June 13, 2025 • 13 mins
In this insightful episode of the 4PM Podcast, host Mounir Ajam shares an exclusive behind-the-scenes look into his upcoming trilogy of books that aim to revolutionize how organizations approach project management.
Drawing from decades of hands-on experience, Mounir explains why traditional project management practices often fall short—and how organizations can shift from chaos to clarity. This episode explores the core concepts of the three interconnected books:
- Book 1: Vision Realized – A call to action for executive leaders and boards to elevate project management into a strategic, business-integrated function.
- Book 2: Successful Transformation – A practical, step-by-step guide for transformation leaders and Chief Project Officers building sustainable project systems.
- Book 3: Transforming Project Management Compendium – A future resource designed for practitioners, offering deep dives into tools, techniques, and success enablers.
Through a powerful real-world scenario, Mounir illustrates how this trilogy can help organizations align strategy with execution, boost delivery success, and restore confidence in project outcomes.
Whether you're a CEO, a transformation leader, or a project professional, this episode offers a roadmap for lasting impact—one grounded in clarity, structure, and strategic value.
Resources Mentioned:
- Learn more at: www.urukpm.com/transforming-project-management
- Read Vision Realized: www.urukpm.com/books/vision-realized
- Connect with Mounir on LinkedIn & join the Transforming Project Management group for ongoing insights.
🎧 Tune in now and discover how to future-proof your project delivery—from vision to results.
Explore more project management insights at www.urukpm.com
Connect with Uruk Project Management:
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Uruk Project Management | LinkedIn
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Uruk PM | Facebook
Uruk PM | Instagram
Uruk PM | Youtube
#UrukPM #ProjectManagement #Podcast
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:02):
Welcome to the 4PM podcast, where ideas take shape
and strategies find purpose.
I am Mounir Ajam, founder andCEO of Uruk Project Management,
and I have a deep-seated passionfor project management and
community development, growingon decades of global experience
(00:24):
across diverse industries androles.
I am here to guide you throughthe transformative power of the
4PMs project program, productand portfolio management and our
focus on business integratedproject management.
Let's explore how integrationunlocks unparalleled value for
you and your organization.
Good day and welcome back tothe 4 pm podcast.
(00:50):
I am Munir Ajam, your host, and, as always, I'm excited to be
with you here today.
If you know me or my work, youknow I have spent a lifetime
exploring how organizationsdeliver projects.
More importantly, how can theydo it better to ensure
consistent success?
Today's topic is part of thetheme of my long career in
(01:13):
project management.
I will take you behind thescene of a trilogy of books that
I'm working on.
These three books togetherchart a path for real, practical
transformation in projectmanagement.
The books are not about theoryor abstract models.
My career is centered aroundapplying project management in
(01:37):
the real world, emphasizingbusiness integrated project
management and generating valueAt the organizational level.
My interest is bridging visionto achievement At the project or
program level.
My work also guides projectteam to predetermine success and
create shareholders andstakeholders value.
(01:58):
I believe in and advocate thevalue of project management in
supporting strategy formulationand leading strategy execution.
Originally, I thought I waswriting one book.
However, as I started authoringmy content, something became
very clear the people involvedin change executives,
(02:22):
transformation teams and projectpractitioners come with
different backgrounds and havediverse needs.
They have differentresponsibilities, strengths,
weaknesses and blind spots.
As a result, what started asone book turned into three, each
focused on a part of the system.
Each is authored with aspecific audience in mind.
(02:46):
However, all are part of thesame journey helping
organizations turn their visioninto real achievement.
In summary, in today's episode,I'll walk you through why the
trilogy exists, what each bookcovers and how they come
together in real-worldtransformation.
(03:06):
Let's dive in.
Let me begin with a why.
Why three books instead of one?
I quickly learned thatexecutives, transformation
leaders and project managersdon't just play different roles.
They think differently andfocus on different things.
(03:28):
Project managers and team mightbe interested in practical
details, methods, concepts,tools, tips and tricks to help
them communicate better, planeffectively, engage stakeholders
, identify risks and clearissues.
On the other hand, executivesfocus on results, achievements
and success.
The route might not be relevantas long as teams deliver value.
(03:48):
So I pivoted.
Book one is called VisionRealized.
It's written for the executivesuite and board of directors.
It is for the organizationalleadership entrusted with
setting the strategy anddelivering value to shareholders
(04:09):
.
Book two is successfultransformation.
This one's for thetransformation management teams
and the executives sponsoringthe transformation.
It is for the leaders who makethings happen.
And book three is thetransforming project management
compendium.
That one is for projectprofessionals, project managers,
pmo teams and the people doingthe day-to-day project delivery.
(04:32):
Each book tackles a specificlayer of the transformation
puzzle, but together they form acomplete system, from vision to
outcomes.
Let's take a closer look atwhat's inside each book.
(04:53):
Book one, vision Realize.
This one speaks directly toCEOs, executive teams and board
members.
It starts with an uncomfortabletruth Project failure is far
too common.
Although the most commonanswers are symptoms, there are
many reasons for failure.
We believe the root cause isthat project management is not
(05:15):
treated as a core organizationalfunction.
In many organizations, projectmanagement is disconnected from
business, fragmented andaffected by the silos.
Some PMOs exist with noapparent authority or mandate.
Different teams use differentmethods and approaches.
There is no unifying system orguidance In this book.
(05:40):
I don't sugarcoat it.
In this book I don't sugarcoatit I explore the reason why
projects fail, pmos underperformand certification have not led
to improved success.
I directly address theconfusion and even chaos before
offering a solution leading toclarity of purpose.
(06:01):
The current state of practicedoes not meet expectations or
prepare organizations for abetter future.
Hence the need for change, thetrigger for transformation.
After making the case forchange, I offer a vision and a
peek into the future of work inproject management.
We present a proposal to embedproject management into
(06:22):
strategic governance.
Proposal to embed projectmanagement into strategic
governance to elevate it to acore organizational function.
A function like the rest of theorganizational business units,
aligns with the propergovernance.
A project management functionwith centralized governance.
A project management divisionto lead the entire portfolio and
(06:43):
its projects and programs.
A project management divisionled by a chief project officer
CPO, who would be a centralmember of the executive team and
organizational leadership.
A CPO who is part of strategyformulation and leads strategy
execution.
If senior leadership doesn'ttake real ownership of project
(07:07):
execution, transformation willalways stall and project
performance will continue tounderperform.
By the way, this book waspublished in March 2025.
You can find more informationhere wwweuropmcom.
Books, vision, real life.
(07:27):
You can find more informationhere Book 2.
Successful Transformation.
This book picks up where Book 1leaves off.
Once the executive vision isclear, how do you build the
project management function?
That's where the transformationteam comes in.
(07:48):
This book is a hands-on guidefor the team and their leader,
the chief project officer.
This book uses programmanagement and an extended
program approach as thetransformation engine.
Most of the book is written asa guide, simulating the program
from the vision outlined in bookone, going through the stages
(08:09):
and steps one by one.
We offer guidance on buildingthe project management division.
We present the methods andprocesses to establish a
sustainable and effectiveorganizational project
management system.
We also touch on the peopleaspect and the system to support
building organizationalcompetence, leadership capacity
(08:32):
and maturity to deliver success.
After the initial draft for thisbook, I decided to collaborate
with a co-author tosignificantly enhance the model
and simulation.
We will announce thecollaboration shortly.
We should be ready to publishbefore the end of summer Book
three Transforming ProjectManagement Compendium.
(08:54):
This one is the ultimatetoolkit for project
practitioners.
It will include practicalguidance on various project
management topics, such as costschedule, risk governance,
communication change and projectsuccess.
This will be a future projectand possibly in collaboration
(09:14):
with other project managementthought leaders.
So how do these books cometogether in the real world?
Let me paint a picture.
Imagine a mid-sizedorganization.
Let's call it XYZ Corporation.
(09:35):
They've got ambition andstrategy, but execution is a
mess.
Projects are inconsistent,stakeholders are frustrated.
Leadership is a mess.
Projects are inconsistent,stakeholders are frustrated,
leadership is losing faith.
Here's how the trilogy can help.
The executive team reads visionrealized and sees themselves in
it Disconnected projectmanagement practices, lack of
(09:58):
ownership, inconsistent delivery.
They get it, so they act.
They decide to elevate projectmanagement to a core function
and appoint a chief projectofficer to lead the
transformation as a core memberof the executive committee.
Next, the CPO establishes thetransformation team.
(10:20):
The team can use the simulationcovered in successful
transformation as a practicalguide, covered in Successful
Transformation as a practicalguide.
They roll out a fulltransformation program, setting
up governance boards, developingthe framework, building the
project management system andtailoring methods.
They also establish the peoplesystem with coaching, mentoring,
(10:43):
career paths and competencedevelopment.
They engage stakeholders,manage resistance and start
changing the culture.
Meanwhile, the PMO and projectmanagers and teams dive into the
transforming project managementcompendium for continual
professional development andlifelong learning and, little by
(11:06):
little, things begin to shift.
Projects succeed, outcomesimprove, people feel more
confident, more equipped.
Trust is rebuilt.
That's the journey fromfragmentation to structured
strategic execution, chaos toclarity.
In addition to the above,organizations have other
(11:28):
resources and books available tothem.
They might also start their ownknowledge-sharing initiatives.
All right, my friends, let uswrap up this episode of the 4 pm
podcast.
We talked about why the trilogyexists.
(11:49):
We walk through vision,realized, successful
transformation and transformingproject management compendium.
Finally, we explored how thesebooks support transformation
from vision to execution, toresults.
I genuinely believe that whenorganizations align strategy
(12:10):
with delivery, they don't justget more done, they get the
right things done.
If you want to learn more,check out my articles on
LinkedIn.
Join the Transforming ProjectManagement group on LinkedIn.
Also, visit wwwurikpmcom slashtransformingprojectmanagement
(12:35):
slash page.
Finally, if you're curiousabout how these books and our
work can support your team,check the services and learning
and development pages on ourwebsite.
I'm Munir Ajam signing off.
Until next time.
Keep your vision clear, yourexecution focused and your value
(12:55):
visible.
Take care, stay purposeful andstay well.
Welcome to the 4PM podcast, where ideas take shape
and strategies find purpose.
I am Mounir Ajam, founder andCEO of Uruk Project Management,
and I have a deep-seated passionfor project management and
community development, growingon decades of global experience
(00:24):
across diverse industries androles.
I am here to guide you throughthe transformative power of the
4PMs project program, productand portfolio management and our
focus on business integratedproject management.
Let's explore how integrationunlocks unparalleled value for
you and your organization.
Good day and welcome back tothe 4 pm podcast.
(00:50):
I am Munir Ajam, your host, and, as always, I'm excited to be
with you here today.
If you know me or my work, youknow I have spent a lifetime
exploring how organizationsdeliver projects.
More importantly, how can theydo it better to ensure
consistent success?
Today's topic is part of thetheme of my long career in
(01:13):
project management.
I will take you behind thescene of a trilogy of books that
I'm working on.
These three books togetherchart a path for real, practical
transformation in projectmanagement.
The books are not about theoryor abstract models.
My career is centered aroundapplying project management in
(01:37):
the real world, emphasizingbusiness integrated project
management and generating valueAt the organizational level.
My interest is bridging visionto achievement At the project or
program level.
My work also guides projectteam to predetermine success and
create shareholders andstakeholders value.
(01:58):
I believe in and advocate thevalue of project management in
supporting strategy formulationand leading strategy execution.
Originally, I thought I waswriting one book.
However, as I started authoringmy content, something became
very clear the people involvedin change executives,
(02:22):
transformation teams and projectpractitioners come with
different backgrounds and havediverse needs.
They have differentresponsibilities, strengths,
weaknesses and blind spots.
As a result, what started asone book turned into three, each
focused on a part of the system.
Each is authored with aspecific audience in mind.
(02:46):
However, all are part of thesame journey helping
organizations turn their visioninto real achievement.
In summary, in today's episode,I'll walk you through why the
trilogy exists, what each bookcovers and how they come
together in real-worldtransformation.
(03:06):
Let's dive in.
Let me begin with a why.
Why three books instead of one?
I quickly learned thatexecutives, transformation
leaders and project managersdon't just play different roles.
They think differently andfocus on different things.
(03:28):
Project managers and team mightbe interested in practical
details, methods, concepts,tools, tips and tricks to help
them communicate better, planeffectively, engage stakeholders
, identify risks and clearissues.
On the other hand, executivesfocus on results, achievements
and success.
The route might not be relevantas long as teams deliver value.
(03:48):
So I pivoted.
Book one is called VisionRealized.
It's written for the executivesuite and board of directors.
It is for the organizationalleadership entrusted with
setting the strategy anddelivering value to shareholders
(04:09):
.
Book two is successfultransformation.
This one's for thetransformation management teams
and the executives sponsoringthe transformation.
It is for the leaders who makethings happen.
And book three is thetransforming project management
compendium.
That one is for projectprofessionals, project managers,
pmo teams and the people doingthe day-to-day project delivery.
(04:32):
Each book tackles a specificlayer of the transformation
puzzle, but together they form acomplete system, from vision to
outcomes.
Let's take a closer look atwhat's inside each book.
(04:53):
Book one, vision Realize.
This one speaks directly toCEOs, executive teams and board
members.
It starts with an uncomfortabletruth Project failure is far
too common.
Although the most commonanswers are symptoms, there are
many reasons for failure.
We believe the root cause isthat project management is not
(05:15):
treated as a core organizationalfunction.
In many organizations, projectmanagement is disconnected from
business, fragmented andaffected by the silos.
Some PMOs exist with noapparent authority or mandate.
Different teams use differentmethods and approaches.
There is no unifying system orguidance In this book.
(05:40):
I don't sugarcoat it.
In this book I don't sugarcoatit I explore the reason why
projects fail, pmos underperformand certification have not led
to improved success.
I directly address theconfusion and even chaos before
offering a solution leading toclarity of purpose.
(06:01):
The current state of practicedoes not meet expectations or
prepare organizations for abetter future.
Hence the need for change, thetrigger for transformation.
After making the case forchange, I offer a vision and a
peek into the future of work inproject management.
We present a proposal to embedproject management into
(06:22):
strategic governance.
Proposal to embed projectmanagement into strategic
governance to elevate it to acore organizational function.
A function like the rest of theorganizational business units,
aligns with the propergovernance.
A project management functionwith centralized governance.
A project management divisionto lead the entire portfolio and
(06:43):
its projects and programs.
A project management divisionled by a chief project officer
CPO, who would be a centralmember of the executive team and
organizational leadership.
A CPO who is part of strategyformulation and leads strategy
execution.
If senior leadership doesn'ttake real ownership of project
(07:07):
execution, transformation willalways stall and project
performance will continue tounderperform.
By the way, this book waspublished in March 2025.
You can find more informationhere wwweuropmcom.
Books, vision, real life.
(07:27):
You can find more informationhere Book 2.
Successful Transformation.
This book picks up where Book 1leaves off.
Once the executive vision isclear, how do you build the
project management function?
That's where the transformationteam comes in.
(07:48):
This book is a hands-on guidefor the team and their leader,
the chief project officer.
This book uses programmanagement and an extended
program approach as thetransformation engine.
Most of the book is written asa guide, simulating the program
from the vision outlined in bookone, going through the stages
(08:09):
and steps one by one.
We offer guidance on buildingthe project management division.
We present the methods andprocesses to establish a
sustainable and effectiveorganizational project
management system.
We also touch on the peopleaspect and the system to support
building organizationalcompetence, leadership capacity
(08:32):
and maturity to deliver success.
After the initial draft for thisbook, I decided to collaborate
with a co-author tosignificantly enhance the model
and simulation.
We will announce thecollaboration shortly.
We should be ready to publishbefore the end of summer Book
three Transforming ProjectManagement Compendium.
(08:54):
This one is the ultimatetoolkit for project
practitioners.
It will include practicalguidance on various project
management topics, such as costschedule, risk governance,
communication change and projectsuccess.
This will be a future projectand possibly in collaboration
(09:14):
with other project managementthought leaders.
So how do these books cometogether in the real world?
Let me paint a picture.
Imagine a mid-sizedorganization.
Let's call it XYZ Corporation.
(09:35):
They've got ambition andstrategy, but execution is a
mess.
Projects are inconsistent,stakeholders are frustrated.
Leadership is a mess.
Projects are inconsistent,stakeholders are frustrated,
leadership is losing faith.
Here's how the trilogy can help.
The executive team reads visionrealized and sees themselves in
it Disconnected projectmanagement practices, lack of
(09:58):
ownership, inconsistent delivery.
They get it, so they act.
They decide to elevate projectmanagement to a core function
and appoint a chief projectofficer to lead the
transformation as a core memberof the executive committee.
Next, the CPO establishes thetransformation team.
(10:20):
The team can use the simulationcovered in successful
transformation as a practicalguide, covered in Successful
Transformation as a practicalguide.
They roll out a fulltransformation program, setting
up governance boards, developingthe framework, building the
project management system andtailoring methods.
They also establish the peoplesystem with coaching, mentoring,
(10:43):
career paths and competencedevelopment.
They engage stakeholders,manage resistance and start
changing the culture.
Meanwhile, the PMO and projectmanagers and teams dive into the
transforming project managementcompendium for continual
professional development andlifelong learning and, little by
(11:06):
little, things begin to shift.
Projects succeed, outcomesimprove, people feel more
confident, more equipped.
Trust is rebuilt.
That's the journey fromfragmentation to structured
strategic execution, chaos toclarity.
In addition to the above,organizations have other
(11:28):
resources and books available tothem.
They might also start their ownknowledge-sharing initiatives.
All right, my friends, let uswrap up this episode of the 4 pm
podcast.
We talked about why the trilogyexists.
(11:49):
We walk through vision,realized, successful
transformation and transformingproject management compendium.
Finally, we explored how thesebooks support transformation
from vision to execution, toresults.
I genuinely believe that whenorganizations align strategy
(12:10):
with delivery, they don't justget more done, they get the
right things done.
If you want to learn more,check out my articles on
LinkedIn.
Join the Transforming ProjectManagement group on LinkedIn.
Also, visit wwwurikpmcom slashtransformingprojectmanagement
(12:35):
slash page.
Finally, if you're curiousabout how these books and our
work can support your team,check the services and learning
and development pages on ourwebsite.
I'm Munir Ajam signing off.
Until next time.
Keep your vision clear, yourexecution focused and your value
(12:55):
visible.
Take care, stay purposeful andstay well.
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