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By Bassam Samman PMP, PSP, EVP CMCS CEO and Founder



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ith the numerous corporate and government collapses and fraud cases, governance has become a requirement for establishing effective accountability and transparency when it comes to on how to run business and managing the funds that need to be spent. Many countries have already issued governance, transparency and accountability acts to enforce the private as well as the government sectors to implement procedures and practices to ensure effective governance compliance. The USA Sarbanes-Oxley Act (SOX) and UK Companies Act 2004 are just few examples of such legislations which were issued to protect investors by placing controls to inhibit and deter financial misconduct and ensure transparency on how project funds are being spent as well as if promised benefits were attained. The United Arab Emirates (UAE) is no different. In November 2011, a decree was issued to strengthen transparency and corporate governance in the UAE. The decree, issued by His Highness Shaikh Mohammad Bin Rashid Al Maktoum, Vice-President and Prime Minister of the UAE and Ruler of Dubai, tightens the regulation and constitution of boards of directors of profit and nonprofit institutions as well as corporations owned by the UAE federal government. This follows the July 2011 decree that assigned the UAE Audit Bureau besides its financial supervision task, the fighting of corruption in the entities under its control to ensure proper management and use of public funds. Nevertheless, the issue with most of the governance acts is that they have mainly focused on im-

plementing the processes and controls on routine corporate operations or business as usual but did not address how this would apply on non-routine operations or business change. Projects, which are by definition, unique endeavors that require investment to deliver future benefits and results are examples of what can be viewed as a non-routine operations or business change. Organizations whose growth and success is driven by investing in or delivering projects, regardless of the project type, size or nature, are required more than ever to adopt governance practices when it comes to managing their projects. Projects can include engineering and construction of buildings, infrastructure, plants, refineries and other type of capital asset projects. Projects also include developing IT applications, services and products as well as conducting events, conferences, producing a movie or carrying out a marketing campaign. In addition, projects include business acquisition and merger as well as launching new companies. Virtually, one can say that any investment in a non-routine operation can be considered as an investment in project. Actually, an organization initiative to create and develop project governance is a project by itself. Projects are the methods and means or the vehicles that an organization will use to achieve their strategic goals and ultimately their desired vision (see Figure 1). Projects are the investments that those organizations have selected and authorized to provide the desired tangible or intangible benefit when they are completed. Although for many projects, benefits need to quantified in terms of return

Organizations whose growth and success is driven by investing in or delivering projects, regardless of the project type, size or nature, are required more than ever to adopt governance practices

PHOTO CREDIT: Keattikorn

GOVERN v a l u e s ANCE Staff roles B





Published in Collaborate Issue 37 -38
A World Without Failed Projects


Why must your organization implement project governance today?

Best Pr actices

nevertheless. reducing unemployment. create the project deliverables that were defined in the project scope. Governance Although Activities many can argue on what will determine if a project was a suc- cess or a failure. ineffective project delivery team among others. reducing CO2 emission. creating new jobs for locals. Regretfully to say. reducing fatal car accidents. the project must deliver the outcomes and benefits required by the project owner. lack of customer involvement. meeting the project milestone dates and stay within the approved project budget. project benefits can also include complying with a new legislation. very few could argue that for a project to be successful. ineffective usage of project and risk management practices. reducing poverty. Project failure is analogous to an investment failure where an organization loss is not only limited to the loss of the invested funds but the lost opportunity of having other much needed benefits if those funds were invested in another project. reducing traffic jam and travel time. this organization business Corporate and continuity for sure Organization would become at stake. An organization that is faced with continuous project failure. reducing power and water consumption. that sometimes projects are Project Governance Project Management Activities Figure 2: Project governance Published in Collaborate Issue 37 -38 2 . scope changes. lack of senior management support. improving the image of the organization. providing better service to the public among many others.Where We Want to Be Where are the Desired Outcomes Methods to Achieve Them Results that We Need Objective Actions We will Take Project Project Strategy Goal Strategy Vision Goal Strategy Strategy Strategy Strategy Strategy Objective Project Objective Objective Project Figure 1: Projects are the means to achieve strategic goals on investment or net present value. improving the organization brand awareness. nevertheless. The causes of failing to achieve those objectives can be attributed to many reasons including the lack of strategic alignment. absence of effective engagement with stakeholders.

performance and effectiveness and implementation of strategy. The same will apply to the corporate human resources and ethics policies. Organizations who believed that there is a must requirement for implementing project governance have implemented those practices and enforced their project delivery teams to comply with project’s standard operating procedures (SOP). accountability. risk management and control. robust and repeatable to govern an organization’s projects investment and delivery (see Figure 3). For years. explore and document the relationProject Management Knowledge Figure 3: Actions to set project governance framework Determine What Project Governance is Needed Setup and roll out of Project Management Office (PMO) Project Governance Enterprise Project Management Information System Published in Collaborate Issue 37 -38 3 . Many of us know that at the very early stages of the project life cycle and during the business case development there are projects for which their objectives are based on “To Please” results rather than rational results that are based most likely scenarios. robust and repeatable born dead. Most of those areas of governance need to be coordinated with the corporate governance. Similar to corporate governance. Those projects that tend to mislead the decision maker by misrepresenting the realistic benefits. called by some as “Political Projects” should have been filtered out and not authorized to proceed for implementation. For example. ethics. Projects have their own particulars which require having their own governance framework that need to be aligned with the corporate governance framework (see Figure 2). Implementing project governance requires the organization to implement a number of actions that will provide a decision making framework that is logical. project governance should address the areas that relate to roles and responsibilities. the project risk management policy needs to be coordinated and aligned with the corporate enterprise risk management policy.Implementing project governance requires the organization to implement a number of actions that will provide a decision making framework that is logical. Projects need to take into consideration the impact of different threats as well as opportunities that could face a project and how to address them. Many of those organizations implement formal audit and compliance review to ensure that their project investments are imProject Governance plementing those practices in full and Procedures not selectively. disclosure and transparency. The implemented project governance should map. professional project management practices and standards have addressed the required areas of governance although they were not positioned specifically to come with complete and enforceable project governance. tangible or intangible. decision making.

implementing project governance procedures. Those include determine what project governance the organization needs. is to do an assessment of their current practices on how they manage their projects. implement Enterprise Project Management Information System and setup and roll out of Project Management Office (PMO). ensure the appropriate review of issues encountered within each project and ensure that required approvals and direction for the project is obtained at each appropriate stage of the project. authorities delegation and accountability. performance and status reporting and risk management. In general. Nevertheless. Action 1: Determine What Project Governance the Organization Needs In general. The Project Execution Plan (PEP) will describe the proper flow of information regarding the project to all stakeholders. the majority of those organizations would hardly be able to assess how effective those practices and how comprehensive they are when it comes for a having a project governance framework. the project governance actions need to be aligned with the best practices of corporate governance. There are five recommended actions that an organization must undertake if they are keen on implementing a project governance framework (see Figure 4). building project management knowledge. This assessment will enable the organization to do their project governance SWOT analysis. one would expect that most project centric organizations are already adopting some kind of project governance practices that could be formally documented or not. The Project Management Institute (PMI) Or- Action 1 Assess and Identify Needed Improvement To Acheive Project Governance Action 2 Develop SOP that will ensure Project Governance Action 3 Train and Develop the Resources Who Will Implement Project Governance Action 4 Implement an EPMIS that will Enforce Project Governance and Transparency Action 5 Create PMO to ensure that Project Governance is Implemented Correctly and Efficiently Figure 4: Project Governance Implemantation Phases Published in Collaborate Issue 37 -38 4 . It will also help them to identify the performance improvement that they need to adopt to rectify those weaknesses so they can have an effective project governance framework. This assessment will help them to determine their areas of strength as well as weakness. it is highly recommended that before an organization embark into implementing project governance. This assessment will give the organization an objective assessment of the opportunities as well as the threats that they would eventually encounter if they do not do anything about the project management performance improvements that they need to undertake.Project management training should not be even limited to those who are directly involved with project delivery but should extend to cover all those stakeholders who will be involved the project governance ships between all internal and external groups involved in the project. Therefore.

evaluation “Project governance is the management framework within which project decisions are made.Assessment Report How Our Current Practices Are Evaluated Against Best Project. Those improvement can be in terms of project governance procedures to be developed. Project governance is a critical element of any project since while the accountabilities and responsibilities associated with an organization’s business as usual activities are laid down in their organizational governance arrangements. seldom does an equivalent framework exist to govern the development of its capital investments (projects)” (Wikipedia 17-11-11) Published in Collaborate Issue 37 -38 5 . When and What It Will Take To Implement The Selected Project. OPM3 will compare an organization’s current project. assessment and improvement. Program and Portfolio Management Processes Figure 5: The OPM3 Phases ganizational Project Management Maturity Model (OPM3) is a global standard developed to provide a way for organizations to better understand their project management capabilities and to measure their maturity. capabilities and outcomes. The OPM3 project portfolio management assessment will help the organization to assess their current practices as it relate to what extent is the organization doing the right projects while the program and project management assessment will assess the organization practices as it relate to what extent is the organization doing projects the right way (see Figure 6). or stage of process development. project management professional development that needs to be extended to the project management team.500 documented best practices. program and project portfolio management practices to more than 4. OPM3 focuses on an organization’s project management knowledge. Action 2: Project Governance Procedures A project centric organization needs to develop detailed standard operating procedures that will cover the phases of project selection. developing and implementing an enterprise project management information system and creating project management offices to enforce formal delegation of authorities and accountability to enhance the decision making process. The organization can then decide on what improvements they want to implement and when. Program and Portfolio Management Best Practices and Capabilities Improvement Requirement What Matters Most To Organization To Establish The Improvements Priority List Improvement Plan How. against globally recognized best practices (see Figure 5). The OPM3 improvement plan provides the organization with the guidance on how and when to implement the required improvements to achieve the desired project governance within the organization.

describing the proper flow of information that will enable the project stakeholders to make the right decisions as well as share relevant project information. Those standards have provided the guidelines on how to identify. execute. procurement and how to integrate those processes. communications. categorize. regions where they perform as well as local regulations and acts that might require particular compliance.and authorization and the project execution. The standards addressed management areas that relate to project scope. Those procedures are crucial for outlining the relationships between the different stakeholders involved in delivering the project. The Project Management Institute (PMI) has developed project management. time. ensure that project issues are reviewed and resolved in the most efficient way and ensure that the required project approvals are obtained at each appropriate stage gate of the project life cycle. managing the life cycle of those project investments and monitoring and controlling their performance. from a role perspective. The project governance procedures will detail what should be done and who should do it. program management and project portfolio standards that addressed the different processes that an organization must follow in aligning their project investments with the organization strategic goals. program and project portfolio management standards as well as other related standard such enterprise risk management (ISO 31000) and earned value management system (ANSI-748B) to come up with the project governance procedures that best suit their business. select and authorize projects as well as how to initiate. plan. evaluate. risk. monitor and control and closeout authorized projects. Those procedures will become the basis for setting roles and responsibilities for Report Closeout Benefit Realization Portfolio Reporting/ Risk Reporting/ Strategic Change Report Executive and Control Report Plan Capacity Planning Initiate Authorize Portfolio Optimization Portfolio Risk Analysis Portfolio Prioritization Business Case Definition Identify and Categorize Strategic Planning Figure 6: The Project Portfolio Management and Project Management Life Cycle Published in Collaborate Issue 37 -38 6 . budget. type of projects they undertake. human resources. Organizations can use those standards as well as other available project.

dealing and responding to issues that relate to ethics and antifraud measures. funds spending and project changes.An organization who has a well-trained project management team is an organization that has a better chance to comply with project governance than others who do not have a formally educated project management team the different project processes. The rectly involved trained project PMI-SP CFCC management with project PMP CBAP team is more delivery but willing to folshould exPM CAPM PMOC low and abide tend to cover Knowledge Prince2 Foundation Prince2 Practitioner Figure 7: Project Management Professional Certifications Published in Collaborate Issue 37 -38 7 . Actuect governance than others EVP PSP ally. all those stakeholders who will be involved in the project governance in either being involved in the project selection phase. in the phase of monitoring and assessing project’s performance or being the beneficiary of the project deliverables and results. project management education helps in refining this experience and align it with what is needed to manage a project. Although no one should count out the importance of practical experience for any role one would have when it comes to managing and delivering projects. decision making as it relate to projects selection. communication requirements to report projects performance and effectiveness and ensuring that selected project are aligned with the actions required for the implementation of strategy as well as any changes to this strategy. project risk management and control. Today there are many professional project management certifications that will help those involved in projects delivery to become aware of Action 3: Project Management Knowledge what are the areas that need to be managed in a project (see Figure 7). Regretfully. nevertheless. project management who do not have the PgMP CCC/CCE training should not formally educated be even limited to project manageCEP PMI-RMP those who are diment team. The Project Execution Plan (PEP) will detail the requirements set per role to the specific project team members who will become responsible for delivering the project. many organizations still do not see An organization who has well trained projthe value that their project management team will ect management team is an organization that has add in delivering successful projects when they receive the appropriate professional project better chance to comply with projMSP management training. disclosure and transparency when it comes to reporting project’s performance. Many organizations wrongfully assume that one become an experienced project manager by time in either doing project or non-project related activities. accountability for delivering project objectives.

pending of rejected to the original investment project scope Published in Collaborate Issue 37 -38 8 . The EPPMIS will enable the organization to have better visibility as all project investments will be captured regardless of their size. status. They will better understand and be able to fulfill the roles and responsibilities delegated to them for project selection and delivery. review and assessment of their requirements. location. The EPPMIS needs to support inclusivity to ensure that all stakeholders are involved in the enterprise project/ investment management environment and no one is left out.Team Members Control Account Business Unit Enterprise Business Unit Project Project Project Control Account Control Account Control Account Figure 8: EPPMIS Data Sharing with the project governance procedures. The EPPMIS will support the organization when it comes to issue management that will alert the organization when any project’s performance deviate from what was planned and support the resolution of those issues as soon as they arise. is critical for any project delivery especially when organizations are delivering more work for less resources. type. CFO. The EPPMIS should provide the collaboration infrastructure that will document and initiate the different processes required for capturing those project details. CPO. CTOP. manpower or financial. the EPPMIS should support the change management process by capturing every change that is either approved. among others as well as it will promote governance as documented project life cycle and processes will help the organization is setting their stage gates and control points.Project Manager Work Requests . It will enhance the organization’s predictability as the organization can develop clear project plans that cover all actions and assumptions will be able to deliver their investment projects in faster way than others. CxO Portfolio Dashboard Business Unit Manager Project Centers . The EPPMIS should enable the organization to capture details of all possible project investments that will be subjected to a formal evaluation and selection process to determine which projects have better chance to be selected for execution (see Figure 8). They will become more qualified to take decisions and become accountable for those decisions and resulting actions. and the stage gates which will decide on whether the selection process should continue or stopped. risks and benefits. Action 4: Enterprise Project Portfolio Management Information System (EPPMIS) It is almost impossible to track the details of projects performance without an enterprise project portfolio management information system (EPPMIS). As no project can be delivered without modifications or changes.CEO. CIO. The EPPMIS will enable the organization to optimize their resource usage.Executive Dashboard .

Similar to corporate governance. Those integrations ensure that there is single version of the truth when it comes to reporting information across those solutions. policies. To ensure and promote the proper alignment and integration between corporate governance and project governance. milestone dates and other important objectives. there will be a need to set independent boards to make decisions that could affect the project scope.“Corporate governance is a number of processes. enterprise asset management (EAM). accountability and decision making requirements set in the project governance procedures require establishing the organizational entities that will become responsible for fulfilling those requirements. customs. Some of the most common solutions integrations are the integration between EPMIS and enterprise resource planning (ERP) and other accounting and human resources applications. The PMO duties would include ensuing that Figure 9: Integrating EPPMIS with other Enterprise Solutions Published in Collaborate Issue 37 -38 9 . and institutions which have impact on the way a company is controlled. and reduces the lag between “available data” and “current data” to days instead of weeks. An important theme of corporate governance is the nature and extent of accountability of people in the business. and mechanisms that try to decrease the principal-agent problem” (Wikipedia 17-11-11) as well as manage the issues that resulted in each change. The EPPMIS should support the project governance principles of authority delegation but without losing the accountability for project work performed. It should provide each stakeholder with the ability to plan. laws. monitor and control the processes assigned to them. It should ensure that there is single repository of projects information that can accessed by the stakeholders but jeopardizing the security and quality of this information. business intelligence (BI) solutions among many others. enterprise risk management (ERM). The automated integration helps the users of the dif- ferent applications to share common information that reside in the different solutions. budget. Action 5: Setting the Project Management Office (PMO) ERP BI EPPMIS CE IM ERM EAM Implementing the roles and responsibilities. many organizations have elected to integrate their enterprise project portfolio management information system with other corporate enterprise solutions (see Figure 9). reduce redundancy and increase accuracy in data input. cost estimating and budget management (CE). interface management (IM).

close out and benefit realization. strategic changes and benefit realization.the standard project governance methodology. planning. In addition. policies. processes. monitoring and dashboard. Sometimes. Accordingly. the organization might elect to create a Program Management Office (PgMO) that will support the PMO and focus on implementing project governance on the projects that are part of the specific program. implementation. Actually. The PMO will also be responsible for improving project management capabilities and skills of the organization’s project management team by implementing the required professional development and training programs. and metrics are implemented as intended. and when a business unit has large programs that consist of a number of interrelated projects. it is also a recommended practice to have a Project Control Office (PCO) for each project to ensure no only that project management processes are properly implemented but also to ensure that the required performance reporting are issued correctly and on time. an organization can set an Enterprise Project Management Office (EPMO) that will focus on ensuring project governance as it relate to projects selection. The Project Management Office (PMO) will ensure project governance as it relates to projects initiation. tools. This cascade of project management offices can better help the organization to delegate responsibilities and authorities for taking projects related decisions in a timely and effective matter but without Board of Directors CEO Enterprise Project Management Office (EPMO) Business Unit 1 Business Unit 2 Business Unit 3 Project Management Office (PMO) Program 1 Program 2 Program 3 Program Management Office (PgMO) Project 1 Project 2 Project Control Office (PCO) Figure 10: PMO Types Project Control Office (PCO) Published in Collaborate Issue 37 -38 10 . The PMO will focus on projects that are owned by the business unit that the PMO belongs to. An organization can setup multiple project management offices within the organization to ensure that there is proper separation of authorities between making decisions that could impact project objectives and executing the project scope. the PMO will take ownership of the enterprise project management information and be responsible for creating accurate and consolidate projects reporting. performance monitor and control.

transparency and internal sharing of project information Create a Project Management Office (PMO) that will ensure the separation of project governance from organizational governance structures to minimize the project decision layers Published in Collaborate Issue 37 -38 11 . They will help in empowering the organization as an overall to effectively implement the project governance framework. responsibilities and performance criteria is clearly defined as well as ensure that there will be separation between project stakeholder management and project decision making Implement an enterprise wide professional development and training program that will ensure competence.Achieve Vision Enterprise Project Management Office (EPMO) Achieve Strategic Goals Project Management Office (PMO) Project Management Office (PMO) Implement the Strategy Program Management Office (PgMO) Program Management Office (PgMO) Deliver Objectives Project Control Office (PCO) Project Control Office (PCO) Figure 11: PMO Roles diluting the accountability for those decisions. Although project governance differs from corporate governance. Develop and implement standard operating procedures (SOP) that will ensure that roles. an organization that their success and failure depends on investing projects needs to introduce and adopt formal project governance practices. They will help in enforcing a robust solution for triggering and escalating exception actions when needed. To implement a comprehensive Project Governance Framework. nevertheless it needs to be aligned with corporate governance. it is recommended to follow the following strategy in developing this framework: • Conduct a formal organizational project management maturity assessment using OPM3 to • • determine the areas of improvement needed to achieve project governance framework. They will help in ensuring that information sharing and transparency is done without overwhelming the organization with redundant and unneeded communication. authority and resources for delegated members Implement an enterprise project portfolio management information system (EPPMIS) that will promote the alignment between the overall business strategy and projects delivered and encourage a culture of improvement. Conclusion • • In summary.

There is a rapidly growing realization among those organizations that more and more management tasks can be handled as projects. Aerospace. Human Resources Managers. Shipbuilding and Repair Yards Published in Collaborate Issue 37 -38 12 . plan and successfully deliver hundreds of projects to achieve their desired vision. the control that is possible and the measurement of the results provide a structure for business that allows organizations to respond with flexibility to a more dynamic environment. but rather a Great Organization. The objective of this course is to help participants to understand Project Management science and how it is used to successfully deliver strategically aligned projects to achieve the company’s ultimate vision. and communicate with external and internal stakeholders. Information Technology Managers. the participants will learn how to attain their organization goals by applying project management not only to single projects but also at enterprise level. The course focuses on consolidating project principles across the organization. collaborate with other team members. new-services and capital investment projects. operational. labor and non-labor. Oil and Gas\Petrochemical. Environmental Management. Information Technology. prioritize. new-product. taking care of the relationships between the cross-functional teams and internal and external stakeholders. the disciplines required. Finance Managers. Automotive. This would require those organizations to initiate. Engineers and Planners. Those will include a mix of strategy. Project Management is simply more than planning and scheduling. it is responding to contingencies. managing changes and integrating diverse and competing requirements.P875 Achieving your organization vision through strategic project management framework: A simplified approach for managing projects and projects portfolio About the Course In today’s dynamic and demanding markets. The approach to the task. Pharmaceuticals. Manufacturing and Industrial. During this course. organizations that want to lead and achieve growth that far exceeds what their competition is planning for as well as what they have been used to in the past. Real Estate Development. attendees will be able to: • know how to integrate your Organization Strategic Plans with Project Initiatives • know how to build your organization portfolio project management culture in your organization • know how to deliver your organization project life cycle • know how to enhance the methods used by your organization to successfully deliver projects • know how to define metrics and standards to measure the performance of your projects • know how to use technology to support managing and tracking your projects data Who Should Attend This course target is for Chief Executive Officers and all other CxO. It includes dealing with conflicting issues. Education and Training. Media Production. providing leadership and transferring knowledge. Retail. In What Industries Government. Learning Outcome At the completion of this course. Further. cannot afford to be just a good organization. Projects that will require members of the cross-functional teams to be set accountable for delivering their scope as well as manage resources. Telecommunication. participants will be taught how to incorporate the art and science of project management into new and exciting ways to do business. Hospitality Management. Defence. E-Business Enablers. strategically align. Power and Water Utility Plants. Financial Services. Marketing and Sales. Engineering and Construction. Project Managers. In fact.

He has 30 years experience in Project Management Consultancy. Published in Collaborate Issue 37 -38 13 . He is thoroughly experienced in complete Project Management including project management control systems. a certified Planning and Scheduling Professional (PSP) and Earned Value Professional (EVP). risk analysis. Plan. Control. He is a certified Project Management Professional (PMP). UK. computerized PCS Software.Course Outline The course outline has been developed to cover and be aligned with the five recommended actions to implement project governance framework. Execute. Closeout and Continuous Improvement • Projects portfolio monitor and control • Enterprise Projects Portfolio Management Information System (EPPMIS) dashboard • Strategic Change and Portfolio Project Management • Monitor and Control Portfolio Risks • Strategic Goal Achievement Reporting • Setting the PMO: Organizational Impacts of Adapting Project Management • What is Organizational Project Management Maturity Model (OPM3)? • Jump Start PMO Procedures using PMO Content Assets • Project Management Certifications About The Instructor Bassam Samman PMP. Bassam holds a Bachelor’s Degree in Civil Engineering from Kuwait University and a Masters Degree in Engineering and Administration from George Washington University. site management. PSP is CMCS CEO and Founder. programs and portfolios • Who are the project stakeholders? • What is project management? • What is program management? • What is portfolio project management? • What is Project Governance? • Strategic planning • Portfolio project management aligning processes • Projects list • Selected projects list • Balancing projects portfolio • Authorised projects • Project Execution and Reporting • Project Initiation. claims analysis and prevention and alternative dispute resolution. EVP. • Introduction • Why do organisations invest in projects? • Why do projects fail? • The standards for managing projects. He is currently pursuing a PhD at the University of Salford.

corporate social responsibility. restructuring. organizational change and professional development. UAE | Tel: +971 4 3654850 | Fax: +971 4 3697518 www. Kuwait. Our Strategic Partners Our Training Partners TM A World Without Failed Projects Collaboration. professional services. media including movies and shows. Oil and Gas. Sana’a.About CMCS Our Passion To help the world to get rid of failed projects and achieve what we strive for “A World without Failed Projects”. Projects We Support CMCS project and risk management solutions are applicable to all capital asset projects such as infrastructure. and IPO offering. Power and Utility. Africa. an Oracle Platinum Partner. logistics. no one can offer you the reliable and costeffective implementation that CMCS can provide. Our Technology Partners Industries We Serve Project and risk management is generic to all organizations regardless to what industry they belong to. develop and implement value for money enterprise portfolio project and risk management solutions that will enable project centric organizations to build their own enterprise project and risk management capacity. IT and Telecommunication. new regulations and compliances. mergers and Dubai | Abu Dhabi | Riyadh | Al Khobar | Doha | Kuwait | Manama | Muscat Sana’a | Beirut | Amman | Cairo | Alexandria | Rome | Chennai . is one of the first organizations who have received the Specialized Primavera P6 Enterprise Project Portfolio Management (EPPM) certification by Oracle. Regions We Cover CMCS has 15 offices in 12 countries that have helped us to offer our services in more than 25 countries over the GCC. Our Relation with Oracle Primavera CMCS’ relation with Oracle Primavera is unmatched. Asia. Our Mission Design. Alexandria. Riyadh. Doha. CMCS have served more than 2. refineries. Middle East. knowledge and capability. Cairo. Europe and South America. Abu Dhabi. CMCS has provided their services to more than 2. Europe and South America. Our Accreditation Partners Why It Should Matter To You Failed projects are failed investments for which your organization not only did not get the desired return on investment but have deprived other much needed projects from such funds. events and exhibitions.000 clients in the Middle East. buildings.CMCS-MENA. Education and Media. what is the nature of their project and what tangible or intangible their project deliverables are. Rome and Chennai. plants. Beirut. new product or service development. Box 23033 Dubai. As of today.O. Government and Non Government Organizations. Manama. information technology and telecommunication. Funds spent on projects are sunk costs that cannot be recovered once spent.000 clients representing industry leaders in Engineering and Construction. With 49 performance and achievement awards by Primavera since 1984 and more than 100 implementations just in the last five years. downstream and upstream facilities. Financial Services. Al Khobar. Asia. lobbying and political campaigns. Amman. Africa. CMCS. Muscat. Management & Control Solutions FZ-LLC P. CMCS has offices in Dubai. crises and relief aid.