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Welcome to the August Edition of the PM World Journal

David Pells,

Managing Editor

Addison, Texas, USA
________________________________________________________________________

Welcome to the August 2013 edition of the PM World Journal (PMWJ), the 13th edition of one of the world’s leading resources 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 39 authors in 16 different countries.  An additional 40+ news articles about projects and project management around the world are included. A total of 27 countries are represented by authors or subjects of the PMWJ contents this month.

Call for Papers – Invitation to Share Knowledge

As in most months, I want to start with an invitation to our readers to share your knowledge, one of the main objectives for this global publication.  We are constantly 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 that you want to share with the world, consider submitting a ‘Featured Paper’, ‘Student Paper’ or ‘Case Study’.  If you are an expert, consultant or executive with a solution to share, send us an ‘Advisory’ article for the next edition.  We publish a wide variety of articles and papers, case studies and reports, book reviews and news stories.  Share knowledge and gain some visibility for you or your organization; publish an article in the PMWJ.  Contact [email protected].

In This Edition

9 authors in 7 countries have contributed Featured Papers this month.  Professors Vladimir Voropajev and Jan Gelrud in Russia have submitted another paper, this one titled “Cyclic stochastic alternative network models for project management.” Professors Eric Wright in Colorado and Mohamad Hoummoud in Lebanon have teamed up to author “4 Simple Steps to Becoming a Better Project Leader.” Bob Prieto, Senior Vice President at Fluor Corporation in the USA, has authored another paper titled “Managing the Planning Fallacy in Large, Complex Infrastructure Programs.”  Dr. O. Chima Okereke, Nigerian project management expert living in the UK, has authored “A Critique of the Risk Management Strategy in a major Government Programme in a Developing Economy: The Nigerian Electricity Privatisation Programme.”  Helgi Thor Ingason, Eirikur Gestsson and Haukur Ingi Jonasson in Iceland have authored “The Project Kanban Wall: Combining Kanban and Scrum for Coordinating Software Projects.”  These are all serious papers; we hope they are interesting and useful to readers.

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About the Author

flag-usadavid-pellsDAVID 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.  David was awarded PMI’s Person of the Year award in 1998 and Fellow Award 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 [email protected].   For more, visit www.pmworldjournal.net and www.pmworldlibrary.net.

Some implications of a changing world for the management of projects

SECOND EDITION

By Alan Stretton, PhD

Sydney, Australia
________________________________________________________________________

ABSTRACT

This paper is concerned with identifying a variety of changes and/or trends which have occurred in the world at large over the past couple of decades, and with charting the implications of these changes/ trends for the management of projects.

Much of this material comes from existing publications, particularly in the project management field, so that it appears to represent relatively recent “cause-and-effect” recognitions, which it is hoped may be useful in their own right.

A second purpose of this paper is to illustrate how these types of “cause-and-effect” charts may encourage and/or help people working in project management to develop their own insights into how their particular concerns in a continuing changing world could impact on the management of their projects.

INTRODUCTION

This paper has a quite a long pre-history. At the 1994 PMI Seminar/Symposium in Vancouver, the Standards Committee sponsored a working session on “Some implications of a changing world for the management of projects”. I had drafted a cause-and-effect “road map” (perhaps a misnomer for such a draft document), which was the principal document for facilitating this working session. This initial road map was developed substantially from materials already in the project management literature about trends in project management, and partly from relevant materials in the more general literature (with of course my personal interpretations of both). The fifteen participants in this working session freely critiqued this road map, and brought up many issues which had not been covered. Overall, it proved to be a stimulating session.

Over the next few years, I further developed and expanded this road map into several precedence-type charts, which incorporate issues deriving from the working session, and further contributions from the project management and wider literatures. From time to time I discussed these materials with my mature aged students in the Master of Project Management (MPM) course at the University of Technology, Sydney (UTS), and benefited further from their input.

These efforts produced what appeared to me at the time (the late 1990s) to be potentially worthwhile contributions to the project management literature. However, for reasons which I cannot recollect, I did not elect to publish them. I have now revisited these efforts, and have done some further reading of more recent relevant publications. Although my reading was far from exhaustive, it appeared to me that there has not been quite as much written in the past decade directly on cause-and-effect matters in project management as in the previous decade.

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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. This paper was originally published in the PM World Today eJournal in January 2011; it is republished here with the author’s permission.


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 [email protected].

Generosity Skills for the Complete Project Manager

PM ADVISORY

By Alfonso Bucero 

Madrid, Spain
________________________________________________________________________

Project manager generosity is a scarce commodity. As projects grow harder and meaner, generosity becomes even scarcer. As generosity becomes scarcer, it becomes more valuable. As a project manager needs to influence, it takes a long term perspective: generosity is all about self-interest in long term. It helps a lot to build willing partners, supporters and allies in your projects.

You, as a project manager, should use influential generosity that I would like to distinguish by four characteristics: customized, earned, measured and requested. I believe that these characteristics count because they maximize the chances of the generosity being valued and reciprocated. When we follow the right principles, we can acquire allies and supporters who will help us when we need help.

Let me give you an example that will show how to be generous effectively: When working at a multinational company, as a project manager, a senior manager wanted me to move into his department. I did not know him very well, although he appeared to be supervising and sponsoring some interesting projects. I was managing a critical project in my department and was not very interested in listening to her overtures. The truth was that I had a lack of time to do other tasks. Eventually, he persuaded me to deliver a small presentation to his team on my current project. It was a chance to show off; it was easy to do and I was allowed to pick the time and place for the presentation (easy give). And I was being set up without knowing it.

At my presentation everybody was very kind and flattering. A few days later, a box with a high quality bottle of wine arrived on my desk: the senior manager had done his homework and had even found out which wine brand I liked most. I rarely bought it because it was very expensive. That detail matched on three of the four characteristics of generosity:

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About the Author 

alfonso-buceroflag-spainAlfonso Bucero 

Madrid – 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 [email protected].

A New Construction Contract for the 21st Century: Dispute Resolution

SERIES ARTICLE

By Keith Pickavance

London, UK
________________________________________________________________________

Introduction

In this, the penultimate article on the advantages of the CIOB’s new Complex Projects Contract (CPC2013), we look at the provisions for dispute avoidance and resolution. Those who recognize the inevitability of uncertainty in complex projects are perfectly at ease with the proposition that claims are a natural part of the contractual mechanism. But most would agree that the goal must be to reduce their frequency, to make their settlement less contentious, to reduce the cost and possibility of injustice and to shorten the dispute settlement period, wherever possible. Standard form contracts should thus provide that differences of opinion arising during the Contract should not be allowed to remain unresolved until it is too late to do anything about them other than compensate the injured party, but that they should be brought to the fore immediately and resolved privately, if possible.

All construction and engineering standard forms of contract contain some provision for resolving disputes and most have an escalating process, but none previously available has achieved the quick, cheap and effective settlement process all agree is required.

Adjudication

FIDIC anticipates adjudication by a Disputes Adjudication Board (“DAB”), which may comprise one or three adjudicators, to which either party may refer a dispute, but the DAB may only be jointly consulted for an opinion. The DAB is not required to decide any issue in less than 84 days and may take longer, with the agreement of both parties. Unless disputed, the DAB’s decision is final and binding within 28 days. However, unless edited according to the suggestions in the FIDIC 2013 revision, if the DABs decision is not accepted it cannot be referred directly to Arbitration but must first go through a process of amicable settlement and any “notice of dissatisfaction” must be also be submitted to the DAB, for a further decision (within a further 84 day period).

Adjudication can be a statutory procedure, required by law, or, in states which do not provide for it or where for other reasons it is inapplicable, it can be required by contract. CPC2013 (and many standard forms of contract including JCT and NEC3, but not AS4000 and A201) contains provision for private dispute resolution by Adjudication. Under most forms of contract adjudication is by a single adjudicator. However, under the rules of interpretation of CPC2013, contractual adjudication can be before one or any number of adjudicators, and can be in accordance with any chosen rules, although, by default, if none is chosen the rules are those of the UK statutory scheme.

Under CPC2013, only one notice of adjudication may be given in respect of a dispute. This prevents “shopping around” for adjudicators.  If the referral is not served it lapses, and the dispute may not then be referred to adjudication again.

Unfortunately, even though statutory adjudication is supposed to be completed within 28 days, it rarely is, and because it can be commenced “at any time” it is common practice for adjudication (as it is with arbitration and litigation) to deal with many claims after the contract has been completed, leading to protracted dispute resolution about compensation for unmanaged risk after the event rather than helping risk to be managed when it occurs.

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Editor’s note: This article is one 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 [email protected]

Risk Doctor Briefing: Ten Years On – What’s Changed?

SERIES ARTICLE

Dr David Hillson FIRM, HonFAPM, PMI Fellow

UK
________________________________________________________________________

The Risk Doctor brand was launched ten years ago, in July 2003, and we’ve been looking back to see what’s changed since then. While there have been definite improvements, some things remain depressingly similar.

Let’s look first at the improvements:

  • Scope. Risk management used to focus only on technical threats to time and cost in major projects. Now we use the risk process to identify opportunities alongside threats. We assess impact against other project objectives as well as schedule and budget. We use a Risk Breakdown Structure (RBS) to consider multiple sources of risk, not just technical risks. Risk management is applied across the business, not just on projects. We are also starting to consider a wide range of uncertainties that might affect outcomes, not just uncertain events.
  • Integration. This has improved in two ways. We used to keep risk management separate from overall management of the project or the business, but now risk-based decision-making is increasingly common. We’ve also learned how to manage risk at various levels in the organisation, developing a truly enterprise-wide approach to risk management.
  • Software. The first Risk Doctor risk register was produced using dBase III, and we did Monte Carlo simulation using paper-tape to control a program running on a water-cooled mainframe! Today’s risk tools are cheap, fast and reliable, with powerful functionality and great user interfaces.

Unfortunately however, some things have not changed much from the early days. These unwelcome similarities mostly relate to the culture surrounding risk management in today’s project and business environment. Two aspects of this are common:

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About the Author

flag-ukDavid-HillsonDr. 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 [email protected].

IPMA Education & Training Series: Comparing PM Certifications: Which Is Best For You?

SERIES ARTICLE

By Stacy Goff

Colorado, USA
________________________________________________________________________

Foreword

In the world of project management there is an integral link between education/training and the attainment of certification.

A wide range of organizations offer certifications in the practice of project and programme management. Some are niche offerings; some are from professions that involve PM, but specialize in other disciplines. Many certifications are enterprise or government adaptations, beginning with professional association offerings, modified to meet specific organizational needs. A few are mainstream offerings by dominant professional associations or organizations.

The selection of a meaningful PM certification should be an easier decision than it is today. That decision depends on many factors, including the strength of the certification, and its popularity. While an individual may understand one’s own personal or organizational needs, finding the comparative information needed to select the certification that best maps to those needs can be a challenge.

Some certifications test knowledge, others assess competence. A few assess performance; so even the assessment scope and methods can be confusing! But for all, a few essential criteria are the key to understanding the fit of a PM certification for your needs. And what might those criteria for evaluating PM certifications be? Here are our suggestions:

  1. Prerequisites
  2. Breadth of Coverage
  3. Rigor of Assessment

For each criterion, we will rely upon, cite and apply the published and accepted research of others.

Introducing the Certification Effectiveness Cube

It should be clear that design choices made in the development of a certification programme, such as the intended effectiveness of the certification, are the key to its relevance to your requirements. The criteria mentioned above reflect three dimensions of any certification programme’s strength, and together, they form the three faces of a Certification Effectiveness Cube, shown…

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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

flag-usastacy-goffStacy Goff

Colorado, USA

STACY A. GOFF, the PM Performance Coach, is President of ProjectExperts®, a USA-based, global practice that provides Programme and Project Management coaching, consulting, tools and training. A Project Management practitioner since 1970 and consultant since 1982, he has been a strong, contributing member of PMI® since 1983. He is a co-founder and President of asapm, IPMA-USA, the American Society for the Advancement of Project Management, and current Vice President of Marketing & Events for IPMA, the International Project Management Association.

Goff’s interest in project and programme competence, effectiveness and performance began when he set up a PM Competency Center in a nuclear power plant in the early 1980s. It continued with engagements in the 1980s and 90s that helped organizations assess and improve their project and programme performance. Today, he continues his interest in individual, project team, organization, national and global PM performance. For more about Goff, see: http://projectexperts.com/about-us/principals-bio-stacy-goff/.

Enterprise Project Governance: Project Portfolio Management: Achieving the Right Combination of the Right Projects

SERIES ARTICLE

How to Manage Projects Successfully Across the Organization

By Paul Dinsmore & Luiz Rocha

Rio de Janeiro, Brazil

________________________________________________________________________

An organization can be seen as a portfolio of projects. Although most organizations possess a major component of operational “business as usual” activities, the growing number of project initiatives demands major time from top executives and managers.  So the view of a company as a “portfolio of projects” makes perfect sense for achieving the goals set by an organization. That’s how organizations keep up with the demands heaped upon them by racing evolution and pile-driving external pressures — by dreaming up and putting into practice projects that meet the needs of company strategy and the cravings of the marketplace.  New projects are the key to staying ahead of the survival curve and ensuring growth and prosperity.

The aggregate results of an organization‘s projects is what constitutes a substantial part of a company’s bottom line. Missions, objectives, strategies and goals are transformed into company-wide programs that translate corporate intentions into actions. Those programs are in turn broken down into projects. Corporate results are then viewed from an aggregate project perspective as opposed to the conventional department template.

Two Views: Strategy Alignment versus Execution

Effective project portfolios naturally mirror the company´s strategic direction.  Good strategy is the bedrock of successful project portfolio management. Subsequently part of portfolio management consists of ensuring that projects remain aligned with the organization´s strategy. Portfolio management, therefore, includes the responsibility for questioning the timeliness of project strategies, and for articulating necessary adjustments.

The other side of managing project portfolios encompasses seeing that projects are implemented in accordance with the priorities, quality, cost, and timelines. For projects to yield the benefit proposed, they have to be executed effectively and efficiently.  In all scenarios, it´s the job of portfolio management to correct situations when things aren´t going right, The solutions range from aborting a project that strays drastically off course, to implementing a recovery approach for a lagging initiative.. Project portfolio management includes looking at competing investment opportunities and prioritizing those that promise the greatest impact on strategic objectives.

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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 President of Dinsmore Associates, 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 18 books, including the AMA Handbook of Project Management. Mr. Dinsmore resides in Rio de Janeiro, Brazil.

luiz-rochaflag-brazilLuiz 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 [email protected].

IRNOP XI conference in Oslo, Norway

REPORT

 By Jouko Vaskimo

Helsinki, Finland

________________________________________________________________________

IRNOP (The International Research Network on Organizing by Projects) XI conference took place in Oslo, Norway, on June 17 … 19, 2013. The conference, a biennial series started in Sweden in 1994, took place at BI Norwegian Business School, and was organized by the Project Management Group under the supervision of Professor Jonas Söderlund and Professor Ralf Müller. The conference theme was Innovative approaches in project management research. BI Norwegian Business School provided an excellent venue for the event, which the participants found appropriately informal and collegial, encouraging active exchange and networking.

bi-norwegian-business-school

BI Norwegian Business School in Oslo, Norway (photos courtesy Jouko Vaskimo)

The conference included plenary sessions and four simultaneous parallel tracks with a total of over 80 paper presentations. The conference was attended by over 150 participants from more than 35 countries, and by some of the most renowned scholars in the field of project management research. The two-day conference was organized for faculty and students from universities from all over the world having an interest in projects, temporary organizations, project organizing and project-based organizations. In addition to the official program, the conference included a comprehensive social program of several receptions, and a Doctoral Student Day for PhD students.

In his opening presentation Professor Söderlund welcomed everyone sincerely to BI Norwegian Business School for the conference. Comparing the preparation for ski jumping to organizing the IRNOP conference, he thanked everyone involved in preparing for and making this conference happen. Subsequent to the two-day event Professor Söderlund was very happy, and commented: ”It was so wonderful to see so many good scholars in Oslo for the IRNOP conference. This was another important step for the future of project management.” Professor Söderlund can be contacted at [email protected] .

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About the Author

flag-finlandjouko vaskimoJouko Vaskimo

Jouko Vaskimo works as Development Manager in charge of project management training portfolio at Aalto PRO, the Professional Development unit of Aalto University in Espoo, Finland. He is also an International Correspondent and Editorial Advisor for PM World in Finland. Jouko graduated from Helsinki University of Technology in 1992. Since then he has held project management related assignments with increasing levels for responsibility at Sinebrychoff Ltd, the oldest brewery in Scandinavia; Kemira Engineering Ltd, the leading chemicals manufacturer Finland; DNA Finland Ltd, a large Finnish mobile phone operator; Nokia Business Infrastructure; and Ixonos PLC, one of the leading Finnish ICT consultancies. Jouko holds the IPMA Level C (Project Manager) and Level B (Senior Project Manager) certificates and is the chairman of the Finnish IPMA Certification Body operating IPMA certification in Finland. He is a member of the Project Management Association Finland Board of Directors and a founding member of PMI Finland Chapter. He received the PMP certificate in 2003. Since October 2007, Jouko has been heading the Finnish delegation to ISO/PC 236 and ISO/TC 258. Jouko resides in Espoo, Finland and can be best contacted at jouko.vaskimo“at”aalto.fi .

UK Project Management Round Up

REPORT

By Miles Shepherd

Executive Advisor & International Correspondent

Salisbury, England, UK
________________________________________________________________________

INTRODUCTION

For many UK residents, we are in the middle of what is known as the ‘Silly Season’ – where little happens, secondary schools are on vacation and the newspapers can find little to talk about.  For those of us concerned with the project world, such frivolities rarely occur and there is still much going on.  July has seen extensive coverage of the PM profession in the quality press, further criticism of government and public sector projects by the House of Commons Public Accounts Committee, particularly the High Speed 2 programme.

On a more positive note, it is now exactly a year since one of the major project related successes took place – the London Olympic Games.  The debate about its legacy rumbles one but there are many useful lessons learned in addition to the financial and social aspects.  Further good news comes from the research world and we also have a reminder of the interconnectedness of major projects. And as always, there are further developments in energy projects.

Press Coverage

We have seen major coverage of project management in two major national newspapers.  First, the Daily Telegraph produced a supplement, sponsored by several big players in the project related commercial sector, with case studies on recent major projects such as the Shard, change management in government,  communications at Heathrow, risk management and the BBC restructuring.  Also commenting was Terry Cooke Davies, well known as a world class researcher as well as an expert in portfolio management and corporate PM.  The supplement was sponsored by PMI in a major investment in raising its fairly low UK profile.  The Association for Project Management was also well represented with comments from APM CEO Andrew Bragg.

Less than a month later, the Times included an independent supplement by Raconteur, a special interest media company with a reputation for addressing a wide range of business issues and trends.  The lead article hit hard on the shortage of project managers and specialist functional specialists such as risk analysts, schedulers and planners.  Special mention was made of APM’s efforts to have project management formally recognized as a profession and the progress to date with an informative interview with APM Chair Mike Nichols explaining the strap line ‘All projects Succeed’. .

Also featured was an interesting interview on women project management with Carol Bell, who played an important role in the Eden Project and is currently the senior principal project manager at the City of London.  There was also discussion of sustainable project management, risk management, recruitment issues and leadership.  Overall, a very good presentation of PM to the business world!

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About the Author

flag-ukMILES-SHEPHERDMILES 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 [email protected].

Project Management Update from Rwanda

REPORT

By Isaac Nyarwaya

International Correspondent

Kigali, Rwanda
________________________________________________________________________

Introduction

In this August issue of PM World Journal, I would like to share with our readers two main updates. First, Rwanda is on a fast path to development and has made great strides on the journey. What excites me are the projects in the pipeline and I thought they are worth sharing. I hope friends out there appreciate the good things that are happening in Rwanda and make a decision to be part of this story in one way or another. Secondly, I would like to share the future plans in relation to project management and make a call to Rwandese in the diaspora and friends of Rwanda to support us in this noble cause.

Let me start with the major projects: 

Sample key projects

Energy Projects: In the month of July 2013, the Government of Rwanda (GOR) signed a Memorandum of Agreement (MOA) with a publicly owned Indian based company, Punj Lloyd Ltd to construct, finance, maintain and operate a peat to power plant in Rwanda. This project is worth USD 371 million and plans to generate 100 megawatts. The project is part of Government of Rwanda objective of attaining 563 megawatts by 2017 as stipulated in the Economic Development and Poverty Reduction Strategy (EDPRS) II.

In a related development, the GOR has signed a Power Purchase Agreement with GigaWatt Global Rwanda Ltd to design, finance, maintain and operate a first-level solar electric generating plant, the first of its kind in East Africa. The project is worth USD 23 million and will generate 8.5 Megawatts of solar energy. A feasibility study has already been completed and the plant is planned to be operational in June 2014.

Railway Project: Another big project that is going to impact hugely on the economies of East African countries is a rail way project connecting Tanzania, Kenya, Uganda and Rwanda. The railway is expected to boost trade in the region as transportation costs for goods are expected to reduce. According to experts, once in place, the railway will have capacity to ferry cargo at speed of up to 80 kilometers per hour. Apparently, it took about 35 days to transport cargo from Mombasa port to Kigali and this project provides solution to infrastructure bottlenecks that still hamper the EAC integration process. The total cost of the project is estimated at USD 5.2 billion and is planned to be completed by 2018.

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About the Author

isaac-nyarwaya-bioflag-RwandaIsaac Nyarwaya

Kigali, Rwanda

Isaac Nyarwaya has worked for the past 12 years in leading international NGOs, United Nations Office for Project Services (UNOPS), United Nations Development Program (UNDP), and telecom projects. He currently coordinates a World Bank-funded Strategic Capacity Building Initiative in Rwanda Development Board. He holds a Bachelors Degree in Management with Distinction from the National University of Rwanda and a Masters in Business Administration (MBA) in Project Management from the Maastricht School of Management. He also has a PRINCE2 (Foundation) Certification and is in process of obtaining PRINCE2 (Practitioner) and PMP certifications. He has been a member of the Project Management Institute (PMI) since 1997. Mr. Nyarwaya is in the process of establishing the Centre for Project Management Excellence (CPME Ltd) in Kigali to conduct project management related consultancy, training, research and publication. He has previously been a visiting lecturer at the Independent Institute of Lay Adventists of Kigali (INILAK). Isaac is committed to promoting professional project management in Rwanda and he dreams of having many certified project managers and a professional project management body in the country one day. As an International Correspondent for PM World, Isaac will be reporting news and information about projects and project management in Rwanda. Isaac Nyarwaya can be contacted at [email protected] or Tel. +250 788312916

Project Management Updated from Douala

REPORT

PROJECT MANAGEMENT: A CRUCIAL ISSUE FOR CAMEROON’S EMERGENCE ACHIEVEMENT

By Marie Eliane Ndjib

International Correspondent & Editorial Advisor

Douala, Cameroon
________________________________________________________________________

ABSTRACT

The changing nature of the world economic trends has led to the development of unequal competitive edges. Sub-Saharan countries have been striving to develop fall-back plans to meet up with the global market demand and sustain internal growth. Project Management is nowadays recognised as a performance enabler due to its holistic approach in taking into consideration political, social, cultural and economic factors to produce shared, long term and measurable outcomes. Cameroon has developed a 25 years vision supported by the realization of great project and programs. The Project Management Knowledge however is just getting into governance culture. There is therefore a strong need to built incentive for project management culture, structure and applied project management to guarantee growth and sustainability in the long run.

This article pictures, in a certain manner, the realities of project management in Cameroon. Its objective is to raise awareness about the need to promote project management as an open door for lasting progress.                                                                                                       

     I.                   INTRODUCTION

The rapid evolution of World economic trends has progressively affected emerging economies. In addition to the global financial crisis, the global socio cultural integration, the rapid technological mutation and environmental changes have been more a threat than an opportunity for growth achievement. The development of more holistic organizational models happens to be an assurance for survival in this global unequal market. How governments sustain growth will then depends on how best they understand, integrate and adapt to environmental factor, socio cultural issues, to develop viable governance systems and create value.

Sub-Saharan African countries have gradually been trying to review their priorities and develop efficient growth models to catch up with this rapidly evolving crusade. In the past 5 years for example, there has been an increase of the GDP from 2,5% in 2009 to 3,8% in 2011 in the African Gulf of Guinea.

Beyond the cultural factor, which is still a barrier for the rapid integration of market’s change, the slow growing economic processes have not been ideal to face the world completion. Cameroon, is not exempted, the country has been suffering from a flat growth since the 90’s financial crisis. Its uneasiness to integrate and implement Breton Wood Institution models, the lack of mastery of key internal development factors have resulted in:

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About the Author

marie-elaine-ndjibflag-douala-cameroonMarie Eliane Ndjib

Douala, Cameroon

Ms. Marie Eliane Ndjib is a dynamic, results-oriented and pro-active professional, with three years of experience in strategic planning and management, and three years of experience in project planning, tracking and controls. Her interest is in helping organizations to improve their performance and optimize the implementation of programs and projects to sustain their strategy and better manage change issues. She is also a trainer on total quality management and project management.  Among recent projects, she has contributed in the development of strategic plans for 3 organizations. She has developed a human resource tracking system for employee performance assessments, planned and implemented a total quality management system, planned and implemented a Lean Six Sigma project, and planned and implemented a management-by-results program in a company.  Marie Eliane has a Bachelor’s degree in Geography from the University of Buea-Cameroon (2009) and a Master’s degree in Project Management (With the PMI-PMBOK approach) from the Panafrican Institute for Development-Central Africa (PAID-CA) (2012).  She expects to have her PMP and MS Project certifications in 2013.  Marie is motivated to modestly participate in the professional development of project management in Cameroon, including the planning for the first National Congress on Project Management in Cameroon.  She wants to help people who are interested in this professional field to better develop their knowledge on Project Management.  Marie Eliane can be contacted at [email protected].

Project Management Updated from Kraków

REPORT

By Artur Bialy

International Correspondent & Editorial Advisor

Kraków, Poland
________________________________________________________________________

Nuclear Power Plant in Poland – possible project of the decade

The plan to build the first nuclear power plant in Poland is a result of many factors, among which the most important is the growing demand for electricity and new environmental requirements.

The Ministry of Economy estimates that by 2030 the demand for electricity will increase by 57% to 202 TWh. Moreover, adopted in December 2008 energy package – atmospheric, ambitious EU climate policy and increasing demand for energy imports coupled with speculative price movements of crude oil and natural gas, and coal make energy from nuclear power becomes a solution which response to these issues. Do not forget also about the impact of future nuclear power plant in the Polish energy security, especially given the uncertainty of the future supply of gas from the eastern direction.

The project to build a nuclear power plant in Poland is likely to start this year with the feasibility study phase.

PAM SUMMIT in Krakow

13 and 14 June Krakow held the international conference, Analysis & Project Management SUMMIT, which, as pointed out one of the speakers, James Archer, will go down in history as the first event so profoundly moving and analyzing the synergies between project management and business analysis. The organizers, the Cracow Branch of PMI together with the IIBA Warsaw Poland Chapter, made ​​sure that each of the four modules: the above mentioned synergies, the future of business intelligence Agile design environment and the management of interactions between members of the project team was thoroughly analyzed by experts and practitioners.

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About the Author

flag-polandartur-bialyARTUR BIALY

Kraków, Poland

Artur Bialy is an experienced project manager, program manager and technical manager/leader, with approximately 15 years of experience managing IT projects on various levels. He has managed the implementation of complex internet applications, data warehouse and real-time systems. Artur has worked in various roles for international companies in Poland, Ireland, France and Spain. He is an expert in IT project management, business intelligence and real-time applications. Mr. Bialy graduated from the University of Technology and Science, the Department of Computer Science, where he was conducting research into Intelligent Agent Systems and Artificial Intelligence. Artur holds Masters Degree in Applied Computer Science. He also holds the Project Management Professional (PMP ®) certification from the Project Management Institute (PMI®) and is an active member of PMI; he was a founding member of the PMI Poland Chapter. He is involved in new agile project management practices, works as an active Scrum Master and helps in implementations of lean/agile practices. He is certified Scrum Master and as one of few in Poland – Certified Scrum Practitioner (CSP) by Scrum Alliance. Artur is a Member of PMI® and the Scrum Alliance (Certified ScrumMaster). Artur Bialy lives in Kraków, Poland and can be contacted at [email protected].  Artur’s project management blog can be found at http://www.bialy.eu.

Project Management Update from Nigeria

REPORT

By Taopheek Babayeju

 International Correspondent

Abuja, Nigeria

________________________________________________________________________

PMI Grants Nigeria Chapter with Branches Model, Abuja Holds Inaugural Branch Meeting

Following the approval and granting of the Chapter with branches model to Nigeria by PMI Global, the chapters in Lagos, Port Harcourt and others will now operate as PMI Nigeria Chapter with branches all over the nation.

The Abuja branch held its first meeting at Hatlab Place on Tuesday, the 25th of June, 2013. The Guest presentation titled “PMO – The Change Agent for Effective Transformation” was delivered by Engr. Oluwatoyin Jokosenumi PMP, Head PMO FSS 2020 at the Central Bank of Nigeria. The event also featured a presentation by Mr. Soji Agbana, Vice President, Events PMI Lagos as well as guest appearance by Lola Visser-Mabogunje, Senior Technical Adviser to Minister of Trade and Investments.  According to the Abuja coordinator and former Vice President of PMI Lagos, Mr. Taopheek Babayeju the event will henceforth be held every last Tuesday of the month.

Countdown to ProMaCon 5.0: Speakers Confirmed, Registration Ongoing

As part of preparations for the for the 5th edition of the Annual National Project Management Conference (ProMaCon 5.0) The Technical Committee after a thorough evaluation of all submissions has unveiled this year’s distinguished speakers as follows:

  • GIBSON OKORAF, Professor of Project Management, FUTO, Nigeria
  • NIYI YUSUF, CEO, Accenture Nigeria
  • DEJI ISHMAEL, Regional Mentor, PMI Africa, Nigeria
  • TOYIN JOKOSENUMI, Head PMO, FSS 2020, Nigeria
  • MARK REESON, PM Advisor, MR Project Solutions, United Kingdom
  • JANSSON KIM, VTT Technical Research Centre of Finland
  • MARTIN MADIBA, Petros and Partners, Cameroon
  • SAMUEL AKPAN, CEO, Season Consulting, Nigeria

Check out their profile at http://promacon-ng.org/2013-dignitaries-speakers

Presentation topics will include:

  • Project Management and Leadership
  • Project Management and Entrepreneurship
  • PMO – Catalyst for Project Performance
  • Project Management Skills & Growth of National Human Welfare
  • P5 in Action – The Enhancement of the Sustainability Model
  • Improved Collaboration in Marine & Offshore Project Management.
  • Creative Economy – An Era for Project Management and Applied Project Management
  • Engagement of Host Communities in Stakeholder Management

Registration in progress

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About the Author

flag-nigeriaTAOPHEEK-BABAYEJU-bioTaopheek Babayeju

International Correspondent

Taopheek Babayeju is a seasoned professional with over twelve years of experience in Project Management, Technology and Entrepreneurship. As a project manager, he has managed several projects across different fields including IT, Telecoms, Civil, Education, and Events to mention a few. He is known for his detailed and analytical approach to solving problems; he specialises in using technology and innovations to enhance business models and processes. His expertise includes strategies, innovations, planning and concept development.

Taopheek obtained his first degree in Physics and started out his career as a telecoms engineer at TCC Nig. Ltd. He later attended the United Kingdom Telecoms Academy (UKTA) where he trained as a network engineer.  He acquired knowledge of mobile technologies like GSM, GPRS, EDGE, UMTS and was certified in the installation of communication equipments, fiber optics and network infrastructures. Before joining MTEL as a Senior Network Engineer, he worked with various organisations in the ICT sector including SonyEricsson. While at the Project Implementation Unit of MTEL he trained as a Project Manager in the U.A.E. and U.K and handled several projects including the organisation’s network roll-out and expansion programmes. He later voluntarily resigned to pursue a career as an independent Technology and Project Consultant.

Taopheek is a Certified Entrepreneurial Manager and an Alumni of Pan African University. He is also a trainer and facilitator. He is currently the Managing Partner at iCentra and serves as the Programme Director of ProMaCon, an initiative that won him PMI award for the “Most Outstanding Contribution to Project Management in Nigeria”. He was the Vice President, Outreach of the Project Management Institute (PMI Nigeria) and also member of the Society for Monitoring and Evaluation of Nigeria. He is an international correspondent for PM World, and an editorial board member of PM Foresight Magazine. He loves art of all forms; dance, music, photography, painting and documentary movies.  Taopheek can be contacted at [email protected]

Cyclic stochastic alternative network models for project management

FEATURED PAPER                                                           

By Vladimir I. Voropayev, PhD

and

Yan D. Gelrud, PhD

Russia
________________________________________________________________________

Abstract

Project implementation process modelling is the main active methodological body of the Project Management discipline [1]. The efficiency of decisions made and the whole functioning of the PM system is determined by the adequacy of models for real processes and their meeting the requirements of project management tasks and goals.

The high degree of complexity and laboriousness of drawing up timing schedules for numerous activities performed by many project members using a great range of resources, strict requirements for the quality of plans, the need for regular control of their fulfillment and adjustment call for the proper methods of solving problems of such sophisticated nature.

Today world market of Project Management Software[11] presents products with network models and methods of scheduling based on the researches of the end of 50th- beginning of 70th [2],[7] with very limited possibilities. At the same time the current mathematical methods of modelling project processes (classical network models [2], generalised [3, 4, 5], probabilistic [6] and stochastic [7] network models) do not always appear adequate to the complex reality of the modelled process. It should be noted that it refers to each method taken separately and to some combinations of these methods.

This paper describes a new class of network models adequately reflecting the complex project realisation process that are used for stating and solving optimal management tasks for this project. This class of models is a synthesis of generalized network models (with their rich spectrum of means for equivalence conversion of  models [12,13] and describing the different logical and time interrelations between of project activities) with probabilistic and stochastic models to a considerable extent taking into account factors of risk and uncertainty  the implementation of a project involves. These models (further referred to as cyclic alternative network models – CANMs) are the flexible and adequate in the range of known tools for describing the process of managing and control over the development of a complex sophisticated project. CANMs offer all the advantages of generalised and stochastic models in comparison with traditional network models while at the same time involving just a slight complication of the language used for describing CANMs.

A general description of CANM category models was given in a number of works [8-10,14-17].

In the present paper a detailed mathematical description of CANM is given and supplied with the substantiation of the requisite conditions of consistency as well as problem statements and CANM time analysis algorithms.

Keywords: Classical network models; Generalised network models; Probabilistic network models; Stochastic  network models; Cyclic alternative network model.

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About the Authors

VLADIMIR-VOROPAJEVflag-VLADIMIR-VOROPAJEVVLADIMIR 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 [email protected]

flag-VLADIMIR-VOROPAJEVyan-gelrudYan 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 [email protected]

Managing the Planning Fallacy in Large, Complex Infrastructure Programs

FEATURED PAPER

By Bob Prieto

USA
________________________________________________________________________

Daniel Kahneman’s recent book, “Thinking, Fast and Slow” returned his concept of the “planning fallacy” to the project management center stage when considering large, complex projects and programs. First coined by Kahneman and Amos Tversky in a 1979 paper, the planning fallacy is the tendency of people and organizations to underestimate how long a task will take even when they have experience of similar tasks over running.

Perhaps the poster children for the planning fallacy are large scale public works projects. In a 2006 paper in the Project Management Journal, Bent Flyvbjerg describes transportation projects “inaccuracy in cost forecasts in constant prices is on average 44.7% for rail, 33.8% for bridges and tunnels, and 20.4% for roads.”

Work by Kahneman, Tversky, Flyvbjerg and others shows that errors of judgment are:

–          systematic and predictable

–          reflect bias

–          persist even when we are aware of, and

–          require corrective measures  that reflect recognition of this bias

These natural tendencies are further exacerbated when “motivated” individuals frame questions in such a way as to constrain the range of possible answers.

Consider these two situations. In the first, a manager is given responsibility to come up with a budget and schedule for a large project. He engages outside help, conducts a thorough risk analysis and looks at comparable other projects. In the second a manager is asked by the politically appointed Chairman of the Authority if he can do the same project for $ XX. Which answer are you more comfortable with?

Reference class forecasting is one method for suspending one’s impressions and providing a more critical evaluation of the task at hand. It addresses the natural tendency to underestimate costs, completion times and risks while at the same time overestimating benefits. It squeezes out biases while considering the inevitable “improbable” risks that all projects face. The risks that inhabit the “white space” between elements of a program and possibly even the odd “Black Swan” that shows up from time to time.

The Association for the Advancement of Cost Engineering (AACE) has recognized the value of estimate validation using separate empirical-based evaluations to benchmark the base estimate, the equivalent of reference based forecasting. This estimate benchmarking process is widely used in the process industries but need not be constrained to them.

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About the Author

flag-usabob prietoBob Prieto

Senior Vice President

Fluor

Bob Prieto is a senior vice president of Fluor, one of the largest, publicly traded engineering and construction companies in the world. He is responsible for strategy for the firm’s Industrial & Infrastructure group which focuses on the development and delivery of large, complex projects worldwide. The group encompasses three major business lines including Infrastructure, with an emphasis on Public Private Partnerships; Mining; and Manufacturing and Life Sciences. Bob consults with owners of large engineering & construction capital construction programs across all market sectors in the development of programmatic delivery strategies encompassing planning, engineering, procurement, construction and financing. He is author of “Strategic Program Management”, “The Giga Factor: Program Management in the Engineering and Construction Industry” and “Application of Life Cycle Analysis in the Capital Assets Industry” published by the Construction Management Association of America (CMAA) and “Topics in Strategic Program Management” as well as over 450 other papers and presentations.

Bob is a member of the ASCE Industry Leaders Council, National Academy of Construction and a Fellow of the Construction Management Association of America. Bob served until 2006 as one of three U.S. presidential appointees to the Asia Pacific Economic Cooperation (APEC) Business Advisory Council (ABAC), working with U.S. and Asia-Pacific business leaders to shape the framework for trade and economic growth and had previously served as both as Chairman of the Engineering and Construction Governors of the World Economic Forum and co-chair of the infrastructure task force formed after September 11th by the New York City Chamber of Commerce.

Previously, he established a 20-year record of building and sustaining global revenue and earnings growth as Chairman at Parsons Brinckerhoff (PB), one of the world’s leading engineering companies.  Bob Prieto can be contacted at [email protected].

Lead One Person at a Time

COMMENTARY

 By Ron Taylor

Virginia, USA
________________________________________________________________________

In leading your project teams, you may want to treat everyone fairly, but fair does not always mean equal. Each team member is an individual, and you are bound to fail if you treat them all the same way. One size does not fit all. One size fits one. That is why you need to lead one person at a time.

In my experience, the best preparation for leading one person at a time is to get to know the people on your team – their strengths, their weaknesses, their preferred methods of communication and how they make decisions. The better you know the people working with you, the more easily you can make the best use of their talents.

I can almost hear you saying you do not have time to get to know other people. If you do not have enough time to get to know the people who will determine, in large measure, your success and the success of the project, you are not using your time wisely.

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About the Author

ron-taylorflag-usaRon Taylor MBA, PMP

Virginia, USA

Ron Taylor is an internationally-known leader, lecturer, author, and consultant, and the principal and founder of the Ron Taylor Group.  Ron served as President and CEO of a 10,000-person organization (PMIWDC) and was named Leader of the Year by the 500,000-person Project Management Institute (PMI®).

Ron is an Adjunct Professor in the MBA Programs at both Virginia Tech and George Mason University.  He is represented by the Washington Speakers Bureau, and his latest book, Leadership: Stories, Lessons and Uncommon Sense is available on Amazon.  Ron can be reached at [email protected]

Requirements Management: How to Ensure You Achieve What You Need from Your Project

PM WORLD BOOK REVIEW

requirements-managementBook Title:  Requirements Management:  How to Ensure You Achieve What You Need from Your Project

Author:  Mario Kossmann

Publisher:  Gower

Format:  Hard cover; 183 pages

Publication Date:   2013     List Price: £60.00

ISBN: 978-1-4094-5137-2

Reviewer:  Nazanin Mehrooz, PMP

Review Date:            July 2013
________________________________________________________________________

Introduction to the Book

This book covers how requirements management can be utilized to achieve what you need from your projects.  Projects come in various sizes, complexity and formality.  Each of these aspects can impact your approach to requirements management.  The focus of this book is to help manage these aspects effectively by utilizing requirements management and requirements change management principles, tools and analysis to drive stakeholder’s needs into the products or services which are usable and satisfy intended outcomes.

Overview of Book’s Structure

The book is divided into two parts.  Part I provides an introduction to requirements management and introduces terminology and definitions to provide the basis for building knowledge blocks.  Part II covers how to put requirements management into practice.  There are 8 chapters:

  1. Introduction
  2. RM from a Systems Engineering Perspective
  3. RM from a Project and Program Management Perspective
  4. Human Factors – The Key to Success
  5. The RM Process
  6. Techniques and Tolls Supporting the RM Process
  7. The Use of RM at Three Levels of System Complexity
  8. Conclusion

Appendix A:  Human Aspects – Dos and Don’ts

Appendix B:  Process Checklist – Requirements Development (RD)

Appendix C: Process Checklist – Requirements Change Management (RCM)

Appendix D: Tools Supporting Requirements Management (RD + RCM)

Appendix E: Requirements Quality Checklist (Individual Requirements)

Appendix F:  Requirements document quality checklist (Set of Requirements)

Appendix G: Mapping of RM Workflows to Supporting Techniques and Tools

Highlights: What’s New in this Book

The book focuses on Systems Engineers and Project Manager’s needs.

It highlights ways the reader can get maximum RM insights given the amount of time available (detailed, limited time or no time but urgently needs RM benefits).

The checklists are a nice consolidation of reference materials to keep handy for each project

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About the Reviewer

flag-usaNazanin-MehroozNazanin Mehrooz, PMP

Email: [email protected]

Nazanin Mehrooz studied software engineering and have 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 PMI chapters in the USA.

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 [email protected].

EVERY Leader IS AN ARTIST

PM WORLD BOOK REVIEW

Every-leader-is-an-artistBook Title:  EVERY Leader IS AN ARTIST

Authors:  Michael O’Malley, PhD. and William F. Baker, PhD

Publisher:  McGraw-Hill

Format:  Hard cover; 171 pages

Publication Date:   2012     Price: US$22.00

ISBN: 978-0-07-177857-2

Reviewer:  Nazanin Mehrooz, PMP

Review Date:            July 2013
________________________________________________________________________

Introduction to the Book

This book compares and shares traits observed in successful artists with leaders.  Both groups tend to bring people together via a forum to share experiences, excite and motivate people.  The commonality is that they both utilize practice, skills and drive to execute and deliver consistent performance and delivery.   In each chapter, there is detailed comparison of a specific artist’s work with an observed leadership trait to address a specific question or challenge.

Overview of Book’s Structure

The book contains 15 chapters:

  1. Intent:  Leadership Begins in the Mind – What am I trying to accomplish?
  2. Focus: Emphasizing the Center of Attention – How will I focus, or frame, the action on what is most important without relying exclusively on words?
  3. Skill:  If You Are Incapable of Doing It, It Can’t Be Done – Do I have full command of the medium, methods, and techniques that will allow me to excel?
  4. Form:  Putting It All Together – Have I assembled the various communicative devices into a coherent whole that presents a uniform message and direction?
  5. Representation:  Many Ways to Say Things – Do I use a full range of methods of communication, including symbols, to unambiguously convey my points?
  6. Imagination:  Social Constructions and the Land of Make-Believe – Do I produce imaginative, original, and stimulating ways of conducting business, and have I created a company where inspired thinking thrives?
  7. Authenticity:  Genuine Creations – Do I act in a manner that is true to my beliefs and that clearly articulates who I am and what I stand for?
  8. Engagement:  The Curious Culture – Do I produce a challenging and intellectually stimulating environment where people feel compelled to take on issues and work hard to generate solutions?
  9. Pleasure:  Emotional Nourishment and Personal Enrichment – Do I produce an enriching and satisfying environment where people are able to thrive and grow?

10. Human Significance:  Why Art and Leadership Persist – Am I able to build a community that is cemented by basic human needs and concerns?

11. Context:  Right Time, Place and Methods – Do I manifest a distinctive management style, and am I able to adapt my style and approach in order to fit the conditions in which I am operating?

12. Criticism:  Take Me Seriously, Please – Am I worthy of being judged and appreciated as a leader?

13. Do we Really Not Care About Leadership

14. Masters of Leadership

15. The Rise and Fall of Mr. R.

Highlights: What’s New in this Book?

It highlights that the skills which both Artists and Leaders have isn’t something which you read in a book but requires practice, challenging oneself and using creativity to be effective.

It provides inspiration and guidelines to motivate being a more effective leader.

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About the Reviewer

flag-usaNazanin-MehroozNazanin Mehrooz, PMP

Email: [email protected]

Nazanin Mehrooz studied software engineering and have 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 PMI chapters in the USA.

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 [email protected].

The Power of the Plan

PM WORLD BOOK REVIEW

the-power-of-the-planBook Title:  The Power of the Plan
Authors:  Douglas Land and David Barrett
Publisher:  Multi-Media Publications
List Price:   US$24.95
Format:  soft cover; 108 pages
Publication Date:   2013
ISBN: 9781554891368
Reviewer:      Vijay Kancharla
Review Date:              June 2013

________________________________________________________________________

Introduction to the Book

The introduction started with live day-to-day examples. The Authors’ objective for writing this book is clearly spelled out. They put us in a leadership role. They want to remove the fear factor and empower us to be the leader.

The introduction focused on managing the projects. He says, planning, framing a big picture, people, right tools needed to execute the project. Six elements of planning are all part of project management. The language is easy to understand.

Overview of Book’s Structure

In the Contents, the frame of topics is deviated from normal. The topics are more like questions that Authors wants to address. Reader gets more attention. Authors want to answer the audience (readers) and guide the readers.

The authors guide the reader from the beginning to end with easy-to-understand language, with project management elements, PMI literature. They covered planning, execution, cost, time, monitoring, communication, closing.

Highlights: What’s New in this Book?

Authors say, you first visualize the project and plan from an altitude of 15,000 feet. This is subject to argument. The topics like ‘who will do the work’? ‘How much time will it take’?

‘How much will it cost’?  are very colloquial  and make reading interesting.

In close the door, the authors reveal that the secret for a good close is in planning. So, one should plan ahead on ‘how he wants to close the door’. While the topic is conversational, the author used technical terms like Handoff, lessons learned and the KISS approach.

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About the Reviewer

vijaykumar-kancharlaVIJAYKUMAR KANCHARLA 

North Texas, USA

Vijaykumar Kancharla is CEO, Reddysoftware, Inc., a Technology Specialist in Oracle and Microsoft products, a Program Manager at several fortune 500 companies, and a PMI member associated with Dallas Chapter. He can be contacted at [email protected]

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 [email protected].

The Procurement Game Plan

PM WORLD BOOK REVIEW

the-procurement-game-planBook Title:  The Procurement Game Plan
Author:  Charles Dominick and Soheila R. Lunney
Publisher:  J. Ross Publishing
List Price:   US$44.95
Format:  hard cover; 264 pages
Publication Date:   2012
ISBN: 9781604270679
Reviewer:      Johnny Gan
Review Date:              June, 2013

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Introduction to the Book

Procurement is one topic I am interested in recently. There are many books in the marketplace related to procurement; because I have no experience on that, so I may drop into sleep if the book is difficult to comprehend. Well, this book is not. The Procurement Game Plan is an easy read with something for everyone if you want to know procurement, but it’s not as simple as a beginner’s book.

The message in this book is very clear: following the steps outlined, become a well-trained game player, to achieve results and to be the winner that you can be. So the book’s goal is to bring the textbook theory into your life and help you achieve success.

Overview of Book’s Structure

The first chapter quickly reviews the role of procurement in an organization structure, and how the role has recently evolved.

Chapter 2, setting a Supply Management Strategy, makes you realize that a well-executed supply management strategy results in value creation for your organization. This is the first step to win the game!

Chapter 3, Procurement Talent Management, discusses having the right players on your team, and growing together.

Chapter 4, Follow the game rule and fair play, summarizes how procurement professionals are obligated to a higher standard of ethical and socially responsible behavior.

Chapter 5 – Chapter 12: Now you can play the game! Sourcing analysis, comparing and filtering the qualified suppliers, negotiation, implementing, measuring, and monitoring, Improving the performance from practices, and growing with specialized knowledge in areas such as global sourcing, services procurement, project management, and inventory management.

Chapter 13, the last chapter, is end of the book, but not end of your career. Becoming a Perennial All-Star, is that your career goal? Go for it.

Highlights: What’s New in this Book?

Compared to other procurement books, the authors, Charles Dominick and Soheila Lunney, provide today’s professionals with practical, easy-to-follow approaches in this book, and give the readers an opportunity to apply what they have learned.

More…

To read entire Book Review (click here)


About the Reviewer

flag-chinajohnny ganJohnny Gan, PMP

Johnny Gan has many years of software R&D experience at HRsmart.com (http://www.hrsmart.com/).  Mr. Gan received his MS degree from Southern Methodist University in Dallas, Texas, USA, and is also certified by the Project Management Institute as a Project management Professional (PMP®). Johnny can be contacted at [email protected] .

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 [email protected].