Transforming Project Management While Respecting Our Diversity - Part 2

In this follow-up to Part 1, host Mounir Ajam takes a deep dive into what a complete project management method should look like—and why so many traditional models fall short.

From the six essential components of a robust methodology to the often-overlooked power of stage gates, this episode delivers a clear roadmap for moving from a technical delivery mindset to a true value delivery approach.

You’ll discover:

• The difference between project owners and service providers—and why it matters
• Six key components of a complete project management method
• How stage gates safeguard governance, value, and decision-making
• An inside look at the Uruk Value Delivery Model
• Why the Discovery Phase and Operational Readiness can make or break success

If you’re ready to move beyond frameworks and buzzwords and start building methods that deliver strategic value from concept through operations, this episode is your blueprint.

🔗 Learn more and access free resources at www.urukpm.com

Explore more project management insights at www.urukpm.com

Connect with Uruk Project Management:

Uruk PM | Blog
Uruk Project Management | LinkedIn
Uruk PM | Twitter
Uruk PM | Facebook
Uruk PM | Instagram
Uruk PM | Youtube

#UrukPM #ProjectManagement #Podcast

Episode Transcript

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.
Welcome back to the 4PM Podcast.

(00:50):
I'm your host, munir Ajam, andthis is part two of our
conversation on transformingproject management while
respecting our diversity.
In the previous episode, weexamined persistent gaps in
project management how we definesuccess, the misuse of
frameworks and the limitationsof technical project management.

(01:11):
We also challenged some of theassumptions around agile,
waterfall and hybrid models andcalled attention to the urgent
need for organizational leveltransformation.
In today's episode, we continuethat conversation by exploring
what a real project managementmethod looks like.

(01:31):
We'll define its essentialcomponents, discuss the
importance of stage gates andintroduce the Rook Value
Delivery Model, an approachdesigned to ensure projects
deliver strategic value fromconcept through execution.
Let's dive in.

(01:56):
Let's begin with an importantclarification the context for
the remaining content in thispaper is centered around project
owners, that is, organizationsresponsible for delivering and
managing the outcomes of theirprojects, not merely vendors or
service providers providingcomponents.

(02:18):
Service providers typicallywork under contract, delivering
against a defined scope.
Their involvement might spanone or more stages, but is often
limited to outputs.
On the other hand, projectowners are responsible for the
entire value life cycle, fromidea to realization.
Even within project ownerorganization, we often see two

(02:41):
models a technical deliverymodel, where project managers
are tasked with deliveringoutputs.
A value delivery model wherethe focus shifts to the
realization of benefits andstrategic alignment.
This second model is what weadvocate for.
To get there, we must definewhat constitutes a complete

(03:03):
project management method.
A comprehensive projectmanagement method must cover the
full value delivery lifecycle,not just isolated activities.
It includes six key componentsA clearly defined project

(03:23):
lifecycle.
Six key components A clearlydefined project life cycle PLC.
Breakdown of the PLC intophases or stages.
Stage management processes.
Defined outputs for each stage.
Stage gates for evaluation andapproval.
A framework for managingproject management functions
across the lifecycle, such asscope, cost, risk change,

(03:46):
communications and stakeholderengagement.
All these components must beadaptable.
One size does not fit all.
The method should allow fortailoring based on the type,
size and complexity of theproject.
This is what leads to thedevelopment of tailored methods.
Let's talk more about stagegates.

(04:07):
While often misunderstood orresisted, stage gates are
essential governance mechanisms.
Stage gates are essentialgovernance mechanisms.
They prevent projects fromdrifting forward without
alignment and ensure teams arenot skipping essential work or
progressing without validatedoutputs.
Each stage must produce anoutput that is evaluated at a

(04:29):
stage gate.
This is bureaucracy.
It's about proper governance,value protection and clarity of
decision making.
As projects grow in complexityand investment size, effective
governance becomes valuable andessential.
Stagegate supports this byvalidating deliverables before

(04:52):
moving forward, ensuringalignment with strategic
priorities, confirmingstakeholder agreement.
They also help optimizeresource allocation, ensuring
only viable initiatives moveahead.
Let's now introduce the ROOCmodel, a practical example of a

(05:16):
value delivery methodology.
This model accommodates variousproject types.
It can include four stages or10.
Some stages may be sequential,others parallel, and the naming
can vary based on the domain.
What matters is the frameworkand process consistency.

(05:36):
In the discovery phase, forexample, we develop the product
vision business case and conducta feasibility study.
This phase is where most of theproject success or failure is
predetermined.
In the development phase, weelaborate on requirements,

(05:58):
define the project scope,finalize delivery strategy and
prepare for implementation.
This phase is iterative andreflects agile concepts.
In the delivery phase, weexecute based on the chosen
development approach traditional, sequential or big bang, or
agile, iterative and incremental.

(06:19):
The selection depends on theproduct type, as illustrated in
the model's visuals.
And finally, we close the loopwith operational readiness and
initial operations, ensuringthat the organization is fully
prepared to adopt and leveragethe new product or system.
This inclusion of operation inthe project management life

(06:43):
cycle is often neglected inconventional approaches, leading
to project outputs that fail todeliver actual value.
That fail to deliver actualvalue.
Let's wrap up today's episode.
We explored the full structureof a project management method

(07:05):
and why traditional models oftenfall short.
We discussed the six essentialcomponents of a method, the
importance of stage gates andhow the Uruk model provides a
realistic, adaptable frameworkfor managing projects across
industries.
We also emphasize thesignificance of the discovery
phase and operational readiness,two areas often ignored but

(07:29):
deeply impactful for long-termsuccess.
In closing, remember thisproject management is not about
managing tasks.
It's about delivering value.
And to deliver value, we mustoperate from foundation of
competence, clear processes andenabling technology.
To learn more, please visiturukpmcom.

(07:54):
There you'll find insights onthe Uruk platform, downloadable
resources and guidance forbuilding your organization's
tailored project managementmethod.
I'm Munir Ajan.
Thank you for listening to the4PM Podcast.
Until next time, stay focused,stay intentional and stay

(08:14):
committed to delivering realresults.