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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.

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.

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.

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.