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Tenaris to build new Plant in Bay City, Texas; Senior Construction Project Manager Needed

PM INDUSTRY NEWS

27 September 2013 – Houston, Texas, USA – Tenaris is currently seeking a Construction Project Manager to join a dynamic team responsible for the construction of a new $1.3 billion steel pipe plant in Bay City, TX. The new plant was announced in a press conference in February. Once built and online in 2016, the new plant will employ approximately 2000 full time positions. Construction broke ground on Monday, September 09, 2013, so there is some urgency to find a lead Construction Project Manager to oversee the building of this new mill. The work will be located in Bay City, TX.

130927-pmwj15-construction-IMAGEThe primary responsibility of this role is to manage activities to optimize process execution ensuring the correct management coordination of human, material and vendor resources from inception to completion.  This position will report to the Tenaris Bay City Project Director, supporting the Project Engineering Department. The Project Engineering group is responsible for the management of new construction and existing facility mechanical investments including production lines and machinery.

Key Responsibilities: Contribute expertise in managing construction companies contracted to execute large and complex construction processes. As project progresses, this individual will move into the role of leading the project construction team. 

Key activities during this stage will be primarily devoted to the definition of the following: Various construction packages; Managing related vendor lists; Ensuring best contractual terms and conditions suitable for Texas and US; and Protecting Tenaris against change orders proliferation, overruns and delays.

Successful candidate will assume responsibility for managing the construction team to include; project Managers / Contracts Administrators of the various construction packages placed by US companies; Construction Supervisors; Site Managers; and Quality Assurance Team.

A successful candidate will possess a Bachelor’s degree in civil/construction, mechanical or industrial engineering; have 15+ years’ experience in leading big industrial projects close to or more than $1 billion; have previous experience in a greenfield project; and have prior experience in a lead position during the most critical steps of a construction project (Engineering, Scheduling, and Cost Control).  Strong communication and interpersonal skills to lead cross functional teams will be required, along with the ability to work with a large team of engineers and designers on challenging projects. Experience leading a culturally diverse team expected.

Interested candidates should contact cbowen@tenaris.com.

Tenaris is a leading global manufacturer and supplier of steel pipe products and related services for the world’s energy industry and for other industrial applications. Customers include most of the world’s leading oil and gas companies as well as engineering companies engaged in constructing oil and gas gathering, transportation, processing and power generation facilities. Tenaris operates an integrated worldwide network of steel pipe manufacturing, research, finishing and service facilities with industrial operations in the Americas, Europe, Asia and Africa and a direct presence in most major oil and gas markets. They had net sales of US$ 9.97 billion and 26,980 employees in 20122.  For more information visit www.tenaris.com or  http://www.tenaris.com/en/careers.aspx.

Source: Tenaris

Welcome to the September Edition of the PM World Journal

David Pells,

Managing Editor 

Addison, Texas, USA
________________________________________________________________________

Welcome to the September 2013 edition of the PM World Journal (PMWJ), the 14th edition of this new global resource for sharing knowledge about program and project management (P/PM).  This month’s edition is another full and very international issue, with 32 new articles, papers, reports and book reviews by 40 authors in 14 different countries.  An additional 40+ news articles about projects and project management around the world are included. Approximately 30 countries are represented by authors or subjects of the PMWJ contents this month.

Call for Papers – Invitation to Share Knowledge

I want to again start with an invitation to share your knowledge, one of the main objectives for this global publication.  We are seeking good articles, papers and information about program and project management.  If you are an experienced program or project manager, project management professional or professional leader, consider sending us a ‘Commentary’ article about some topic of personal interest.  If you are an academic leader, graduate student, researcher or professional with a paper resulting from serious research, consider submitting a ‘Featured Paper’, ‘Student Paper’ or ‘Case Study’. If you are an expert or executive with a solution to share, send us an ‘Advisory’ article.  We publish a wide variety of articles and papers, case studies and reports, book reviews and news stories.  Share knowledge and gain visibility for you or your organization; publish an article in the PMWJ.  Contact editor@pmworldjournal.net.

In This Edition

10 authors in 6 countries have contributed Featured Papers this month.  Raffaele Giovinazzi and Frederic Picard with Jacobs France are the authors of “Effective Push Communications in Industrial Projects.” Professors Vladimir Voropajev and Jan Gelrud in Russia have teamed up with Prof Dimitri Golenko-Ginzburg in Israel to author another paper, this one titled “Decision Making in Controlled Cyclic Alternative Network Projects with Deterministic Branching Outcomes.” Greg Usher in Australia has contributed “Inviting Project Management into the Boardroom.”  Alan Stretton in Sydney is back with another enlightening paper titled “A Specialist Generalist Perspective on Project Management.”  Ahmad Khodaverdi Damian in Tehran, Iran has submitted “Cultural Impacts on Managing Social Projects.”  And Joel Carboni and Jeff Hodgkinson in the USA have authored “Corporate Social Responsibility and Project Portfolio Management.”  These are all serious papers by experienced PM leaders, so give them a good read. Increase your knowledge.

4 Series Articles are included this month. The 9th article in the series on “Enterprise Project Governance: How to Manage Projects Successfully Across the Organization,” by Paul Dinsmore and Luiz Rocha in Brazil is included this month.  Dinsmore and Rocha are the authors of the book Enterprise Project Governance, published in the USA by AMACOM in 2012.  Their article this month is on “The Execution Gap.” Don’t miss this latest installment.

More…

To read entire paper (click here)

About the Author

david-pellsflag-usaDAVID PELLS 

Managing Editor, PMWJ

David L. Pells is Managing Editor of the PM World Journal, a global eJournal for program and project management, and Executive Director of the PM World Library. He is also the president and CEO of PM World, the virtual organization behind the journal and library.  David is an internationally recognized leader in the field of professional project management with more than 35 years of experience on a wide variety of programs and projects, including engineering, construction, defense, energy, transit, high technology and nuclear security, and project sizes ranging from several thousand to ten billion dollars. He has been an active professional leader in the United States since the 1980s, serving on the board of directors of the Project Management Institute (PMI®) twice.  He was founder and chair of the Global Project Management Forum (1995-2000), annual meetings of leaders from project management associations around the world.  David was awarded PMI’s Person of the Year award in 1998 and Fellow Award, PMI’s highest honor, in 1999. He is an Honorary Fellow of the Association for Project Management (APM) in the UK; Project Management Associates (PMA – India); and of the Russian Project Management Association SOVNET.  From June 2006 until March 2012, he was the managing editor of the globally acclaimed PM World Today eJournal.  David has published widely, has spoken at conferences and events worldwide, and can be contacted at editor@pmworldjournal.net.

For more, visit www.pmworldjournal.net and www.pmworldlibrary.net

Project Management Update from Argentina

REPORTS

By Cecilia Boggi, PMP

International Correspondent

Buenos Aires, Argentina
________________________________________________________________________

An important event regarding Project Management took place in Argentina last month. PMI Nuevo Cuyo, Argentina Chapter (PMINC) has presented the Congress named “Project Management for Construction Industry” in Mendoza, on August 22nd with an audience of more than 100 local professionals.

At the opening of the event, Mr. Gustavo Albera, current PMINC President, welcomed the audience. “Good projects and good construction works are the result of three actions that must be correctly solved: design, technical aspects and management that makes this happen” said Mr. Albera in his presentation.

“In the current situation, where the market demands greater rigor in the management of time, cost and quality, there is an opportunity to add value to our professional services through good project management practices” added Albera who introduced then the lecture of “Efficient Project Management and Construction Works with Lean Thinking approach” presented by Pablo Lledó, former President of PMI Nuevo Cuyo Chapter and former Director of PMI Buenos Aires Chapter.

Mr. Lledó proposed some tips for Project Managers in order to manage efficient projects based on two philosophies: Lean and Agile. As he commented in his speech, “Lean Thinking, a philosophy born in the 1990s for massive production projects, defines a technique to make projects more efficient. On the other hand, in 2001, software developers defined the approach known as agile software development. From these two philosophies, Lean and Agile, we can find tips for Project Managers in order to manage projects efficiently, but not just for the Production or IT Sectors, but also for whatever kind of construction project they should manage”.

Following the lecture of Mr. Lledó, led a forum composed of construction and project management experts who debated about the myth of scheduling and planning construction projects.

Part of this forum were Mr. Santiago Debe, President of the Real Estate College, Mr. Diego Perez Colman, General Manager of Hipercerámico SA, one of the largest companies of building materials in the region, Mr. Eduardo Stradella, Chairman of New Panel SA, an industrialized building systems company, Mr. Carlos Gonzales, Project manager of The Wines-Vino Tourism SA, an international entrepreneurship, Mr. Alberto Badui, Production and Projects Manager of IMPSA, a hundred year-old company that provides integrated solutions for power generation from renewable resources, equipment for the process industry and environmental services, Mr. Mario Yanzon, Architect and founding partner and President of Bormida & Yanzon Arquitectos, one of the most important studies of architects in Mendoza, and Mr. Raul Iannuzzi,  partner of Mendoglass SA, the most important firm of aluminum and glass frames in Mendoza.

More…

To read entire report (click here)

About the Author

CECILIA BOGGIflag-argentinaCECILIA BOGGI 

International Correspondent 

Buenos Aires, Argentina

Cecilia Boggi, PMP is founder and Executive Director of activePMO, giving consulting services and training in Project Management and Leadership skills in Argentina and Latin America.

After graduating with a degree in Computer Science Engineering from Universidad de Buenos Aires, Argentina, she has managed software development projects and PMO implementation projects for more than 20 years both in the government and private sector.  Cecilia also has graduated from an Executive Program in Business Management at Universidad del CEMA. She holds the Project Management Professional (PMP®) credential since 2003, is certified as SDI Facilitator from Personal Strengths© and is alumni of the PMI Leadership Institute Master Class 2012.  Ms. Boggi is Past President of the PMI Buenos Aires Argentina Chapter, and is a founding member of the PMI Nuevo Cuyo Chapter and PMI Santa Cruz Bolivia Chapter. She has been designated by PMI in the role of Mentor of Region 13, Latin America South, for the years 2014-2016.  Cecilia has participated in the development of PMBOK® Guide 5th Edition, leading the Chapter 9, Human Resource Management, content team and she is professor of Project Management in some Universities and Institutes in Argentina, Chile, Peru and Bolivia.

She can be contacted at cb@ceciliaboggi.com.ar  and www.activepmo.com.ar

Winning Your Rebid – How to Retain Contracts through Successful Competitive Rebids

PM WORLD BOOK REVIEW

pmwj14-sep2013-Thurman- BOOK IMAGEBook Title:  Winning Your Rebid – How to Retain Contracts through Successful Competitive Rebids
Author:  Nigel Thacker
Publisher:  Gower Publishing Limited
List Price:   US$107.96
Format:  Hard Cover, 148 Pages
Publication Date:   2012
ISBN: 978-1-4094-4035-2
Reviewer:      Ross M Thurman
Review Date:              July 2013
_______________________________________________________________________

Introduction to the Book 

This book lays out a process for managing existing engagements in such a fashion as to provide the incumbent contractor with a competitive advantage in continuing the business relationship with a customer. There is information related to how to set up the operational aspects of an engagement so that valuable data can be gathered and organized in such a way as to ease the development of future bids for additional contracts.

Overview of Book’s Structure 

The book is organized with a high level description of the challenges of winning ongoing bids with existing clients. Included is what data to gather and how to leverage customer relationships and performance information in a manner to effectively highlight incumbent accomplishments.

The second section of the book provides a high level description of how to prepare the rebid for an existing customer with recommendations as to what to include and what to exclude from the rebid document.

Highlights: What’s New in this Book

The book provides a high level view of the rebid process and promotes a strategy of thinking about the rebid from the initial stages of an engagement and through the completion of the contract. It is a good high level description, but there are no new strategies, rather there are more related experiences of the author learned in the course of his career. 

More…

To read entire Book Review (click here)


About the Reviewer

pmwj14-sep2013-Thurman- AUTHOR IMAGEflag-usaRoss M Thurman 

North Texas, USA 

Ross Thurman is an 8 year project management practitioner in the public safety IT marketplace with a background in Police, Fire, and 9-1-1 applications and equipment. Prior to project management, Mr. Thurman spent over 20 years in the systems software industry. He can be contacted at thurmanrm@verizon.net. 

Editor’s note:  This book review was the result of cooperation between the publisher, PM World Inc and the Dallas Chapter of the Project Management Institute (www.pmidallas.org). Publishers provide books to PM World, books are delivered to the PMI Dallas Chapter where they are given to chapter members who commit to providing a book review in a standard format; the reviews are published in the PM World Journal and PM World Library.  Since PMI Dallas Chapter members are generally mid-career professionals, they represent the intended audience for most PM books.  If you are an author or publisher of a book related to program or project management, and would like the book reviewed through this program, please contact editor@pmworldjournal.net.

Managing Business Analysis Services

PM WORLD BOOK REVIEW

Slide 1Book Title:  Managing Business Analysis Services
Author:  Barbara Davis
Publisher:  J. Ross Publishing
List Price:   US$54.95
Format:  hard cover; 232 pages
Publication Date:   2013
ISBN: 9781604270792
Reviewer:      Madison Berndt
Review Date: August 2013
________________________________________________________________________

Introduction to the Book

A surprising amount of knowledge is packed into this book.  Barbara Davis begins with a good assessment of business analysis service organizations in their current state as found in most organizations.  Her assessment is filtered through a SWOT analysis and numerous examples are provided to support the argument for an improved framework. Diagrams are used to highlight the general concepts and tie everything together.  The book is full of examples that will be familiar to most business managers.  The succinct way that Davis describes the dynamics involved in these examples is something that most managers will appreciate.

Readers are educated about the processes used by the Business Analyst as well as the value provided to projects and the organization.  The mindset and professional motivations of the Business Analyst are evident throughout the book and will ring true with Project Managers and Business Analyst.  For business managers using the services of a business analyst this offers a wealth of guidance on how to assess, coach, and make use of talent. The book offers actionable guidance for building a sustainable business analysis service organization as well as improving individual performance.

Overview of Book’s Structure

The first section of the book deconstructs the business analyst services model and how this contributes to results.  Davis uses the SWOT assessment to identify what works and what doesn’t work in today’s organizations that use a business analysis service model.  Davis then defines a new framework that builds on the findings of her analysis.  The new framework is applied to organizing, managing, and developing business analysis professionals.

Organization and control of business analysis services within the new framework is further defined in the second part of the book.  Business managers will find the information provided on measurement and monitoring of performance useful and actionable. To insure a sustainable implementation of the proposed services model, the author provides ample coverage of career paths and accountability for adding value to strategic business objectives. Every element covered in this section is actionable and can easily provide a transition point for moving in a more sustainable direction.  Each element ties into the overall services framework and also stands on its own as a good standard practice. 

More…

To read entire Book Review (click here)


About the Reviewer

pmwj14-sep2013-Berndt- AUTHOR IMAGE 150x182flag-usaMadison Berndt 

North Texas, USA

Madison Berndt is a Project Manager located in the Dallas, Texas area focused primarily on IT related projects within the retail industry.  His experience includes startups, mid-sized/high growth, and established Fortune 500 companies.  He is a graduate of UT Arlington having earned his Bachelor Science in Economics in 1989 and Masters of Business Administration in 2007.  In 2010 he earned the PMP certification and is an active volunteer with the PMI Dallas Chapter. Madison can be contacted at email@wmberndt.com. 

Editor’s note:  This book review was the result of cooperation between the publisher, PM World Inc and the Dallas Chapter of the Project Management Institute (www.pmidallas.org). Publishers provide books to PM World, books are delivered to the PMI Dallas Chapter where they are given to chapter members who commit to providing a book review in a standard format; the reviews are published in the PM World Journal and PM World Library.  Since PMI Dallas Chapter members are generally mid-career professionals, they represent the intended audience for most PM books.  If you are an author or publisher of a book related to program or project management, and would like the book reviewed through this program, please contact editor@pmworldjournal.net.

Why You Must Take Project Management Seriously

COMMENTARY

By Eyitayo Ogunmola, PMP 

Nigeria
________________________________________________________________________

It’s amazing!! According to reports and expert discuss, Project Management has become one of the fastest growing professions and the most sought after professions in the world. One of the reports i perused emphasized the detailed importance and the global demands of project management by many establishments. It is becoming a global and industrial demand; business necessity and strategic importance.

There is an increase in global awareness as relating to the practises and principles of Project Management and more and more companies and organizations are beginning to realise the value it offers. Without professional sentiments, I can respectfully say that Project Management is the value driver that helps various companies get the most out of its performance.

 

Project Management is business engineering. And this truth compels me to educate younger professionals about the necessity of Project Management growth quest. It doesn’t end at the certification level. Never!!! It is absolutely wrong to believe that your performance would be measured against your PMP certification. I quite acknowledge that the ‘PMP’ is a coveted certificate among competitions but it’s noble to develop your project management skills beyond the now.

I have seen some written arguments about the traits of Project Managers but I must say that Project Management is not hereditary neither is it controlled by some kind of inborn genes- it’s an art and hence, can be taught and leaned. 

Let me share some basic Project Management Skills with you- Grow UP.

Communications

This is simply not just the PM BoK. It’s real. It’s an art. When I started out as a project manager, I faulted in this demand. To say the least, I wasn’t a good communicator. After long hours working on projects, reporting was a ‘devil’. Trust me, I feel your pain. It’s quite difficult communicating to the top management board.  At the beginning of my career, I had lots of complains about the breech of reporting. It was a challenge connecting with my team members. You have to have lots of these: This includes meetings, status reporting, e-mails, phone calls, coordinating, talking to people, and completing documentation. The truth be told – Communication Is key to project survival. 

More…

To read entire article (click here)

About the Author  

pmwj14-sep2013-ogunmola-AUTHOR IMAGE 150x224flag-nigeriaEyitayo Ogunmola, PMP

Team lead, PM Hub Nigeria

Eyitayo Ogunmola is the Founder and the Project Team Lead of PM Hub Nigeria, a Project Management training, consulting and solution organization in Nigeria. He is also a Project Management Training Consultant to Chartered Institute of Project Management, Ghana.

He holds a Project Management Professional Certification form Project Management Institute, Pennsylvania, United States. He is a Green Belt Lean VI Sigma professional and also holds a Certification in Professional Scheduling (PMI-SP). He is the Project Coordinator for ProMaCoN, an organization committed to institutionalizing project Management in Africa. He worked with a team of international participants in the just concluded IPMA Young Crew global e-Collaboration Competition (a congregation of 64 young project managers from around the world) where his team came 2nd runner up. He is a trainer for Acceltage Consulting, Oak Interlinks among other project management consulting companies. He leads the faculty of project management of the College of Supply Chain and Warehousing Management.

Eyitayo was selected to participate in a training in Entrepreneurship and Ventures Creation with Columbus Business School, US.

Eyitayo can be contacted at eyitayoogunmola@gmail.com.

PM Hub Nigeria®» Project Management» Training. Consulting. Solution| Strategic Business Case Development| Lean VI Sigma| HSE management | PMI-Scheduling Professional | PMI-Risk Management Professional | vPM

Stop Email Abuse

COMMENTARY

By Jeff Oltmann 

Portland, Oregon, USA
________________________________________________________________________

Execs and Interns Alike

Everyone from executives to interns endures the effects of email abuse.  In many organizations, email abuse is even worse than meeting abuse.  I strongly recommend that project teams establish rules of engagement for project-related email.  Here are my seven favorite ground rules.

What to Write

The first four ground rules concern the content of an email – what you write. 

1

Select a valuable subject line.  To survive the onslaught of hundreds of emails every day, many people delete emails after scanning only the subject line.  Make everyone more efficient by keeping subject lines concise and accurate.  You can use certain standard prefixes in subject lines to quickly convey what action is needed before the recipient even opens the message. For example, AR means immediate action required, and FYI means for your information.  Also agree on what circumstances justify marking an email as urgent.

2

Stick to a single topic.  If you add more, chances are high that the recipients will only notice the first one, and then you’ll have to send a follow-up email anyway.

3

Stay above the fold.  Keep emails short.  Program manager and author James T. Brown recommends a one page limit, but I think that nearly all emails should be even shorter than that.   Newspaper editors use the term “above the fold” to refer to any story that appears in the top section of a folded newspaper, and thus gets more readership.  Similarly, try to make the total content of your message appear above the fold, readable at a glance without scrolling. 

More…

To read entire article (click here)

About the Author

jeff-oltmannflag-usaJeff Oltmann

Oregon, USA

Jeff Oltmann is principal consultant at Synergy Professional Services, LLC in Portland, Oregon (www.spspro.com).  He is also on the graduate faculty of the Division of Management at Oregon Health and Science University.  Jeff welcomes your questions and ideas.  You can contact him at jeff@spspro.com or read previous articles at www.spspro.com/resources.htm.

Line of Balance Combined with Earned Value Management: A Case Study of a Housing Development Project in Nigeria

STUDENT PAPER

By Austin Iserhienrhien 

Port Harcourt, Nigeria
________________________________________________________________________

          1.    ABSTRACT

LOB Against the EVM Analysis:

The Line of Balance Method (LOB) and Earned Value Management (EVM) analysis are simply variance techniques used in tracking the progress of a project. The LoB in the past was used to determine the variances in terms of cost and schedule which could occur on the project, whereas the EVM has gone further to determine the real situation by factoring in the actual work that was completed and predicting how much the project would spend if the work went on as at the time of carrying out the analysis. However, from the list of tables and figures below, the integrated LoB and EVM technique is more detailed in terms of determining the performance as well as forecasting what the end of the project could be.

Key words: Line of Balance Scheduling Technique, Earned Value Management Best Practices, Project failures Causes & Effects, Work Breakdown Structure, Organization Breakdown Structure, Cost Breakdown Structure.

          2.    INTRODUCTION

As a result of declining housing affordability in Nigeria due to prevalent economic recession, building and managing low-cost housing of identical apartment units has been adopted in order to make housing project delivery system seamless and affordable to low income earners. This multi-unit project scope of work is characterized by repeating activities, which in most instances comprises of a plan for a single apartment unit in an integrated system of project management and control using Line of Balance Scheduling Technique and Earned Value Management Best Practices.

Some of major challenges associated with housing project execution and delivery system failure include:

More…

Editor’s note: Student papers are authored by graduate or undergraduate students based on coursework at accredited universities or training programs.  This paper was prepared as a result of a course delivered by Dr Paul Giammalvo of PT Mitratata Citragraha in Jakarta, Indonesia.  The paper was submitted to the Association for the Advancement of Cost Engineering International (AACEi) in 2013 in fulfillment of the certified cost engineering consultant (CCEC) requirements, for which the author was a successful applicant.

To read entire article (click here)

About the Author

flag-nigeriapmwj14-sep2013-Iserhienrhien IMAGE 150x141Austin Iserhienrhien 

Port Harcourt, Nigeria 

Austin Agbonavbare Iserhienrhien HND (Quantity Surveying), PGD [Computer Science], MBA [Project Management], is a Project Management and Cost Controls professional with over 15 years’ experience in the Oil and Gas Industry. He is currently a designate Senior Cost Engineer with Shell Petroleum Development Company, Nigeria, based in Port-Harcourt. Austin is partially AACE Certified Cost Professional [CCP], with a vision to build a career in the Oil and Gas Industry’s Project & Financial Management Sectors and contributes positively in a bid to save costs, improve performance and incorporate Best Practices in Project Delivery, where Profitability and Quality share equal importance in investments. He presently lives in Port-Harcourt, Nigeria and can be reached at austin.iserhienrhien@shell.com

UK Project Management Round Up

REPORT

By Miles Shepherd

Executive Advisor & International Correspondent 

Salisbury, England, UK
________________________________________________________________________

INTRODUCTION

It is a truism in the project world that as one door closes so another opens.  Last month I noted that we were in the so called ‘Silly Season’ when there is little important news as everyone is on vacation or working so hard they have no time to bother with the real world.  So it should come as no surprise that as the Silly Season closes, another opens – and further, no surprise that it is again the season to slate High Speed 2.  There have been some project people at work over the summer and there are some results to report while energy issues are still with us.

High Speed 2

pmwj14-sep2013-shepherd-IMAGE 1The case for any project rests with its business proposition.  This positions the project in terms of the benefit it is intended to deliver, how it fits with the strategy of the owning organization and the needs of stakeholders.  So the business case is vital.

Picture courtesy of Daily Telegraph

In the last month, more attention has been focused on the business case for HS2 with the Institute of Economic Affairs (IEA) a key think tank challenging the cost basis of the project, claiming the overall cost might be as high as £80 bn compared with a budget of some £42.6bn which is itself a rise from the original estimate of £32bn.  The Institute of Directors (IoD) weighed in with a challenge to the business case, calling the programme a ‘grand folly’ that fewer than 25% of its members support.

As if this was not enough, Alistair Darling, lately Labour’s Chancellor of the Exchequer and also an ex Minister for Transport weighed in and withdrew his support – he was the man who approved the programme in principal while in office.

The response from the current Minster for Transport, Patrick McLaughlin, has been that the programme is essential for growth outside London and that the current budget include contingency.  In a statement to the BBC, he stated that government investment in rail over the next five years, including some with £37bn to electrify 880 miles of railway, the “northern hub” programme to upgrade rail links between northern cities and infrastructure investment in Reading and Birmingham stations would not be staved of cash to support HS2.

More…

To read entire report, click here

About the Author

miles shepherdflag-ukMILES SHEPHERD 

Salisbury, UK

Miles Shepherd is an executive editorial advisor and international correspondent for PM World in the United Kingdom. He is also managing director for MS Projects Ltd, a consulting company supporting various UK and overseas Government agencies, nuclear industry organisations and other businesses.  Miles has over 30 years’ experience on a variety of projects in UK, Eastern Europe and Russia.  His PM experience includes defence, major IT projects, decommissioning of nuclear reactors, nuclear security, rail and business projects for the UK Government and EU.   Past Chair and Fellow of the Association for Project Management (APM), Miles is also past president and chair of the International Project Management Association (IPMA).  He is currently the Chair of the ISO committee developing new international standards for Project Management and for Program/Portfolio Management.  He was involved in setting up APM’s team developing guidelines for project management oversight and governance.  Miles is based in Salisbury, England and can be contacted at miles.shepherd@msp-ltd.co.uk.

A specialist-generalist perspective of project management

FEATURED PAPER

By Alan Stretton

Sydney, Australia
________________________________________________________________________

ABSTRACT

This paper discusses some attributes of project management that derive from depicting the project manager as a ‘specialist-generalist’. The sense of this descriptor is that, although the project manager is operating in the ‘specialist’ domain of projects, he/she is commonly (although not always) applying a broad range of ‘generalist’ management skills to that specialist domain in the course of managing projects.

The framework for discussion comes from a section entitled “Areas of Expertise” in the 2004 PMBOK Guide. The discussion first focuses on components of project management which are predominately specialist to projects. These include CPM, WBS and Earned Value, together with many others, some of which are markedly application-area-specific. This is followed by discussing areas of project management which are a mixture of both specialist and generalist components. Prominent in these are elements of the PMBOK Guide, notably managing the project life cycle, the five PM process groups, and the ten knowledge areas. Also included are application knowledge areas, etc; and understanding the project environment. Finally, I discuss two specific areas which are predominately generalist, namely general management knowledge and skills, and interpersonal skills.

It is concluded that specialist-generalist perspectives on project management can help in clarifying its nature, particularly in recognising that a good deal of the knowledge associated with project management can be properly represented as knowledge of basic ‘generalist’ management and supporting disciplines being applied in the ‘specialist’ project context.

INTRODUCTION

This paper discusses some materials from the project management literature which support the depiction of the project manager as a ‘specialist-generalist’.

We first look at definitions of ‘specialist’ and ‘generalist’ from two dictionaries.

More…

To read entire paper (click here)

About the Author

alan-stretton-bioflag-australiaAlan Stretton, PhD    

Faculty Corps, University of Management

and Technology, Arlington, VA (USA)

Life Fellow, AIPM (Australia)

Alan Stretton is one of the pioneers of modern project management.  He is currently a member of the Faculty Corps for the University of Management & Technology (UMT), USA.  In 2006 he retired from a position as Adjunct Professor of Project Management in the Faculty of Design, Architecture and Building at the University of Technology, Sydney (UTS), Australia, which he joined in 1988 to develop and deliver a Master of Project Management program.   Prior to joining UTS, Mr. Stretton worked in the building and construction industries in Australia, New Zealand and the USA for some 38 years, which included the project management of construction, R&D, introduction of information and control systems, internal management education programs and organizational change projects.  He has degrees in Civil Engineering (BE, Tasmania) and Mathematics (MA, Oxford), and an honorary PhD in strategy, programme and project management (ESC, Lille, France).  Alan was Chairman of the Standards (PMBOK) Committee of the Project Management Institute (PMI®) from late 1989 to early 1992.  He held a similar position with the Australian Institute of Project Management (AIPM), and was elected a Life Fellow of AIPM in 1996.  He was a member of the Core Working Group in the development of the Australian National Competency Standards for Project Management.  He has published over 120 professional articles and papers.  Alan can be contacted at alanailene@bigpond.com.au.

Get SET for Project Control

PM ADVISORY

By Delwyn Ooi, BSc, PMP

Singapore
________________________________________________________________________

“The closest to being in control we will ever be is in that moment that we realize we’re not.” – Brian Kessler

Your first million dollar project is due to launch in two hours, when the customer calls in to request a major change in scope that will delay the project launch by many weeks. Meanwhile the project team is still rushing bug fixes. Will you start panicking? Or are you in control of all your projects?

Many a time as project managers, we manage multiple projects daily, handling different customers, teams and sometimes external vendors. Every detail inside our project tools and techniques – from scope of work to bar charts to communication plans and procurement documentations – is what keeps us feeling in control of every project. We get so involved in being good project managers that we make absolute certain to be in the know of everything project related. Should anything slip between the cracks, we go all out to track the cause and source of that miscommunication gap and fix it. We do all these not just because we want the project to run smoothly, but also to give our stakeholders the confidence that we’re doing our job the best that we can. Because we are the project manager – anything affecting our project is our responsibility… hence we feel the need to be in control. But is control always a good thing?

“Control your own destiny or someone else will.” – Jack Welch

Consider Jack Welch’s statement in relation to project management: If you do not control your project resources, another project will utilize them. If you do not control your project schedule, a delayed task will impact your overall timeline. If you do not control your project budget, your stakeholders will attempt a cost overrun. Project control is therefore, in such context, a crucial element of your project’s destiny which keeps it on-track, on-time and within budget.

But how much control is enough? Too much control is time-consuming; too little control runs project risks. To curb this dilemma, consider applying the 3 key controls for your next project – Stakeholders, Expectations and Team (SET).

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About the Author

pmwj14-sep2013-ooi AUTHOR IMAGEflag-singaporeDelwyn Ooi

Singapore

Delwyn Ooi is a PMP certified project manager with over ten years of experience in the Information Technology industry. He has worked with several small and large companies in Australia and Singapore and specializes in leading technology projects.

A New Construction Contract for the 21st Century: Termination

SERIES ARTICLE 

By Keith Pickavance

London, UK
________________________________________________________________________

Introduction

In this, the final article in the eight-part series on the CIOB’s new Complex Projects Contract (CPC2013), we deal with termination. This is a term which applies to the end of the Contractor’s employment under the Contract (under which it has the right to access to the Site and to carry out the Works). It is not a termination of the Contract itself (which continues to subsist to govern the rights and liabilities of the parties).

Whichever contract contains the operable provision, termination must usually be carried out precisely if it is to be effective. Otherwise, wrongful termination may give rise to a claim for lost profit, lost opportunity and possibly even repudiation of contract.

Most standard forms of contract provide for termination of the Contractor’s employment under the Contract in three categorised situations. These are for

  • Convenience of the Employer
  • Frustration, and
  • default of either of the parties, including insolvency

Generally termination must be carried out fairly and in good faith. CPC2013 expressly requires both parties to act fairlyand JCT states expressly that no termination may be carried out “unreasonably or vexatiously” but there is nothing of a similar character in NEC (which only calls for the parties to act in a “spirit of mutual trust and cooperation”), or under AS4000, A201 or FIDIC, which only require that the terminating party should show cause where it is expressly required.

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Editor’s note: This is the 8th and final article in a series by Keith Pickavance about the CIOB’s new contract for complex construction projects. For information about the new contract, visit http://www.ciob.org.uk/CPC.  The full article includes footnotes for quotations and section references.

About the Author

keith-pickavanceflag-ukKeith Pickavance

Keith Pickavance first qualified as an architect in 1972 and then in 1978 obtained a law degree. After 20 years as an architect in private practice the last 10 years of which also involved construction management, dispute resolution and expert witness services, in 1993 he joined an American company specialising in forensic services and delay analysis. In 1996 he set up on his own again specialising in delay analysis and time management in London and Hong Kong. That practice was acquired by Hill International in 2006, an international construction management and claims consultancy with which he is now appointed an Executive Consultant.  He is a Past President of the Chartered Institute of Building and has led the CIOB’s time management initiative since its inception in 2007.  Keith is the author of Delay and Disruption in Construction Contracts (4th ed., 2010, Sweet and Maxwell) and numerous other books and articles on delay related issues.   Contact keithpickavance@hillintl.com

Navigating the S’s: Engaging Stakeholders for Project Success

SECOND EDITION

Stacy A. Goff, President, ProjectExperts

IPMA VP of Marketing & Events

asapm President

Colorado, USA
________________________________________________________________________

Abstract

Project Stakeholder Management has now been added to the 5th Edition of PMBOK® Guide, and is in the new ISO PM Standard 21,500. But this is not a new topic; identification of and management to stakeholder expectations has been a best practice of competent and performing project managers for years.

The Challenge: Some know the challenge of driving the “Esses;” the series of curves on a racetrack. Just as this shows mastery for skilled drivers, skilled project managers appropriately navigate their S’s: Engaging Stakeholders early and often is a key differentiator for outstanding project managers. But just how do outstanding performers engage stakeholders? Are their actions intuitive? Can they be learned? How do we know if the actions we take are effective? And, whose job is it to achieve all this?

A Solution: Early stakeholder engagement is a critical success factor in all projects. There are excellent ways to achieve that engagement. This is a key insight, because without early engagement, stakeholders are not on board. Given that insight, the proper timing and processes for achieving later engagement can easily follow. Of course, the right roles must take responsibility for this initial stakeholder engagement, and the ongoing care of that engagement, all the way through Benefits Realization.

The Result: Just as navigating the “Esses” in racing differentiates winning drivers from others, the same applies in managing the S’s in the world of project managers. Engaged Stakeholders know the business results they seek, and evaluate all in-project actions needed to assure a winning project at the time of Benefit Realization.

The Challenge: Navigating the Esses

I recall, from my days of Sports Car racing, the importance of aggressively, yet smoothly, navigating “the Esses.” These were the sections of the racetrack with a series of somewhat gentle left and right turns–such that, if you looked at them from above, they looked like several repeated capital letter S’s, laid down in a row.

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Editor’s note:  Second Editions are previously published papers that have continued relevance in today’s project management world, or which were originally published in conference proceedings or in a language other than English. Original publication acknowledged; authors retain copyright.  This paper was originally presented at the 7th Annual UT Dallas Project Management Symposium in Richardson, Texas, USA in August 2013.  It is republished here with the permission of the author and UT Dallas.

About the Author

stacy-goffflag-usaStacy Goff

Stacy Goff, the PM Per4mance Coach, is Vice President of Marketing & Events for IPMA, the International Project Management Association, and President of asapm, the American Society for the Advancement of Project Management (IPMA-USA). In these roles, Goff presents keynotes and speaks at conferences around the World on topics related to the advancement of project and program management competence, and improved PM performance. During 2011 he presented to dozens of audiences on five continents.

When he is not serving not-for-profit organizations, Goff is owner and President of ProjectExperts, a Program and Project Management consulting, tools and learning company. A Project Management practitioner since 1970 and consultant since 1982, he helps improve enterprise, department, project team or individual pm competence, effectiveness and performance.

An insightful consultant and dynamic speaker, Mr. Goff offers workshops of interest to Executives, Managers, Program and Project Managers, and individual contributors. His Project Management tools and methods are used by government agencies, Enterprises, consultancies and individuals on six continents. By the year 2000, he had exposed over 45,000 people to the World of Project Management. And, he does not just teach project management, he lives it. Email: Stacy@ProjectExperts.com

Project Risk Analysis: Techniques for Forecasting Funding Requirements, Costs and Timelines

PM World Book Review

pmwj14-sep2013-barash-Project - BOOK IMAGEBook Title:     Project Risk Analysis: Techniques for Forecasting Funding Requirements, Costs and Timelines
Author:           Derek Salkeld
Publisher:      Gower Publishing Company
List Price:       $29.95            ISBN:  978-0-566-09186-5
Format:           Hard cover; 295 pages       Publication Date:     2013
Reviewer:      Ira S. Barash           
Review Date:   August 2013

 


Introduction to the Book

The book covers many topics about risk management and its importance in determining an accurate budget and schedule for a project.   The book points out failures in the past on large scale government infrastructure projects in London.  The stakeholders who finance the project would be the primary beneficiary of a more accurate budget and schedule.  The project management and risk management professions may get a better reputation because of projects getting completed at a higher rate and on time and within budget.

The book provides a multitude of aids to help with determining risks, identifying costs, and how the risks affect the schedule.  These aids include examples, areas to address and checklists.  Finally, it stresses the importance of tying risks to people through assignment of ownership and risks to the project budget through allocation of contingences.

Overview of the Book’s Structure

Chapter 1 describes why risk analysis should be a necessary component of budgeting for a project in terms of money and time.  Chapters 2 through 4 are concerned with evaluating the cost and timescales of a project taking into account the risks for the stakeholders who are funding the project.  Chapter 5 looks at how to determine who should take ownership of the myriad of project risks that are determined.  Chapter 6 through 7 look at managing risk through the project in a practical manner.  Chapter 8 summarizes all of the arguments and concludes.  Appendices provide more checklists and charts.

Highlights: What’s New is this Book?

The idea that risk needs to be looked at in a very detailed and structured manner during the budgeting process.

In Chapter 2, the author lists 14 primitives that must addressed to insure that all risks are identified in large scale construction projects.   Chapter 3 and 4 give examples of risk in relation to cost and time, respectively.    Chapter 5 looks at ownership of risk in three ways – Cost of Prevention; Cost of Containment and Cost of remediation.   Then, it looks at the ownership in three ways: Expertise, Resources, and Obligations.   This is not new but it shows an easy way to think about risk and how to seek ownership.  The table below is copied from the book:

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About the Reviewer

pmwj14-sep2013-Barash-Project- AUTHOR IMAGEflag-usaIra Barash

Plano, Texas, USA

Ira Barash is married and employed by VisionIT in a contractor role working at HP as a project manager. Previously, he worked for two years as a contractor at Capital One Financial through Strategic Staffing in the mortgage application and infrastructure areas.   Barash received his PMP® from the Project Management Institute (PMI®) (2012), a certificate in Project Management from the Graduate School of Management at the University of Texas at Dallas (2007), a Masters of Business Administration (MBA) in Finance from Wright State University (1989) and a Bachelor of Business Administration (BBA) in Quantitative Analysis from the University of Cincinnati – Carl H. Lindner School of Business (1976).

From 2010 to 2012, Barash was Volunteer Commissioner for the City of Plano on Community Relations Committee.   He and his wife actively support the Plano (Texas) Symphony Orchestra through volunteering and financially as a Virtuoso Member. He is a member of PMI, the PMI Dallas Chapter and Toastmasters.   He recently presented a paper, Use of Agile with XP and Kanban Methodologies in the Same Project, at the 7th Annual University of Texas Dallas Project Management Symposium on August 15, 2013 in Richardson, Texas.

Ira’s passions are to be a terrific husband, have challenging work assignments, live a healthy lifestyle including traveling, exercise, writing and supporting of non-profits financially, and by volunteering.

Ira is on LinkedIn at http://www.linkedin.com/in/irabarashmba and may be contacted by email at ibarash205@gmail.com

Editor’s note:  This book review was the result of cooperation between the publisher, PM World Inc and the Dallas Chapter of the Project Management Institute (www.pmidallas.org). Publishers provide books to PM World, books are delivered to the PMI Dallas Chapter where they are given to chapter members who commit to providing a book review in a standard format; the reviews are published in the PM World Journal and PM World Library.  Since PMI Dallas Chapter members are generally mid-career professionals, they represent the intended audience for most PM books.  If you are an author or publisher of a book related to program or project management, and would like the book reviewed through this program, please contact editor@pmworldjournal.net.

Corporate Social Responsibility and Project Portfolio Management

FEATURED PAPER

Joel Carboni GPM® IPMA-B® MPM

and

Jeff Hodgkinson GPM® IPMA-B® PgMP®

USA
________________________________________________________________________

Abstract

Successful Sustainability Programs require an ongoing effort from every aspect of the business. The challenge this poses is learning how to institute and enterprise wide implement and holistic approach.

We propose the best answer to this opportunity is GPM’s PRiSM Methodology or ‘Applied Green Project Management®’.

Green Project Management® (GPM) [1] is the inclusion of sustainable methods to the process by which projects are defined, planned, monitored, controlled, and delivered. As projects are unique transient endeavors undertaken to achieve a unique desired outcome, by their nature they bring about change.

As a result of over 70+ years of combined experience working in project management and working through many challenges with regard to sustainability, the founders of GPM experienced a paradigm shift of thought which re-defined them.  This shift of thinking began when they realized the existing standards for project managers could be greatly enhanced.

This paradigm shift is foundational to Green Project Management and to the process, standards, methodology, and ultimately the educational product offerings and certifications that serve as the basis for this prospectus.  As all project management practitioners are aware, the existing project management methodologies concentrate on a triple constraint system, factoring Cost, Time, and Resources.  ‘Sustainability’ is not a direct consideration here as you may also easily observe.

GPM’s PRiSM method addresses sustainability as well as the triple constraint system previously used and is based upon ISO standards [2] and global best practices that align with the Global Reporting Initiative [3] or GRI and the UN Global Compact. [4]  However, the projects integrating Sustainable Methods [5] does more than address only sustainability and the triple constraint as it allows the Project Manager to focus on the methods of delivery through the projects impact on the People, Planet, Profit with the Process and Product as well.  This is referred to as the P5 concept [6], a critical tool bringing assurance to the organization of its true sustainability achievements. The benefit and impact of the change and the adherence to P5 helps organizations develop a roadmap to sustainability.

Historically speaking, ‘Project Management’, as a discipline has been continuously evolving since the times of early civilization. [7]  It wasn’t until the mid-20th century however when Project Management, as a discipline, began to take on a definitive form with the Pioneering minds of Henry Gantt  [8] who developed the Gantt chart and Henri Fayol [9] the architect of the five management functions that are the basis of today’s various bodies of knowledge.

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About the Authors

Joel Carboniflag-usaJoel Carboni

Illinois, USA

Joel Carboni, IPMA-B® GPM® MPM, is the President and founder of GPM Global (Green Project Management®), a project management professional development organization focused on decoupling socio-environmental degradation and economic vitality. He has over 15 years’ experience in project and program management having worked in both the private and public sectors for organizations such as Accenture, Chase, Harris Bank, and Local Government.

He is the architect of the PRiSM project delivery methodology and co-author of the GPM Reference Guide to Sustainability in Project Management and authored training programs for Green Project Management that are currently offered in over 60 countries through professional training organizations and Universities. Joel has been recognized for his work with to promote peace, culture, and education around the world and is the recipient of both the Liberty and Humanitarian awards from the SGI and is a contributor to the UN Global Compact’s 2013 Leaders’ Summit.

He serves as the Vice President for the asapm (IPMA-USA), is on the Executive Board for a regional science center and serves on the Executive Board for government led technology coalition focused on empowering youth to engage in science, technology, engineering, and mathematics. Joel can be reached at joel.carboni@greenprojectmanagement.org

pmwj14-sep2013-carboni - HODGKINSON AUTHOR IMAGEflag-usaJeff Hodgkinson

Arizona, USA

Jeff Hodgkinson, CAPM®,CCS, CDT, CPC™, CIPM™, CPPM–Level 10, CDRP, CSM™, CSQE, GPM-b®, GPM®, IPMA-B®, ITIL-F, MPM™, PME™, PMOC, PMP®, PgMP®, PMI-RMP®, PMI-SP®, PMW,  is a career program/project manager with over 33 years of practitioner experience. He is an expert at program and project management principles including best PM practices and is applying his PM competency and expertise to promote the adoption of energy efficient practices and the proliferation of alternative energy sources. He received the 2011 GPM® Sustainability Award for his work in this field.  Jeff is the third most recommended person on LinkedIn with 615+ recommendations, and is ranked in the top most networked LinkedIn persons.

Jeff is a GPM Global Executive Consortium Member, the GPM Director, Certification Assessments, Chairman for the GPM Global Accreditation Board, and the Group Manager for the GPM Global Linked In Group.  Jeff is also the Lead US Assessor for the asapm-IPMA certifications.  Contact him at: jeff.hodgkinson@greenprojectmanagement.org

Enterprise Project Governance: How to Manage Projects Successfully Across the Organization: The Execution Gap

SERIES ARTICLE

By Paul Dinsmore & Luiz Rocha

Rio de Janeiro, Brazil
________________________________________________________________________

Putting strategic initiatives into effect in organizations is like turning an ocean liner at full steam. Although the captain’s command may echo loud and clear, and the turning procedure may be under way, for the first few moments no direction change is apparent. The inertia of these giant vessels, measuring over three football fields in length, is so great, that a quick response is out of the question. It takes planning ahead and allowance for reaction time to make the right change in an ocean liner’s course.

This same challenge permeates the corporate world. While top decision-makers may mandate a given strategy, overcoming business-as-usual inertia takes time. So allowing for the inertia-related time is crucial for the success of strategic projects. Therefore, the time lapse for the course-changing process has to be built into the components of enterprise project governance.

The starting point is the strategy itself.  This assumes that a solid portrait of the desired results exists, formalized in terms of strategic initiatives. That overall strategy then acts as the bedrock that sustains the implementation of the projects designed to paint the picture visualized by the organization´s strategists. When the strategies are swiftly and effectively put into place, the odds are good they will bear benefits.

Actual success rates for implementing strategies, however, leave room for improvement.  Research from Insead professors Michael Jarret and Quy Huy shows that “most companies believe that after careful strategic review, analysis and planning, they have a winning strategy. However, 70 per cent of companies fail to get what they want out of their strategic plan and the problems usually begin with execution. The result of this is both organizational failure and individual stress and frustration, especially for the executives charged with implementation”.

Clearly, the ability to transform strategic plans into action is a universal concern. Larry Bossidy and Ram Charan demonstrate in Execution: The Discipline of Getting Things Done that the ultimate difference between an organization and its competitors is the ability to execute. Execution is the missing link between good intentions and results, and as such, making it happen is the business leader’s most important job.

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This series includes articles by Paul Dinsmore and Luiz Rocha, authors of the book Enterprise Project Governance, published by AMACOM in the USA in 2012.  The articles are extracts and summaries of key topics from their book, providing information and guidance on one of the most important aspects of portfolio, program and project management today – governance.  For information about the book, go to http://www.amacombooks.org/book.cfm?isbn=9780814417461

About the Authors

usa-brazilpaul-dinsmorePaul C. Dinsmore

Paul Dinsmore is board chairman of DinsmoreCompass, and a highly respected specialist in project management and organizational change. A certified project management professional (PMP), he has received the Distinguished Contribution Award and Fellow Award from the Project Management Institute (PMI®). He regularly consults and speaks in North America, South America, Europe and Africa.  Paul is the author and / or editor of numerous articles and 20 books, including the AMA Handbook of Project Management. Mr. Dinsmore resides in Rio de Janeiro, Brazil.

flag-brazilluiz-rochaLuiz Rocha

Luiz Rocha has 35+ years of experience in the industry and business consulting. Luiz worked with Andersen Consulting and Delloite in the USA and Europe when he had the opportunity to manage multi-cultural and geographically dispersed projects in Latin America, North America and Europe. In Brazil he worked with Dinsmore Associates and Petrobras. Luiz is an engineer by background, MSc. in industrial engineering from UFRJ – Brazil, PMP-PMI and IPMA certifications. He is also a published author with two previous books, Business Metamorphosis, in Brazil, and Mount Athos, a Journey of Self-Discovery, in the USA.  Luiz can be contacted at luizrocha@poli.ufrj.br

Project Management Tools and Techniques – A Practical Guide

PM WORLD BOOK REVIEW

pmwj14-sep2013-Nazanin-Project- BOOK IMAGEBook Title:  Project Management Tools and Techniques – A Practical Guide
Authors:  Deborah Sater Carstens, PMP; Gary L. Richardson, PMP; and Ronald B. Smith, PMP
Publisher:  CRC Press
Format:  Hard cover; 466 pages
Publication Date:   2013
ISBN: 978-1-4665-1562-8
Reviewer:  Nazanin Mehrooz, PMP
Review Date:            July 2013


Introduction to the Book

This book provides useful topics and tools to assist with balancing project objectives against the triple constraints (time, budget and quality) in manufacturing and industrial engineering applications. The typical project life cycle is covered, along with tools and techniques to apply in each phase.

Overview of Book’s Structure

The book contains 6 sections and a total of 24 chapters:

Sections:

  1. Role of the project
  2. Project formulation using tools and techniques
  3. Developing project scope
  4. Tools and Techniques for developing the project plan
  5. Project Execution
  6. Advanced tools and techniques

Highlights: What’s New in this Book

Microsoft compatible tools and add-in for advanced users

Review of the project life cycle and useful tools and techniques in each phase and team tools which help with clarification of roles and responsibilities

The Enterprise PMO chapter covers 16 common reasons why organization initiatives may suffer from mediocre success.  It is very insightful guide for PMOs to address performance issues

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About the Reviewer

Nazanin-Mehroozflag-usaNazanin Mehrooz, PMP

North Texas, USA

Nazanin Mehrooz studied software engineering and has worked in many industries (including defense, telecom).  Most recently, her focus area has been on IT operations, project and program management.  She is an active volunteer for the Dallas and Ft Worth, Texas chapters of the Project Management Institute (PMI®) in the USA. Contact email: nazi_mehrooz@yahoo.com

Editor’s note:  This book review was the result of cooperation between the publisher, PM World Inc and the Dallas Chapter of the Project Management Institute (www.pmidallas.org). Publishers provide books to PM World, books are delivered to the PMI Dallas Chapter where they are given to chapter members who commit to providing a book review in a standard format; the reviews are published in the PM World Journal and PM World Library.  Since PMI Dallas Chapter members are generally mid-career professionals, they represent the intended audience for most PM books.  If you are an author or publisher of a book related to program or project management, and would like the book reviewed through this program, please contact editor@pmworldjournal.net.

Build an Environment for Teamwork

PM ADVISORY

Excerpt from Agile Readiness (forthcoming)

By Thomas P. Wise and Reuben Daniel

USA
________________________________________________________________________

For team members separated by any of the elements of virtuality, building the ability to communicate effectively is essential to creating shared meaning around the vision and mission that establish and support the behaviors needed to compete effectively. Providing clarity around the direction of the organization is essential to developing an environment where team members may come together and share the responsibility for the success of the team. We need employees that know how to manage and managers that know how to lead.

Management is the process by which scarce resources are allocated across competing priorities, and yet in an agile culture priority becomes somewhat blurred by the need to allow employees maximum freedom to make internal team decisions. As leaders we have essentially shifted management from something we do to our employees to a process by which things get done (McCrimmon, 2010).

Agile and lean methods work best in a culture that creates a semblance of servant leadership as the way in which work gets done. Employees need to be connected with their team in a way that creates a desire to serve the team to which they identify. They must feel a membership with the team that causes a desire to serve and lead when the need arises.

Leaders within the team, while still leading, must focus on the needs of the team and the team’s capability to meet the priorities and goals of the larger organization. It is the duty of organizational leaders to provide truly transformational leadership providing the vision, mission, and motivation.

Building a culture layered with distributed leaders and committed team members is essential to effectively deploying an organization that is both lean and agile. According to Stone, Russell, and Patterson, transformational and servant leaders are analogous in their people oriented leadership characteristics (2002).

Distributed leadership is an essential characteristic of a culture capable of building and sustaining agility, and one that is highly desirable in building a lean organizational ecosystem due to the essentially continuous shifting of team member roles. While common knowledge in team building tells us team members require unique and specific roles, role shifting is extremely common in virtual project teams. A recent study indicated that only about twelve percent of team members maintain the same unique role throughout the life of the project.

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About the Authors

pmwj14-sep2013-wise-daniel-  WISE IMAGEflag-usaDr. Thomas Wise

Pennsylvania, USA

Dr Thomas Wise, PMP, ASQ-CQM, is a Quality Director with 20+ years’ experience in problem solving and process improvement in industry, including Nuclear Power, Finance, and Communications.  A professor with Villanova University, DeSales University, and University of Phoenix, Dr Wise teaches supplier and software quality, business research, and organizational and project management. He is the author of Trust in Virtual Teams published by Gower. http://www.gowerpublishing.com/isbn/9781409453611

flag-usapmwj14-sep2013-wise-daniel-  DANIEL IMAGEReuben Daniel

New Jersey, USA

Reuben Daniel is a Director of Cognizant’s Business Consulting practice focusing on Business Process Transformation. With several years of experience in the Communications industry, he is an expert in Six Sigma, Lean, ITIL, Agile and Organization Change Management. Reuben is a certified Information Systems Auditor and has published papers on Cost of Quality, ROI and Quality Management.

Risk Doctor Briefing: The Future of the Risk Universe

SERIES ARTICLE

Dr David Hillson FIRM, HonFAPM, PMI Fellow

UK
________________________________________________________________________

Where is the physical universe heading? While there is no doubt that the universe is currently expanding, scientists disagree about what might happen next. Will our universe continue to expand indefinitely, or will it reach a maximum and then collapse, or will it cycle between expansion and collapse?

The universe of risk management has the same three possibilities:

  • Expanding universe. It seems likely that the scope and influence of risk management will expand as more areas of application are found for risk-based approaches. But how far can it go? Risk management might include increasingly more elements of personal, business and social life until “Everything is just risk management”. We could end up living in a risk-based world where all decisions are taken in the light of relevant uncertainty. While this might sound attractive to risk specialists, it is rather extreme. Risk is not the whole picture, and concentrating only on managing risk would be unwise.
  • Collapsing universe. After initial expansion in the scope of risk management, we might reach a critical point when further growth is unsustainable, and interest in managing risk might collapse and disappear. This might happen quickly as people and organisations give up on risk management and lose interest, or it might just fade away. Alternatively risk management might disappear as a result of its own success. If risk management is absorbed into the nature of business, it could become invisible. If everyone naturally “thinks risk” as a normal part of daily life, then we might not need a separate discipline called risk management, since it would be accepted and practised by all.

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About the Author

Dr. David Hillsonflag-ukDr. David Hillson

Author

Dr David Hillson CMgr FRSA FIRM FCMI HonFAPM PMI-Fellow is The Risk Doctor (www.risk-doctor.com).  As an international risk consultant, David is recognised as a leading thinker and expert practitioner in risk management. He consults, writes and speaks widely on the topic and he has made several innovative contributions to the field. David’s motto is “Understand profoundly so you can explain simply”, ensuring that his work represents both sound thinking and practical application.

David Hillson has over 25 years’ experience in risk consulting and he has worked in more than 40 countries, providing support to clients in every major industry sector, including construction, mining, telecommunications, pharmaceutical, financial services, transport, fast-moving consumer goods, energy, IT, defence and government. David’s input includes strategic direction to organisations facing major risk challenges, as well as tactical advice on achieving value and competitive advantage from effectively managing risk.

David’s contributions to the risk discipline over many years have been recognised by a range of awards, including “Risk Personality of the Year” in 2010-11. He received both the PMI Fellow award and the PMI Distinguished Contribution Award from the Project Management Institute (PMI®) for his work in developing risk management. He is also an Honorary Fellow of the UK Association for Project Management (APM), where he has actively led risk developments for nearly 20 years.  David Hillson is an active Fellow of the Institute of Risk Management (IRM), and he was elected a Fellow of the Royal Society of Arts (RSA) to contribute to its Risk Commission. He is also a Chartered Fellow of the Chartered Management Institute (CMI) and a Member of the Institute of Directors (IOD).

Dr Hillson can be contacted at david@risk-doctor.com.

Decision Making in Controlled Cyclic Alternative Network Projects with Deterministic Branching Outcomes

FEATURED PAPER

By Vladimir I. Voropayev, PhD,

Yan D. Gelrud, PhD,

and

Dimitri Golenko-Ginzburg, PhD

Russia & Israel
________________________________________________________________________

Abstract

We present a new controlled alternative network model which is more universal and unifies two formerly developed network models:

a)    The acyclic controlled alternative model (CAAN model [1,2]) is a branching network with two types of alternative events. The first one reflects stochastic (uncontrolled) branching of the development of the project. The alternative event of the second type is of deterministic nature, i.e., the project’s decision-maker chooses the outcome direction.

b)    The cyclic GERT type alternative model including loops and a variety of different logical relations [3]. The model includes only events of stochastic branching.

The problem of controlling a project boils down to choosing an optimal outcome direction at every decision-making node which is reached in the course of the project’s realization. This is carried out by applying a special algorithm, based on lexicographical scanning.

A numerical example is given and application areas are presented.

I.  Introduction

We present a newly developed controlled cyclic alternative network model (CCANM) which is a finite oriented cyclic graph  consisting of a set of nodes (events)  and arcs (activities) , , defined by the adjacency matrix , , where  defines a deterministic arc  and  determines an alternative event  which is connected with event  with probability , .

Besides events with stochastic alternative branching (call them henceforth ), certain nodes  are decision making events. Each of them presents a subset of deterministic outcomes leaving node  with probability equal to one. Only one of those branching arcs can be realized, and the choice of the outcome decision is the sole prerogative of the project’s manager. Call them , both .

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About the Authors

flag-russiaVLADIMIR-VOROPAJEVDr Vladimir Voropajev

Author, Professor, International PM Expert

Founder, Former President, Chair – SOVNET

Former Vice President – IPMA

Full Member, Russian Academy of Natural Sciences

Moscow, Russia

Professor Vladimir Voropajev, PhD. is Founder and former President and Chairman of the Board of the Russian Association of Project Management, SOVNET. Dr. Voropajev is professor of Project Management at the State University of Management, Moscow, Russia.  He is also Head of the Program and Project Management Faculty for the Russian State Academy’s Program for Professional Retraining and Professional Skill Development for Executives and Specialists in Investment Fields.

He is a full member of the Russian Academy of Natural Sciences on Information Science and Cybernetics, and of the International Academy of Investments and Economy in Construction. From 1991 to 2001, he was Vice-president and a member of the Executive Board of the International Project Management Association (IPMA), the global federation of national PM associations based in Zurich, Switzerland. He is the First Assessor for several IPMA certification bodies. In 2005 he was awarded IPMA Honorary Fellowship Award. He is also an honorary Fellow of the Indian Project Management Association and a past member of the Global Project Management Forum Steering Committee.

During his 40 years of engineering, scientific, teaching and consulting activities, he has published over 250 scientific research works including 7 monographs and 5 textbooks about the organization and planning of construction, information systems, and project management.  Vladimir serves on the editorial boards of several international project management journals, is a frequent participant in PM conferences worldwide, and provides ongoing counsel and support to PM professional leaders in Azerbaijan, Kazakhstan, Ukraine, Yugoslavia and several other countries.  Professor Voropajev can be reached at voropaev@sovnet.ru

yan-gelrudflag-russiaYan D. Gelrud

Professor, South Ural State University

Chelyabinsk, Russia

Mr. Yan Gelrud was born in 1947 in Birobidjan (Khabarovsk Territory). In 1965 he finished a school of mathematics and physics at Novosibirsk. In 1970 he graduated from the mathematical faculty of university at Novosibirsk on “Mathematics” speciality. From 1970 to 1991 Yakov was working in the Research Institute of automated control systems as a head of mathematical division. He took part in creation and adoption of more than 100 automated control systems in different branches of industry.

From 1991 to 1997 Mr. Gelrud was doing business, being director general of “URAL-ASCО-SERVICE”.  Since the 1st of September 1997 till now he works as a professor of the “Enterprise and management” department in South Ural State University. He teaches a multitude of disciplines, such as “Mathematics”, “Theory of probability and mathematical statistics”, “Econometrics”, “Economic and mathematical methods”, “Mathematical methods of decision-making”, “Bases of decision-making methodology”, “Economical evaluation of investments”, “Mathematical methods and models of project management”, “Studies of managerial systems.”

Yan Gelrud has more than 100 publications and speeches on seminars and conferences of different level. His monograph “Project management in conditions of risk and uncertainty” was published recently.  He can be contacted at gelrud@mail.ru

flag-isrealpmwj14-sep2013-Voropajev- GINSBURG AUTHOR IMAGE.jpgDimitri Golenko-Ginzburg, PhD

Professor Emeritus

Ben Gurion University of the Negev

Israel

Dimitri Golenko-Ginzburg is professor-emeritus and incumbent of the Rabbi Gunter Plaut Chair in Project Management, in the Industrial Engineering and Management Department of the Ben Gurion University of the Negev, Israel, as well as professor in Department of Industrial Engineering and Management, Academic College of Judea and Samaria, Israel. He was born in Moscow in 1932. He received his M.A. degree in Mathematics from the Moscow State University in 1958 and his Ph.D. degree in Applied Mathematics from the Moscow Physico-Technical Institute (Russia) in 1962. In Russia during the period 1958÷1985 he wrote 14 books and more than 200 articles. His professional experience includes 45 years of scientific research and academic teaching in leading academic institutions in the former USSR and, after repatriating in 1985, in Israel. His current research interests are in managing and planning under uncertainty, planning and control of network projects, and industrial scheduling. During the period 1985÷2004 he published more than 150 articles. His recent publications have appeared in Mathematics and Computers in Simulation, International Journal of Production Economics, Automation and Remote Control, Communications in Dependability and Quality Management, and Computer Modelling and New Technologies.

Голенко-Гинзбург Димитрий — доктор ф.-м. наук, профессор, заслуженный деятель и преподаватель факультетов организации производства и управления Университета им. Бен-Гуриона в Негеве и университетского центра “Ариэль” в Самарии. В 1958 г. получил степень кандидата наук по математике в МГУ, в 1962 г. — степень доктора наук по прикладной математике в Московском физико-техническом институте. В течение 45 лет занимался научной деятельностью и преподавал в ведущих высших учебных заведениях бывшего СССР и Израиля. В настоящее время проводит научные исследования в области управления и планирования при неопределенности, планирования и контроля сети проектов, а также календарного планирования в промышленности.

Автор 14 книг и более 350 статей, опубликованных в таких журналах, как Mathematics and Computers in Simulation, International Journal of Production Economics, Automation and Remote Control, Communications in Dependability and Quality Management и Computer Modeling and New Technologies.

Perfect Phrases for Project Management

PM WORLD BOOK REVIEW

pmwj14-sep2013-Dave-Perfect- BOOK IMAGEBook Title:  Perfect Phrases for Project Management
Author:  Helen S. Cooke and Karen Tate
Publisher:  McGraw Hill
Format:  soft cover, 237 pages
Price:  $12.95
Publication Date:   2012
ISBN: 9780071793797
Reviewer:      Sonali Dave
Review Date:            August  2013


Introduction to the Book

This book provides a list of phrases that can be used by a PM at various stages of a project lifecycle. The book also serves as a checklist for PM to evaluate his or her project from initiation to closing. It provides numerous conversational statements to communicate with varied stakeholders such as decision makers, sponsors, management, project team members and customers. In doing so it facilitates mastery of the Project Management language for a professional.

Overview of Book’s Structure

The book contains 5 parts, 16 chapters and 3 Appendices:

  • Part I               Project Management

Chapter 1      Project Management Concepts

  • Part II              Project Initiation

Chapter 2      Perfect Phrases to Identify the Need for a Project

Chapter 3      Creating a Project Charter

  • Part III             Project Planning

Chapter 4      Perfect Phrases to Set the Stage for Project Planning

Chapter 5      Perfect Phrases to Define the Scope and the Boundaries of the Project

Chapter 6      Perfect Phrases to Estimate Time and Resources Needed to Do the Work

Chapter 7      Perfect Phrases to Lead the Team’s Project Planning

More…

To read entire Book Review (click here)


About the Reviewer

pmwj14-sep2013-Dave-How-to- AUTHOR IMAGEflag-usaSonali Dave

North Texas, USA

Sonali Dave, MBA is a project Management professional with over 15 years of experience in progressive leadership roles with proven track record of managing projects and teams. Strong analytical skills with management experience in operations and delivery of services as well as software lifecycle development. Experience in Telecom and Transportation Industry. Contact email: Sonali_dave@hotmail.com

Editor’s note:  This book review was the result of cooperation between the publisher, PM World Inc and the Dallas Chapter of the Project Management Institute (www.pmidallas.org). Publishers provide books to PM World, books are delivered to the PMI Dallas Chapter where they are given to chapter members who commit to providing a book review in a standard format; the reviews are published in the PM World Journal and PM World Library.  Since PMI Dallas Chapter members are generally mid-career professionals, they represent the intended audience for most PM books.  If you are an author or publisher of a book related to program or project management, and would like the book reviewed through this program, please contact editor@pmworldjournal.net.

Risk – Driven PMO Strategy

PM ADVISORY

By Kevin Hanrahan and David Giudice

TranSigma Partners

Connecticut, USA
________________________________________________________________________

Every day, businesses need to decide which projects to work on, which to put on hold, which ones to escalate, or which should just be canceled outright.  The world today is more risk-aware than ever before, thanks in part to the instability of financial markets and rapid advancements in technology.  Compound that with globalization and you have an inordinate potential for threats that cannot be ignored.  Setting project priorities based on enterprise risk is not applicable to all projects in an organization, but it should be viewed as critical to functions where risk, security and compliance are factors.

Determine risk appetite: Charting the probability of the event against its impact results in risk categories of low (acceptable), medium (tolerable), and high (unacceptable). While it’s not always feasible or even desirable to have no risk, businesses have a certain level of risk that they can tolerate.  In order to capture the true risk appetite for a business, input needs to be gathered across the enterprise and agreed upon at the executive level. This is often performed using a matrix that shows both the potential “Impact” and “Probability” of a given risk. If the enterprise Risk Appetite matrix can’t be obtained from the company’s risk organization, it can be developed internally.

More…

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About the Authors

pmwj14-sep2013-Hanrahan author image 150x208flag-usaKevin Hanrahan, CEO

TranSigma Partners

Connecticut, USA

With over 25 years of experience in consulting and industry, Kevin Hanrahan has significant depth in management consulting, process transformation, financial systems and risk management. His executive positions include ING, GE, Price Waterhouse and Arthur Andersen. He has been responsible for global strategic initiatives and operations for numerous departments; including global risk and compliance, financial systems, capital markets, insurance, information management and risk.  He is a Master Black Belt, certified Project Management Professional (PMP), Certified Public Accountant (CPA), Chartered Global Management Accountant (CGMA) and Certified Management Accountant (CMA). Kevin is a member of the Ohio Society of CPA’s, American Institute of CPA’s, Information Systems Audit and Control Association and the Project Management Institute.

Kevin graduated summa cum laude with a degree in Accounting and received his MBA from Xavier University in the United States.

flag-usapmwj14-sep2013-Giudice author image 150x225David Giudice, VP

TranSigma Partners

Connecticut, USA

David Giudice brings 18 years of leadership experience in business process improvement, global operations, client management, and information security. The majority of his career was developed in General Electric’s financial and manufacturing businesses driving company-wide initiatives, developing global teams, and delivering custom workshops such as change management and Lean training to strategic clients. In his most recent role as Chief Security Officer at Vertrue, David led technology teams with focus on enterprise security, PCI compliance and risk management.

David is a graduate of Worcester Polytechnic Institute, where he earned his Bachelor of Science in Electrical & Computer Engineering. He holds professional certifications in Six Sigma and Security Leadership.

www.transigma.com

Making Effective Business Decisions Using Microsoft Project

PM WORLD BOOK REVIEW

pmwj14-sep2013-Johnson- BOOK IMAGEBook Title:  Making Effective Business Decisions Using Microsoft Project
Author:  Tim Runcie & Mark Dochtermann
Publisher:  John Wiley & Sons, Inc.
List Price:   US$75.00
Format:  soft cover; 376 pages
Publication Date:   2013
ISBN: 9781118097397
Reviewer:      Debra A Johnson, PMP
Review Date:              6/13


Introduction to the Book

I picked up this book expecting a “How To” approach to using Microsoft Project.  What I read was more of a 300+ page advertisement for Microsoft Project 2010.  However; there is a lot to be said for such an in-depth look at the “Why’s” of using a certain product or program.

When I got my first smart phone it came with a relatively thick instruction manual that I never touched.  I wanted a phone that would send and receive phone calls and text messages.  I didn’t need all of the other “stuff”.  It wasn’t until someone showed me all of the capabilities of the smart phone that I fully appreciated the hidden value in all of the extra features.  This book unlocks all of that hidden value in Microsoft Project.

Overview of Book’s Structure

Each chapter begins with an overview of what the authors would like you to learn in that chapter.

Then each chapter builds a business case for integrating Microsoft Project, Project Server and SharePoint with whatever else your company is currently using to show you how to get the most benefit using the tools at hand.  The authors include a lot of screenshots of the dashboards and graphics to show all that you can do and why you want to do it.

Each chapter closes with a bulleted synopsis of the high points you should have gotten from the chapter, followed by a list of references.

Highlights: What’s New in this Book?

The authors fully understand stakeholder influence from the lowest level of the WBS to the highest level in the PMO.  They focus on the actual ROI – whether that investment is the time spent on the project by the team member or the financial resources of the organization.  They put into perspective how the right tools, such as Microsoft Project Server 2010, enables everyone involved in the project to improve communication and thus make better choices at all levels.

More…

To read entire Book Review (click here)


About the Reviewer

pmwj14-sep2013-Johnson- AUTHOR IMAGEflag-usaDebra Johnson, PMP

Texas, USA

Debra A. Johnson, PMP has been employed by IFS Industries, Inc. in Garland, TX for the past 8 years.  She studied Project Management at Villanova University and recently received her PMP Certification.

She is an active member of the American Legion Auxiliary Unit 321 in Plano, Texas where she has served on the Post 321 WWII Warrior Committee, committed to honoring WWII Veterans while they are still with us and able to share their stories.  She is a member of the Dallas Chapter of PMI.

Email: rtcdebbie@yahoo.com

Editor’s note:  This book review was the result of cooperation between the publisher, PM World Inc and the Dallas Chapter of the Project Management Institute (www.pmidallas.org). Publishers provide books to PM World, books are delivered to the PMI Dallas Chapter where they are given to chapter members who commit to providing a book review in a standard format; the reviews are published in the PM World Journal and PM World Library.  Since PMI Dallas Chapter members are generally mid-career professionals, they represent the intended audience for most PM books.  If you are an author or publisher of a book related to program or project management, and would like the book reviewed through this program, please contact editor@pmworldjournal.net.

Projects & Project Management in Germany

REPORT

By Reinhard Wagner

International Correspondent

Munich, Germany
________________________________________________________________________

After a long and beautiful summer, a quite intensive season of PM events and activities starts for the German Project Management Association (GPM). Summer vacations, this is a very story to tell. The sixteen states of Germany decided to have different time slots for their vacations. Some start already in June into their vacations (six weeks), some in July and Bavaria is usually starting early August to let all people travelling from North to the South pass. For scheduling conferences and seminars that means to plan for spring and fall to avoid the “Sommerloch” between mid-June and mid-September.

The season starts with a plenary meeting of ISO / TC 258 Project, Programme and Portfolio Management in Tällberg / Sweden. About 80 experts will meet the second week of September in Sweden to continue or start working in four groups. Working Group 1 is continuing the development of a Portfolio Management Standard (the future ISO 21502); another Working Group is starting into the work of developing a Document on Terminology. Two groups are in a Study mode, one on “Governance” and the other one on “Programme Management”. Amongst the experts from twenty countries (and two liaisons) also six experts from Germany, sent by DIN, the German Standardisation Body. We will certainly report from the outcomes of this meeting in the next edition of this Journal.

Definitely a highlight is the annual PMO Day (www.pmo-tag.de) and the 30.PM Forum (www.pm-forum.de) which takes place from October 28 through October 30. During the PMO Day about 350 experts, most of them are responsible for a PMO in a medium- or large-size organisation and come for an intensive exchange of experiences and to network with colleagues. This is a good start into Central-Europe largest PM event, the PM Forum of GPM. Last year about 850 experts attended the PM Forum to see what´s new and interesting in their profession, to learn from best practices and to network.

More…

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About the Author

flag-germanypmwj14-sep2013-Wagner IMAGE 150x169Reinhard Wagner

International Correspondent – Germany

Based near Munich

Reinhard Wagner is an International Correspondent for PM World Journal in Germany. He is also CEO of Projektivisten GmbH, a service provider specialized in the field of project management. He studied Electrical Engineering and Business Administration in Germany and the USA and looks back to more than 27 years of project related work and leadership experience. His career started in the German Air Force, where he served as Air Surveillance Officer in NATO Air Defense performing projects like the establishment of a Systems Operations Center. 1995 he entered the Automotive Industry and managed several major design projects and programmes, developed specific methodology for Automotive Engineering activities and published the first book on Project Management in Automotive Industry. In 2002 he founded a Special Interest Group for Automotive Project Management within GPM German Project Management Association and leads these activities since then. In 2006 he entered the Executive Board of GPM being responsible for all R&E activities as well as the International affairs. Today he is Chairman of the Executive Board. As Chairman of the respective DIN committee for the development of PM standards he is responsible for several standardization projects in Germany. From 2007 until 2012 he acted as working group Convenor in ISO for the development of ISO 21500 Guidance on Project Management. Within GPM and IPMA, he developed tools for the assessment and certification of organisations (e.g. GPM3 and IPMA Delta) and acts as Lead Assessor for PM-ZERT and IPMA in this field. Reinhard Wagner teaches project management at different Universities in Germany. He has published more than 150 books and articles, speaks to national and international audiences and is elected as IPMA Vice President for R&D / Awards. Reinhard is living close to Munich, Bavaria and can be contacted via r.wagner@gpm-ipma.de.

Inviting Project Management into the Boardroom

FEATURED PAPER

By Greg Usher

Australia
________________________________________________________________________

ABSTRACT:

There is no doubt that the global corporate environment is changing. Technological advances, economic instability and rapidly changing external and internal environments are fundamentally changing the way organisations conduct business. However, many corporate strategists continue to utilize the traditional methods and tools for developing corporate strategy. Many of these methods and tools are based on assumptions which are now almost 60 years old. This article challenges the assumptions which underpin the traditional model and investigates a non-traditional model, borne from the field of project management.

INTRODUCTION:

Over the past decade, there has been increasing interest by researchers, scholars and practitioners on how project strategy can be aligned more closely with corporate strategy (Morris and Jamieson, 2005, Milosevic and Srivannaboon, 2006, Srivannaboon, 2006, Srivannaboon and Milosevic, 2006, Dietrich and Lehtonen, 2005, Grundy, 2000) .  As a general rule, these studies all start with the same basic assumptions:

(1)   There is a fundamental difference between corporate and project strategy; and

(2)   This difference is the reason why strategy implementation fails.

This article intends to explore the basis for these assumptions, challenge the traditional strategy typologies and present an alternate model for corporate and project strategy alignment.

The current assumptions:

One of the earliest references to strategy in relation to business, is an account of Socrates counseling Nichomachides on his election loss to Antisthenes (Bracker, 1980). However, although the concept of corporate strategy is as old as business itself, it wasn’t until the early 1940’s that any serious study of strategy was undertaken from Corporate and Organisational perspectives (Von Neumann and Morgenstern, 1944). Sometime later Drucker’s seminal work “The Practice of Management” (1955), Ansoff’s “Corporate Strategy” (1965) and  Chandler’s “Strategy and structure” (1962)spawned an explosion of thinking and research about what corporate strategy is, how it is developed, how it is communicated and the impacts it has on Organisational performance.

More…

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About the Author

pmwj14-sep2013-usher - AUTHOR IMAGEflag-australiaGreg Usher

Australia

Greg Usher is a Principal with Point Project Management and is a Certified Practicing Project Director (CPPD). With over 15 years’ experience in the field of Project Management, Greg has successfully delivered Defence, Aged Care, Commercial, Industrial, Land Development and Residential projects both in Australia and Internationally. He is currently completing research for his Doctoral thesis, where he is investigating how Project Management disciplines can be used to develop better corporate strategies. Greg can be contacted at greg.usher@pointpm.com.au.

Sustainable Lean: The Story of Cultural Transformation

PM World Book Review

pmwj14-sep2013-Barash-Sustainable - BOOK IMAGEBook Title:     Sustainable Lean: The Story of Cultural Transformation
Author:           Robert B. Camp
Publisher:      CRC Press – Productivity Press Book
List Price:       US$29.95
Format:  Soft Cover; 175 Pages
Publication Date:     2013
ISBN: 978-1-4665-7168-6
Reviewer:      Ira Barash
Review Date:              July 2013


Introduction to the Book

Jim, the general manager for a manufacturing facility of Freedom Electronics, a fictional company, narrated the story of his desire to improve profitability in the manufacturing facility through Lean manufacturing.  The plant produced $200 million in revenue per year.  The first attempt at Lean was to hire consultants.  The consultants implemented Lean and saved the company $1.6 million in a six month timeframe while they were on-site.  The team of consultants’ involvement was terminated.  Over the next couple of years without the consultants being in place, the plant reverted to its old ways of not satisfying the customer, sloppy performance and low earnings.

Jim meets Frank, a Lean Manufacturing Consultant, who was hired after he convinced Jim through hard work and a change in culture that Lean would work.  Frank told Jim on their first meeting that most Lean efforts fail because the firms were not able to sustain the effort.  He promised Jim if he was hired that he would provide the necessary tools and knowledge to sustain the Lean environment after he left.  Jim and Frank worked together with his staff to incorporate lean in a compressed timeframe of three and one-half months.

Overview of Book’s Structure

The book outlines the processes that Frank as the consultant introduced.  In response, Jim and his staff took the necessary steps to change the business.  First, Frank has Jim and the departmental directors build a paper airplane using a long conference table to mimic the manufacturing facility.  Mistakes of over-production, poor quality, over-and-under utilization of people along the assembly line, poor inventory control, too long of a production line and working above the allotted time were made during the first attempt.  The second attempt is much more successful after Frank worked with the group of managers and introduced Lean concepts.

More…

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About the Reviewer

pmwj14-sep2013-Barash-Project- AUTHOR IMAGEflag-usaIra Barash

Plano, Texas, USA

Ira Barash is married and employed by VisionIT in a contractor role working at HP as a project manager. Previously, he worked for two years as a contractor at Capital One Financial through Strategic Staffing in the mortgage application and infrastructure areas.   Barash received his PMP® from the Project Management Institute (PMI®) (2012), a certificate in Project Management from the Graduate School of Management at the University of Texas at Dallas (2007), a Masters of Business Administration (MBA) in Finance from Wright State University (1989) and a Bachelor of Business Administration (BBA) in Quantitative Analysis from the University of Cincinnati – Carl H. Lindner School of Business (1976).

From 2010 to 2012, Barash was Volunteer Commissioner for the City of Plano on Community Relations Committee.   He and his wife actively support the Plano (Texas) Symphony Orchestra through volunteering and financially as a Virtuoso Member. He is a member of PMI, the PMI Dallas Chapter and Toastmasters.   He recently presented a paper, Use of Agile with XP and Kanban Methodologies in the Same Project, at the 7th Annual University of Texas Dallas Project Management Symposium on August 15, 2013 in Richardson, Texas.

Ira’s passions are to be a terrific husband, have challenging work assignments, live a healthy lifestyle including traveling, exercise, writing and supporting of non-profits financially, and by volunteering.

Ira is on LinkedIn at http://www.linkedin.com/in/irabarashmba and may be contacted by email at ibarash205@gmail.com

Editor’s note:  This book review was the result of cooperation between the publisher, PM World Inc and the Dallas Chapter of the Project Management Institute (www.pmidallas.org). Publishers provide books to PM World, books are delivered to the PMI Dallas Chapter where they are given to chapter members who commit to providing a book review in a standard format; the reviews are published in the PM World Journal and PM World Library.  Since PMI Dallas Chapter members are generally mid-career professionals, they represent the intended audience for most PM books.  If you are an author or publisher of a book related to program or project management, and would like the book reviewed through this program, please contact editor@pmworldjournal.net.

The Value of Project Management Reflects the Organization’s Maturity in Project Management[1]

SECOND EDITION

By Darci Prado, Brazil

Russell Archibald; Mexico

and

Warlei Oliveira, Brazil
________________________________________________________________________

Abstract

The purpose of this paper is to present the results of a study that demonstrates that the value of project management is directly related to each organization’s maturity level in project management. This study, conducted in Brazil from September to December 2012 using the Prado Project Management Maturity Model – Prado-PM3 – and internet (www. maturityresearch.com) concludes that:

  • There is a direct positive relationship between total project success and the organization’s level of project management maturity.
  • There is an inverted relationship between project failure and PM maturity.
  • There is an inverted relationship between project delay and PM maturity; the higher the maturity, the lesser the delay.
  • There is an inverted relationship between cost overrun and PM Maturity; the higher the maturity, the lower the cost overrun.
  • There is a direct positive relationship between perceived value aggregation and PM Maturity Levels; the higher the maturity, the greater the perception of added value by key stakeholders.

This study reveals the great importance of continual improvement in project management practices, especially for organizations that are initiating the use of those practices and are at maturity levels 1 or 2. For them, the daily performance indicators show weak values and there is no recognition by senior management of the value of project management. So for such organizations, this study presents a message of optimism: the evolution of maturity will change this scenario. This development does not happen overnight and requires discipline and dedication, but the results are significantly rewarding.

INTRODUCTION

The rationale of this paper uses the responses summarized in three sets of data obtained in the survey through separate questions:

a)    Values ​​of the perceived value of project management as a discipline by key stakeholders, stratified by levels of maturity of that discipline;

b)    Values ​​of indicators of performance of finished projects, stratified by levels of project management maturity;

c)    Values ​​obtained by means of a maturity questionnaire of 40 questions that produces a project management maturity score between 1 and 5.

The information was produced in the above sequence. Only after providing all the data shown above does one know the value of project management maturity. Therefore, when respondents provided the information in items a and b above they had no knowledge of the consolidated results obtained in item c.

More…

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Editor’s note:  Second Editions are previously published papers that have continued relevance in today’s project management world, or which were originally published in conference proceedings or in a language other than English. Original publication acknowledged; authors retain copyright.  This paper was originally presented at the 7th Annual UT Dallas Project Management Symposium in Richardson, Texas, USA in August 2013.  It is republished here with the permission of the authors and UT Dallas.

About the Authors

darci-pradoflag-brazilDarci Prado, PhD

Darci Prado, PhD, is a Partner-Consultant at FALCONI Consultores de Resultado. Bachelor’s degree in Chemical Engineering from UFMG, postgraduate degree in Economic Engineering from FDC and PhD from UNICAMP. He participated in the establishment of the PMI chapter in Minas Gerais and Paraná, and was a Board member of PMI-MG between1998-2002. He was the president of IPMA-BH Club between 2006 and 2008. Darci is author of 10 project management books. Contact: darciprado@uol.com.br

flag-usa-mexicopmwj14-sep2013-Prado-Archibald IMAGE 150x175Russell D. Archibald

Russell D. Archibald, PhD (Hon), MScME, BSME, PMP, Fellow PMI and Honorary Fellow APM/IPMA, held engineering and executive positions in the USA, France, Mexico and Venezuela. Since 1982 he has consulted to companies, agencies and development banks in 16 countries on 4 continents. He is co-author of Leading and Managing Innovation, 2013, and author of Managing High-Technology Programs and Projects, 3rd Edition 2003, Web site: www.russarchibald.com.

flag-brazilpmwj14-sep2013-Prado-Oliveira IMAGE 150x150Warlei Oliveira

Warlei Agnelo de Oliveira, MsC, is a Secretary of Transportation and Public Works advisor and is currently the Project Manager of the “Belo Horizonte Metro“ structuring project. Bachelor degree in Civil Engineering, holds a MBA degree in Project Management from FGV and a M.Sc. degree in Business Administration. Is Orange Belt / ILL certified and is currently Professor of Civil Engineering and Environmental Technologist at Centro Universitário UNA. Email: warlei@gmail.com


[1] Second Editions are previously published papers that have continued relevance in today’s project management world, or which were originally published in conference proceedings or in a language other than English.  Original publication acknowledged; authors retain copyright.  This paper was originally presented at the 7th Annual UT Dallas Project Management Symposium in Richardson, Texas, USA in August 2013.  It is republished here with the permission of the authors and UT Dallas.

How to Outthink, Outmaneuver and Outperform Your Competitors

PM WORLD BOOK REVIEW

pmwj14-sep2013-Dave-How-to- BOOK IMAGEBook Title:  How to Outthink, Outmaneuver and Outperform Your Competitors
Author:  Norton Paley
Publisher:  CRC Press
Format:  hard cover, 267 pages
Publication Date:   2013
ISBN: 9781466565401
List Price:       $49.95
Reviewer:      Sonali Dave
Review Date:              July 2013


Introduction to the Book

This book provides fundamental concepts of competitive strategies to sustain and strengthen one’s business in today’s local or global competition through timeless insights from classic strategy masters such as Sun Tzu, Carl Von Clausewitz, Mao Tse-tung, Niccolo Machiavelli and others. It covers strategies geared towards establishing a defensible market position, handle risky competitive situations, outmaneuver you competition and adopt leadership style to maximize staff performance. The book provides 1) Strategy Diagnostic Tool, 2) Appraising Internal and External Conditions and 3) Strategy Action Plan.

Overview of Book’s Structure

The book contains 9 chapters and 3 Appendices:

1.   Apply Strength against Weakness: Maneuver by Indirect Strategy

2.   Improve Chances for Securing a Competitive Lead: Act with Speed

3.   Secure a Competitive Advantage: Concentrate at a Decisive Point

4.   Create a Lifeline to Business Strategy: Employ Competitor Intelligence

5.   Maintain High Performance: Align Competitive Strategy with Your Company’s Culture

6.   The Force Multiplier behind Your Business Strategy Leadership

7.   Engage Heart, Mind and Spirit: Create a Morale Advantage

8.   Turn Uncertain Market Situations into Fresh Opportunities: Move to the offensive

9.   Think like Strategists: Lessons from the Masters of Strategy

Appendices

i.    Strategy Diagnostic Tool

ii.   Appraising Internal and External Conditions

iii.  Strategy Action Plan.

Highlights: What’s New in this Book

Goes back to the root of word “Strategy” and shows parallel between the military situations throughout the history and business situations today. Explains how typical business goals are not much different from military goals and applies the time-tested lessons of military strategy to business practice.

More…

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About the Reviewer

pmwj14-sep2013-Dave-How-to- AUTHOR IMAGEflag-usaSonali Dave

North Texas, USA

Sonali Dave, MBA is a project Management professional with over 15 years of experience in progressive leadership roles with proven track record of managing projects and teams. Strong analytical skills with management experience in operations and delivery of services as well as software lifecycle development. Experience in Telecom and Transportation Industry. Contact email: Sonali_dave@hotmail.com

Editor’s note:  This book review was the result of cooperation between the publisher, PM World Inc and the Dallas Chapter of the Project Management Institute (www.pmidallas.org). Publishers provide books to PM World, books are delivered to the PMI Dallas Chapter where they are given to chapter members who commit to providing a book review in a standard format; the reviews are published in the PM World Journal and PM World Library.  Since PMI Dallas Chapter members are generally mid-career professionals, they represent the intended audience for most PM books.  If you are an author or publisher of a book related to program or project management, and would like the book reviewed through this program, please contact editor@pmworldjournal.net.

Grateful Leadership: Using the Power of Acknowledgment to Engage All Your People and Achieve Superior Results

PM WORLD BOOK REVIEW

pmwj14-sep2013-Nazanin-Grateful- BOOK IMAGEBook Title:  Grateful Leadership: Using the Power of Acknowledgment to Engage All Your People and Achieve Superior Results
Author:  Judith W. Umlas
Publisher:  McGraw-Hill
Format:  Hard cover; 219 pages    Price: US$25.00
Publication Date:   2013     ISBN: 978-0-07-179952-2
Reviewer:  Nazanin Mehrooz, PMP
Review Date:            August 2013


Introduction to the Book

This book provides insight on how sharing gratitude is an effective force with valuable impact to corporations and humanity. It results in stronger relationships which are instrumental to corporate success and happier employees.

Overview of Book’s Structure

The book contains 3 parts which make up the 15 chapters:

Part 1 Acknowledgment:  Next to Survival, the Greatest Human Need

Part 2 Mastering the 7 principles of acknowledgment for “high-interest” benefits

Part 3 Grateful Leadership in Action

  1. From “I’m mad as hell!” to acknowledgment activist
  2. What is grateful leadership?
  3. Bringing acknowledgment – and it’s benefits – to your workplace
  4. The 5 Cs: the acknowledgment practice that works miracles
  5. When someone deserves acknowledgment, give generously
  6. When merit is recognized, trust and loyalty will follow
  7. Take the antidote to envy
  8. Energize with acknowledgments
  9. Validate with acknowledgments
  10. When employees feel valued, they stop playing hooky
  11. When you want to acknowledge people, there are many ways to do so
  12. Grateful leader profiles
  13. “knock your socks off” power of acknowledgment exercise for leaders
  14. Acknowledgment around the world
  15. True stores about acknowledgment

Appendix A-C

Highlights: What’s New in this Book?

  • Understanding of how recognition coupled with acknowledgment can impact stress and engagement at an individual level while reducing organizational costs
  • How the 5 Cs of acknowledgment (consciousness, choice, courage, communication and commitment) together can work miracles
  • The seven principles of acknowledgment  for those who aspire to grateful leadership

More…

To read entire Book Review (click here)


About the Reviewer

flag-usaNazanin-MehroozNazanin Mehrooz, PMP

North Texas, USA

Nazanin Mehrooz studied software engineering and has worked in many industries (including defense, telecom).  Most recently, her focus area has been on IT operations, project and program management.  She is an active volunteer for the Dallas and Ft Worth, Texas chapters of the Project Management Institute (PMI®) in the USA. Contact email: nazi_mehrooz@yahoo.com

Editor’s note:  This book review was the result of cooperation between the publisher, PM World Inc and the Dallas Chapter of the Project Management Institute (www.pmidallas.org). Publishers provide books to PM World, books are delivered to the PMI Dallas Chapter where they are given to chapter members who commit to providing a book review in a standard format; the reviews are published in the PM World Journal and PM World Library.  Since PMI Dallas Chapter members are generally mid-career professionals, they represent the intended audience for most PM books.  If you are an author or publisher of a book related to program or project management, and would like the book reviewed through this program, please contact editor@pmworldjournal.net.

IPMA Education & Training Board’s Series for the PMWJ:PM Educators must Entertain!!!

SERIES ARTICLE

By Tom Taylor

APM President

UK
________________________________________________________________________

It was a few years ago that I first heard of the phrase “e-learning” and it was in the context of project management education. I immediately thought this might be about “entertaining” project management education. Good show I thought! I then moved on to other possibilities of enthusiastic, encouraging and erudite; and you can probably think of others. All sounded good possibilities to me. So I must admit I was rather disappointed when I discovered it was just about “electronic”.

So this article will explore the opportunities particularly for the other “e” of entertainment in the serious business of learning and development; related to the also serious business of project management; and to projects themselves.

There was an inference in the commission for this piece that I would argue that the formal educators – as lecturers, teachers and trainers – should also be entertainers in some way. I am not going to fall for that one! In my view the primary role for the educators is to educate – and they should use the skills and techniques available to them to get their messages across; also to get people through examinations; to achieve qualifications; and to prepare students for a life in practice – which might include educating further generations and colleagues.

I want to explore the definition of an educator in the field of project management. I was being told the other day something on the lines of our professional knowledge is a collection of 10% formal education, 20% learning from others and 70% what we teach ourselves. This would seem to fit situations where most professional people might receive a three or four year undergraduate or equivalent apprenticeship period of vocational education followed by 30 to 40 years working in practice. Also the amount of direction and advice that one receives from others is valuable but relatively limited. Mainly most of us learn by self-study, observation, experience and on-the-job activity.

More…

To read entire article (click here)

Editor’s note: This is the 5th in a series of articles provided by the IPMA Education and Training (E&T) Board on the subject of project management education, training, careers and related topics.  More information about the IPMA E&T can be found at http://ipma.ch/education.


About the Author

pmwj14-sep2013-Taylor image 150x200flag-ukTom Taylor

President Association for Project Management

London, UK

Tom Taylor is the current president of APM. He is a joint founder of Buro Four an eminent UK project management outfit; a principal of dashdot which is a consultancy and publishing practice; and a Visiting Professor at Salford University.

Tom is known as:

v  a popular, confident and energetic speaker and broadcaster;

v  a prolific author and publisher on innovative business and original management issues;

v  an experienced and enthusiastic lecturer and course leader; and

v  an award-winning, highly-experienced manager of projects, advisor and consultant.

Amongst his dozen publications he has recently produced “Sixteen Stories –for managers of projects, programmes and enterprises” which attempts to combine information and entertainment – generally for readers who are in their pyjamas.

Tom can be contacted at ttaylor@dashdot.co.uk.

Effective Push Communication in Industrial Projects

FEATURED PAPER

Raffaele Giovinazzi and Frederic Picard

Jacobs France

Italy & France
________________________________________________________________________

  1. 1.    INTRODUCTION

In modern industrial projects project management team spends 90% of the time on communication. Well managed communication will improve common understanding of project goals, will increase cohesion among team members, will decrease stress and will improve overall project team efficiency. Three main methods are used to share information among all project stakeholders:

  • Pull communication (e-learnings, intranet sites…);
  • Push communication (letters, memo, email, reports…);
  • Interactive communication (meetings, reviews, phone call, videoconferencing…).

After first describing the above mentioned communication methods, this article will focus on push communication and provide guidelines to plan and manage successfully “push communication” in industrial projects throughout all project phases from conceptual until construction.

  1. 2.    COMMUNICATION METHODS

Different communication methods are available; the Project Manager selects the most appropriate depending on the information to be shared and the intended audience:

  • Pull communication: used for very large volumes of information, or for very large audiences, that requires the recipients to access the communication content at their own discretion. These methods include intranet sites, e-learning and knowledge repositories, etc. [1]. This communication method does not guarantee that members of the project team access and understand the information.
  • Push communication: sent to specific recipients who need to know the information. This ensures that the information is distributed but does not certify that it actually reached or was understood by the intended audience. Push communication includes letters, memo, reports, emails, faxes, voice mails, press releases etc [1].
  • Interactive communication: between two or more parties performing a multidirectional exchange of information. It is the most efficient way to ensure a common understanding by all participants on specified topics [1]. This communication method can include:
  • Regular meetings (daily, weekly, monthly…) such as coordination meetings, steering committees, etc.
  • Informal communication such as phone calls, videoconferences, etc.
  • Management reviews such as procurement strategy, constructability and cost control review, audit, etc.
  • Design reviews that can be organised for critical topics highlighted during project execution or detected in specific risk studies [2];

The review and meeting plan is prepared by the project manager at the start of each project phase as part of the project management plan.

This communication method increases the probability that the information is understood and integrated by the project team.

More…

To read entire paper (click here)


About the Authors

flag-italypmwj14-sep2013-giovinazzi- GIOVINAZZI AUTHOR IMAGERaffaele GIOVINAZZI

Italy

Raffaele Giovinazzi is a Project Manager of Jacobs France. He has more than 10 years of experience in petrochemical and oil & gas field and he has been involved in all project phases from conceptual design to completion for different plants across the world (Europe, Middle East and Asia). He is also lecturer at ENSTA (Ecole Nationale Superieure de Techniques Avancées) Engineering University of Paris. Raffaele can be contacted at raffaele.giovinazzi@gmail.com.

flag-francepmwj14-sep2013-giovinazzi- PICARD AUTHOR IMAGEFrederic PICARD

France

Frederic PICARD is a Manager of Projects in the oil & gas field for Jacobs France. He has been involved in all project phases from conceptual design to completion for different plants across the Europe and North Africa.  He has more than 25 years of experience mainly as Head of HVAC department and as Project Manager covering Facilities, Pharmaceutical facilities and Gas Plants. Frederic can be contacted at frederic.picard@jacobs.com.

Project Management in Spain – monthly report

REPORT

By Alfonso Bucero

International Correspondent & Editorial Advisor 

Madrid, Spain
________________________________________________________________________

PMI Madrid Chapter Activity decreased during August in Spain

After celebrating a successful PMI Madrid Chapter 10th anniversary, by the end of last June 2013 in Madrid (Rafael Hotel), and having done several activities during July, Spanish PMI Madrid Chapter membership prepared a report including some pictures from that event. Those pictures show the spirit of collaboration of the attendees in that professional event.

Now, when we are finishing our Spanish summer the PMI Madrid Chapter will restart their activities. The next membership meeting will happen on September 17th at Microsoft Offices (Pozuelo – La Finca (Madrid)). Close to one hundred people are attending on a monthly basis to these monthly meetings

This year, the PMI Madrid Spain Chapter will be represented by one the BOD members in New Orleans, attending the LIM (Leadership Institute Meeting) and the PMI Global Congress – North America.

More…

To read entire report, click here for (English) or (Spanish)

About the Author 

flag-spainalfonso-buceroAlfonso Bucero 

Contributing Editor

International Correspondent – Spain

Alfonso Bucero, MSc, PMP, PMI-RMP, PMI Fellow, is an International Correspondent and Contributing Editor for the PM World Journal in Madrid, Spain. Mr. Bucero is also founder and Managing Partner of BUCERO PM Consulting.  Alfonso was the founder, sponsor and president of the PMI Barcelona Chapter until April 2005, and belongs to PMI’s LIAG (Leadership Institute Advisory Group).  He was the past President of the PMI Madrid Spain Chapter, and now nominated as a PMI EMEA Region 8 Component Mentor. Alfonso has a Computer Science Engineering degree from Universidad Politécnica in Madrid and is studying for his Ph.D. in Project Management. He has 29 years of practical experience and is actively engaged in advancing the PM profession in Spain and throughout Europe. He received the PMI Distinguished Contribution Award on October 9th, 2010 and the PMI Fellow Award on October 22nd 2011.  Mr. Bucero can be contacted at alfonso.bucero@abucero.com.

Cultural Impacts on Managing Social Projects

FEATURED PAPER

By Ahmad Khodaverdi Darian, PhD

Tehran, Iran
________________________________________________________________________

Abstract

Culture is one of the most important factors in all projects. Social projects are special projects about cultural views and beliefs of people and their environment. Human factor has the most important effect in projects about socialization. It also is affected by cultural views of participants.

Cultural beliefs are very sensitive and have special effect on social projects. It can cause success or failure of projects dealing with social affairs. Cultural views are critical points in planning social projects, the participants of which are people from different cultures. There- fore, management in the implementation of such projects is very critical.

Key Words: Social projects, cultural views, change of behaviors, cultural diversity, level of knowledge, project integrity.

Introduction

Culture is one of the most important factors in all projects. Social projects are special projects about interaction cultural views and beliefs of people and environment.

Social projects directly depend on cultural phenomenon. Cultural beliefs are very sensitive; therefore, attentiveness and keen observation are required in dealing with cultural views of people participating in projects about socialization.

One of the most important factors in social projects is the human factor. Every single person participating in a social project will have its own humanity effect for his (her) cultural beliefs.

Cultural views of each person have mutual effects on other’s view, and ideas with stronger cultural beliefs dominate subcultures. Managing projects with social subjects needs a strong view on cultural beliefs of stakeholders.

This article is to introduce some of the points experienced in a project about social subjects. Engineering such projects require especial analysis of cultural views to achieve the defined goal(s) and objectives.

More…

To read entire paper (click here)


About the Author

pmwj14-sep2013-darian- AUTHOR IMAGEflag-tehranAhmad Khodaverdi Darian

Tehran, Iran

Ahmad Khodaverdi Darian, PhD is a project engineer, educator and consultant working in Tehran. His experience includes electronic technician and technical manager in the aircraft industry, planning & programming senior specialist, EDP director for civil registration and public organizations, and a management information consultant for public institutions in Iran.  He has published three books and numerous articles, papers and reports on MIS and social program topics.  He also has teaching and consulting experience.  He has a BS in English Language and Literature from Allameh Tabatabai University, Tehran and an MS in Social Sciences from Tehran University, and a PhD in Project Engineering from Bircham International University, USA.  He can be contacted at darian_50@yahoo.com.

Basis for the Development of a Project: Planning

PM ADVISORY

By Germán Bernate

Bogota, Colombia
________________________________________________________________________

All private or State Enterprise works on a permanent basis with projects. Thanks to them develops products or services offered by the national or international market: conceivably that projects that leads must be of optimum quality. To achieve this Manager should focus its efforts in the key Trilogy: plan, direct and control. Successful companies incorporate among its employees to those who must exercise as managers and as seen with all the aforementioned trilogy zeal.

In all countries of the world the situation is identical, Eastern enterprises and Westerners, as Eliyahu Goldratt said, they have a common goal: to make money and provide optimal service to its customers. Similarly the State enterprises also have the same objectives: provide optimal care to the taxpayer and to the extent possible good results that are reflected in the good service to the people.

The above implies that employees and officials who work as managers must be know any methodology that supports them to develop this work. In Western culture it has a methodological guide of the Project Management Institute (PMI) the mentioned methodological guide based knowledge into five basic groups: initiating, planning, executing, monitoring and controlling and finally closing.

1. Initiating

In general to start a project you have a contract or a work order. To start the project you must develop a Project Charter. Therein it is stated: the work to be performed (scope), the available budget, the base schedule, communication system to be used between the stakeholders, agreed start and closing dates, and the schedule of milestones.

More…

To read entire article click here for (English) or (Spanish)


About the Author

pmwj14-sep2013-Bernate image 150x226columbia-mapGermán Bernate

Bogota, Colombia

Germán Bernate is an Electronic Engineer (Universidad Distrital – 1962) and Master in Project Management (UCI University of Costa Rica 2009). He worked 31 years for IBM in Colombia in managerial and technical positions. He was work with NCR Colombia and served as Program Manager and Project Manager. Founder and CEO of Almagesto (2004), a company dedicated to consulting and training in the areas of strategic planning and project management. In 1992 he won the first prize in the fourth edition of Doctor Zumel Literary Contest in Madrid Spain. President of the Board of Teatro Colón for five years (2007-2011). Led the Project Management program at Universidad Piloto August 2008 to December 2009. Parquesoft Director during the period from August 2010 to March 2011. Professor at universities Distrital Francisco Jose de Caldas, Nacional, Javeriana, Pamplona, Tecnológica de Bolívar, Andes, Externado, America and Piloto. Co-founder Colombia Chapter PMI (Project Management Institute) and its president for three terms. Co-founder of the Colombian Association ACGePro Project Management IPMA Member Association (International Project Management Association). He has published several books, including ‘El año 2000 al acecho. La crisis del Y2K afectará a su computador, aprenda a controlarla’on the issue of the change of the millennium. In February 2013, published as the book ‘Gerencia de Proyectos: aplicaciones en salud’. Computerworld Editorial Board Member since 1996 and international correspondent of PM World Today eJournal and PMForum.org from 2007-2011. Contact email: gbernate@cable.net.co

Call for Papers for PM World Journal – Share Knowledge in P/PM

CALLS FOR PAPERS

31 August 2013 – Dallas, London, Sydney – Editors of the PM World Journal (PMWJ) are inviting project management researchers, experts, professional leaders, practicing project managers and executives of project-oriented organizations to submit an article, paper or story for publication.  This is an opportunity to share knowledge, get published and gain visibility for yourself and your organization in the global project management community.

Articles and papers in the following categories are welcome, just email them to editor@pmworldjournal.net:

  • 130831-pmwj14-pmwj-IMAGEFeatured Papers – professionally researched and referenced paper similar to those presented at professional conferences
  • Case Studies – Description of an actual project or program, or how some aspect of program or project management was implemented in an organization
  • Advisories – short article on how to solve a problem or address specific issues related to program or project management
  • Commentaries – short article expressing an opinion or point of view about a program or project management-related topic, either general or specific
  • Student Papers – well written research paper by graduate or undergraduate students of project management, often recommended by a professor or teacher
  • Personal Stories – short description of a personal experience on a project or related to project management
  • Second Editions – previously published papers, originally presented at a project management conference or event, or published in a language other than English.

The PMWJ is a non-refereed eJournal.  For more information, visit http://pmworldjournal.net/?page_id=9.

According to Managing Editor David Pells, “Our mission is to support the creation and sharing of new knowledge about program and project management.  We welcome articles and papers about any aspect of program or project management from anywhere in the world, especially those that could be useful for managing projects in difficult conditions, emerging economies or challenging environments.”

“The publishing process is easy,” he adds.  “Just email an article or paper to me; we review for appropriateness and grammar, then reformat to a standard layout and return to the author for approval.  Authors don’t wait long for approval or to see their papers published.”

Submittals should be received by the 20th of the month to be included in the next edition.

The PM World Journal (PMWJ) is a global online publication produced by PM World in the United States, but created by a virtual team of contributors and editors around the world.  Each month, the PMWJ features dozens of articles, papers and stories about projects and project management in different countries and industries.  To see the latest edition or to subscribe, visit www.pmworldjournal.net.

PgMP® Exam Practice Test and Study Guide 4th Ed Published by CRC Press

PM PUBLISHING NEWS

30 August 2013 – Florida, USA – CRC Press has announced the publication of PgMP® Exam Practice Test and Study Guide, Fourth Edition by J. Leroy Ward and Ginger Levin. Published in June, this new book includes two challenging, 170-question practice tests that are available in the book and online that reflects the third edition of PMI’s Program Management Standard.

130830-pmwj14-Ward&Levin IMAGEAccording to the CRC release: PgMP® Exam Practice Test and Study Guide, Fourth Edition is the book you need to pass the Program Management Professional (PgMP®) exam the first time around. It reflects recent revisions based on PMI®’s Standard for Program Management – Third Edition (2013).

Based on best practices that complement PMI®’s standards, this is the most comprehensive and up-to-date resource available to help you prepare for the exam with new and changed terminology. It includes a list of the major topics covered on the exam organized by the five performance domains—strategic program management, program life cycle, benefits management, stakeholder management, and governance—as presented in the Program Management Professional Examination Content Outline. It also includes helpful tips on how to make the most of the time you have available to prepare for the exam.

Just like its bestselling predecessors, this indispensable study guide includes 20 multiple-choice practice questions for each domain along with a comprehensive answer key. The program life cycle domain includes 20 questions for each of the five phases. Each question also has a plainly written rationale for each correct answer with bibliographic references for further study. Two challenging, 170-question practice tests that simulate the actual exam are included in the book and online, so you can retake them as many times as necessary. They also include a rationale and reference.

Dr. Ginger Levin, PMP, PgMP, and a certified OPM3 Professional is a consultant and educator in portfolio, program, and project management and has conducted numerous maturity assessments over the past 20 years. She has 46 years of experience working in the private sector, the U.S. Federal Government, and in consulting and training. She is an Adjunct Professor at the master’s degree level in project management for the University of Wisconsin-Platteville and at the doctoral level for SKEMA University in Lille, France and RMIT in Melbourne, Australia. She holds a doctorate in public administration from The George Washington University, where she also received the outstanding dissertation award. Dr. Levin is the editor, author, or co-author of 13 books and is an active member of the Project Management Institute.

J. LeRoy Ward, PMP, PgMP, and CSM is the Executive Vice President of ESI International, where he is the principal executive responsible for R&D, Product Strategy, Consulting, and Corporate Marketing. ESI International is the world’s largest project-focused training company with curriculums addressing project and program management, business analysis, contract management, sourcing management, and business skills. A PMP® since 1990, Mr. Ward developed ESI’s popular PMP Exam Preparation course and taught it and other courses to people from more than 50 countries. He has almost 40 years of experience in the public and private sectors and is a popular and dynamic speaker in the field. He holds B.S. and M.S. degrees from Sothern Connecticut University and an M.S.T.M. degree with distinction from The American University

CRC Press is a premier publisher of scientific and technical work, reaching around the globe to collect essential reference material and the latest advances and make them available to researchers, academics, professionals, and students in a variety of accessible formats.  CRC’s mission is to serve the needs of scientists and the community at large by working with capable researchers and professionals from across the world to produce the most accurate and up to date scientific and technical resources.  To see their project management titles, go to http://www.crcpress.com/browse/?category=BUS14A

PgMP® Exam Practice Test and Study Guide, Fourth Edition; by J. Leroy Ward and Ginger Levin; published by CRC Press, © 2013, 400 pages, soft cover, ISBN 9781482201352; List price = $69.95; for more information, go to http://www.crcpress.com/product/isbn/9781482201352

Source: CRC Press

Louis Berger/Hill International Joint Venture Awarded $265 Million Riyadh Metro Project Management Contract

PM INDUSTRY NEWS

29 August 2013 – Marlton, NJ, USA and Riyahd,Saudi Arabia – Hill International has announced that its joint venture with Louis Berger has been awarded a $265 million contract by the Arriyadh Development Authority (ADA) to provide project management and construction management services for the Riyadh Metro project. The contract was awarded under the Riyadh Advanced Metro Project Execution and Delivery (RAMPED) joint venture, in which Louis Berger is a 55 percent majority partner and Hill is a 45 percent partner.

As the intermediary between ADA and the design-build contractors, the joint venture will oversee design and construction deliverables through the project life cycle for Package 3, which consists of three of six lines in the new Riyadh Metro system. The contract covers a five-year performance period and a 24-month defects liability period.

“Our team is privileged an d honored to be selected for one of the largest and most ambitious transit programs to ever be conceived,” said Jim Stamatis, President of Louis Berger’s international operation.  “We look forward to playing a key role, in partnership with ADA, to deliver a transportation system that will support continued economic growth of Saudi Arabia’s capital city by improving traffic congestion and connecting the citizens of Riyadh and the Kingdom of Saudi Arabia with their visitors and guests.”

130829-pmwj14-riyahd-metro- IMAGEPackage 3 includes Line 4, Line 5 and Line 6 and covers 67 kilometers of track with 48 kilometers of elevated alignment, 5.5 kilometers of mined tunnel, 22 stations and nearly 13 kilometers of bored tunnel constructed through some of the most congested districts in Riyadh. Line 4 links to the King Khalid International Airport with a mix of elevated and at-grade sections.  Line 5 will run in a bored tunnel along King Abdulaziz Street, between King Abdulaziz Historical Centre and the Riyadh Airbase. Line 6 runs in a half-ring from King Abdullah Financial District, passing by Iman Mohammed Bin Saud University and ending at Prince Saad Ibn Abdulrahman Al Awal Road.

“We are extremely honored to be working with our partner Louis Berger to manage one of the largest infrastructure projects in the world on behalf of our client ADA,” said Raouf S. Ghali, President of Hill’s Project Management Group (International). “We have every confidence that the world-class team we have assembled will deliver a successful Metro system for the citizens of Riyadh.”

Louis Berger is a globally-recognized provider of engineering, development and management support services for public and private clients.  With more than 6,000 professionals and affiliate employees in more than 50 countries, they bring strategic vision and an entrepreneurial spirit to develop solutions to some of the world’s most challenging problems. They are able to respond to local conditions while providing clients with the technical resources and rapid response capabilities of a leading global organization. The firm has worked in the Middle East, North Africa, and northern Mediterranean Sea border countries for more than 30 years, with offices in Saudi Arabia, the United Arab Emirates, Kuwait, Qatar and Jordan.  Louis Berger’s portfolio of ongoing projects in the region includes major highways, bridges, rail and transit, airports and buildings. For more information on Louis Berger, please visit their website at www.louisberger.com.

Hill International, with 3,900 employees in 100 offices worldwide, provides program management, project management, construction management, construction claims and other consulting services primarily to the buildings, transportation, environmental, energy and industrial markets. Engineering News-Record magazine recently ranked Hill as the 9th largest construction management firm in the United States. For more information on Hill, please visit our website at www.hillintl.com.

Source: Hill International

Expanded and Annotated My Life and Work: Henry Ford’s Universal Code for World-Class Success

PM PUBLISHING NEWS

29 August 2013 – CRC Press has announced the publication of a new book titled The Expanded and Annotated My Life and Work: Henry Ford’s Universal Code for World-Class Success, by William A. Levinson, Henry Ford and Samuel Crowther. This new book, published in April through Productivity Press, delivers unequivocal world-class results in the language of money as applied by its author during the first part of the 20th century.

130829-pmwl-Expanded-Annotated-IMAGEAccording to the CRC release: Henry Ford’s industrial innovations were directly responsible for the transformation of the United States into the most productive, affluent, and powerful nation on Earth. My Life and Work describes exactly how Ford did this in terms of not only manufacturing science, but also economics and organizational behavior. This holistic approach, and its validation by world-class results, make Ford’s original work the best business leadership book ever written. The Expanded and Annotated My Life and Work: Henry Ford’s Universal Code for World-Class Success updates this original with modern perspectives that explain and organize Ford’s thought process explicitly.

My Life and Work is not a mechanistic or industry-specific formula that practitioners can follow like work instructions in a factory, but rather a holistic synergy of impartial laws of economics, science, and human behavior—a synergy that Ford called the universal code. This universal code simultaneously delivered high profits, high wages, and low prices in every industry to which Ford applied it. It also realized unprecedented improvements in industries ranging from coal mines to railroads, and even healthcare as practiced in the Henry and Clara Ford Hospital.

This annotated edition introduces Ford’s universal code along with vital economic, behavioral, Lean manufacturing, and customer service principles. It contains almost all the material of the original, plus more than 30 percent new content that reinforces Ford’s timeless principles.

Readers who understand and internalize Ford’s universal code can easily overcome the self-limiting paradigms that afflict today’s organizations. These include, for example, the belief that healthcare is a zero-sum game in which escalating costs are the price of quality. The book illustrates the basic elements of what is now called the Toyota Production System as well as the organizational and human relations principles needed to gain buy-in and engagement from all participants.

CRC Press is a premier publisher of scientific and technical work, reaching around the globe to collect essential reference material and the latest advances and make them available to researchers, academics, professionals, and students in a variety of accessible formats.  CRC’s mission is to serve the needs of scientists and the community at large by working with capable researchers and professionals from across the world to produce the most accurate and up to date scientific and technical resources.  To see their project management titles, go to http://www.crcpress.com/browse/?category=BUS14A

The Expanded and Annotated My Life and Work; by William A. Levinson, Henry Ford and Samuel Crowther; published by CRC Press, © April 2013, 319 pages, hard cover, ISBN 9781466557710; List price = $49.95; For more information, go to http://www.crcpress.com/product/isbn/9781466557710 

Source: CRC Press

5th Edition of popular PMP® Study Guide includes Online Access to maximize Exam Preparation

PM PUBLISHING NEWS

29 August 2013 – Plantation, Florida, USA – J. Ross Publishing has announced the release of Achieve PMP Exam Success, 5th Edition, a book designed to help project managers pass PMI’s new PMP® Exam that took effect on July 31, 2013.  The book’s authors are Diane Altwies and Janice Preston; for information click here.

Lead author Diane Altwies explains, “What really separates our study guide from the many other study guides available is our unique on-line access feature—it really helps test-takers, particularly the busy project manager, prepare for and pass the PMP exam the first time. “

130829-pmwj14-pmp IMAGEEach book contains a unique serial number that provides readers with free 30-day access to a web-based test bank.  The test bank contains over 1,300 test questions and offers both full 200-question simulated practice exams and the ability to take exams by knowledge area.  The exams are graded and explanations to incorrect answers are given to further enhance the learning experience. All questions are based on key topics and concepts taken from PMI’s recommended readings, and are fully aligned with the PMBOK Guide, Fifth Edition.

Throughout the 480-page book, readers are provided with key definitions, case studies, exam and study tips, and exercises to ensure readiness.  Supplemental flashcards with key terms and concepts, training aids and self-study exercises are provided by J. Ross Publishing in their exclusive “WAV” (Web-Added Value) Resource Center found on the publisher’s web site at www.jrosspub.com.

Diane Altwies and Janice Preston are leading subject matter experts with over 40 years of practical project management experience. They are accomplished course developers, authors and trainers that specialize in helping individuals successfully achieve project related certifications and offer quality project management, program management and business analysis training across the globe through Core Performance Concepts, Inc.

J. Ross Publishing is an innovative and cutting-edge publisher of applied professional, business and technical books, multimedia, and online products for global professional markets.  At J. Ross we collaborate with industry leaders to provide critical and timely information that will keep today’s professionals on top of new and important advances in their fields. Our mission is to publish products that solve real-world challenges and offer insight into new and effective practices. The J. Ross Web Added Value Download Resource Center allows book buyers to access value-added materials that supplement and enhance their learning experience — giving them the opportunity to apply what they’ve learned.  Visit www.jrosspub.com.

ACHIEVE PMP EXAM SUCCESS, FIFTH EDITION, by Diane Altwies, PMP, and Janice Preston, PMP; J. Ross Publishing; ISBN: 978-1-60427-088-4; Softcover, 7.5 x 9.25, 480 pages, 2013; Retail Price: $69.95; information at http://www.jrosspub.com/Engine/Shopping/catalog.asp?store=12&category=189&item=14286&itempage=1 

Source: J. Ross Publishing

Sinclair Knight Merz wins Victorian 2013 Project of the Year Award

PM INDUSTRY NEWS

27 August 2013 – Sydney, Australia – The Australian Institute of Project Management (AIPM) has announced that Sinclair Knight Merz (SKM) Pty Ltd took out the top award for the 2013 Victorian Project of the Year. Leading Victorian businesses, government and organisations across all sectors of industry helped celebrat a highly successful night at the Australian Institute of Project Management Awards in Melbourne on 23 August 2013.

Leh Simonelli, Chair of the Victorian Project Management Achievement Awards and National Director of the Australian Institute of Project Management commented that these awards recognise the achievements and success of major industry and infrastructure projects and partnerships.

130827-pmwj14-skm-victoria- IMAGESouth Western Health advised that the 157-year-old facility, $115m investment, five years of planning and four and half years of construction made the redevelopment of Warrnambool Base Hospital the largest regional health project ever undertaken by a Victorian Government.

Project Managers SKM worked collaboratively with the community, staff, government, designers and builders to transform the South West Healthcare facility on time and on budget to meet ever-growing health and cultural needs of the 110,000 residents of Warrnambool, Moyne, Corangamite and the broader South West Region of Victoria.

In its award submission, SKM said the project had been hugely successful providing the following outcomes for the South Western Region of Victoria:

  • improved health service capabilities
  • more beds and single rooms
  • increased job opportunities
  • enhanced health education opportunities

The Australian Institute of Project Management established the Project Management Achievement Awards (PMAA) program to recognise, honour and promote achievements in programs and project management.

According to the AIPM announcement, the calibre of entries into the 2013 PMAA was extremely high and demonstrated the strength of the highly skilled talent and teams across some of Victoria’s prominent businesses and organisations.

Formed in 1976 as the Project Managers’ Forum, AIPM has been instrumental in progressing the profession of project management in Australia over the past 35 years.  AIPM’s role is to improve the knowledge, skills and competence of project team members, project managers and project directors.   More about AIPM at www.aipm.com.au.

Source: AIPM

Project to deliver clean water to thousands in Greater Maputo Area

PROGRAMME/PROJECT NEWS 

26 August 2013 – Washington, DC, USA and Maputo, Mozambique – The World Bank has approved US$178 million IDA credit to help the Government of Mozambique increase access to clean water for people living in Mozambique’s largest urban area –  the Greater Maputo Area. The project will equally benefit women and girls who spend considerable time each day fetching water for their family.

130826-pmwj14-mozambique-water- IMAGE“The government of Mozambique has made steady progress in building a sustainable water system to provide access to clean water for many households in its quickly growing urban areas,” says Laurence C. Clarke, World Bank Country Director for Mozambique. “We are happy to support this project that will bring improved health and water security to over 100,000 families living in the Greater Maputo Area.”

Today’s funds will support the Greater Maputo Water Supply Expansion Project, designed as part of the government’s recently updated National Urban Water Supply and Sanitation Strategy. The project contributes to the Government’s third Poverty Reduction Action Plan 2011-2014 (Plano de Acção para a Redução da Pobreza, PARP ); the third pillar of which seeks to improve access to, and use of water and enable access to safe sanitation, to which the project will contribute directly. The project’s works will connect approximately 100,000 households to the formal water supply system in Greater Maputo.

The project will help the government build a 60,000 m3/day water treatment plant that will draw raw water from the Corumana dam, as well as support the construction of approximately 93 kilometers of transmission pipeline, with a capacity of 120,000 m3/day of water, as well as reservoirs, pumping stations, and ancillary works.

“Mozambique is vulnerable to periodic tropical cyclones during the summer months that periodically flood the intake system and water treatment plant of the existent water works,” says Jamal Saghir, Director for Sustainable Development in the Africa Region. “This project will support the creation of a water system that is climate resilient and that brings clean water for drinking, cooking and cleaning for the families in the Greater Maputo Area.”

The project will also provide technical assistance to the government’s  Water Supply Asset Holding and Investment Fund (Fundo de Investimento e Património do Abastecimento de Água – FIPAG) and capacity building and operational support to the independent Water Regulatory Council (Conselho de Regulação de Águas – CRA).

“Approximately 17 percent of under-five deaths in Mozambique are the result of diarrheal diseases, primarily caused by poor water and sanitation,” says Luiz Claudio Martins Tavares, Task Team Leader for the project. “The funds approved today will transport clean, treated water directly to households in the Greater Maputo Area, bringing families an opportunity for improved health, and more time in each day for busy women and girls.”

The World Bank’s International Development Association (IDA), established in 1960, helps the world’s poorest countries by providing zero-interest financing and grants for projects and programs that boost economic growth, reduce poverty, and improve poor people’s lives. IDA is one of the largest sources of assistance for the world’s 82 poorest countries, 40 of which are in Africa. Resources from IDA bring positive change for 1.8 billion people living on less than $2 a day. Between 2003 and 2013, IDA provided $256 billion in financing for 3,787 projects in Sub-Saharan Africa, benefiting on average, 36 African countries a year.

For more about this project, go to http://www.worldbank.org/projects/P125120/greater-maputo-water-supply-expansion-project?lang=en.

For more about bank projects in Mozambique, visit http://www.worldbank.org/en/country/mozambique/projects.

The World Bank Group is one of the world’s largest sources of funding and knowledge for developing countries. Since 1947, the World Bank has provided financing for more than 11,000 projects in over 100 countries.  For more information, please visit www.worldbank.org. To learn more about World Bank projects, visit http://web.worldbank.org/WBSITE/EXTERNAL/PROJECTS/0,,contentMDK:21790401~menuPK:5119395~pagePK:41367~piPK:51533~theSitePK:40941,00.html

Source: The World Bank

PMI Opens 2014 Research and Education Conference Call for Submissions

PM RESEARCH NEWS

26 August 2013 – Newtown Square, Pennsylvania, USA – The Project Management Institute (PMI®) has announced its call for submissions on topics related to the theory and practice of project, program or portfolio management (PPPM) for the 2014 PMI Research and Education Conference.

130826-pmwj14-call-for- IMAGEThe PMI Research and Education Conference is a biennial international project management research and education event that brings together scholars, senior practitioners and students of project management and allied disciplines. The conference provides an opportunity to present and discuss new project management research findings and teaching methods.

The 2014 PMI Research and Education Conference, scheduled for 27 – 29 July, 2014 in Portland, Oregon, USA, will be themed “Standing on the Shoulders of Giants: In Search of Theory and Evidence”.  The theme reflects three key issues facing the field of project management research and education:

  • How research and education can “stand on the shoulders of giants”, enabling researchers and educators to see further and with greater insight because of the knowledge platform that is being built.
  • The role of theory and whether the field has moved on from the findings of Lauri Koskela and Greg Howell’s paper (presented at the 2002 PMI Research and Education Conference), asserting that there is no underlying theory of project management.
  • The continuing opportunities of evidence-based project management, as highlighted in Professor Denise Rousseau’s keynote address at the 2012 PMI Research and Education Conference.

Submissions may take the form of papers, symposia or posters. PMI also solicits papers and symposia on project management education, including new teaching cases in project management and project management curriculum development. Doctoral students are encouraged to submit proposals to participate in a pre-conference Doctoral Colloquium.

Submissions must be written in a formal tone containing original content, and will be subject to double-blind peer review by members of the project management research community. Selected proposals will be presented at the 2014 conference and published in the conference proceedings. Presenting authors will also receive a discount on conference registration fees. The best papers presented at the conference will be published in a special edition of Project Management Journal in late 2014. There will also be a prize for Best Student Paper. Deadline for submissions is 15 December, 2013.

To obtain detailed submission guidelines and event information, visit http://www.pmi.org/REC2014 or contact Jake Williams, PMI Research Coordinator, jake.williams@pmi.org.

PMI is the world’s largest project management member association, representing more than 800,000 practitioners in more than 185 countries. PMI advances the project management profession through global standards, credentials, chapters, virtual communities, academic research, publications, events and public advocacy. For more information, visit www.PMI.org, www.facebook.com/PMInstitute, and on Twitter @PMInstitute. 

Media contacts: Carey Leamard, PMI at Carey.Leamard@pmi.org or Megan Maguire Kelly, PMI at Megan.Kelly@pmi.org. 

Source: PMI

Call for Papers issued for 2014 African Project and Program Management Conference in Ghana

CALL FOR PAPERS

25 August 2013 – Accra, Ghana – A Call for Papers has been issued for the 2014 African Project and Program Management Conference (APPMC) to be held in Accra during 23-28 June 2014.  The event is being organized by the Direct Leadership Institute (DLI) in association with the American Academy of Project Management ® (AAPM®).

130825-pmwj14-APPMC- imageConference organizers invite the submission of papers on substantial, original, and unpublished research in all aspects of project and program management. After the conference, selected papers will be published in the PM World Journal (pmworldjournal.net), an online publication devoted to knowledge creation and sharing, and continuous learning in the field of modern program and project management.

Topic areas: 

* Managing Sustainability and Climate Change in Projects and Programs

* Project and Program Governance in Africa

* Strategic need for integrating procurement management with project, program and portfolio management

* Procurement bills and their positive implications across major stakeholders in Africa. The framework and its applications.

* Contract law, drafting and its challenges in projects and programs: key cases in public and private sector.

* Contract Management

* Project Scope Management: the case of Oil and Gas industry

* The role of multi-donor agencies and the private sector in succeeding in Project and Programs in Africa. Key lessons.

* Corporate Finance

* Effective Monitoring and Evaluation for project sustainability

* Project Reporting, tools and applications (Specific Software and its applications), the practical approach.

* 4 Dimensional sectorial approach to Effective Project and Program Management – Oil and Gas, Telecom, Mining and Construction. Theory meets practice.

* Effective Energy Management as key catalyst in project delivery and sustainability.

* Health, Environment, Safety Management and Compliance.

* Host Community Relations

* The role of Strategic Communication and ICT -New trends and Cloud Computing for Project Execution.

Participants with accepted papers will be asked to present a professional paper (5 – 15 pages) for the conference proceedings.

Paper format:

The paper should be available in PDF. It must be paginated. Use font size 14 New Times Roman. Sections are marked by skipping a line.

The use of notes should be limited. Notes can be used for factual information and references that will not distract the reader.

Use endnotes, where notes are placed in a separate section after the article text.

Quotes: always written in italics and double quotes

Finally, the provide the following information : name, education, occupation, place of employment, e-mail address.

The deadline for papers is Friday, January 3, 2014, 2014. Papers should be sent to appmcletters@gmail.com 

To see information about the 2013 African Project and Program Management Conference, go to website: www.appmconference.org 

For more information, contact appmcletters@gmail.com. 

Sustainable Forest Management Project in Lao PDR receives financial support

PROGRAMME/PROJECT NEWS 

25 August 2013 – Washington, DC, USA and Vientiane, Lao PDR – The Government of Lao PDR and the World Bank signed on 8 August a grant agreement of US$ 31.83 million for the Scaling-Up Participatory Sustainable Forest Management (SUPSFM) Project. The agreement was signed by H.E. Mr. Santiphab Phomvihane, Vice Minister of the Ministry of Finance for the Lao PDR and Mr. Constantine Chikosi, Acting Country Director for the World Bank to Lao PDR.

130825-pmwj14-lao IMAGEThe grant consists of a US$ 19 million International Development Association (IDA) grant and a US$ 12.83 million grant from the Forest Investment Program (FIP) under the Strategic Climate Fund (SCF) Trust Fund. The Ministry of Foreign Affairs Finland will provide a co-financing of US$14.5 million in grant to the project in the form of Technical Assistance.

The Government of Lao PDR is developing a strategy and program for Reducing Emissions from Deforestation and forest Degradation (REDD+) to avoid the unnecessary loss of forests and increase carbon storage. The objective of the Scaling-Up Participatory Sustainable Forest Management Project is to support REDD+ activities through participatory sustainable forest management in priority areas and to pilot forest landscape management in four Northern provinces in Lao PDR, including Xaiyaboury, Luang Namtha, Oudomxay and Bokeo.

“This grant supports the Government of Lao PDR to strengthen sustainable forest management and improve livelihood for rural communities,” said Mr. Khamphay Manivong, Acting Director General of the Department of Forestry, Ministry of Agriculture and Forestry.

The Ministry of Agriculture and Forestry will implement this project in close partnership with the Ministry of Natural Resources and Environment. SUPSFM is a continuation and expansion of the Sustainable Forestry and Rural Development Project (SUFORD), which was implemented from 2003 to 2012. The Scaling-Up Participatory Sustainable Forest Management Project aims to achieve in the expansion of areas under approved Participatory Sustainable Forest Management (PSFM) plans, and development and piloting of a Landscape approach to forest management. The project also aims for an increase in the number of people with monetary and non-monetary benefits from forest, decreased rate of forest cover loss, enhanced carbon storage from improved protection and forest restoration, and reduced emissions from deforestation and forest degradation in project areas.

“Strengthening sustainable natural resources management, in particular sustainable forestry management, is one of the key objectives of the World Bank Group’s Country Partnership Strategy 2012-2016 in Lao PDR,” said Chikosi. “We are committed to supporting the Government of Lao PDR’s Forestry Strategy and scaling-up participatory sustainable forest management is one way in which we are providing that support.”

The Government of Lao PDR’s Forestry Strategy to the year 2020 aims to improve the quality and quantity of forested areas, as well as generate a sustainable stream of forest products.  SUPSFM will support these efforts by promoting payment for ecosystems services and will work closely with other Development Partners including the Forest Carbon Partnership Facility, to create environmentally sound and sustainable growth opportunities.

For more about the Scaling-Up Participatory Sustainable Forest Management Project, go to http://www.worldbank.org/en/news/feature/2013/06/03/lao-pdr-qa-scaling-up-participatory-sustainable-forest-management-project.

For more about the Sustainable Forestry and Rural Development Project, go to http://www.worldbank.org/projects/P064886/sustainable-forestry-rural-development-project?lang=en.

For more about World Bank projects in Lao PDR, visit http://www.worldbank.org/en/country/lao.

The World Bank Group is one of the world’s largest sources of funding and knowledge for developing countries. Since 1947, the World Bank has provided financing for more than 11,000 projects in over 100 countries.  For more information, please visit www.worldbank.org. To learn more about World Bank projects, visit http://web.worldbank.org/WBSITE/EXTERNAL/PROJECTS/0,,contentMDK:21790401~menuPK:5119395~pagePK:41367~piPK:51533~theSitePK:40941,00.html

Source: The World Bank

Project Delivers New Power Transmission Line to Western Ukraine

PROGRAMME/PROJECT NEWS 

24 August 2013 – Bar, Ukraine – Construction of a new high voltage 72.9-km-long power transmission line and expansion of a 330-kilovolt substation in Bar have been completed in South-western Ukraine. The completed improvements are part of a much larger on-going US$200 million Power Transmission Project supported by the World Bank.

The Bar substation is a bridge in the power transmission line connecting the Dniester Hydro Power Plant with tens of thousands of households in South-western Ukraine.

With World Bank’s support since 2008, UkrEnergo, the state-owned power transmission operator, has been undertaking major upgrade of the country’s transmission system to reduce losses and enhance power services to customers across the country.

At a total cost of US$28.7 million, these completed upgrades will have significant benefits to the company and Ukraine. They will make the Ukrainian power grid more reliable and efficient as they will help improve the company’s services and reduce significantly power losses and outages in the transmission network.

Moreover, the improvements at the Bar substation will ensure more stable voltage in the grid through continuous power transmission, using the resources of the Dniester Hydro Power Plant to full capacity, which will generate savings of about UAH250 million [US$31.2 million] a year.

130824-pmwj14-ukraine IMAGESpeaking at the launch, which was attended by Ukrainian Energy and Coal Industry Minister Eduard Stavytskiy and UkrEnergo Director Anatolii Khodakivskiy, Qimiao Fan, World Bank Country Director for Belarus, Moldova and Ukraine, said that the World Bank was delighted to support the country in its efforts to strengthen the national power transmission sector.

Photo: Ukrainian Energy Minister Eduard Stavytskiy, UkrEnergo Director Anatolii Khodakivskiy and World Bank Country Director for Belarus, Moldova, and Ukraine, Qimiao Fan

“The World Bank is very pleased to support this modernization project. Having reliable and efficient power supply is critical for Ukraine’s development and the investments we have made under this project will improve the lives of ordinary Ukrainians who will benefit from safe and reliable electricity supplies,” said Fan.

“This project is a vivid example of our fruitful cooperation in Ukraine’s energy sector. We truly appreciate the ongoing collaboration and effective support we receive from the International Bank for Reconstruction and Development to implement this project,” said Minister Stavytskiy.

Ukraine has one of the largest power transmission systems in Europe, and one of the oldest. Over two thirds of the country’s almost 30,000 km of transmission lines and 133 substations have exceeded their lifetime. This means that old and inefficient equipment need to be replaced at most substations.

“Recognizing the importance of the country’s energy infrastructure and working together with the Ministry of Energy and Coal Industry and UkrEnergo, the World Bank will continue to support the modernization of power transmission network in Ukraine”, said Fan.

To date, the World Bank’s current investment lending portfolio in Ukraine includes 10 projects totaling US$ 1.8 billion. The Bank ended 2013 fiscal year with a record high disbursement ratio of 30.2%. Since Ukraine joined the World Bank in 1992, Bank’s commitments to the country have totaled over US$ 7 billion for 40 projects and programs.

More about this project can be found at http://www.worldbank.org/projects/P096207/power-transmission-project-support-energy-sector-reform-development-program?lang=en.

More about World Bank projects in Ukraine can be found at http://www.worldbank.org/en/country/ukraine.

The World Bank Group is one of the world’s largest sources of funding and knowledge for developing countries.  Since 1947, the World Bank has provided financing for more than 11,000 projects in over 100 countries.  For more information, please visit www.ifc.org, www.worldbank.org, and www.miga.org. To learn more about past and current IBRD projects, visit http://web.worldbank.org/WBSITE/EXTERNAL/PROJECTS/0,,contentMDK:21790401~menuPK:5119395~pagePK:41367~piPK:51533~theSitePK:40941,00.html

Source: The World Bank

Project in Lebanon to improve Mobile Internet Access

PROGRAMME/PROJECT NEWS 

24 August 2013 – Washington, DC, USA – The World Bank has announced a project to boost Lebanon’s mobile Internet systems and create quality jobs for a high-skilled labor force to help reverse the spiraling trend of unemployment especially among youth and women.

The US$6.4 million Mobile Internet Ecosystem Project (MIEP) approved by the World Bank Board of Executive Directors on July 31 will strengthen innovation and entrepreneurship in the Lebanese mobile Internet ecosystem. Beneficiaries include software developers, university students and graduates, Information and Communication Technology (ICT) firms, industries where new software applications can improve productivity, and mobile users at large.

06-D1The project will increase entrepreneurial skills and practical training of the Lebanese talent pool to enhance competitiveness in the industry. It will help create instruments to interact and develop innovation networks to increase global competitiveness. Moreover, areas of improvement will be identified to help the government implement needed reforms.

Creating a mobile Internet ecosystem in Lebanon will have a positive impact on the country’s labor market including greater geographic diversification, improved growth and increased retention of skilled workers.  With mobile technology well distributed across Lebanon, new economic opportunities will be possible in economically marginalized areas.

“Fostering investment and capital accumulation in new and innovative sectors that use existing domestic human resources and skills can help unleash Lebanon’s potential for growth and over the long-term shift the economy towards a more sustainable growth path,” said Ferid Belhaj, World Bank Country Director for the Mashreq.  “Lebanon is recognized for its strong education system and its multilingual and educated entrepreneurial population. It is important to build on this human capital when addressing economic growth and job creation.”

With literacy rates above 90 percent and gross tertiary education enrollment at 54 percent, the country’s young graduates represent a competitive talent pool.  However, Lebanon’s unemployment rate, particularly among young people and women, is high. While the national unemployment rate is 11 percent, 34 percent of all young people and 18 percent of women are actively looking for work.

“The mobile Internet segment can create jobs and entrepreneurship opportunities for the talented, technology savvy Lebanese youth,” said Carlo Maria Rossotto, World Bank Regional Coordinator of the ICT sector. “This project aims to strengthen digital skills and create new enterprises in the mobile Internet space which is a driver of economic growth and job creation”.

The project will be implemented in partnership with the Ministry of Telecommunications who will finance 50 percent of the total cost. The project has strong support within the Government of Lebanon and is aligned with the government’s latest Economic and Social Reform Action Plan.

For more about World Bank projects in Lebanon, go to http://web.worldbank.org/external/default/main?menuPK=294935&pagePK=141155&piPK=141124&theSitePK=294904.

The World Bank Group is one of the world’s largest sources of funding and knowledge for developing countries. Since 1947, the World Bank has provided financing for more than 11,000 projects in over 100 countries.  For more information, please visit www.worldbank.org. To learn more about World Bank projects, visit http://web.worldbank.org/WBSITE/EXTERNAL/PROJECTS/0,,contentMDK:21790401~menuPK:5119395~pagePK:41367~piPK:51533~theSitePK:40941,00.html

Source: The World Bank

IPMA Young Crew 2013 Workshop in Dubrovnik to offer opportunities for Young Project Managers to Learn and Network

FUTURE PM EVENT NEWS

Reported by Katarina Dvorski (katdvorski@gmail.com) 

24 August 2013 – Zurich, Switzerland and Zagreb, Croatia – The International Project Management Association’s Young Crew (IPMA Young Crew) will hold its annual workshop during the 27th IPMA World Congress during September 27-29, 2013 in Dubrovnik, Croatia.  If you have a young project manager under 35 years old, plan to attend this great opportunity to learn, network and advance your career.  More information can be found at http://www.ipma2013.hr/yc.aspx.

In times when change is the only constant and the application of static, unified business models are no longer sustainable, projects have become a conditio sine qua non of creating competitive advantage and are the key to success. To be better, faster and stronger is not a question of the corporate balance sheet, but relates to the idea of ​​finding economically viable and, simultaneously, creative and socially responsible projects that transcend the boundaries of a single state.

If you take into account the well-known saying that the future lies in the hands of youth, it becomes clear that, in the context of project management, opportunities should be given to young, able and ambitious people. Thus, one has to welcome IPMA’s Young Crew, a branch of the International Association for Project Management (IPMA) that gathers 56 national associations for project management throughout the world.

130824-pmwj14-Young-Crew ImageIPMA Young Crew is a project management community which represents a key component of the development of young professionals from the aforementioned propulsive and important business discipline.

Photo at right: Young Crew leaders from many countries invite you to their workshop in Dubrovnik in September 2013.

The main objectives of Young Crew are establishing the foundation for the development of project management and experiential learning, while recognizing the needs of young people and providing an opportunity to interact and exchange information. The organization consists of young professionals, project managers, academics and company directors under the age of 35.

Young Crew Croatia also gathers motivated, prosperous individuals who have decided to be part of a global community that operates in the field of project management. The Croatian branch is currently working on organizing the GYCW – Global Young Crew Workshop that will be held from 27-29 September this year in the beautiful city of Dubrovnik.  The Young Crew Workshop will be a prelude to the 27th IPMA World Congress  on project management, which will be held from 30 September to 3 October and which will bring together eminent scientists, experts and practitioners in the discipline.

The motto of this year’s GYCW workshop is “Finding Balance and Moving Forward” which refers to the need for continuing professional and personal development of young people in today’s society, with special emphasis on those who see their career path exclusively in projects. The program of the workshop consists of interactive lectures, discussions, and practical application of the knowledge acquired through exciting simulation games. More information regarding the program can be found in the official brochure.

GYCW workshop is an excellent opportunity not only for those individuals who are already active in the field of project management, but also for those who would like to improve their knowledge and expertise in the field, and thus increase their competitiveness in the labor market along with enriching their personal life by meeting new people from more than 50 countries.

The program of the workshop is also available online, and Young Crew Croatia is happy to invite you to participate.  We have received more than 100 applications, and we advise you to hurry up since the number of participants is limited, and the registration process is to be completed soon.

IPMA Young Crew is a key component of IPMA’s growth and development of the leaders of tomorrow. It is an active network of young professional project managers and students aged 25 to 35 who believe in community and the building of a worldwide young professional project management family. With participants from over 20 member countries, IPMA Young Crew strives to provide experiential learning through interaction and information exchange with young project managers. For more information about IPMA Young Crew, visit www.ipma.ch/young-crew/.

Founded in 1965 and registered in Switzerland, International Project Management Association (IPMA) is the oldest global project management professional organization. IPMA is an international federation of more than 50 national project management societies in Africa, Asia, Europe and the Americas. The IPMA World Congress is one of the largest and most important gatherings of project management authorities and leaders each year. The president of IPMA for 2013 – 2014 is Mr. Mladen Radujkovic. For further information please navigate to www.ipma.ch.

Project Delivers High-Speed Internet to Island nation of Tonga

PROGRAM/PROJECT NEWS 

23 August 2013 – NUKU’ALOFA, TONGA – The World Bank Group, the Asian Development Bank (ADB), and Tonga Cable Corporation (TCC), media and others joined the Government of the Kingdom of Tonga at a ceremony at the Tonga Cable Limited building on 21 August to celebrate the arrival of high speed internet in Tonga.  At the ceremony, from the station’s control room, the King of Tonga, Tupou VI in the presence of the Prime Minister, Lord Tu’ivakano officially commissioned the service with the click of a mouse, which delivered high speed internet to the people of Tonga for the first time ever.

130823-pmwj14-tonga imageThe US $32.8 million Pacific Regional Connectivity Project financed the development of a submarine cable system which is now delivering the broadband service. It is being supported by the World Bank Group, ADB, and TCC.

“Today marks a historical occasion for Tonga and the beginning of a new era, as the Kingdom for the first time connects to high speed Internet which has been a dream of Ha’a Moheofo,” said Prime Minister Lord Tu’ivakano. “Faster Internet speed and higher bandwidth at cheaper and more affordable prices is a real opportunity for Tonga.”

“The social and economic benefits of the new high speed internet service will be many,” said Adrian Ruthenberg, Regional Director of ADB’s South Pacific Subregional Office at the ceremony. “The people of Tonga will be better connected to the rest of the world, the new service will help businesses to expand, creating jobs and will facilitate access to remote health and education services”

The 827km fiber optic cable system linking Tonga to Fiji via the Southern Cross Cable -the main trans-Pacific link between Australia and the United States – will provide Tonga’s population of 100,000 with affordable, accessible, information and communication technology services.

“The advent of highspeed internet is a landmark event for Tonga,” said Franz Drees-Gross, Country Director for the World Bank in Papua New Guinea, Timor-Leste and the Pacific Islands. “The cable will make it faster and easier for Tongans to communicate which will bring profound benefits to development.”

The arrival of high speed broadband is the latest milestone of the project which will boost Tonga’s international connectivity. The Tonga Cable Limited building was constructed to withstand extreme weather events, with the equipment which facilitates the internet service stored on the top floor in a temperature controlled room in case of flooding.

For more about development bank projects in Tonga, visit http://www.worldbank.org/en/country/pacificislands

The World Bank Group is one of the world’s largest sources of funding and knowledge for developing countries. Since 1947, the World Bank has provided financing for more than 11,000 projects in over 100 countries.  For more information,  visit www.worldbank.org. To learn more about World Bank projects, visit http://web.worldbank.org/WBSITE/EXTERNAL/PROJECTS/0,,contentMDK:21790401~menuPK:5119395~pagePK:41367~piPK:51533~theSitePK:40941,00.html

Source: The World Bank

Speakers announced for September PMSA Infrastructure Project Management Congress 2013 in Durban

FUTURE PM EVENT NEWS

Conference to focus on regional and national Infrastructure projects in South Africa

23 August 2013 – Johannesburg, South Africa – Project Management South Africa (PMSA) has announced their speaker lineup for the PMSA Infrastructure Project Management Congress in Durban being held during 16 – 17 September 2013. The event, sponsored by the KwaZulu Branch of PMSA will look at both regional and national infrastructure programmes and projects.  Information can be found at http://www.projectmanagement.org.za/?page=KZNCongress.

130823-pmwj14-2013-speakers-infrastructure IMAGEAccording to their previous announcement, President Jacob Zuma spoke of the NPC-proposed infrastructure projects his State of the Nation address on 14 February 2013, reporting on progress made, the tasks ahead and the challenges. Since the build-up to 2010, the country has had a sustained and exhilarating focus on project management to deliver on the promises.

With this ongoing focus and investment at so many levels, PMSA is offering an opportunity to showcase some of the successes achieved and those in progress that fall under the infrastructure development banner. The following speakers have now been announced for the September Infrastructure PM Congress in Durban:

  • Dr Zanele Bridgette Gasa – Managing Director, The Elilox Group
  • Mr Cyril Gamede – Chief Executive Officer, Umgeni Water, President: Engineering Council of South Africa (ECSA)
  • Mr Andrew Layman – Chief Executive Officer, Durban Chamber of Commerce and Industry
  • Mr Clive Manci – Chairman of Oteo Capital (Pty) ) Ltd  and past President, South African Chamber of Commerce and Industry
  • Professor Cornelius J Fourie – Professor, Department of Industrial Engineering –Stellenbosch University
  • Dr Clive Coetzee – General Manager, Infrastructure Projects, KZN Provincial Treasury
  • Mr Neville Searle – Regional Director HatchGoba
  • Dr Deen Letchmiah – Director, LDM Consulting
  • Mr Gregory Evans – Strategic Executive: Technical Co-Ordination eThekwini Municipality Engineering Unit
  • Mr Sabeer Sheik Ibrahim – Chief Executive Officer ItraMAS Corporation Africa (Pty) Ltd
  • Dr Rodney Milford – Programme Manager: Construction Industry Performance CIDB (Construction Industry Board)
  • Mr Ravi Ronny – The South African National Roads Agency (SANRAL)
  • Mr Clive Enoch – Project Portfolio Management Consultant & Executive, Project Management South Africa
  • Mr Robert Best – Past-Chairman, Project Management South Africa

Projects to come under the conference spotlight will include the Square Kilometre Array, renewable energy initiatives, additional sources of technology delivery and others with lessons learned that contribute to our local body of project knowledge. To register, visit http://www.projectmanagement.org.za/events/event_details.asp?id=335025&group=

Are you interested in being involved as a sponsor / donor? Kindly contact events@projectmanagement.org.za.

Project Management South Africa (PMSA) is a Section 21 (not-for-gain) professional association representing the interests of project, programme and portfolio management practitioners in South Africa.  PMSA has a membership of over 1 500 project management practitioners at various career stages and has existed as an autonomous representative body for 15 years. PMSA sponsors regional and national conferences and other events on a regular basis.  For more information, visit www.projectmanagement.org.za or contact admin@projectmanagement.org.za.

asapm® Announces 2013 Election Results for Board of Directors

PM PROFESSION NEWS

22 August 2013 – Denver, Colorado, USA – The American Society for the Advancement of Project Management (asapm®) has announced the results of elections of their 2013 Board of Directors (BoD).  The announcement was made by asapm President Stacy Goff, as follows:

130822-pmwj14-board-election imageFor asapm® Vice President, Joel Carboni – See Joel’s qualifications and statement of Goals at: http://www.asapm.org/PD/vicepresident.asp.

For asapm® Director of Marketing, Dr. Paul Giammalvo – See Paul’s qualifications and statement of Goals at: http://www.asapm.org/PD/marketing.asp.

For asapm® Director of Member Services, John Colville – See John’s qualifications and statement of Goals at: http://www.asapm.org/PD/memberservices.asp

They join current BoD members, Stacy Goff, President; Dennis Milroy, Secretary Treasurer; Bill Duncan, Certification Chair; Meg Infiorati, PhD, Director of Awards and Dr. Neeraj Parolia, Director of Education.

According to Goff with the announcement, “Welcome to all our new asapm® board members, and may our next few years be even more exciting and effective than our recent ones!”

Founded in the USA in 2001, asapm® is the American Society for the Advancement of Project Management. asapm’s vision is “A world in which all projects succeed.” asapm is a member-driven, volunteer-staffed, not-for-profit organization. asapm advances PM Performance with unique offerings in individual and organizational Assessment and Development, and a Certification program that applies IPMA’s 4-Level-Certification approach. The organization also provides collaboration opportunities, including Project Management Communities of Practice. Learn more about asapm at www.asapm.org.

Founded in 1965 and registered in Switzerland, the International Project Management Association (IPMA) was the World’s first project management professional society. IPMA is an international federation of more than 55 cooperating national PM societies in Africa, Asia, Europe, Australia and the Americas. For more information about IPMA, please visit www.ipma.ch.

Media contact: Stacy Goff, IPMA-D, PMP, President, asapm, VP of Marketing & Events, IPMA at stacy@projectexperts.com.

For information about joining asapm, go website http://www.asapm.org/membership/join.asp or contact John Colville, Director of Member Services http://www.asapm.org/zmbr.asp

Source: asapm

Dr André Barcaui joins PM World Correspondents Network in Brazil

PEOPLE NEWS

22 August 2013 – Dallas, London, Sydney, Rio de Janeiro – PM World has announced that Mr. André Barcaui, PhD has been appointed an International Correspondent for the organization in Brazil.  Dr. Barcaui is an active project management advisor, educator and experienced executive based in Rio de Janeiro, Brazil.

130822 - Barcaui - PMWJ Correspondent Profile - imageAndré Barcaui, PhD is a senior consultant with more than 18 years as manager, and more than 10 as a professor and speaker. He had his Doctoral with Universidad Nacional de Rosario (Argentina), and his Masters with Universidade Federal Fluminense (Brazil). He holds both a Psychology as well as an Information Technology degree. He is the current coordinator of the Project Management MBA for FGV/RJ – Fundação Getúlio Vargas (Brazil) and earned his PMP certification in 1999, when working as a co-founder of PMI Chapter Rio de Janeiro.

He was the Project Office Manager of Hewlett-Packard Consulting for the Latin America Region and before that worked for IBM as a Project and Services Manager. He also holds Master Coach Certificate by the Behavioral Coaching Institute (BCI) and works as the Executive Director of B&B Brothers, a specialized organization on project management training, consulting and executive coaching. He has three published books: “Gerente também é Gente” (Business Novel: “Managers are People too!” (Brasport publishing), “Gerenciamento de Tempo em Projetos” (“Project Time Management” – FGV Management publishing), “PMO – Escritórios de Projetos, Programas e Portfólio na Prática” (“PMO – The Practice of Project, Program and Portfolio Offices” – Brasport publishing).

According to Wikipedia, Rio de Janeiro, commonly referred to simply as Rio, is the capital city of the State of Rio de Janeiro, the second largest city of Brazil, and the third largest metropolitan area and agglomeration in South America, boasting approximately 6.3 million.  It is the 6th largest in the Americas, and 26th in the world. The city was the capital of Brazil for nearly two centuries, from 1763 to 1815 during the Portuguese colonial era, 1815 to 1821 as the capital of the United Kingdom of Portugal, Brazil and Algarves, and 1822 to 1960 of Brazil as an independent nation. Rio is nicknamed the Cidade Maravilhosa or “Marvelous City”.

130822-pmwj14-Barcaui image 2 - rioRio de Janeiro represents the second largest GDP in the country (and 30th largest in the world in 2008), estimated at about R$343 billion (IBGE/2008) (nearly US$201 billion), and is headquarters for two of Brazil’s major companies—Petrobras and Vale.  It is home to major oil and telephony companies in Brazil, and the largest conglomerate of media and communications companies in Latin America, the Globo Organizations. The home of many universities and institutes, it is the second largest center of research and development in Brazil, accounting for 17% of national scientific production (2005).

Rio de Janeiro is one of the most visited cities in the southern hemisphere and is known for its natural settings, carnival celebrations, samba, Bossa Nova, balneario beaches such as Barra da Tijuca, Copacabana, Ipanema, and Leblon. Some of the most famous landmarks in addition to the beaches include the giant statue of Christ the Redeemer (“Cristo Redentor”) atop Corcovado mountain, named one of the New Seven Wonders of the World; Sugarloaf mountain (Pão de Açúcar) with its cable car; the Sambódromo, a permanent grandstand-lined parade avenue which is used during Carnival; and Maracanã Stadium, one of the world’s largest football stadiums. [1]

The 2016 Summer Olympics and the Paralympics will take place in Rio de Janeiro, which will mark the first time a South American or a Portuguese-speaking nation hosts the event. It will be the third time the Olympics will be held in a Southern Hemisphere city.

Brazil (Portuguese: Brasil), officially the Federative Republic of Brazil, is the largest country in both South America and the Latin American region. It is the world’s fifth largest country, both by geographical area and by population. It is the largest Portuguese language country in the world, and the only one in the Americas.

130822-pmwj14-Barcaui image 3 - map.jpgBounded by the Atlantic Ocean on the east, Brazil has a coastline of 7,491 km (4,655 mi). It is bordered on the north by Venezuela, Guyana, Suriname and the French overseas region of French Guiana; on the northwest by Colombia; on the west by Bolivia and Peru; on the southwest by Argentina and Paraguay and on the south by Uruguay. Numerous archipelagos also form part of Brazilian territory. Brazil borders all other South American countries except Ecuador and Chile and occupies 47% of the continent of South America.

Brazil was a colony of Portugal beginning from the landing of Pedro Álvares Cabral in 1500.  Independence was achieved in 1822 with the formation of the Empire of Brazil. The country became a presidential republic in 1889; its current Constitution, formulated in 1988, defines Brazil as a federal republic. The Federation is formed by the union of the Federal District, the 26 States, and the 5,564 Municipalities.

The Brazilian economy is the world’s seventh largest by nominal GDP and the seventh largest by purchasing power parity, as of 2012. A member of the BRIC group, Brazil has one of the world’s fastest growing major economies, and its economic reforms have given the country new international recognition and influence. Brazil is a founding member of the United Nations, the G20, CPLP, Latin Union, the Organization of Ibero-American States, the Organization of American States, Mercosul and the Union of South American Nations. Brazil is one of 17 mega-diverse countries, home to a variety of wildlife, natural environments, and extensive natural resources. Brazil is an emerging power in international affairs. [2]

According to PM World President and Managing Editor David Pells, “We are honored to have Dr. Barcaui join our correspondent team in Brazil.  His academic and industry experience are significant, along with his publishing and teaching accomplishments. I am happy to welcome him to our team.”

Dr. Barcaui stated, “I have been referred to the PM World Journal by some of the leading project management experts in Brazil, have studied its history and contents, and I am excited about participating.  It  will be my honor to help represent Rio and Brazil on this team going forward.”

The PM World Journal (PMWJ) is published by PM World in the United States, but created by a virtual team of contributors and editors around the world.  Each month, the PMWJ features dozens of new articles, papers, and stories about projects and project management in many countries and industries.  PM World is a virtual organization reflecting the 21st century reality of a connected world where individuals and organizations worldwide can collaborate for the creation, sharing and application of new knowledge.  To see the latest edition of the PMWJ, visit www.pmworldjournal.net.

References:

[1]        http://en.wikipedia.org/wiki/Rio_de_Janeiro

[2]        http://en.wikipedia.org/wiki/Brazil

Mega Project Management – new book by Virginia Greiman uncovers Lessons from the Big Dig

PM PUBLISHING NEWS 

21 August 2013 – New York, NY, USA – Wiley publishers in the United States has announced the publication of Mega Project Management: Lessons on Risk and Project Management from the Big Dig by Virginia A. Greiman.  Ms. Greiman is former deputy council and risk manager for the Big Dig, the large tunnel and highway project in Boston that became notorious for large cost overruns.  The book is co-published by the Project Management Institute (PMI®).

9781118115473_cover.inddIn Megaproject Management, a central member of the Big Dig team reveals the numerous risks, challenges, and accomplishments of the most complex urban infrastructure project in the history of the United States. Drawing on personal experience and interviews with project engineers, executive oversight commission officials, and core managers, the author, a former deputy counsel and risk manager for the Big Dig, develops new insights as she describes the realities of day-to-day management of the project from a project manager’s perspective.

The book incorporates both theory and practice and is therefore highly recommended to policymakers, academics, and project management practitioners. Focusing on lessons learned, this insightful coursebook presents the Big Dig as a massive case study in the management of risk, cost, and schedule, particularly the interrelation of technical, legal, political, and social factors. It provides an analysis of the difficulties in managing megaprojects during each phase and over the life span of the project, while delivering useful lessons on why projects go wrong and what can be done to prevent project failure. It also offers new ideas to enhance project management performance and innovation in our global society.

This unique guide:

  • Defines megaproject characteristics and frameworks
  • Reviews the Big Dig’s history, stakeholders, and governance
  • Examines the project’s management scope, scheduling, and cost management—including project delays and cost overruns
  • Analyzes the Big Dig’s risk management and quality management
  • Reveals how to build a sustainable project through integration and change introduction

Virginia A. Greiman is Professor of Megaproject Management and International Development and Project Finance at Boston University. She is the former deputy counsel and risk manager for the Big Dig (from 1996 to 2005), and served as a core manager on the twelve-member project executive team responsible for the daily operations of the project. She had an opportunity to participate firsthand in addressing the project’s challenges and fulfilling its goals during its peak years of construction.

John Wiley & Sons, Inc., based in New York, is one of the world’s largest publishers in the business, scientific, technical and professional fields. Wiley’s Professional/Trade (P/T) business serves professionals and consumers with books, subscription content, and information services. To see their project management titles, visit http://www.wiley.com/WileyCDA/Section/id-350171.html.

Megaproject Management: Lessons on Risk and Project Management from the Big Dig; by Virginia A. Greiman; published by Wiley and PMI; June 2013; ISBN: 978-1-118-11547-3; Hardcover, 496 pages; List price: US $110.00; information at http://www.wiley.com/WileyCDA/WileyTitle/productCd-1118115473.html

Source: Wiley

Will $40B Nicaragua Canal go forward?

PROGRAM/PROJECT NEWS 

21 August 2013 – Managua, Nicaragua – In June 2013, Nicaragua’s National Assembly approved a bill to grant a 50-year concession to a newly formed Hong Kong company, the Hong Kong Nicaragua Canal Development Investment Co., to build the Inter-Oceanic Nicaragua Canal , a proposed waterway through Nicaragua to connect the Caribbean Sea and Atlantic Ocean with the Pacific Ocean. Since then numerous international media have reported about the proposed mega-project, the parties involved, the economics and politics of the venture, and the apparent disagreements in both China and Nicaragua about the venture.

Nicaragua panama canal locator.jpgAccording to Wikipedia, such a canal would follow rivers up to Lake Nicaragua (the second largest lake in Latin America) and then at least 10 km through the isthmus of Rivas to reach the Pacific (via a canal dug from Brito). Construction of such a canal along the route using the San Juan River was proposed in the early colonial era. The United States abandoned plans to build such a canal in the early 20th century after it purchased the French interests in the Panama Canal at a reasonable cost.  Speculation on a new canal continues as the steady increase in world shipping may make it an economically viable project. The proposed Nicaragua Canal will be able to handle the world’s largest ships, including the 10 percent of the world’s merchant fleet that are already too large for even the new set of locks being constructed in Panama. [1]

Both the viability and the likelihood of the canal are being questioned since the concession was awarded in June.

According to the Telegraph on 30 July, the dream has moved a step closer to reality as a Chinese entrepreneur unveiled his route for a 170-mile, £26 billion waterway from the Pacific to the Caribbean. If Wang Jing, an intensely private 40-year-old businessman from Beijing, pulls off the feat, it will rank as one of the greatest engineering marvels in history.

But sitting in the offices of his telecommunications company in an industrial park north of Beijing, Mr Wang is clearly very serious and very determined to succeed. “I am 100 per cent certain the construction will begin in December 2014 and we will finish in five years in 2019,” he said. He added that while a feasibility report is still ongoing, “the framework” of the project has been decided. “There will be small changes but no big changes”. [2]

According to Fox News on 31 July, the U.S. public and private sectors might be willing to invest in the construction of a $40 billion “Nicaragua Canal” that would rival the Panama Canal, according to a U.S. Department of Commerce official.  Deputy Assistant Secretary Walter Bastian said that he finds the project “fascinating” and that the U.S. government will follow up to see if there is interest from U.S. investors. [3]

On August 6, 2013, Nicaragua’s political opposition filed a Supreme Court challenge to the hastily approved canal law, arguing that the generous concession granted to an unknown Chinese firm violates 15 articles of the constitution, including national sovereignty. The opposition claims the concession – which will convert a giant swath of the country into a privatized canal zone, owned and operated for 50 years by Chinese businessman Wang Jing – violates constitutional guarantees to private property, natural resources, and indigenous lands. [4]

There are many other stories about this project on the web, just conduct a search on “Nicaragua Canal”.  If you have a comment, send an email to editor@pmworldjournal.net

References: 

[1]       http://en.wikipedia.org/wiki/Nicaragua_Canal

[2]       http://www.telegraph.co.uk/news/worldnews/asia/china/10212169/Chinese-entrepreneur-reveals-route-for-Nicaraguan-canal.html

[3]       http://latino.foxnews.com/latino/money/2013/07/31/us-willing-to-invest-in-new-nicaragua-canal-to-rival-panama-canal/

[4]       http://www.csmonitor.com/World/Americas/Latin-America-Monitor/2013/0807/Nicaragua-s-canal-controversy-builds 

New $22.5B Riyadh Metro Project Unveiled in Saudi Arabia

PROJECT/PROGRAM NEWS

20 August 2013 – Riyadh, Saudi Arabia – Riyadh Metro has announced the award of contracts for a new massive metro project to serve the city and surrounds.   Riyadh Gov. Prince Khaled bin Bandar, chairman of the High Commission for the Development of Arriyadh, unveiled the $22.5 billion Riyadh Metro Project at a grand ceremony on Sunday, 28 July 2013.

130820-pmwj14-riyadh-metro image 300x181The project was awarded to three foreign-led consortia, which will design and construct the 176-km metro project. The three contractors signed the project package with ADA in the presence of Prince Khaled.

Prince Khaled expressed happiness over the commitment made by the Saudi government led by Custodian of the Two Holy Mosques King Abdullah to implement the mega public transport project in the capital city. The project, once implemented, will reduce congestion on Riyadh’s roads and in its suburbs.

“The metro project will change the face of Riyadh,” Prince Khaled said. “The metro project has been the dream project of Custodian of the Two Holy Mosques King Abdullah.”

Construction will begin in the first quarter of 2014.

A presentation of the project’s details was made during the ceremony. A Riyadh Metro animation followed. It explained the physical and technical features of the project. An overview of the Riyadh city model showed components of the public transport network. 

Prince Turki bin Abdullah bin Abdul Aziz, deputy governor of Riyadh; ADA President Ibrahim bin Muhammad Al-Sultan; American Ambassador to Saudi Arabia James Smith; German Ambassador Deiter Walter Haller; and senior Saudi officials, company executives, businessmen and foreign diplomats attended the ceremony.


The Riyadh metro is a proposed rapid transit system in Riyadh, Saudi Arabia. It is planned as the backbone of the city’s public transport system.  The Metro Project includes the following six (6) Lines:

- Line 1 (Blue Line) runs in the North-South direction along Olaya and Batha streets, starting from slightly north of Prince Salman Bin Abdul Aziz Street and ending at Dar Al Badia neighbourhood in the south. The Metro will be mostly underground in a bored tunnel along Olaya and King Faisal Streets, and elevated on a viaduct along Batha Street and at the northern and southern ends. Line 1 extends over a length of approximately 38 Km and features 22 stations, in addition to 4 transfer stations with Lines 2, 3, 5, and 4&6.

- Line 2 (Green Line) runs in the East-West direction along King Abdullah Road, between King Saud University and the Eastern Sub-Center, mostly on a raised strip in the median of the planned freeway. This Line extends over a length of about 25.3 Km and features 13 stations, in addition to 3 transfer stations with Lines 1, 5 and 6.

- Line 3 (Red Line) runs in the East-West direction along Al – Madinah Al Munawwarah and Prince Saad Bin Abdulrahman Al Awal Roads, starting at the west near Jeddah Expressway and ending at the east near the National Guard Camp of Khashm El Aan. The Metro will be mostly elevated along the western part of Al – Madinah Al Munawwarah Road, then underground in bored and mined tunnels in the central section of the line, and generally at grade along Prince Saad Ibn Abdulrahman Road. The length of the line is approximately 40.7 Km and it features 20 stations, in addition to 2 transfer stations with Lines 1 and 6.

- Line 4 (Orange Line) reaches to King Khalid International Airport from King Abdullah Financial District (KAFD), mainly on a mix of elevated and at-grade alignment. The length of the line is around 29.6 Km and it features 8 stations (3 common with Line 6), in addition to 1 transfer station with Lines 1 and 6.

- Line 5 (Yellow Line) runs underground in a bored tunnel along King Abdulaziz Street, between King Abdulaziz Historical Center and the Riyadh Airbase, before connecting with King Abdullah Road. The length of the line is about 12.9 Km and it features 10 stations, in addition to 2 transfer stations with Lines 1 and 2.

- Line 6 (Purple Line) follows a half-ring starting at King Abdullah Financial District, passing by Iman Mohamed Bin Saud University and ending at Prince Saad Ibn Abdulrahman Al Awal Road. It runs mostly elevated except along Sheikh Hasan Bin Husein Bin Ali Street. The length of the line is approximately 29.9 Km and it features 8 stations (3 common with Line 4), in addition to 3 transfer stations with Lines 1, 2 and 3.

The project is being led by Sattam bin Abdul-Aziz Al Saud, Governor of Riyadh and Chairman of the Arriyadh Development Authority. More information at http://riyadhmetro.com/

Source: Saudi Metro

United States Breaks Ground On New Embassy in Benin

PROJECT NEWS

20 August 2013 – Cotonou, Benin and Washington, DC, USA – The U.S. Department of State has announced the start of construction of a new US Embassy compound in Cotonou, Benin.  The ground-breaking was announced today by Michael Raynor, US Ambassador to Benin, as “an important symbol of our enduring friendship with Benin.”

130820-pmwj14-benin-embassy-groundbreaking imageThe ceremony took place on the construction site in the presence of the Benin Minister of Foreign Affairs, His Excellency Sir Nassirou Arifari Bako, representatives from other diplomatic missions in Benin, American officers and local authorities.

Ambassador Raynor said that the new Embassy Compound will serve as a shining example of the excellent cooperation between the two countries. Also the projects will inject more than 32,000,000 US dollars (15.000.000.000 CFA) into the local economy, including the purchase of construction materials, the payment of wages and the cost of accommodation. It will train 500 Beninese workers who will be equipped with new construction techniques. Minister Bako said that the construction of the new Embassy reassures the Benin Government that the U.S. Government will maintain a long-term and lasting partnership with Benin, as the U.S. Embassy moves from a rented place to its own place.

The multi-building complex will be situated on an 8.8-acre site along the Boulevard de la Marina and will include a chancery/office building, a support annex, a residence for the U.S. Marine detachment, a warehouse, a utility building, a recreational facility, and multiple access pavilions. When completed, the new complex will provide approximately 150 embassy employees with a secure, state-of-the-art, environmentally-sustainable workplace.

The $178 million project will incorporate numerous sustainable features, including a 250-kilowatt photovoltaic array, rainwater harvesting, wastewater reuse, light-emitting diode (LED) site lighting, and water-conserving plumbing fixtures. The facility’s design targets Leadership in Energy and Environmental Design (LEED®) Silver Certification by the U.S. Green Building Certification Institute.

Yost Grube Hall Architecture of Portland, Oregon was the concept design architect and Page Southerland Page of Arlington, Virginia was the architect of record. B.L. Harbert International of Birmingham, Alabama is the construction contractor. The new Embassy is scheduled to be completed in Fall 2015.

Since 1999, as part of the State Department’s Capital Security Construction Program, the Bureau of Overseas Buildings Operations (OBO) has completed 106 new diplomatic facilities and has an additional 33 projects in design or under construction. OBO’s mission is to provide safe, secure, and functional facilities that represent the U.S. government to the host nation and support our staff in the achievement of U.S. foreign policy objectives. These facilities should represent American values and the best in American architecture, engineering, technology, sustainability, art, culture, and construction execution.

For more information, please visit the OBO website www.state.gov/obo, the project fact sheet http://www.state.gov/obo/releases/presskit/c59085.htm, or contact Christine Foushee at FousheeCT@state.gov.

Source: U.S. Department of State

Project Management Metrics, KPIs and Dashboards, 2nd Edition by Kerzner published by Wiley and IIL

PM PUBLISHING NEWS 

20 August 2013 – New York, NY, USA – Wiley publishers in the United States has announced the publication of: Project Management Metrics, KPIs and Dashboards: A Guide to Measuring and Monitoring Project Performance, Second Edition, by Harold Kerzner, PhD.  The book is co-published by the International Institute for Learning, Inc. in New York where Dr. Kerzner is Senior Executive Director.

9781118524664_cover.inddWith today’s complex projects, increased stakeholder involvement, and advances in computer technology, metrics and key performance indicators (KPIs) have become increasingly integral to informed decision-making and effective project management.

Project Management Metrics, KPIs, and Dashboards, Second Edition helps functional managers gain a thorough grasp of what metrics and KPIs are and how to use them, as well as an understanding of different dashboard types, design issues, and applications.

Closely aligned with PMI’s PMBOK® Guide, this new edition features:

  • New content on topics ranging from customer relations management and project oversight to agile and SCRUM metrics, as well as metrics, pitfalls, and myths
  • An emphasis on value, including an in-depth discussion of value-driven metrics and value-driven KPIs
  • Full-color screen shots showing dashboards from some of the most successful project management companies
  • PowerPoint slides and a test bank for use in seminar presentations and courses

This book allows functional managers to bolster their awareness of what good metrics management really entails today—and be armed with the knowledge to measure performance more effectively.

Harold Kerzner, PhD is Senior Executive Director at the International Institute for Learning, Inc., a global learning solutions company that conducts training for leading corporations throughout the world.  He is a globally recognized expert on project, program, and portfolio management; total quality management; and strategic planning.  Dr. Kerzner is the author of bestselling books and texts, including the widely-known Project Management: A Systems Approach to Planning, Scheduling, and Controlling, Tenth Edition.

John Wiley & Sons, Inc., based in New York, is one of the world’s largest publishers in the business, scientific, technical and professional fields. Wiley’s Scientific, Technical, Medical, and Scholarly (STMS) business, also known as Wiley-Blackwell, serves the world’s research and scholarly communities.   Wiley’s Professional/Trade (P/T) business serves professionals and consumers with books, subscription content, and information services, in all media, in targeted categories. To see their project management titles, visit http://www.wiley.com/WileyCDA/Section/id-350171.html.

A Guide to Measuring and Monitoring Project Performance, by Harold Kerzner, PhD, published by Wiley; August 2013; List price: $75.00; ISBN: 978-1-118-52466-4; 448 pages, Paperback. Info at http://www.wiley.com/WileyCDA/WileyTitle/productCd-1118524667.html

Source: Wiley publishing

2013 IEEE International Engineering, Security and Project (ESP) Professionals Conference September 10 in Maryland

FUTURE PM EVENT NEWS

19 August 2013 – College Park, Maryland, USA – The 2013 IEEE International Engineering, Security and Project Professionals Conference will be held during 10-12 September 2013 at the University of Maryland in College Park, Maryland, USA.

ieee-espThe Financial co-sponsors of the event are the IEEE Northern Virginia Section, PMI Baltimore Chapter, ISSA Baltimore Chapter, ISSA Northern Virginia Chapter and PMI Silver Springs Chapter.  Technical co-sponsors include the ISSA Washington DC Chapter, PMI Washington DC Chapter and IEEE-USA.

Some of the announced and invited speakers will include:

Martin O’Malley, Governor, State of Maryland (tentative) – Inauguration

Keynote speakers: Dr. Ernest Moniz, Secretary, US Department of Energy (tentative); Dr. John Mather, 2006 Nobel Prize Winner; Dr. Tariq Durrani (UK); Charles Snyder, Staff Member, US House Subcommittee on Cyber Security; and Carl Pritchard, Risk Management Expert.

Session Speakers: Dr. Saifur Rahman, Dr. Rabinder Madan, Dr. S. K. Sen, Dr. S. K. Nandy, Dr. Vijayakumar Bhagavatula, Michael Mattes, Dr. Kenneth Geers, Dr. Terry Gudiatus, Amber Schroader, Bill Nelson, Valerie Burks, Errol Weiss, Robert Ferguson, Wind Chen, John Kos, Kevin Donnelly, Ron Taylor, Garrett, Dr. Christovich, Tom Corley and many more.  Read Bios.

Special Promo Codes for Discount prices -IEEE123, PMI123, ISSA123(use any one).

16 PDUs Total – Sept.10th (2PDUs), Sept.11th (7PDUs), Sept.12th (7PDUs).

Sept. 10th FREE for all Job Seekers but Registration required. Limited Seating.

Visit us for more information: www.iespconference.org

Organizational Performance at Risk as Project Managers Are Being Shortchanged By Lack of Professional Development

PM EDUCATION NEWS

New Study from ESI International Shows Organizations that Provide Training Have Higher Project Success

18 August 2013 – Arlington, Virginia, USA – According to a new study released by ESI International, a US-based project management training company, project managers are being trained in fewer skills compared to 2012—by as much as 20%. It was found, however, that organizations committed to applying training on the job and measuring its impact on job performance deliver projects on-time and to-budget more often than organizations without training adoption in place.

leroy-ward“The across-the-board decrease in project management training is a disturbing trend that organizations need to reverse,” said J. LeRoy Ward, PMP, PgMP, CSM, ESI Executive Vice President (pictured). “Not only is it detrimental to the professional development of project managers, it has a direct, negative effect on project execution, which impacts an organization’s bottom line and its ability to satisfy its customers.”

ESI’s latest annual benchmarking study,The Global State of the PMO: An Analysis for 2013,”  shows that having a project or program management office (PMO)  tasked with training and learning sustainment, among other responsibilities, positively affects training levels and project outcomes. According to the study:

Methodology and Tools Training:

  • In 2013, 62% of workers who report up to a PMO said they receive training in using methodology and tools. That is a decrease from 75% in 2012.
  • Less than half (47%) of non-PMO managed workers received methodology and tool training in 2013, down from 68% in 2012.

Soft Skills Project Training:

  • A very low 30% of PMO-managed workers said they receive soft skills training (e.g., leadership, critical thinking, team building) down from 41% in 2012.
  • Only 22% of non-PMO managed workers received soft skills training in 2013, compared with 35% in 2012.

“While these training numbers reveal a decline in project-focused training, the survey  underscores the importance of training and its direct correlation to project success,” said Ward. The study found that 56% of respondents who are part of PMOs that are active in measuring training impact and learning sustainment said more than 75% of projects were delivered on time, to budget, within scope and to customer expectations. That number plummets to 39% for those whose PMOs are not active in either.

The Global State of the PMO annual survey seeks to investigate the evolving role of the Project/Program Management Office (PMO) in training and development, its level of maturity and value for the overall business.  This year’s survey also examined the role that Agile plays in the PMO.  The survey was conducted from March to April 2013 with responses from over 2,300 project management professionals worldwide. Download a copy of the study at http://www.esi-intl.com/resources/industry-research/research-reports/global-state-of-the-pmo-an-analysis-for-2013.

ESI International, a subsidiary of Informa plc (LSE:INF), helps people around the world improve the way they manage projects, contracts, requirements and vendors through innovative project management training, business analysis training and contract management training. In addition to ESI’s more than 100 courses delivered in more than a dozen languages at hundreds of locations worldwide, ESI offers several certificate programs through our educational partner, The George Washington University in Washington, D.C. Founded in 1981, ESI’s worldwide headquarters are in Arlington, Virginia, USA. To date, ESI’s programs have benefited more than 1.35 million professionals worldwide. For more information, visit www.esi-intl.com.

Source: ESI International

How to Outthink, Outmaneuver, and Outperform Your Competitor –Now Available from CRC Press

PM PUBLISHING NEWS 

18 August 2013 – CRC Press has announced the publication of a new book of potential interest to program/project managers titled How to Outthink, Outmaneuver, and Outperform Your Competitor, by Norton Paley. Published in April through Productivity Press, this new book defines the historical roots of strategy and applies the concepts to today’s global competition.

130819-pmwj14-outthink imageAccording to the CRC release: Supplying you with a firm grasp of the roots of strategy, How to Outthink, Outmaneuver, and Outperform Your Competitors: Lessons from the Masters of Strategy explains how to develop the skills and strategies needed to compete in today’s volatile marketplace. It interweaves the classic works of the masters of strategy, such as Sun Tzu, Carl von Clausewitz, Mao Tse-tung, Niccolo Machiavelli, Frederick the Great, Napoleon, and other renowned strategists.

The collective insights of these legendary strategists span 2,500 of combative history and have survived meticulous analysis by scholars. Applied to current competitive business conditions, their time-tested rules and guidelines will prepare you to deal with such issues as: preventing competitors from disrupting your overall growth plans, protecting yourself from a rival’s take-over strategies, and strengthening long-term customer relationships.

Whether you operate as a multinational firm maneuvering for position in a global arena, or a regional business fighting an everyday battle for survival, the foundational principles provided can reinforce your understanding and practice of strategy. The book defines the historical origins of strategy and supplies timeless insight into how successful leaders have implemented comprehensive strategy plans. It also explains how to:

Maneuver out of risky competitive situations and into renewed market opportunities

Establish a defensible position in a hotly-contested market

Apply competitive business techniques to outperform your rivals

Align competitive strategies with your organization’s culture

Personalize a leadership style to maximize performance from your staff

The book includes three special features:

  • Strategy Diagnostic Tool—A structured system to help you assess your firm’s competitiveness before committing valuable resources.
  • Appraising Internal and External Conditions—A comprehensive checklist to analyze those key factors that can determine the success of your business plan.
  • Strategy Action Plan—A tested format that includes step-by-step guidelines to develop a personalized business plan.

The lessons gleaned from military history and strategy can be indispensable in the everyday management of your people and resources. By tapping into the universal logic and historic lessons of strategy, you will fortify your ability to think like a master strategist and add greater precision to your decision-making—thereby allowing you to outthink, outmaneuver, and outperform your competition. 

Norton Paley has brought his world-class experience and unique approach to business strategy to some of the global community’s most respected organizations. Having launched his career with publishers McGraw-Hill and John Wiley & Sons, Paley founded Alexander-Norton Inc, bringing successful business techniques to clients around the globe including the international training organization Strategic Management Group, where he served as senior consultant.

Throughout his career Paley has trained business managers and their staff in the areas of planning and strategy development, raising the bar for achievement and forging new approaches to problem solving and competitive edge. His clients include some of the largest US corporations.  Paley has lectured in The Republic of China and Mexico and has presented training seminars throughout the Pacific Rim and Europe for Dow Chemical and Cargill. As a seminar leader at the American Management Association, he conducted competitive strategy, marketing management, and strategic planning programs for over 20 years.

Published books include: The Marketing Strategy Desktop Guide, 2nd Edition; How to Develop A Strategic Marketing Plan; The Managers Guide to Competitive Marketing Strategies, 3rd Edition; Marketing for the Non-marketing Executive: An Integrated Management Resource Guide for the 21st Century; Successful Business Planning: Energizing Your Company’s Potential; Manage To Win; Mastering the Rules of Competitive Strategy: A Resource Guide for Managers; and Big Ideas for Small Businesses. 

CRC Press is a premier publisher of scientific and technical work, reaching around the globe to collect essential reference material and the latest advances and make them available to researchers, academics, professionals, and students in a variety of accessible formats.  CRC’s mission is to serve the needs of scientists and the community at large by working with capable researchers and professionals from across the world to produce the most accurate and up to date scientific and technical resources.  To see their project management titles, go to http://www.crcpress.com/browse/?category=BUS14A

How to Outthink, Outmaneuver, and Outperform Your Competitors; by Norton Paley; published by CRC Press, © April 2013, 301 pages, hard cover, ISBN 9781466572577; List price = $49.95; For more information, go to http://www.crcpress.com/product/isbn/9781466572577

Source: CRC Press

Exhibition Space still available for 27th IPM World Congress on Project Management in Croatia – invitation to Sponsors

PM INDUSTRY NEWS

15 August 2013 – Zagreb, Croatia – Organizers of the 27th IPMA World Congress on Project Management have announced that sponsorships and exhibition opportunities are still available for IPMA’s 2013 congress.  The 27th IPMA World Congress, under the title “Finding Balance and Moving Forward,” will be held from 30 September to 3 October 2013 at one of the most beautiful venues on the Adriatic Sea, the Valamar Resort Babin Kuk in Dubrovnik, Croatia.  Information at http://www.ipma2013.hr/.

ipma-world-congressOrganizations that have signed on as sponsors or exhibitors so far, including: Fond za zaštitu okoliša i energetsku učinkovitost; Primakon; PM Catalyst; projectplace; Privredna Banka Zagreb; Gower; Poslovni Sevjetnik Direktor; Van Haren Publishing; tportal.hr; Liden and JGL.  The congress is being supported by the Government of the Republic of Croatia. PM World Journal is a media partner.

Project management and project-oriented companies are invited to join the congress as partners, sponsors or exhibitors, an opportunity for high visibility among delegates and guests at IPMA’s largest annual event. Opportunities remain open for displaying and marketing project management related products and services.  If your organization would like to sponsor a congress activity, host a booth or table in the exhibition area, or contribute to making the 27th IPMA World Congress a success, see sponsor information at http://www.ipma2013.hr/Default.aspx?sifraStranica=67.

croatiaSet in Dubrovnik’s Babin kuk peninsula, hotel Valamar Lacroma Dubrovnik (pictured) is renowned for its intelligent fusion of nature and modern services. It is the largest conference facility in the area, with expert staff, memorable and soulful fine dining at Langusto restaurant, and abundance of activities. The hotel has capacity of 1,200 delegates, with interchangeable congress and meeting rooms with natural light.

Dubrovnik is one of Europe’s most fashionable destinations. Steeped in history and seemingly unchanged since the 13th Century, the city is a living museum and a live stage with an ideal connection between its historical past and the modern day. It is surrounded by medieval walls that are 1940 metres long and preserved in their original form. Since 1979 the town has been under UNESCO protection.

Become a sponsor and visit the City of Dubrovnik, the historical republic from 1358-1808, whose cultural monuments still bear witness to projects from past centuries.  More about Dubrovnik can be found at http://www.tzdubrovnik.hr/eng/.

The 27th IPMA World Congress in Dubrovnik is being organized by IPMA and CAPM (the Croatian Association for Project Management – www.capm.hr), with the Civil Engineering Faculty of the University of Zagreb  www.grad.unizg.hr,  the International Cost Engineering Council (ICEC) – www.icoste.org and the “Baltazar Adam Krčelić” College of Business and Management (www.vspu.hr ) as co-organizers.  The Chair of the 27th IPMA World Congress in Dubrovnik is Mladen Radujković. The congress program director is Mladen Vukomanovic.  Visit the 2013 congress website at http://www.ipma2013.hr/.

Founded in 1965 and registered in Switzerland, International Project Management Association (IPMA) is the oldest global project management professional organization. IPMA is an international federation of more than 50 national project management societies in Africa, Asia, Europe and the Americas. The IPMA World Congress is one of the largest and most important gatherings of project management authorities and leaders each year. The president for 2013-2014 is Mr. Mladen Radujkovic.  For more information visit www.ipma.ch

Source: IPMA

Renowned Physicist to showcase European Spalliation Source Mega Science Project at 27th IPMA World Congress in Dubrovnik

FUTURE PM EVENT 

20 August 2013 – Zagreb, Croatia – Organizers of the 27th IPMA World Congress on Project Management have announced that former IPMA Young Crew leader Professor Colin J. Carlile, Director of European Spalliation Source Scandinavia, will deliver a keynote presentation at the 2013 congress.  The 27th IPMA World Congress, under the title “Finding Balance and Moving Forward,” will be held from 30 September to 3 October 2013 at one of the most beautiful venues on the Adriatic Sea, the Valamar Resort Babin Kuk in Dubrovnik, Croatia.  Information at http://www.ipma2013.hr/.

prof-colin-j-carlileProf Colin J. Carlile is an experimental physicist by training and occupation and specialised in the use of neutron beams for the investigation of the structural properties of solids and liquids (“the materials of everyday life”) – polymers, liquid crystals, metal hydrides, pharmaceuticals, magnetic materials, etc. In the last 20 years he has moved into managerial, directorial and project management roles whilst maintaining his links with instrumentation, initially as a Division Head at the ISIS pulsed neutron source at Rutherford Appleton Laboratory near Oxford from 1992 to 1999, and then for two years as the Associate Director Head of the Projects Division of the Institut Laue-Langevin (ILL) in Grenoble, France.

ILL is a world-renowned research facility and 2500 researchers depend upon the ILL’s facilities for the progress of their research programme. In 2001 he was appointed the Director of this international research laboratory where he had overall responsibility for the 500 staff, an annual budget of 80M€, and the safety and security of its facilities including the world’s highest power nuclear research reactor fuelled with highly enriched uranium. During this period the ILL embarked upon two significant investment programmes; the Millennium Programme for instruments and infrastructure, and the Seismic Refit Programme.

He then became the Director General of the European Spallation Source. ESS is funded by the Swedish government having achieved the siting decision for the European Spallation Source in Lund in 2009 as part of a European consortium. He worked energetically together with Allan Larsson, former Swedish Finance Minister, to ensure this large and very visible European science facility came to Sweden. The project is a 1.8B€ endeavour with a 10-year build phase. ESS is currently building up expertise, finalising the design and assembling the national and international partners.

Having retired from ESS at the end of his contract with ESS, he set up his own company and is now occupied in advising a number of organisations as a freelance.

Realising a large-scale scientific infrastructure today – the long and winding path

Prof Carlile’s keynote will describe the European Spallation Source (ESS), a multi-disciplinary research centre based upon the world’s most powerful neutron source. This new facility will be around 30 times brighter than today’s leading facilities, enabling new opportunities for researchers in the fields of life sciences, chemistry, energy, environmental technology, cultural heritage and fundamental physics.

The ESS has been on the drawing board for twenty years and was on the verge of dying a slow death. Thanks however to the work of many and the determination of a few, the hurdles in the way of achieving a decision to firstly find a site and then to get the green light to start to build have been quite an adventure.  Costing 1.84B€ to build and 140M€ a year to operate naturally meant that extremely persuasive arguments had to be put at all levels, and solid and dependable programme management systems had to be in place.

Governance has also been a tricky issue, as has the requirement from partner countries to contribute in-kind and not in cash. Also the ability to attract world-class scientists and engineers to a project without a guaranteed future required a rather special approach. All these points, and many others, have required novel tactics and strategies.

The keynote will address the context of the ESS history and its future as a scientific organisation being built from the ground up on a green-field site, where finding an appropriate balance between all the stakeholders involved was a key success element of the ongoing project.

Prof Carlile will outline the many and varied twists and turns in this project story. It is not over yet. The ESS is not alone here since other large science facilities in the world have had similar paths to tread, for example the Square Kilometre Array radiotelescope to be built in South Africa and Australia. This will be very much a personal talk, which also shows that humour has been an essential motivational element when the odds have been stacked against us.

The 27th IPMA World Congress in Dubrovnik is being organized by IPMA and CAPM (the Croatian Association for Project Management – www.capm.hr), with the Civil Engineering Faculty of the University of Zagreb  www.grad.unizg.hr,  the International Cost Engineering Council (ICEC) – www.icoste.org and the “Baltazar Adam Krčelić” College of Business and Management (www.vspu.hr ) as co-organizers.  The Chair of the 27th IPMA World Congress in Dubrovnik is Mladen Radujković. The congress program director is Mladen Vukomanovic.  Visit the 2013 congress website at http://www.ipma2013.hr/.

Steeped in history and seemingly unchanged since the 13th Century, Dubrovnik is one of Europe most fashionable resorts. Surrounded by medieval walls preserved in their original form, the town is under UNESCO protection. Plan to visit the City of Dubrovnik, the historical republic from 1358-1808, where cultural monuments bear witness to projects from past centuries.  More about Dubrovnik at http://www.tzdubrovnik.hr/eng/.

Founded in 1965 and registered in Switzerland, International Project Management Association (IPMA) is the oldest global project management professional organization. IPMA is an international federation of more than 50 national project management societies in Africa, Asia, Europe and the Americas. The IPMA World Congress is one of the largest and most important gatherings of project management authorities and leaders each year. The president for 2013-2014 is Mr. Mladen Radujkovic.  For more information visit www.ipma.ch

Source: IPMA

Call for Papers for 1st IPMA Research Conference in Berlin during 26-28 November 2013

CALL FOR PAPERS 

14 August 2013 – Nuremberg, Germany and Zurich, Switzerland – The German Project Management Association (GPM), the Swiss Project Management Association (SPM) and the International Project Management Association (IPMA) have issued a Call for Papers for the 1st IPMA Research Conference being held in Berlin, Germany during 26-28 November 2013.  Conference venue will be the Palisa.de Conference Centre, Palisadenstr. 48, 10243 Berlin. The theme of the conference is “Theory Meets Practice in Projects.”

130814-pmwj14-CallForPapers imageThis research conference will be the first co-organized by GPM, SPM and IPMA and will be the first official research conference for IPMA.  As a result of this year’s conference a special book will be prepared of “Theory Meets Practice in Projects.”

This Call for Papers seeks papers in that regard.  Researchers and graduate students are invited to submit an abstract before 1 October 2013 of up to 1.000 words for a paper to be included in the book to r.wagner@gpm-ipma.de, or to request more information. For more information about the conference or to receive a personal invitation, please contact research-conference@gpm-ipma.de. Registration is open until 31 October 2013.

This year´s research conference will gather a broad spectrum of international researchers, practitioners and PM experts to start a dialogue on “theory meets practice in projects”. The distinctive feature of the conference is a dialogue between theory and practice which can neither be found at scientific conferences nor at professional conferences. Practitioners are encouraged to share their experiences in project practice and requirements to researchers, who will share their knowledge of theoretical foundations in managing projects in various contexts. 

Researchers can identify the needs and requirements of practitioners, deduce new research initiatives from these insights and network with international colleagues. Practitioners and PM experts can gain up-to-date insights in PM related research, adopting it to their projects and get connected to an international research audience. IPMA is thus bridging “theory and practice” in the field of project management.

The discipline of project management has developed a comprehensive set of tools, standards and techniques for supporting project practice. The application of these tools has led to a professionalization of project management and to significant improvements in project work. However, most of the tools and standards originate in the (implicit) knowledge of experienced project managers and do not build on a sound theoretical basis. As projects are increasingly used in almost every industry and project and their environment becomes more complex, the selection of the appropriate approaches or tools for solving the problems at hand becomes more difficult. A theoretical foundation is needed that explains the specificities of project work as opposed to work in permanent organizations, and the interplay between projects and a complex and dynamic environment.

This conference is expected to bring together an interdisciplinary group of between 50 and 100 researchers, practitioners and other PM experts for a mutually beneficial dialogue.

According to Reinhard Wagner, GPM Chairman of the Board and IPMA Vice President for Research, “We are primarily seeking serious academic researchers and graduate students to participate in the conference, but will also welcome project and program executives.  The abstracts and papers however should be the results of serious research on the merging of theory and practice.”

Potential participants are invited to discuss the event with organizers during the 27th IPMA World Congress in Dubrovnik, Croatia. Visit the 2013 congress website at http://www.ipma2013.hr/.

The German Project Management Association (GPM) is the German national member association in IPMA, representing several thousand project management experts, professionals, practitioners and organizations across Germany.  For more information, visit http://www.gpm-ipma.de/.

 

The Swiss Project Management Association (SPM), based in Zurich, represents the German-speaking project management academic and professional community in Switzerland as a Swiss national member association in IPMA.  For more information, visit http://www.spm.ch/.

Founded in 1965 and registered in Switzerland, International Project Management Association (IPMA) is the oldest global project management professional organization. IPMA is an international federation of more than 50 national project management societies in Africa, Asia, Europe and the Americas. The IPMA World Congress is one of the largest and most important gatherings of project management authorities and leaders each year. The president for 2013-2014 is Mr. Mladen Radujkovic. For more information visit www.ipma.ch

Source: GPM

Fidelity Bank in Nigeria receives $150M to fund local projects

OTHER NEWS AFFECTING PROJECTS & PM

14 August 2013 – The African Development Bank (AfDB) has announced a US $75-million medium-term line of credit (LoC) to Fidelity Bank Plc to fund selected projects in sectors that are critical to Nigeria’s transformation agenda and economic growth such as infrastructure, manufacturing and Small and Medium Enterprises (SMEs). The LoC will be complemented by AfDB arranged-syndicated financing of another US $75 million on a best-effort basis.

130814-pmwj14-nigeria mapFidelity Bank Plc is an indigenous universal bank that has been operational since 2001. It has over 200 branches and over two million customers located in the six geopolitical zones of Nigeria. It is thus strategically placed to tap into various sectors and ensure diversification of its client base. As at December 2012, Fidelity had a total shareholders’ fund amounting to US $1.04 billion. Fidelity is ranked among the top six banks in Nigeria by equity base and eighth in terms of deposits and totals assets.

This financing will allow Fidelity to better serve and fund its clients, increase the tenors of loans to subprojects and expand its loan portfolio, particularly in the manufacturing and infrastructure sectors. Twenty per cent of the LoC proceeds will be dedicated to SMEs.

This LoC is in recognition of the positive impact of the Central Bank of Nigeria’s efforts to strengthen its supervisory framework, stabilize and instill confidence in the local financial system as well as improve liquidity and credit flows. This LoC sends strong signals that Nigeria’s financial sector has stabilized and confirms a return of confidence to the Nigerian banking sector. It is also symbolic of AfDB partnership role in supporting the private sector to play its rightful and important part in building the Nigerian economy.

Ultimately, this transaction will contribute to improved and longer term liquidity in the banking sector, increase government revenues, import substitution and job creation.

For more information, go to http://www.afdb.org/en/news-and-events/nigeria/

The African Development Bank (AfDB) is a regional multilateral development finance institution established in 1964 to mobilize resources towards the economic and social progress of its Regional Member Countries. Headquartered in Abidjan, Côte d’Ivoire, the Bank promotes economic and social development in African states, providing financing for programs and projects across the continent.  For more information, visit www.adbg.org.

Source: African Development Bank

African Project and Program Management Association Awards Certificates & Launches Chapter in Nigeria

PM PROFESSION NEWS

13 August 2013 –Accra, Ghana – The African Project and Program Management Association/ Board (APPMA) has announced the launch of a Nigerian Chapter, with the inaugural members pledging to contribute to ending the spate of abandoned projects on the continent.  Similarly, 18 members of the Association have been awarded the Certified International Project Manager (CIPM) certification and Fellow membership status designation by the American Academy of Project Management ( AAPM).

Global Adviser of the American Academy of Project Management (AAPM), Dr. Donald Agumenu, who issued the certificates on behalf of AAPM in Abuja at the weekend, stressed that the 18 project managers successfully participated in certification classes at the recently concluded African Project and Program Management Conference (AAPMC) in Ghana and were successful in post evaluation conducted by the AAPM.

APPMA Nigeria SpeakerHonourable Global Adviser AAPM / President, Direct Leadership Institute Ghana Dr Donald Senanu Agumenu delivering his Speech at the Inauguration of the APPMA Board (Nigerian Chapter) / CIPM Certification in Abuja 07/08/13.

Agumenu stressed that Nigeria, and indeed Africa, would witness a new dawn with the development of a critical mass of certified and very competent project managers to stem the tide of failed projects and poor implementation on the continent.  Agumenu, who is also the President of Ghana-based Direct Leadership Institute and Executive Director of APPMA, stressed that 2013 APPMC was done in partnership with the AAPM.

He said the proposal for the establishment of the Association was ratified by delegates to the Conference, who saw the need for a ‘homegrown’ body of knowledge and a regional body for the project, portfolio and program management community.  He stressed the need for professionals such as were being turned out by the APPMA to be given the opportunity to do projects for which they were qualified instead of using unskilled project managers.

He called for the establishment of a regional Customs Service to check the bottlenecks and other barriers that make trans-border trade difficult.  Noting that Africans had pioneered a lot of great things, Agumenu said: “The  Association  was established as a regional non-profit organisation to promote the emergence of higher-performing projects by building a body of competent project managers and advocating for international best practices in project management in Africa.”

Minister of the Federal Capital Territory, Senator Bala Mohammed, said the inauguration of the Nigerian chapter of the APPMA was crucial to the Federal Government’s Transformation Agenda and promised to do everything possible to encourage the group.

Represented by Chief Medical Officer in the Dept. of Health and Human Services, Dr. Mulam Godit, the Minister promised to work closely with the Association to enshrine greater project management professionalism in the capital city.

Director Research and Strategy at the Nigerian Association of Small Scale Industries (NASSI), Mr. Sunday Isu welcomed the professional association and promised to partner with it to train NASSI in needed project management skills.  Isu, who represented the Director General of NASSI said: “I do hope that you will help in making Nigeria one of the leading economies of the world by 2020. I hope the era of unfinished projects will be over.”

130813-pmwj14-appma-nigeria- image2 - 377x250Representing the Honourable Minister FCT, Dr. Mulam Godit , Honourable Global Adviser American Academy of Project Management (AAPM) / President, Direct Leadership Institute  Dr. Donald Senanu Agumenu, and Finance Attache’ to the Honourable Minister of State for Foreign Affairs , Zeph Nnaemeka Agwu during the inauguration of APPMA Board Nigerian Chapter /Certified International Project Manager (CIPM) Certification in Abuja 07/08/13.

Chairman of the Nigerian chapter of APPMA, Adewale Adekaiyaoja, noted that although Nigeria had more than enough project managers, interference in government policies and implementation was still a problem, leading to project failures.   His words: “You pay to get the project; you sell the project, and the people that projects are sold to are just novices, not professionals. And when they sell a project, they don’t monitor the project. The people you sell the project to are square pegs in round holes, not the real people.”

He said APPMA was already accredited by and affiliated to the American Academy of Project Management, and assured that projects that had his members on board would do well.

He said: “Most international bodies we have in Nigeria are Nigeria-based, indigenous and now we have this international body. Looking at it holistically, we stand a good stead. Look at the global factor. You will see that no one wants to fail because if you fail internationally, you know where you would land. When it is local, anything can happen. So what we are going into with AAPMA will ensure that globally, African countries would in no distant time join the league of developed economies.”

For more information, contact appmcletters@gmail.com. 

Source: African Project and Program Management Association

First IPMA Research Conference to be in Berlin during 26-28 November 2013

PM RESEARCH NEWS

12 August 2013 – Nuremberg, Germany and Zurich, Switzerland – The German Project Management Association (GPM), the Swiss Project Management Association (SPM) and the International Project Management Association (IPMA) have announced the 1st IPMA Research Conference will be in Berlin, Germany during 26-28 November 2013.  Conference venue will be Palisa Germany, Palisadenstrasse 48, 10243 Berlin. The theme of the conference is “Theory Meets Practice in Projects.”

130812-pmwj14-1st-ipma-research-imageGPM and SPM have been hosting an annual research conference since 2008. In 2013, this year’s research conference will be the first co-organized by GPM, SPM and IPMA to be the first official research conference for IPMA. (Photo: World famous Brandenburg Gate in Berlin)

This year´s research conference will gather a broad spectrum of international researchers, practitioners and PM experts to start a dialogue on “theory meets practice in projects”. The distinctive feature of the conference is a dialogue between theory and practice which can neither be found at scientific conferences nor at professional conferences. Practitioners are encouraged to share their experiences in project practice and requirements to researchers, who will share their knowledge of theoretical foundations in managing projects in various contexts.

Researchers can identify the needs and requirements of practitioners, deduce new research initiatives from these insights and network with international colleagues. Practitioners and PM experts can gain up-to-date insights in PM related research, adopting it to their projects and get connected to an international research audience. IPMA is thus bridging “theory and practice” in the field of project management.

This conference will bring together an interdisciplinary group of between 50 and 100 researchers, practitioners and other PM experts for a mutually beneficial dialogue. Topics covered in previous years are for example “PM Standards 2020”, “Projects as Strategy – Strategy as Projects” and “Organisational Competence in Project Management”. Since 2011, the research conference has been dedicated to the topic “Theories of Project Work” elaborating on the challenging question on how to better use theories in organizing by projects and in project management practice.

According to Reinhard Wagner, GPM President and IPMA Vice President for Research, “We are especially inviting professors and PhD students working and researching on topics related to program and project management, as well as executives directing project management activities at large enterprises. Attendance will be limited to around 70.”

For more information or to receive a personal invitation, contact the organizers research-conference@gpm-ipma.de. Registration is open until 31 October 2013.

Potential participants are also invited to discuss the event with organizers during the 27th IPMA World Congress in Dubrovnik, Croatia in early October.  Visit the 2013 congress website at http://www.ipma2013.hr/.

The German Project Management Association (GPM) is the German national member association in IPMA, representing several thousand project management experts, professionals, practitioners and organizations across Germany.  For more information, visit http://www.gpm-ipma.de.

The Swiss Project Management Association (SPM), based in Zurich, represents the German-speaking project management academic and professional community in Switzerland as a Swiss national member association in IPMA.  For more information, visit http://www.spm.ch/.

Founded in 1965 and registered in Switzerland, International Project Management Association (IPMA) is the oldest global project management professional organization. IPMA is an international federation of more than 50 national project management societies in Africa, Asia, Europe and the Americas. The IPMA World Congress is one of the largest and most important gatherings of project management authorities and leaders each year. The president for 2013-2014 is Mr. Mladen Radujkovic. For more information visit www.ipma.ch

Source: GPM

AfDB’s Open Data Platform achieves continent-wide coverage

OTHER NEWS AFFECTING PROJECTS & PM

12 August 2013 – The African Development Bank (AfDB) has announced that its Open Data Platform is now operational for the entire African continent. This follows the completion in July 2013 of the last phase of the project for the following 14 African countries: Benin, Comoros, Côte d’Ivoire, Djibouti, Equatorial Guinea, Eritrea, The Gambia, Guinea-Bissau, Liberia, Kenya, São Tomé and Príncipe, Sierra Leone, Swaziland, and Togo. Statistical data for all 54 African countries are now available to all users.

130812-pmwj14-open-data-africaIn addition to social and economic statistics, data on key development topics such as climate change, food security, infrastructure, and gender equality can be accessed by researchers, analysts and policymakers worldwide. The Open Data Platform is part of the AfDB’s Africa Information Highway initiative to scale up the collection, management, analysis, and sharing of quality statistics relating to the continent’s development.

This ambitious initiative sees the establishment of live data links between the AfDB, National Statistical Offices, Central Banks and line ministries in all African countries on the one hand and sub-regional organizations, international development institutions, and a worldwide community of users on the other. By providing quality data aligned to the highest international statistical standards, the initiative will foster evidence-based decision making, good governance and public accountability. It will also allow for the tracking of progress in areas such as the Millennium Development Goals at both national and regional levels.

International development agencies, including the IMF, will be uploading and regularly updating their statistics on African countries onto the AfDB’s Open Data for Africa Platform. The Platform will function as a central hub for data-sharing with international development partners. In addition, the IMF and AfDB have formed a partnership to provide joint technical assistance to African countries to assist in their data submission and reporting.

The Open Data Platform takes statistics to a whole new level. Users can visualize time series development indicators, perform comprehensive analysis at country and regional levels, utilize presentation-ready templates or create their own visuals, blog, share their views and work with others. The website also provides new users with an introductory video on how maximize their use of the Open Data Platform, tailored to their own specific needs.

The AfDB initiative is expected to revolutionize the collection, analysis and sharing of information on Africa and so bring the continent to the forefront of the global information economy.  For more information, go to http://www.afdb.org/en/knowledge/statistics/open-data-for-africa/

The African Development Bank (AfDB) is a regional multilateral development finance institution established in 1964 to mobilize resources towards the economic and social progress of its Regional Member Countries. Headquartered in Abidjan, Côte d’Ivoire, the Bank promotes economic and social development in African states, providing financing for programs and projects across the continent.  For more information, visit www.adbg.org.

Source: African Development Bank

APM announces 2013 Awards Finalists in UK

PM PROFESSION NEWS 

11 August 2013 – London, UK – The Association for Project Management (APM) has announced the finalists for the APM Project Management Awards 2013, practitioners and projects from a wide spectrum of organisations including B&Q, BBC and DHL. The 2013 APM award winners will be announced and honored at the APM Awards dinner on 4 November at the London Hilton on Park Lane.

130811-pmwj14-award imageTo mark the 10th anniversary of the iconic awards trophy, brand new judging criteria was introduced to recognise the broadening range of possibilities and achievements within project management.  Testament to increasing the scope of the APM Awards is having DIY retail giant B&Q Plc competing for Project Management Company of the Year alongside more familiar names such as Moorhouse and Turner & Townsend.

Another new name to the awards; the BBC are recognised in the Programme of the Year; The W1 Programme, which delivered a state of the art creative hub in the centre of London as the new home of the corporation. Sponsored by Program Framework, this category also features Royal Mail’s London Programme and the Reading Station Area Redevelopment (Key Output 1) by Network Rail.

The largest owner and operator of rail infrastructure in Great Britain also feature in the Project Professional of the Year category with Network Rail’s Steve Green competing alongside William Roe from Dean and Chapter Canterbury Cathedral and Simon Addyman from London Underground Limited.

DHL Supply Chain, the first logistics organisation in the UK to gain APM Corporate Accreditation, have employee Martin Monaghan in Young Project Professional of the Year. Martin will be up against Systems Engineering & Assessment Ltd’s Benjamin Webb and Amit Parekh from BT for the QA-sponsored award.

Along with Project Management Company of the Year, Turner & Townsend have another two chances of getting their hands on a much-coveted trophy. The global programme management and construction consultancy have two entries in Project of the Year sponsored by QinetiQ. Their Redevelopment of Liverpool Central Library and Archive project and Bombardier Cseries Facility line up with the Radar Replacement Programme from NATS.

The Shell-sponsored HSSE (health, safety, security and environment) Award this year sees competition from Sellafield Ltd’s Pile Fuel Cladding Silo (PFCS), BAE Systems Maritime Naval Ships for their Safety 1st program and Expro Group’s Subsea Safety Systems Investment Program.

Vying for the newly named Social Project of the Year, sponsored by Project magazine, will be EC Harris LLP for the construction of a new £20m special educational needs school and short break centre in the London Borough of Brent. They will be up against the East Sussex Waste Collection Partnership, who achieved significant savings on the combined waste collection costs of the four partner councils, and the Adult Work Placement Programme from BT (Openreach) which enhanced the skills of long term unemployed people in order to prepare them for employment opportunities.

BT round off a successful year in the APM Awards with Raymond Fullerton being their third entry in the Geoffrey Trimble Award category. Recognising the best Masters post-graduate dissertation, this year’s shortlist also includes Shane Forth from AMEC and Northumbria University’s Lars-Henrik Henriksson.

BAE Systems are once again sponsoring the entire academic awards section as they are partnering the profession in ‘advancing project management professionalism through education’. Alongside the Geoffrey Trimble Award, trophies will be handed out for the Herbert Walton Award and the Brian Willis Award for the year’s highest mark gained in an APMP exam.

Other awards to be presented on the night include the BNFL award and the prestigious Sir Monty Finniston Award, which is the equivalent to a ‘lifetime achievement’ award recognising those who have contributed significantly to the profession.

The APM Awards ceremony on 4th November is set to be a night to remember as it takes place at the stunning London Hilton on Park Lane. Make sure you don’t miss out on what is set to be the most anticipated event of the year by booking your place today at http://www.apm.org.uk/node/138323.

See the complete shortlist of the APM Project Management Awards 2013 finalists

Founded in 1972, the APM is a registered charity in the UK with around 19,500 individual and 500 corporate members.  APM’s mission is: “To develop and promote the professional disciplines of project and programme management for the public benefit.”   The APM is dedicated to the development of professional project, programme and portfolio management across all sectors of industry and beyond. APM, with branches throughout the UK and in Hong Kong, is the UK national representative in the International Project Management Association (IPMA).  More information at http://www.apm.org.uk

Reference websites in this article:

http://www.apm.org.uk/Awards

http://www.apm.org.uk/2013Sponsors#PROGRAM

http://www.apm.org.uk/news/logistics-company-demonstrate-commitment-project-professionalism#.UgQNkD-aaV4

http://www.apm.org.uk/2013Sponsors#QA

http://www.apm.org.uk/2013Sponsors#QINETIQ

http://www.apm.org.uk/2013Sponsors#SHELL

http://www.apm.org.uk/2013Sponsors#PROJECT

http://www.apm.org.uk/2013Sponsors#BAE

http://www.apm.org.uk/2013Sponsors#BNFL

http://www.apm.org.uk/node/147992

http://www.apm.org.uk/node/138323.

Source: Association for Project Management

Project to provide Low-Cost Energy in Africa’s Great Lakes Region

PROGRAM/PROJECT NEWS 

10 August 2013 – New York, NY, USA – The World Bank has announced approval of $340 million for a hydroelectric project that aims to benefit 62 million people in Burundi, Rwanda and Tanzania – part of a Great Lakes regional initiative inaugurated by the Bank’s President and United Nations Secretary-General Ban Ki-moon during their first-of-a-kind joint visit to the region in May.

130810 - pmwj14 - hydropower plant imageThe Regional Rusumo Falls Hydroelectric Project, which has a total cost of $468 million and an eventual 80 megawatt generation capacity, will boost reliable power supply to the electricity grids of the three countries, reduce electricity costs and promote renewable power.  It will also spur job-led economic development and pave the way for more dynamic regional cooperation, peace and stability among the countries of the Nile Equatorial Lakes (NEL) sub-region in east Africa, the Bank stated in a news release.

“This landmark project will have transformational impact, bringing lower-cost energy to homes, businesses, and clinics in Burundi, Rwanda and Tanzania,” says Colin Bruce, Director, Strategy, Operations and Regional Integration. “By connecting grids, people and environmentally sensitive solutions, the project will help to catalyze growth and to encourage peace and stability in the sub-region.”

The project is the first operation under the World Bank Group Great Lakes Regional Initiative, which was inaugurated during the visit by Mr. Ban and World Bank Group President Jim Yong Kim in May. The joint visit was in support of a UN-brokered peace agreement signed earlier this year aimed at ending the cycles of conflict and crisis in the Democratic Republic of the Congo (DRC) and to promote economic development in the region.

In 2011, the Bank helped to provide electricity to an additional 1.4 million people in African countries; construct and repair some 6,640 kilometres of roads; and improved water supplies for more than 8 million people.

“The Rusumo Falls Hydroelectric Project takes a regional approach to tackling sub-Saharan Africa’s power crisis, providing low-cost, clean, renewable energy to people in Burundi, Rwanda and Tanzania,” says Jamal Saghir, World Bank Director for Sustainable Development in the Africa Region. “The new power plant signals the Bank’s commitment to keeping the lights on across the African continent, necessary for achieving growth, ending poverty and boosting shared prosperity in the region.”

More about this project can be found at http://www.worldbank.org/projects/P075941/nelsap-regional-rusumo-falls-hydroelectric-multipurpose-project?lang=en&tab=overview.

The World Bank Group is one of the world’s largest sources of funding and knowledge for developing countries. For more information, please visit www.ifc.org, www.worldbank.org, and www.miga.org.  Since 1947, the World Bank has provided financing for more than 11,000 projects in over 100 countries.  To learn more about IBRD projects, visit http://web.worldbank.org/WBSITE/EXTERNAL/PROJECTS/0,,contentMDK:21790401~menuPK:5119395~pagePK:41367~piPK:51533~theSitePK:40941,00.html

The United Nations is an international organization established in 1945 to facilitate cooperation in international law, international security, economic development, social progress, human rights, and world peace. Currently with 193 members states, the UN and its specialized agencies meet regularly throughout the year. The UN Headquarters is in New York City, with other main offices in Geneva, Nairobi, and Vienna. More information can be found at http://www.un.org/en/

Source: United Nations

APM Body of Knowledge 6th Edition available in eBook

PM PUBLISHING NEWS 

9 August 2013 – London, UK – The Association for Project Management (APM) has announced that the APM Body of Knowledge 6th edition is now available as an e-book from Amazon.  The sourcebook for all aspiring, new and experienced project professionals can be read on most tablets and e-readers, not just Kindle. Simply download the free app to read Kindle e-books on most Android and Apple devices.

apm-BOKThe e-book is delivered almost instantaneously, so there is no waiting around for your publication to arrive through the post. Once you have your APM Body of Knowledge e-book you don’t have to worry about it taking up valuable space on your shelf – it is stored directly on your tablet. This means you can take your APM Body of Knowledge anywhere you go as it is portable making it incredibly easy to access.

The APM Body of Knowledge 6th edition has been completely refreshed and represents the full breadth of professional disciplines of project, programme and portfolio management. Exploring this range of information is made easier with an e-book as all of its content is searchable. You can easily search for any details in an e-book, rather than rummaging page after page of a physical publication.

The APM Body of Knowledge 6th edition, launched at the APM Conference last year, provides the foundation for the successful delivery of projects, programmes and portfolios across all sectors and industries. Written by the profession for the profession it offers the key to successful project management and is an essential part of the APM Five Dimensions of Professionalism. It is a scope statement for the profession offering common definitions, references and a comprehensive glossary of terms.

Highlights of the APM Body of Knowledge 6th edition include:

  • Fully refreshed and updated content increasing coverage to 69 sections from 52 therefore widening the knowledge of project professionals
  • Increasing the breadth of content by incorporating project, programme and portfolio management across all sections
  • New flexible, functional structure that allows new and emerging principles, tools and techniques to be accommodated as the profession develops and grows

The book is supported by the APM Body of Knowledge+ a collaborative and revolutionary online knowledge resource developed by the community for the community becoming the one-stop shop for project professionals. The APM Body of Knowledge+, which can be accessed by APM members via the APM website, supports everyone engaged in projects, programmes and portfolio management. We invite everyone to develop this resource by suggesting new ideas or updating existing ones.

Founded in 1972, the APM is a registered charity in the UK with around 19,500 individual and 500 corporate members.  APM’s mission is: “To develop and promote the professional disciplines of project and programme management for the public benefit.”   The APM is dedicated to the development of professional project, programme and portfolio management across all sectors of industry and beyond. APM, with branches throughout the UK and in Hong Kong, is the UK national representative in the International Project Management Association (IPMA).  More information at http://www.apm.org.uk

Reference websites:

http://www.apm.org.uk/BOK6

http://www.knowledge.apm.org.uk/bok-splash

http://www.amazon.co.uk/dp/B00DL1DBD8

http://www.amazon.co.uk/gp/feature.html?ie=UTF8&docId=1000425503

Source: Association for Project Management

Jacobs to provide Project Management Services for Doha Metro Red Line Project in Qatar

PM INDUSTRY NEWS

8 August 2013 – Pasadena, California, USA – Jacobs Engineering Group has announced that it has received a contract from Qatar Railways Company (QRC) to provide Project Management Consultancy (PMC) services for the Red Line (North and South) of the Doha Metro project.  Officials did not disclose the contract value, however noted that the total construction value of the Doha Metro project is estimated to be $36 billion.

The Red Line is within phase one of the Doha Metro Project and represents a significant stage of Qatar’s Integrated Rail Project. Phase one involves 58 miles of track to include the Red, Green and Gold lines. The four lines of the Doha Metro (Red, Green, Blue and Gold) are designed to connect major sites in Qatar linking the north, south and west of the capital. The entire network is anticipated to cover approximately 134 miles and include 100 stations.

130808 - PMWJ14 - Jacobs - doha metroJacobs is managing the delivery of the underground works for the Red Line, 16 miles running from Mesaieed in the South through the Center of Doha to Al Khor in the North. The line also branches to the New Doha International Airport to serve the city’s growing population as well as visitors; such as those expected to travel to Doha for the FIFA 2022 World Cup.

Working as an integrated project team with Qatar Rail’s project staff, Jacobs is providing project management and engineering services for the underground sections of the Red Line. The construction of phase one is anticipated to be completed by 2019.

In making the announcement, Jacobs Group Vice President Bob Duff stated, “This award provides us with the opportunity to further develop our relationship with the Qatar Railway Company. We look forward to bringing our global infrastructure capabilities and PMC resources together to deliver this important project, and to continuing our support of QRC in the long term delivery of their Integrated Rail Project.”

Jacobs Engineering Group Inc.(NYSE: JEC) is one of the world’s largest and most diverse providers of professional technical services. With annual revenues of over $10 billion, Jacobs offers full-spectrum support to industrial, commercial and government clients across multiple markets.  Services include scientific and specialty consulting as well as all aspects of engineering, construction, operations, maintenance and project management. Based in Pasadena, California, USA, Jacobs has more than 200 offices in over 25 countries. More at http://www.jacobs.com/

Source: Jacobs Engineering

Hill International to Provide Program Management Services for $1.8B Salt Lake City International Airport Terminal Redevelopment

PM INDUSTRY NEWS

7 August 2013 – Marlton, New Jersey and Salt Lake City, Utah, USA – Hill International has announced that it has received an on-call contract from the Salt Lake City Department of Airports (SLCDA) to provide program management support services at Salt Lake City International Airport. The contract has a five-year base term and five one-year option terms.

130807 - Hill news - SLC terminalSalt Lake City International Airport serves 20 million passengers annually and ranks as the 26th busiest airport in the United States. SLCDA is embarking on an eight-to-ten-year, $1.8 billion Terminal Redevelopment Program (TRP). The TRP involves construction of new facilities, rehabilitation of certain existing structures and construction of improved roadways and associated infrastructure at Salt Lake City International Airport.

“We are honored to have been selected for this contract and we look forward to supporting the Airport’s program management needs,” said Michael B. Smith, Hill’s Senior Vice President and Western Regional Manager.

Hill International (NYSE:HIL), with 3,300 employees in 110 offices worldwide, provides program management, project management, construction management, and other construction project services.  For more information, visit www.hillintl.com.

Source: Hill International

Wideman Project Management Website updates announced for August 2013

PEOPLE NEWS

5 August 2012 – Vancouver, BC, Canada – Max Wideman has announced updates to his popular project management website.  According to Max:

max widemanThis month, Our Guest Roger Parish presents A Recommended Solution for the issues identified in Part 1 of his paper. In Musings this month we take aim at Motivating Your Project Team – an ill-informed discussion on LinkeIn.

Our Book Reviews Set #3 in Papers first describes Book 1 Paul C. Dinsmore & Luiz Rocha’s important and enlightening work on Enterprise Project Governance: A Guide to the Successful Management of Projects Across the Organization.

Book 2 discusses Larry Richman’s Improving Your Project Management Skills (2nd Edition), while Book 3 reviews John N. Morfaw’s Project Sustainability: A Comprehensive Guide to Sustaining Projects, Systems and Organizations in a Competitive Marketplace.

If you are looking for answers, guidelines or templates, check out Max’s Issacons – “Issues and Considerations” – that are presented in bullet form for quick and easy reference by project managers.

Have you seen Max’s book A Management Framework for Project, Program and Portfolio Integration?  For information or to order a copy, visit http://www.maxwideman.com/papers/framework_book/intro.htm.  Do you have a project management question? Find the answer at: http://www.maxwideman.com.

Max Wideman is one of the world’s best-known project management authorities. An engineer and professional project manager, his experience includes systems, social and environmental projects, as well as design and engineering projects. He is a Fellow of the Project Management Institute, of which he is past president and chairman and for which he led the development of the 1987 version of the Project Management Body of Knowledge. He is also a Fellow of the Institution of Civil Engineers (UK), the Engineering Institute of Canada, and the Canadian Society of Civil Engineering.

His personal web site at http://www.maxwideman.com is a source of superior project management knowledge and information. It is free to the public.

Source: Max Wideman

American Academy of Project Management and Direct Leadership Institute announce new certification for Oil and Gas Project Managers

PM EDUCATION NEWS

5 August 2013 – Washington, DC, USA and Accra, Ghana – The American Academy of Project Management (AAPM ®) Board of Standards and the Governing Council of the Direct Leadership Institute, Ghana have announced the commencement of a partnership for the administration of AAPM’s Certified Oil and Gas Project Manager (COG-PM) for the petroleum industry.

130810-pmwj14-aapm logoThe Certified Oil and Gas Project Manager certification is a program of the American Academy of Project Management ® (AAPM®), an organization based in the United States and recognized in over 150+ countries via 800 training providers, universities, colleges and business schools.

The Direct Leadership Institute (DLI) based in Ghana will serve as the Global Strategic Partner and Administrator of the COG-PM certification in Africa and other regions. In conjunction with the AAPM and the African Project and Program Management Board, DLI organizes the African Project and Program Management Conference (APPMC) hosted yearly in Ghana.

Chief Executive Officer of the American Academy of Project Management (AAPM), Prof George Mentz said:  “The complexity and dynamics of the oil and gas industry needs competent and certified executives to drive the industry effectively and efficiently with the necessary skills and certifications; hence the need for the Certified Oil and Gas Project Management Certification.”

President of the Direct Leadership Institute, Dr. Donald Agumenu said: “After a five- day intensive certification class, successful candidates are awarded the COG-PM designation by the American Academy of Project Management.”

“This executive globally customized project management program would deepen participants’ understanding of the dynamics of oil and gas project management, governance and leadership in the industry,” Dr. Agumenu added. “It also strengthens participants’ leadership in giant and complex projects, program and portfolio management, project financing, project sustainability, managing cost and stakeholder interests in the oil and gas industry.”

Dr. Agumenu, who is also a Global Honourary Adviser for AAPM also said: “Competent, qualified and certified project managers are stronger performers and their projects are more likely to be successful. This translates into increased efficiency, improved organisational alignment and financial savings.  Salaries for certified project managers are rising.”

Information about AAPM can be found at http://www.projectmanagementcertification.org/

For more information, contact appmcletters@gmail.com.

Sustainability in Project Management Workshop to be featured at the IPMA World Congress 2013

PM EDUCATION NEWS

4 August 2013 – Zagreb, Croatia – Organizers of the 27th IPMA World Congress on Project Management have announced a new workshop, Sustainability in Project Management, to be offered on October 3rd at IPMA’s 2013 congress.  The 27th IPMA World Congress, under the title “Finding Balance and Moving Forward,” will be held from 30 September to 3 October 2013 at one of the most beautiful venues on the Adriatic Sea, the Valamar Resort Babin Kuk in Dubrovnik, Croatia.  Information at http://www.ipma2013.hr/.

the-p5-conceptThe workshop titled “Infusing Project Management with Sustainability using the P5 Concept.” will provide participants with the ability to view their projects, processes and resulting products through a sustainable lens to help in decision making, risk mitigation, and benefits realization using the GPM® P5™ concept and impact assessment.

The key learning objectives for the workshop will include:

  • Understanding what is driving sustainability in organisations
  • How sustainability and projects converge
  • How to measure projects against 40+ sustainability criteria to support GRI and UN Reporting
  • How to use sustainability to increase project maturity and strengthen Project Portfolio Management

The workshop is being delivered by GPM Global, a US-based Project Management Professional development organization that specializes in sustainability. The workshop will feature elements from PRiSM Practitioner, the first Sustainability in Project Management training course to gain acceptance into the IPMA® Registration System. Presenters will include Joel Carboni, Monica Gonzalez and Brian Cracknell.

Joel Carboni, Director of Standards at asapm, IPMA-USA, and President of GPM Global, stated “As companies are being challenged to align project governance to contribute to and ultimately drive sustainability efforts. The impact assessment that we will be teaching as a part of this workshop will provide insight on how to start closing the gap. Also, we are fortunate to be contribuors to the 2013 UN Global Compact Leader’s Summit which will just have concluded giving us the ability to immediately share what we learn.”

The 27th IPMA World Congress in Dubrovnik is being organized by IPMA and CAPM (the Croatian Association for Project Management – www.capm.hr), with the Civil Engineering Faculty of the University of Zagreb  www.grad.unizg.hr,  the International Cost Engineering Council (ICEC) – www.icoste.org and the “Baltazar Adam Krčelić” College of Business and Management (www.vspu.hr ) as co-organizers.  The Chair of the 27th IPMA World Congress in Dubrovnik is Mladen Radujković. The congress program director is Mladen Vukomanovic.  Visit the 2013 congress website at http://www.ipma2013.hr/.

Founded in 1965 and registered in Switzerland, International Project Management Association (IPMA) is the oldest global project management professional organization. IPMA is an international federation of more than 50 national project management societies in Africa, Asia, Europe and the Americas.

The IPMA World Congress is one of the largest and most important gatherings of project management authorities and leaders each year. The president of IPMA for 2013-2014 is Mr. Mladen Radujkovic. For more information visit www.ipma.ch

Source: IPMA

Registration Open for 25th International Integrated Performance Management Conference in November

FUTURE EVENT NEWS

2 August 2013 – The College of Performance Management (CPM) has announced that registration is now open for the 25th Annual International Integrated Program Management (IPM) Conference in November.  This year’s big earned value management (EVM) event will be held during 18-20 November 2013 at the Bethesda North Marriott Hotel & Conference Center in Bethesda, Maryland, USA. Information is at http://ipmconference.org/.

ipm-2013
With the theme of “Finding Opportunities”, the 2013 IPM Conference will provide an opportunity to learn about project performance techniques, including EVM. The conference provides training, current topics from practicing professionals, access to world leaders in project performance management, networking and the latest in software and consulting to help make programs more successful.

Exhibition opportunities are available, contact ExecAdmin@mycpm.org.

Event organizers are still looking for presenters and speakers, so if interested consider submitting an abstract or proposal. Speaker requirements can be found at http://www.ipmconference.org/speakers

The annual International IPM Conference is jointly organized by CPM, the International Cost Estimating and Analysis Association (ICEAA) and the National Defense Industrial Association (NDIA).  It is often the largest earned value-related conference in the world each year.  The conference website is at http://ipmconference.org/.

CPM is an international, non-profit professional organization dedicated to the disciplines of earned value, performance measurement and project management.  CPM assists the earned value professional and project manager in professional growth and promotes the application of earned value management. CPM is a growing body of professionals dedicated to managing projects on time and on budget.  For more information, visit www.mycpm.org.

Source: College of Performance Management