in the dynamic landscape of project and product management, sparking a vibrant conversation among professionals about the role of project management associations. This discourse is rooted in the evolving challenges and opportunities within the field. The situation led us to ask this critical question:

This question emerges from a critical look at the current state of project management practices and the role of project management associations in addressing these challenges.

The Leaky Roof Analogy

Our house roof is leaking.

The leaks are more than we can contain in a bucket.

The leaks are damaging our furniture and electronics.

However, we are worried about the paint on our neighbor’s fence.

We are also concerned with the lawn of another house across the street. In this case, the grass is not greener on the other side 😊.

Sure, the fence paint and not-so-green lawn might affect the neighborhood appearance, but which issue is the most critical for us, our family? Is it the paint and lawn or the leaking roof?

Relation to Project Management

In this case, the leaking roof is the project management state of practice and is in poor condition.

Why do we say that?

Considering the various (although inadequate) research on projects and project management success and failure, most references show that we have too many failures. This applies to many sectors, including technology, infrastructure, industrial, and capital projects.

Organizations treat project management as a second/third class or substandard function. In most organizations, we do not have project management as a formally recognized organizational function equal in recognition to the other divisions and departments.

There is too much ambiguity on critical topics such as project management methodology, the project life cycle, what a charter is, what scope is, and the recent post on product and project management.

There is endless debate on waterfall, agile, and hybrid and which PM methodology is better. The irony is that neither of these topics is a project management method.

As a result of the above and many other issues that we should have listed, our societies, companies, and economies are losing billions of dollars due to delays, cost overruns, and incompetence. So, let us blame VUCA or COVID.

The Project Management Reality

We must share one point before shifting to the other side of the analogy, the neighbors’ paint and lawn.

In response to the above problems, a few project management associations think that:

Selling more theoretical training (like “mastering hybrid project management” in this 3-day course) is one part of the answer.

Selling certifications. Yet, despite the millions of certificate holders over the decades, we have not seen any significant value or improvement in organizational success.

One previous CEO of one of these XYZs discussed the need for “gymnastics” in project management.

So, if these associations are not solving the problems, what are they doing?

The Paint and the Lawn

Worrying about the paint and lawn.

What do you mean, one might ask?

First, I must CLARIFY the paint and lawn might be important, and maybe they violate the community guidelines (or something like that), but is that our problem, or …? … sorry I needed a towel to dry my head from the water leak … or are not these the neighbors’ problems? I do not mind helping the neighbors, but after fixing my leaky roof.

What we have seen from some or most of these associations are things like:

Surveys on employee engagement,

Making No Code a core project management skill with the associated credentials,

Business agility,

Digital transformation,

Leadership,

Job Search Guidelines,

Agile transformation, and

So many other tangents.

Once again, all of these are important topics, but should we fix the roof before we worry about the neighborhood? Should we not fix our project management problems before we branch out?

Moving Forward

A critical question has emerged in the dynamic landscape of project and product management, sparking a vibrant conversation among professionals about the role of project management associations. This discourse is rooted in the evolving challenges and opportunities within the field. The situation led us to ask this critical question:

This question emerges from a critical look at the current state of project management practices and the role of project management associations in addressing these challenges.

The Leaky Roof Analogy

Our house roof is leaking.

The leaks are more than we can contain in a bucket.

The leaks are damaging our furniture and electronics.

However, we are worried about the paint on our neighbor’s fence.

We are also concerned with the lawn of another house across the street. In this case, the grass is not greener on the other side 😊.

Sure, the fence paint and not-so-green lawn might affect the neighborhood appearance, but which issue is the most critical for us, our family? Is it the paint and lawn or the leaking roof?

Relation to Project Management

In this case, the leaking roof is the project management state of practice and is in poor condition.

Why do we say that?

Considering the various (although inadequate) research on projects and project management success and failure, most references show that we have too many failures. This applies to many sectors, including technology, infrastructure, industrial, and capital projects.

Organizations treat project management as a second/third class or substandard function. In most organizations, we do not have project management as a formally recognized organizational function equal in recognition to the other divisions and departments.

There is too much ambiguity on critical topics such as project management methodology, the project life cycle, what a charter is, what scope is, and the recent post on product and project management.

There is endless debate on waterfall, agile, and hybrid and which PM methodology is better. The irony is that neither of these topics is a project management method.

As a result of the above and many other issues that we should have listed, our societies, companies, and economies are losing billions of dollars due to delays, cost overruns, and incompetence. So, let us blame VUCA or COVID.

The Project Management Reality

We must share one point before shifting to the other side of the analogy, the neighbors’ paint and lawn.

In response to the above problems, a few project management associations think that:

Selling more theoretical training (like “mastering hybrid project management” in this 3-day course) is one part of the answer.

Selling certifications. Yet, despite the millions of certificate holders over the decades, we have not seen any significant value or improvement in organizational success.

One previous CEO of one of these XYZs discussed the need for “gymnastics” in project management.

So, if these associations are not solving the problems, what are they doing?

The Paint and the Lawn

Worrying about the paint and lawn.

What do you mean, one might ask?

First, I must CLARIFY the paint and lawn might be important, and maybe they violate the community guidelines (or something like that), but is that our problem, or …? … sorry I needed a towel to dry my head from the water leak … or are not these the neighbors’ problems? I do not mind helping the neighbors, but after fixing my leaky roof.

What we have seen from some or most of these associations are things like:

Surveys on employee engagement,

Making No Code a core project management skill with the associated credentials,

Business agility,

Digital transformation,

Leadership,

Job Search Guidelines,

Agile transformation, and

What is Uruk´s Platform System?

Unlock the full potential of project management with the Uruk Platform System!

Dive into our comprehensive suite of elements and modules designed to streamline your processes and elevate your organization's performance. Watch Now https://youtu.be/YaU33Q92Gig

What is the Uruk PPM Platform?

A pioneering, comprehensive, and versatile, cloud-based project portfolio management solution, which will support organizations to save millions on their projects. For more information visit our website

The foundation for transformation, the organizational project management system

We have been publishing articles and posting podcast episodes on transforming project management. Today’s topic is the Role of OPM (organizational Project Management) as an essential foundation for transformation.

When we made the case for transformation, we stressed the need for two aspects, Organizational Project Management and a Value Delivery Methodological process. Today, we cover the OPM and next week we will address the methodological process. 

Introduction to Organizational Project Management (OPM)

In the first part, we discuss how important the first step regarding understanding project management is. This “Organizational Project Management (OPM)” aspect can be very advantageous. We shared an insight into diverse opinions on the importance of project management in some organizations.

One of the most fundamental aspects of an OPM system is its reliance on three core pillars: The Processes, The People, and The Technology. These components work in tandem to create a resilient framework that ensures the efficient execution of projects.

Organizational Project Management (OPM) Pillars:

Processes 

The processes pillar underscores the importance of standardized yet adaptable procedures. These guidelines help to maintain consistency across projects and prevent disarray. However, avoiding rigidity in these processes is crucial, as it can lead to project managers bypassing or ignoring them. Instead, a culture of continuous improvement should be fostered, where processes are regularly evaluated and refined.

People 

The people pillar emphasizes the competence of individuals involved in project management. This includes not just knowledge but also the ability to apply this knowledge consistently to achieve results.  

Technology 

The technology pillar signifies the role of digital tools in facilitating project management. Role of AI in the coming age of technology, we discussed both ends. To ensure that we are enhancing the use of technology, we do need to align it with the people and processes.

Conclusion 

In the dynamic landscape of business, effective project management is not just a desirable skill; it's a critical component for success. Whether you're overseeing a small team or managing complex initiatives across multiple departments, having solid project management strategies can make all the difference between smooth sailing and chaotic waters.

Understanding the Basics of Project Management

At its core, project management strategies  involves planning, organizing, executing, and monitoring tasks and resources to achieve specific objectives within a defined timeframe. It's about bringing together people, processes, and technology to deliver results that meet stakeholder expectations.

Key Elements of Effective Project Management

 Clear Goal Definition:

Every project needs a clear and well-defined goal. Without a precise understanding of what needs to be accomplished, teams can quickly veer off track or become overwhelmed by ambiguity. Define project objectives, deliverables, and success criteria right from the outset.

Thorough Planning:

A solid project plan serves as a roadmap for the entire team. Break down the project into smaller, manageable tasks, allocate resources efficiently, and establish realistic timelines. Anticipate potential roadblocks and have contingency plans in place to mitigate risks.

 Open Communication:

Communication lies at the heart of effective project management. Foster an environment where team members feel comfortable sharing ideas, expressing concerns, and providing updates on their progress. Regular meetings, status reports, and collaborative tools can facilitate transparent communication channels.

 Flexibility and Adaptability:

In today's fast-paced world, projects rarely unfold exactly as planned. Embrace flexibility and be prepared to adjust course as needed. Keep an eye on changing requirements, stakeholder feedback, and market dynamics, and be willing to pivot when necessary to stay on track.

Stakeholder Engagement:

Engage stakeholders early and often throughout the project lifecycle. Understand their expectations, address concerns proactively, and keep them informed about progress and milestones. Building strong relationships with stakeholders can help garner support and buy-in for your project.

 Effective Resource Management:

Optimizing resources—whether it's people, time, or budget—is crucial for project success. Identify resource constraints upfront, allocate resources based on skill sets and availability, and monitor resource utilization to prevent bottlenecks or burnout.

 Continuous Evaluation and Improvement

Project management is an iterative process. Regularly evaluate project performance against predefined metrics, solicit feedback from team members and stakeholders, and identify areas for improvement. Incorporate lessons learned into future projects to drive continuous growth and innovation.

Conclusion