tag:blogger.com,1999:blog-34468156743336434952011-10-21T00:43:00.909+03:00Sharing some of my articles as a small contribution to The Project Management Profession...Eng. Samer el Barakeh, MPM, PMPhttp://www.blogger.com/profile/09113215598672915180noreply@blogger.comBlogger321100tag:blogger.com,1999:blog-3446815674333643495.post-4906958851360799722008-11-20T01:51:00.002+03:002010-01-16T10:01:13.422+03:00

IN BRIEF: Construction Management is Project Management tailored to the specific needs of construction projects.Project Management: Leadership + Scope, Schedule, Budget, QA/QC, HR, Reporting, Risk & Contracts. Construction Management: Project Management AND extra consideration of Safety, Environment, Finance and Claims. IN MORE DETAILS: Project Management includes fully understanding and being

Eng. Samer el Barakeh, MPM, PMPhttp://www.blogger.com/profile/09113215598672915180noreply@blogger.com1tag:blogger.com,1999:blog-3446815674333643495.post-39600968559450255062008-10-25T16:28:00.003+03:002008-10-25T16:49:40.161+03:00

AbstractStrategy symbolizes the transfer of an organization from its current state to a desired new future one. This implies high uncertainty and risks in “how” to go there.This paper aims to provide a road-map that decreases this uncertainty by a comprehensive set of tools to plan the strategy then select and maintain the right portfolio of projects that best aligns with this strategy.The

Eng. Samer el Barakeh, MPM, PMPhttp://www.blogger.com/profile/09113215598672915180noreply@blogger.com0tag:blogger.com,1999:blog-3446815674333643495.post-20325374630391339972008-06-22T12:07:00.003+03:002008-06-22T12:17:30.857+03:00

I would like to share my understanding about Vision Mission and Objectives by showing how they are linked together.Vision: A High level description of the desired state. Brief, concise and realistic. This comes from the Board of directors, Executives, Owners etc. (the top level)For this vision to come true, many things need to be done, some are inter-related. So, we need to know what is the role

Eng. Samer el Barakeh, MPM, PMPhttp://www.blogger.com/profile/09113215598672915180noreply@blogger.com1tag:blogger.com,1999:blog-3446815674333643495.post-82472002780133234482008-06-22T01:24:00.002+03:002008-06-22T01:30:53.601+03:00

Below is a set of recommendations that can help Organizational executives ensure proper alignment between projects pipelined and their organizational strategy. As a bottom-line, projects and strategic development are inter-related as shown below.Allow Middle Managers Onboard Most executives are too busy to be involved in structured strategic planning, some got their positions because they are

Eng. Samer el Barakeh, MPM, PMPhttp://www.blogger.com/profile/09113215598672915180noreply@blogger.com2tag:blogger.com,1999:blog-3446815674333643495.post-30203617093034546122008-04-27T19:36:00.005+03:002008-12-12T10:57:08.487+03:00

Successful Project Management Office (PMO)There was a global study conducted on 750 Project Management Offices (PMOs) which found that the most successful PMOs were centralized to service the entire organization and they provided added convenience to the project team at the same time (Stanleigh, 2006). To be successful, ten so called ‘secrets’ are recommended. These are:1. Launch slowly and with

Eng. Samer el Barakeh, MPM, PMPhttp://www.blogger.com/profile/09113215598672915180noreply@blogger.com0tag:blogger.com,1999:blog-3446815674333643495.post-23773636809174226092008-04-14T21:09:00.003+03:002008-04-14T21:15:17.019+03:00

Should a business case be formal, justifiable, and in Dollar value/financial figures? why do some organizations initiate projects without objective business cases?Portfolio management and strategic planning are methods that lend the importance of a specific project business case towards the overall benefit of the portfolio or the programme of projects. In this aspect, a project with an ‘

Eng. Samer el Barakeh, MPM, PMPhttp://www.blogger.com/profile/09113215598672915180noreply@blogger.com0tag:blogger.com,1999:blog-3446815674333643495.post-65954800647384954152008-04-07T22:20:00.004+03:002008-04-07T22:34:09.604+03:00

Once an organization structure is decided and established, the lines of authority can be drawn. But the interaction between organizational components, the shift in strategy along the way, and specific projects’ conditions would lead to continuous changes. This is why two project managers, responsible for similar projects may have different authorities. And the same applies to functional divisions

Eng. Samer el Barakeh, MPM, PMPhttp://www.blogger.com/profile/09113215598672915180noreply@blogger.com0tag:blogger.com,1999:blog-3446815674333643495.post-81013152808549798682008-04-02T20:08:00.004+03:002008-12-12T10:57:09.730+03:00

1. IntroductionIn this posting, I would like to present a perspective for Programme and Portfolio Management and their integration. Additionally, different sights are presented on how Programme and Portfolio Management can be used to enable cultural change, strategic implementation, and maturity development. To end with, a comment on other posting and some thoughts that are open for discussions.2

Eng. Samer el Barakeh, MPM, PMPhttp://www.blogger.com/profile/09113215598672915180noreply@blogger.com0tag:blogger.com,1999:blog-3446815674333643495.post-75626757893040546242008-03-23T10:08:00.003+03:002008-03-23T10:14:54.027+03:00

This discussion presents my viewpoint of when many organizations come to a position of assessing maturity improvements in Project management; along with pros and cons of adopting a PM Maturity Level and finally the challenge of 'guiding organizational change' to the desired higher level. (pros and cons of what and how)Unfortunately, in many organizations, the choice of implementing a maturity

Eng. Samer el Barakeh, MPM, PMPhttp://www.blogger.com/profile/09113215598672915180noreply@blogger.com1tag:blogger.com,1999:blog-3446815674333643495.post-71111043458031235952008-02-21T12:44:00.004+03:002008-12-12T10:57:10.163+03:00

Upon building trust, partnering uses group based processes focusing on Deming’s 80-20 rule to: • Focus all stakeholders on shared values and objectives• Focus on identifying the dominant problems and opportunities• Establish benchmarks• Develop action plans for problems and opportunities• Develop performance feedback system to measure performance against objectives.• Provide feedback to all and

Eng. Samer el Barakeh, MPM, PMPhttp://www.blogger.com/profile/09113215598672915180noreply@blogger.com0tag:blogger.com,1999:blog-3446815674333643495.post-48453211985631811872008-02-21T12:05:00.005+03:002008-02-21T12:16:41.963+03:00

The Role of Facilitator in Partnering:The process has to be owned by stakeholders; the facilitator should be neutral and mutually agreed upon. He/she manages the meeting process only not the content.Facilitator needs to be:• ethical • respect individual• believes in process consulting• respects the personal aspect of stakeholders• respects confidentiality.There are three Facilitator roles: •

Eng. Samer el Barakeh, MPM, PMPhttp://www.blogger.com/profile/09113215598672915180noreply@blogger.com0tag:blogger.com,1999:blog-3446815674333643495.post-63505261460864926152008-02-19T14:51:00.006+03:002008-12-12T10:57:11.248+03:00

Change in Chunks Other postings in this website have presented strategies to “Change”. In this section we are going to explore how to overcome “Resistance to Change” that resides in mindsets of organizational members. Roger et al. (1994) offer six suggestions on how to avoid, and when necessary overcome resistance in order to realize lasting fundamental changes. Previously, there were two choices

Eng. Samer el Barakeh, MPM, PMPhttp://www.blogger.com/profile/09113215598672915180noreply@blogger.com0tag:blogger.com,1999:blog-3446815674333643495.post-40873523205518110062008-02-18T14:02:00.008+03:002008-12-12T10:57:11.864+03:00

It is recommended to read the posting titled: "Why Partnering in Organizations" to get an overview about Partnering general benefits, then read onwards for a deeper analysis of specific "Organizational Advantages from Partnering":First: Learning Flexible Organization:The environmental changes of organizational environments have forced a shift in the high leverage points of high performance from

Eng. Samer el Barakeh, MPM, PMPhttp://www.blogger.com/profile/09113215598672915180noreply@blogger.com0tag:blogger.com,1999:blog-3446815674333643495.post-76415264674608001292008-01-03T14:34:00.000+03:002008-12-12T10:57:12.034+03:00

We are looking for a simple cultural change process to bridge our present into the desired future; a method that can be “strategically staged” and easily implemented by our managers. Partnering provided answers to all these and more as explained hereafter.Considering the Key elements of partnering as a start: commitment, equity, trust, development of mutual goals and objectives, implementation,

Eng. Samer el Barakeh, MPM, PMPhttp://www.blogger.com/profile/09113215598672915180noreply@blogger.com1tag:blogger.com,1999:blog-3446815674333643495.post-64459692959454271232007-12-30T14:28:00.000+03:002008-12-12T10:57:12.225+03:00

Our assessment of the common strategic planning processes has uncovered the need to introduce more strategic planners into the strategy making process which is currently owned by line managers and performed in a synthetic manner- below the threshold of “formalization edge”- a good practice. (Mintzberg H., 2004)Strategic planners will enrich the strategy making process with analytical formal

Eng. Samer el Barakeh, MPM, PMPhttp://www.blogger.com/profile/09113215598672915180noreply@blogger.com0tag:blogger.com,1999:blog-3446815674333643495.post-3223525646513445862007-12-30T13:58:00.001+03:002008-12-12T10:57:12.368+03:00

Maturity reflects the current organizational competencies/practices level. It reveals how successful this organization can be in effectively running business and carrying out projects. The Six Stage Maturity Model (fig. 1) is based on the following six stages PMGT5876 (2004): 1. Foundation Stage2. Garbage Can 3. Bureaucracy4. Partnering5. Empowerment6. Network Organization

Eng. Samer el Barakeh, MPM, PMPhttp://www.blogger.com/profile/09113215598672915180noreply@blogger.com0tag:blogger.com,1999:blog-3446815674333643495.post-15866612739547675832007-07-08T20:00:00.001+03:002008-03-04T09:14:30.468+03:00

We are going to introduce some practices that, when adequately implemented, can increase probability of successful project completion. They will be presented as:- Being tested on a project we have recently performed- Followed by recommended Post Project Reviews--------------------------------------------------------------------Introduce RMMMAfter performing the assessment of current and target

Eng. Samer el Barakeh, MPM, PMPhttp://www.blogger.com/profile/09113215598672915180noreply@blogger.com0tag:blogger.com,1999:blog-3446815674333643495.post-4717442634200162922007-07-07T20:25:00.002+03:002008-12-12T10:57:12.541+03:00

Facilitate Change to Perk up MaturityWith the many remaining gaps identified, the challenge of establishing a roadmap to move forward and leverage these gaps emerged. To do so, changes to project’s processes had to be developed and implemented.In that case, as in many organizations, we were at different maturity levels in different Areas. Another implication introduced then was that immaturity in

Eng. Samer el Barakeh, MPM, PMPhttp://www.blogger.com/profile/09113215598672915180noreply@blogger.com0tag:blogger.com,1999:blog-3446815674333643495.post-9346624477099415572007-07-06T20:52:00.001+03:002008-12-12T10:57:12.970+03:00

Organisational Culture BarrierOrganisational culture is in many cases a roadblock to project development as shown in figure below (Peppard and Ward, 1999). Consequently, other PM practices have to be developed in Parallel to and integrating with the RMMM in order to eliminate such a roadblock (Martin et al., 2006). Figure: IT Business Roadblock (Peppard & Ward, 1999)We experienced a very

Eng. Samer el Barakeh, MPM, PMPhttp://www.blogger.com/profile/09113215598672915180noreply@blogger.com0tag:blogger.com,1999:blog-3446815674333643495.post-2623168303695376682007-07-05T18:29:00.001+03:002008-12-12T10:57:13.221+03:00

Cultural alignment between partners is a necessary prerequisite for success (Bresnen and Marshall, 2000; Fuller et al, 2002). Our Projects induce long term relationships/partnerships between dispersed stakeholders with different cultural backgrounds. Subsequently, Cultural differences and alignment requirements should be assessed and their impact premeditated.A good, ample practice we sighted was

Eng. Samer el Barakeh, MPM, PMPhttp://www.blogger.com/profile/09113215598672915180noreply@blogger.com0tag:blogger.com,1999:blog-3446815674333643495.post-75708971399795029652007-07-04T18:51:00.001+03:002008-03-04T09:18:16.787+03:00

The next confront that faced our Project was to provide business and project managers with an open standard that can help them identify priorities and take decisions in a conscience way. To do so, a unified decision making tool was adopted. It reduced data at hand and enabled trouble-free reporting on performance. The Tool was based upon project measurement capabilities that already existed (

Eng. Samer el Barakeh, MPM, PMPhttp://www.blogger.com/profile/09113215598672915180noreply@blogger.com0tag:blogger.com,1999:blog-3446815674333643495.post-48920743823490031132007-07-01T18:58:00.001+03:002008-12-12T10:57:13.806+03:00

Project’s control is a challenge. In our Project, we developed a rigid control process with metrics scattered over all project processes. Corrective actions were implemented whenever an indicator slipped outside accepted boundary. However, there was a decrease in sponsor’s satisfaction along the way. We performed a system thinking analysis to identify root causes and find best solutions as shown

Eng. Samer el Barakeh, MPM, PMPhttp://www.blogger.com/profile/09113215598672915180noreply@blogger.com0tag:blogger.com,1999:blog-3446815674333643495.post-63750380469201848282007-05-30T01:16:00.000+03:002008-12-12T10:57:14.134+03:00

Project success is more dependent on human factors (including Leadership) than technocratic processes (planning, procedures…)(Hauschildt, Keim and Medeof 2000). An assertion with many fans (Hull & Read, 2003; Lechler, 1988; Davies, 2002 to name but a few).The Leadership-process-success link: "Leadership is influencing people to get things done to a standard and quality above their norm. And doing

Eng. Samer el Barakeh, MPM, PMPhttp://www.blogger.com/profile/09113215598672915180noreply@blogger.com2tag:blogger.com,1999:blog-3446815674333643495.post-85925006034017989342007-05-28T18:40:00.000+03:002008-12-12T10:57:14.934+03:00

This posting represents a hypothetical example occurring in a construction organization।It demonstrates how system thinking facilitates problem solving when they both integrate to augment organisational learning. Problem Statement: loss of resources is encountered due to rework and lack of coordination with stakeholders। Impact on profitability and team morality is evident; projects encounter

Eng. Samer el Barakeh, MPM, PMPhttp://www.blogger.com/profile/09113215598672915180noreply@blogger.com3tag:blogger.com,1999:blog-3446815674333643495.post-4579608566026674572007-05-28T00:11:00.000+03:002007-11-28T17:53:26.944+03:00

The project manager, as an organizational resource will not be assigned to another project unless authorized by the Steering Committee that integrate specific criteria in such decision, including proper closure of the current project and capturing Lessons Learned.Portfolio and Programme management provide some guidelines to such decisions. If we consider, as examples, the need of a qualified

Eng. Samer el Barakeh, MPM, PMPhttp://www.blogger.com/profile/09113215598672915180noreply@blogger.com0tag:blogger.com,1999:blog-3446815674333643495.post-19090603417544927802007-05-27T19:07:00.000+03:002007-11-28T17:54:24.956+03:00

Starting with the definition, Knowledge Management includes a variety of practices aiming to identify, establish, represent, store and distribute knowledge that will afterwards be used for performing, awareness and learning within one organization and among different organisations। In many organisations, KM is embedded in IT or HRM (Vail III, 1999)Organisational maturity varies with different

Eng. Samer el Barakeh, MPM, PMPhttp://www.blogger.com/profile/09113215598672915180noreply@blogger.com1tag:blogger.com,1999:blog-3446815674333643495.post-68920126679908894062007-05-27T00:24:00.000+03:002008-12-12T10:57:15.147+03:00

The PMBOK Guide, “The Guide to the Project Management Body of Knowledge”, was published by The US Project Management Institute (PMI) while Prince2, “Project in Controlled Environment Version2”, was produced by the UK Office of Government Commerce’s (OGC) (Bentley C, 2006; Bailey, 2003). Due to their diversified nature, the comparison process is not fairly applicable: PMBOK is a descriptive

Eng. Samer el Barakeh, MPM, PMPhttp://www.blogger.com/profile/09113215598672915180noreply@blogger.com0tag:blogger.com,1999:blog-3446815674333643495.post-35706989742345648202007-03-13T21:35:00.000+03:002008-12-12T10:57:15.357+03:00

In order to overcome strategic implementation difficulties arising at corporate, business and operational levels, we are going to use programme management as the strategic implementation “wheel” underpinned by relevant skills and established learning; not relying on projects with inappropriate systems/processes-a common mistake leading to diffused, diluted, compromised or postponed strategic

Eng. Samer el Barakeh, MPM, PMPhttp://www.blogger.com/profile/09113215598672915180noreply@blogger.com0tag:blogger.com,1999:blog-3446815674333643495.post-76157164321317474522007-03-10T20:30:00.000+03:002008-12-12T10:57:16.512+03:00

Risk of failure is dwindled by early adequate risk management plan properly applied। While shifting from rigorous to complex exploratory projects owing to the fast moving competitive business environment and mounting sponsor demand, risk of failure augments. It is highly dependent on business type and the Project manager’s exertion to remain within boundaries. Figures in IT reveal only 16%

Eng. Samer el Barakeh, MPM, PMPhttp://www.blogger.com/profile/09113215598672915180noreply@blogger.com2tag:blogger.com,1999:blog-3446815674333643495.post-11668435832210463862006-12-16T18:56:00.000+03:002007-11-28T18:01:22.846+03:00

Dissimilarity is the degree to which individual attributes are/aren’t shared by other team members (Jackson, Stone & Alvarez, 1992). Recent studies examined its effect from different aspects (Pelled et al, 2001; Pelled et al., 1999; Jehn et al., 1997). Consider Informational, Visible and Value dissimilarities specifically (Harrison et al., 1998; Pelled et al., 1999); Where informational

Eng. Samer el Barakeh, MPM, PMPhttp://www.blogger.com/profile/09113215598672915180noreply@blogger.com1tag:blogger.com,1999:blog-3446815674333643495.post-77018757377000189402006-01-01T23:16:00.001+03:002007-11-28T18:02:35.496+03:00

Strategic ManagementInvolved in the analysis and development of the Strategic Plan. Work on strategies to achieve the Plan. Develop Programme and Project scoping statements designed to achieve strategies.Financial ManagementAdequate knowledge about development and make-up of the Business Case, and how benefits are defined, monitored and measured (Benefits Realization)Know how to define a project

Eng. Samer el Barakeh, MPM, PMPhttp://www.blogger.com/profile/09113215598672915180noreply@blogger.comtag:blogger.com,1999:blog-3446815674333643495.post-8936913794043475362006-01-01T23:16:00.000+03:002007-11-19T23:32:32.141+03:00

Issues ManagementEffectively use an Issues Management system to control the speedy resolution of issues. Ensure an issues escalation process is in place, and all stakeholders understand their responsibilities in identifying and resolving issues.Supports with putting in place project and programme Issues Management systems across the organisation.People ManagementEffectively manages people working

Eng. Samer el Barakeh, MPM, PMPhttp://www.blogger.com/profile/09113215598672915180noreply@blogger.com