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.

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Chapters

• 0:00 Introduction and Previous Episode Recap
• 1:56 Project Owners vs Service Providers
• 3:18 Six Components of Project Management
• 4:07 Understanding Stage Gates
• 5:18 The URUK Value Delivery Model
• 7:00 Key Takeaways and Conclusion

Transcript

Speaker 1: 0:02

Welcome to the 4PM podcast, where ideas take shape and strategies find purpose. I am Mounir Ajam, founder and CEO of Uruk Project Management, and I have a deep-seated passion for project management and community development, growing on decades of global experience across diverse industries and roles. I am here to guide you through the transformative power of the 4PMs project program, product and portfolio management and our focus on business integrated project management. Let's explore how integration unlocks unparalleled value for you and your organization. Welcome back to the 4PM Podcast. I'm your host, munir Ajam, and this is part two of our conversation on transforming project management while respecting our diversity. In the previous episode, we examined persistent gaps in project management how we define success, the misuse of frameworks and the limitations of technical project management. We also challenged some of the assumptions around agile, waterfall and hybrid models and called attention to the urgent need for organizational level transformation. In today's episode, we continue that conversation by exploring what a real project management method looks like. We'll define its essential components, discuss the importance of stage gates and introduce the Rook Value Delivery Model, an approach designed to ensure projects deliver strategic value from concept through execution. Let's dive in.

Speaker 1: 1:56

Let's begin with an important clarification the context for the remaining content in this paper is centered around project owners, that is, organizations responsible for delivering and managing the outcomes of their projects, not merely vendors or service providers providing components. Service providers typically work under contract, delivering against a defined scope. Their involvement might span one or more stages, but is often limited to outputs. On the other hand, project owners are responsible for the entire value life cycle, from idea to realization. Even within project owner organization, we often see two models a technical delivery model, where project managers are tasked with delivering outputs. A value delivery model where the focus shifts to the realization of benefits and strategic alignment. This second model is what we advocate for. To get there, we must define what constitutes a complete project management method. A comprehensive project management method must cover the full value delivery lifecycle, not just isolated activities. It includes six key components A clearly defined project lifecycle.

Speaker 1: 3:28

Six key components A clearly defined project life cycle PLC. Breakdown of the PLC into phases or stages. Stage management processes. Defined outputs for each stage. Stage gates for evaluation and approval. A framework for managing project management functions across the lifecycle, such as scope, cost, risk change, communications and stakeholder engagement. All these components must be adaptable. One size does not fit all. The method should allow for tailoring based on the type, size and complexity of the project. This is what leads to the development of tailored methods. Let's talk more about stage gates.

Speaker 1: 4:07

While often misunderstood or resisted, stage gates are essential governance mechanisms. Stage gates are essential governance mechanisms. They prevent projects from drifting forward without alignment and ensure teams are not skipping essential work or progressing without validated outputs. Each stage must produce an output that is evaluated at a stage gate. This is bureaucracy. It's about proper governance, value protection and clarity of decision making. As projects grow in complexity and investment size, effective governance becomes valuable and essential. Stagegate supports this by validating deliverables before moving forward, ensuring alignment with strategic priorities, confirming stakeholder agreement. They also help optimize resource allocation, ensuring only viable initiatives move ahead.

Speaker 1: 5:12

Let's now introduce the ROOC model, a practical example of a value delivery methodology. This model accommodates various project types. It can include four stages or 10. Some stages may be sequential, others parallel, and the naming can vary based on the domain. What matters is the framework and process consistency. In the discovery phase, for example, we develop the product vision business case and conduct a feasibility study. This phase is where most of the project success or failure is predetermined. In the development phase, we elaborate on requirements, define the project scope, finalize delivery strategy and prepare for implementation. This phase is iterative and reflects agile concepts. In the delivery phase, we execute based on the chosen development approach traditional, sequential or big bang, or agile, iterative and incremental. The selection depends on the product type, as illustrated in the model's visuals. And finally, we close the loop with operational readiness and initial operations, ensuring that the organization is fully prepared to adopt and leverage the new product or system. This inclusion of operation in the project management life cycle is often neglected in conventional approaches, leading to project outputs that fail to deliver actual value. That fail to deliver actual value.

Speaker 1: 6:58

Let's wrap up today's episode. We explored the full structure of a project management method and why traditional models often fall short. We discussed the six essential components of a method, the importance of stage gates and how the Uruk model provides a realistic, adaptable framework for managing projects across industries. We also emphasize the significance of the discovery phase and operational readiness, two areas often ignored but deeply impactful for long-term success. In closing, remember this project management is not about managing tasks. It's about delivering value. And to deliver value, we must operate from foundation of competence, clear processes and enabling technology. To learn more, please visit urukpmcom. There you'll find insights on the Uruk platform, downloadable resources and guidance for building your organization's tailored project management method. I'm Munir Ajan. Thank you for listening to the 4PM Podcast. Until next time, stay focused, stay intentional and stay committed to delivering real results.