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@techviking23 27 күн бұрын
interesting!
@mihailsadeanu4900 2 ай бұрын
The Uruk Platform represents a system for value delivery (SVD) through its structured methodology used in project, program and portfolio management. The related project value delivery methodology (VDM) provides to the Uruk Platform user a set of combined methods for tangible value creation and its delivery along the project or program lifecycle, being aligned to the organizational business strategy. This presentation details the main components and their integration way to ensure that the tangible value is delivered through the appropriate project management methodology, along the project life cycle (with its 3 phases: Discovery, Development, Delivery) and respectively the product life cycle (with its 5 phases: Acquisition, Growth, Maturity, Decline, Withdrawal). The 5 components to ensure [that] the value is delivered along the two mentioned life cycles are: Business, Product (Management), Project (Management), Governance (of project), and Operations. For the best understanding of all used principles in the presentation, respectively about projects, products, principles to deliver value, and integration aspects, it is recommended to listen to the full introduction until the minute 26, then to continue with the presentation of each of the 5 components with many additional details, leading to the final integration of the components. Thus, you will understand how this valuable digital platform offers a real VDM through the appropriate project/program management.
@urukprojectmanagement 2 ай бұрын
Thank you very much for the supporting comments
@everythingisfake7555 4 ай бұрын
What comes first? How can you breakdown a product that has not been designed yet? For example, you must design the bedroom interior, but that only happens during the execution phase. So you cannot list all of the components in that room until you have the design, no? I guess the PBS is supposed to be vague? Or is it a living document?
@urukprojectmanagement 4 ай бұрын
A Product Breakdown is not an engineering design tool but a project management tool. It is about visualizing the product so we can define the project scope to deliver that product. The PBS is not about architectural or interior design for a house. It is about what we want in a house, how many rooms, bedrooms, bathrooms, pool, garden, etc. Then, later in the project the design of the buildings, interior, exterior, etc. are done
@everythingisfake7555 4 ай бұрын
@@urukprojectmanagement Thank you for your responding. Isee, so a PBS is sort of like a skeleton. So as you said would use it do define what it is you would like the project to produce. E.g. Say a a bedroom is at level 1 and then in level two you have things like windows, doors, furniture, etc. However, you do not specify which model, brand or size or how many items per se, you just leave it vague; denoting what it is you would like to be produce, but not the specifics about it, that will be left to the project execution phase?
@urukprojectmanagement 4 ай бұрын
@@everythingisfake7555 Again, the PBS is not a detailed - design document. For the details you are asking for, you will need the engineering to be complete, and you will generate a bill of materials. Here is another example. let us say we are doing the PBS for a BOOK. The PBS will include the outline (chapters) and maybe sections in each chapter --- that is it. If we put more details than the PBS is the book.
@everythingisfake7555 4 ай бұрын
@@urukprojectmanagement thank you again for taking the time to respond. Do you have a model or ruleset that you follow in order to create a PBS? I find it quite confusing as I cannot determine its purpose. If a PBS is to breakdown the final product into its components, when do you know that the detail is too much, and if its too vague, what is it supposed to communicate?
@urukprojectmanagement 4 ай бұрын
@@everythingisfake7555 1. The PBS is done early in the project, with the requirement stage --- so it looks into the future to break the product into the major pieces 2. It is high-level, not detailed - only major components Example: A Clinic Project Level 1: Indoors --- Outdoors Level 2 (Outdoors) - Parking - Landscape - Driveway - Signs - etc. Level 3 (Parking) - Zone A - Zone B - Zone C Level 2 (Indoors) - Doctors offices - Examinations rooms - reception - waiting area - bathrooms - supply rooms - etc. Level 3 (Exam Rooms) - 2 for outpatient surgeries - 4 regular examination rooms That is it --- we do not do any more details From the PBS - the team can develop the project scope Architects will design the facility Engineers will design the facility Medical people will decide on medical equipment etc.
@orion9779 4 ай бұрын
"promo sm"
@mihailsadeanu4900 7 ай бұрын
A real SaaS platform with integrated tailorable solutions for any project and program types, embedding many new project management functions and actions, offering cost-effective deployment, high quality portfolio administration and great performances for integrated portfolio management.
@urukprojectmanagement 7 ай бұрын
Thank you for the great feedback
@outsiderpm 7 ай бұрын
awesome!
@urukprojectmanagement 8 ай бұрын
By the way, this is the model that we are using in the Uruk Platform, visit our website to learn more, www.urukpm.com
@milner267 8 ай бұрын
Thanks so much for sharing. A query. How do you get the context clear to your high level stakeholders, that, for. e.g. at Stage 2, for what details you have, this is your overall percentage? in previous experiences, there has been a need from engineering stakeholders to request that only stage % be shown up to current stage, whilst the future work is made "inactive"
@urukprojectmanagement 8 ай бұрын
Thank you for replying. One of the most annoying things to me is Overall Progress, which combines Engineering, Procurement, and Construction, which does not make sense. My approach is per the following: We estimate the overall duration early in the project and the duration for every stage. For an organization that has historical records, that should not be too difficult. Then we manage each stage as a mini project and based on our performance in a given stage, that could affect the future stages (up or down). IN term of communication - we must engage stakeholders throughout the Project Life Cycle. THis is the approach we are using for the Uruk Platform.
@milner267 8 ай бұрын
@@urukprojectmanagement Understandable. given that Stakeholders range from Company President to Board level, interested in Capital expenditure towards an aging plant, and a special interest in viewing the engineering portfolio at Dashboard glance... would you recommend showing each percentage? for e.g. % complete, Stage 1 % complete, Stage 2 % complete etc? Thanks again for the response
@urukprojectmanagement 8 ай бұрын
@@milner267 The significant stages, for example, in capital projects, will be preliminary engineering, engineering, and construction. In these situations, yes, we must have a good progress measurement system based on sound fundamentals (typically work hours).
@milner267 8 ай бұрын
@@urukprojectmanagement understandable. Thanks a lot for your insights. looking forward to more content
@urukprojectmanagement 8 ай бұрын
@@milner267 Thank you, Mounir Ajam
@DhouhaGharbi 8 ай бұрын
thank you very much بارك الله فيك و جزاك خير الجزاء
@ilhamjonQarataev.80.43. 8 ай бұрын
Qazaqstan N1 💯✅🌍🇰🇿🔵ℹ✍🥷💯💙🦅
@adilelbasier1522 8 ай бұрын
I agree with you .agile can't be implemented into the construction management simply because the building construction as a capital projects is done through legal contracts because of the large amount of capital involved.The owner contracts with the designer ,the contractors and others service providers to ensure the building is build as designed ,within the time frame ,and to the approved specifications.
@camgere 10 ай бұрын
It is hard to fit the concept of Minimum Viable Product and incremental release with feedback to a 100-story skyscraper. The Winchester Mystery House was supposedly built one incremental room at a time.
@urukprojectmanagement 10 ай бұрын
I do not know about this mystery house, but I will assume the room finishings (interior) were done in an incremental way. However, I am sure the design of the structure, foundations, walls, roof, etc. were all done before we could do the room interior.
@gloriaestherafangekuanzang6199 10 ай бұрын
Woww this video is wonderful ,Thank you sir🙏
@daniellemessa4821 Жыл бұрын
Thanks a lot
@urukprojectmanagement Жыл бұрын
Hello @daniellemessa4821 , we are happy to share Project Management Knowledge. You can find more content on our channel and also on our website www.urukpm.com
@6100hazar Жыл бұрын
Thee is something else we need to address here: are you Construction Project manager (CPM) OR Project Manager (PM) ? Generally, In construction industry CPM is NOT PM , especially when the project delivery method is: DBB, so the question now is: What you are ? If you are PM then please come up with a story telling us how you manage your construction project using Agile ? I am really so interested to hear this story if ever exist. If you are CPM then you should know what I am talking about....
@urukprojectmanagement Жыл бұрын
Where did you hear me say I used agile to manage construction projects? I think we have a break in communication
@urukprojectmanagement Жыл бұрын
Concerning your question about who am I? I am someone who has worked on projects all over the world, including megaprojects. I have spent years working in the field on engineering and construction projects.
@6100hazar Жыл бұрын
First thank you for the content even lot of comments still disagree with you which expected, it starts with the first statement: Please do not argue about Construction project if you never be in construction project, it is matter of playing with the concept like anything else, I can tell you from my over 30 years of experience in construction: Agile is a principal can be used anywhere anytime to any project but in specific limited area when it comes to Construction, so to my knowledge, Agile can not be a delivery method to 99.99% of construction project, simply : it does not work, you need to fully design your project to prepare full drawings and specification to get approval for the building permit which required the design to be completed, for example: To design foundation you need to calculate the total load ( live and deal ) and according to the location of the foundation and to the soil bearing capacity you will be able to finalize the foundation and that mean you need to complete the project entire design first to finally finalize the foundation !! simple principle of civil engineering, so basically you wont be able to go to the building permit department and ask them to approve only Foundation drawings without complete all drawing of the project.. You need to be engineer who practice work to understand this process then you will be able to decide if you can implement Agile method into your contraction project...The bottom line: be my guest and study agile and implement it to your construction project then please share with us your wonderful experience...thanks
@urukprojectmanagement Жыл бұрын
Hello, I am trying to understand what you disagree with. What you said in your comment is the point we are trying to make in the video.
@yasminesoliman2246 Жыл бұрын
طيب ده معناه اني لو خدت الشهادة دي من مصر و امتحنت مع الجمعية المهندسين مثلا الي بتقدمهل هنا بيبقي معترف بيا في المجال ده حتي لو سافرت اوروبا مثلا المانيا ولا ده معناه اني لازم امتحن عندهم برضوا او الامتحان في كل بلد مختلف ؟!
@DianaMartinez-bm5ku Жыл бұрын
Excellent explanation. Thank you!
@urukprojectmanagement Жыл бұрын
Thank you
@bashiralwash5927 Жыл бұрын
like like like
@bashiralwash5927 Жыл бұрын
good luck to you... thank you very much for your
@sumitmitra7336 Жыл бұрын
If for a planned risk response ( A vendor defaulting on supplying project related equipment's), a contingency reserve is kept & as the project progresses , that risk doesn't happen , then what should the PM do next 1. Update the risk register & release the contingency reserve associated with that risk 2 . Retain the contingency reserve as a buffer for overall project risks 3. Inform the project sponsors & stakeholders that the procurement equipment's have been successfully purchased 4. Update the lessons learnt register stating that contingency reserve was not necessary
@urukprojectmanagement Жыл бұрын
Hello Sumit Mitra, and thank you for your questions. I must start with "It Depends" since contingency setting, management, and risk management depend highly on organizational policies and guidelines. Our preference is that contingency reserve is a pool - that we rundown over the project life cycle - so we do not adjust that based on what is happening on the project. Also, contingency is often a set amount to deal with the risks we identified and others we did not identify or assess. Therefore, in your example, we will definitely update the risk register, but we do not touch the contingency rundown.
@urukprojectmanagement Жыл бұрын
urukpm.com
@khamsavengsengdala8854 Жыл бұрын
Sir good argument there. Can you tell how is your a approach to this scenario? First, agile approach would be fixed cost and schedule, but specifications can be changed. Now if I want to build a water canal 100 km from point A to B in a year with 1,000,000 USD. My requirement is just need water from A to B, and 1 millions USD is impossible for you to build all the canals with concrete. Its fine for me its concrete or earth canal. what is your approach? when 1 million must be invested effectively with the best vale? how are you going to spend that money?
@urukprojectmanagement Жыл бұрын
Hello and thank you for your question. First, fixed costs or schedules are not an agile thing. You can fix them for any type of project. The key to understanding is that if we have a fixed budget, we must adjust the schedule, quality standards, or scope. So, for the canal project, it can be possible to do a smaller canal with concrete, or maybe use geo-membranes, or maybe a pipe. We have to run the cost models, and ideally, I prefer that we do a life-cycle cost analysis.
@khamsavengsengdala8854 Жыл бұрын
@@urukprojectmanagement Thank you for your response. Let us agree that fixed costs or schedules are not simply an agile strategy. Now, as a fund sponsor, each community requires 100 m3/day, thus the overall volume velocity must be greater than 100,000 m3/day. You can't create a canal any smaller than that. If you discover that an earth canal in a flat location lasts for 30 years, that is okay. However, you have discovered that earth one on steep terrain only lasts three years. It's an issue here. It is acceptable for the sponsor to use either concrete or Geotech tiles for the steep regions. It is now your responsibility to successfully manage the budget. Let's take a look at the most recent deal. You are free to assess and accept risks. A team must finish a 10-kilometer portion in one month for $100,000 USD. The sponsor provides a product owner to work with you and your team on a daily basis to finish the 100 kilometers in 10 months. Would that be appropriate method to you? What is your biggest challenge as a builder to deal with these restrictions?
@urukprojectmanagement Жыл бұрын
The crowdfunding campaign page: wefunder.com/urukpm/
@urukprojectmanagement Жыл бұрын
The Uruk Project Management website: urukpm.com/
@urukprojectmanagement Жыл бұрын
The Uruk Platform site: urukplatform.com/
@mihailsadeanu4900 Жыл бұрын
A lot of work and enhancements finally succeeded in this advanced versatile platform. Wonderful history.
@martindrake8707 2 жыл бұрын
🤷 [̲̅p][̲̅r][̲̅o][̲̅m][̲̅o][̲̅s][̲̅m]
@urukprojectmanagement 2 жыл бұрын
Uruk PM is currently raising funds through an equity crowd-investing model via WeFunder, check out the campaign page here: wefunder.com/urukpm/
@urukprojectmanagement 2 жыл бұрын
The Uruk Platform website is urukplatform.com, where you can register for a free trial.
@urukprojectmanagement 2 жыл бұрын
The Uruk Project Management website: urukpm.com
@urukprojectmanagement 2 жыл бұрын
To learn more about Uruk PM, please visit: urukpm.com To explore the Uruk Platform, start here: urukplatform.com Finally, we invite you to explore our equity crowdfunding campaign and to join us in our effort to transform the project management practice and help organizations maximize shareholders' value. The Crowdfunding Campaign is here wefunder.com/urukpm/.
@urukprojectmanagement 2 жыл бұрын
To consider becoming part of the history of transforming project management, visit our crowdfunding page: wefunder.com/urukpm/
@urukprojectmanagement 2 жыл бұрын
The Uruk PM Website: urukpm.com Investment Page: urukpm.com/investment/ To book private meeting with Uruk PM CEO: calendly.com/mounirajam/
@urukprojectmanagement 2 жыл бұрын
The Uruk PM Website: urukpm.com Investment Page: urukpm.com/investment/ To book private meeting with Uruk PM CEO: calendly.com/mounirajam/
@urukprojectmanagement 2 жыл бұрын
urukpm.com/ urukpm.com/investment/
@utopiasolutions8797 2 жыл бұрын
It is possible if you use modular and Lego block type parts or sub-items thereof, and in that too do the coarse/primary feature engineering first and then the finer/secondary engineering later. The house example can be made Agile if the rooms are modular, Lego block like. And the structure is made first, and finishing and fitting are done later after customer approval. Please visualize like this - maybe Agile can work. Construction and mfg. technologies might be the hindrance.
@utopiasolutions8797 2 жыл бұрын
A premise of Agile is the part is similar to the whole. In the house example, if the first room has liveable features of a house then maybe it serves the purpose. I recollect a TED talk where the speaker said how human engineering is all "heat, beat, treat" and how natural things grow out of itself, like a hologram or fractal. If the laws and customer tastes change, then maybe Agile can be used to make a house. But then we are asking for too many ifs and buts. :)
@urukprojectmanagement 2 жыл бұрын
What you described about the house is work packaging - and normal sequential development - that is NOT agile
@arashdbet 2 жыл бұрын
Thanks
@mihailsadeanu4900 2 жыл бұрын
It is a very detailed presentation for anyone looking to apply the URUK advanced concepts for program and project management as well as portfolio management. One hour of special training on how to succeed in program and project management.
@urukprojectmanagement 2 жыл бұрын
Grateful for your comment
@speakilia540 2 жыл бұрын
Easy simple explanation right to the point
@aalapkarnik 2 жыл бұрын
Easy way to remember... If your product is Intangible like Software codes, you can use Agile... If your product is Tangible like a House or an Equipment, you "CANNOT" use Agile...
@mihailsadeanu4900 2 жыл бұрын
Very professional presentation and interview!
@urukprojectmanagement 2 жыл бұрын
Thank you
@corneliuscornelius8033 2 жыл бұрын
You failed to put examples under method and methodology
@urukprojectmanagement 2 жыл бұрын
Thank you for your comment.
@hassanniaz09 2 жыл бұрын
o
@sihemboukheit4719 2 жыл бұрын
تحية ليك استاذ
@urukprojectmanagement 2 жыл бұрын
شكرا لك
@sihemboukheit4719 2 жыл бұрын
بارك الله فيكم دكتور
@marjoriefontalvo2434 3 жыл бұрын
An Agile Lifestyle means you believe you are performing a fiction without wasting time.
@egyptianplanner 3 жыл бұрын
موجودة بمصر بجمعية المهندسين المصرية - جمعية المهندسين الأداريين