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Welcome to the November Edition of the PM World Journal

Summary for webpage

David Pells,

Managing Editor 

Addison, Texas, USA
________________________________________________________________________

Welcome to the November 2013 edition of the PM World Journal (PMWJ), the 16th edition of this global resource for sharing knowledge about program and project management (P/PM).  This month’s edition is largest and most international edition to date, with 50+ articles, papers, reports and book reviews by 65 authors in 22 different countries.  An additional 45+ news articles about projects and project management around the world are included. Around 40 countries are represented by authors or subjects this month.

Call for Papers – Invitation to Share Knowledge

As in previous months, we 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 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.  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.  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, paper or story in the PMWJ.  Just contact [email protected].

In This Edition

14 authors in 9 different countries have contributed Featured Papers this month.  Dr. Mario Kossmann in UK is the author of a fascinating paper titled “Establishing Project Requirements of a local healthcare system in Cameroon.” Adeleke Jacob Sola, Tai Arowojolu-Alagwe, Esan Martins Taiwo and Buari Tirimisiyu Abiodun at the Federal Polytechnic University in Ede, Osun State, Nigeria are the authors of “Adequacy of Builders Risk Insurance Policy in Nigeria Building Industry”.  Professor Avraham Shtub, PhD in Israel is the author of “Simulation Based Training: The Next Generation of Project Management Training.” Helen Ching in Canada and Donald Hammons in the USA are the authors of “Cloud Center of Excellence Implementation: An Economic Expansion Catalyst for Emerging Economies.” Pavel Barseghyan, PhD is back with another important paper titled “Communication and Contacts in Massively Interconnected Systems (MIS) – Part 3: Theory of Connectivity Functions, Group Characteristics of Connectedness and Rent’s Rule.”  Bob Prieto has provided another paper titled “Utilization of Project Sentiment Analysis as a Project Performance Predictor.”  Finally, in a tour-de-force, Russell Archibald in Mexico, Ivano Di Filippo and Daniele Di Filippo in Italy, and Shane Archibald in the USA have authored a major paper titled “Unlocking a Project Team’s High Performance Potential using Cognitive Readiness: A Research Report and Call to Action.”  These are all serious papers so give them a good read.  Increase your knowledge!

4 Series Articles are included this month, by 6 authors in 5 different countries. The 11th 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 “Performance Based EPG.” Don’t miss this latest installment.

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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. David is an internationally recognized leader in the field of professional project management with more than 35 years of experience on a 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), an annual meeting of leaders of PM associations from 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 also an Honorary Fellow of the Association for Project Management (APM) in the UK; Project Management Associates (PMA – India); and 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, spoken at conferences and events worldwide, and can be contacted at [email protected].

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

“Lean Agile” for Project and Portfolio Management (PPM) Efficiency[1]

SECOND EDITION

Sethuraman Kalyanakrishnan

Capgemini Financial Services USA Incorporated

Texas, USA
________________________________________________________________________

Abstract

Innovation in today’s fast paced business environment is driven by the critical need to ‘learn’ and ‘respond’ to Customer requirements ‘rapidly’. Organizations continuously try to increase focus on the Customer and Market and stay competitive by exploring and implementing Software development methodologies and principles that deliver continuous ‘value’ and vigorously ‘eliminate’ anything that is not adding value.

The new age Software development has been transformed by ‘Agile’ development methods. In Agile methods, instead of building the whole product, a smallest possible useful part is built and given to users in two to four weeks leading to rapid feedback, testing and adjustments. In addition, functional software is available much sooner compared to traditional development cycles. Agile has much similarity with ‘Lean’ which comes from Lean Manufacturing and is a set of principles for achieving quality, speed & customer alignment. Lean says to relentlessly eliminate anything that isn’t adding value and only work on what we absolutely need to be doing at this moment in time.

This white paper provides an insight to how we can adapt the Lean and Agile principles successfully to increase the efficiency of Project and Portfolio Management (PPM) processes within the Organization. We discuss the implementation approach, the challenges and the lessons learnt.  The paper also provides guidelines and recommendations on the Lean and Agile tools that can be used by organizations to improve their approach to implement IT PPM solutions and enhance their success.

Introduction

Innovation in today’s fast paced business environment is driven by the critical need to ‘learn’ and ‘respond’ to Customer requirements ‘rapidly’. Organizations continuously try to increase focus on the Customer and Market and stay competitive by exploring and implementing Software development methodologies and principles that deliver continuous ‘value’ and vigorously ‘eliminate’ anything that is not adding value.

The new age Software development has been transformed by ‘Agile’ development methods. In Agile methods, instead of building the whole product, a smallest possible useful part is built and given to users in two to four weeks leading to rapid feedback, testing and adjustments. In addition, functional software is available much sooner compared to traditional development cycles. Agile has much similarity with ‘Lean’ which comes from Lean Manufacturing and is a set of principles for achieving quality, speed & customer alignment. Lean says to relentlessly eliminate anything that isn’t adding value and only work on what we absolutely need to be doing at this moment in time.

More…

To read entire paper (click here)

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

flag-usapmwj16-Nov2013-kalyanakrishnan-AUTHOR IMAGESethu Kalyanakrishnan 

USA 

Sethu Kalyanakrishnan, ASQ Six Sigma Black Belt, Certified Scrum Master, CSQA, ITIL is a Lead Consultant at Capgemini USA. Sethu has over 14 years of experience in Information Technology serving customers in the Financial, Manufacturing and Energy sectors. Sethu has a Bachelor’s degree in Mechanical Engineering from National Institute of Technology (NIT), India. Sethu is currently an Engagement Manager in the Project and Portfolio Management practice (PPM) of Capgemini, USA. He coaches teams on Lean Six Sigma and Agile methodologies. He also is a process and functional consultant on CA Clarity PPM v13.  Contact: +1-847-660-8485; email: [email protected]


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

UK Project Management Round Up

REPORT

By Miles Shepherd

Executive Advisor & International Correspondent

Salisbury, England, UK
________________________________________________________________________

INTRODUCTION 

Here in UK, we are enjoying an unusually mild autumn.  Despite a severe storm as the month closed, the rain has largely held off and temperatures are still very pleasant, at least here in the South although there has been a lot of wind and rain in the last few day.  Scotland and Northern England have not fared quite so well and the first serious snow of the winter fell at the end of the month.  In the Project World, the ‘weather’ is similar – mainly good but the odd storm, some quite severe.  On the stormy front, High Speed 2 (HS2) rumbles on in the Press as well as Parliament.  The whole infrastructure debate has taken a worryingly political turn too so there is quite a lot of rain on some project parades.  On the sunny side, there are encouraging signs in the power industry, especially in New Nuclear programmes and some project successes to report.

RUMBLINGS FROM THE RAIL INDUSTRY 

For a change, the rail project news is not all about High Speed 2, although there have been developments on that front.  The major news concerns Network Rail’s funding allocation.  The Government funds Network Rail through the Office of the Rail Regulator (ORR) via a 5 year financial plan called a Control Period (CP).  The latest issue is CP5.

The process employed to determine funding is somewhat arcane to an outsider but the Government sets out its requirements the High Level Output Specification (HLOS).  The current HLOS was published in the summer of 2012, and detailed what the Government wanted the rail industry to deliver in Control Period 5, 2014-2019.  Network Rail responds by working out its Strategic Business Plans which it issued in January 2013.  In its Strategic Business Plan, Network asked for £37.5bn to fund its operation, maintenance and enhancement (net of property and other income) for CP5.  In the Draft Determination the ORR assumed a total of £35.0bn, a cut of around £2.4 Billion.  In the Final Determination this has increased to £35.5bn so a compromise has been reached with Network Rail receiving an increase as a result of its proposals in reaction to the original determination.

Details of the full allocation can be found at http://www.rail-reg.gov.uk but the headlines include the closure of around 500 level crossings and safety improved at hundreds more as funding for level crossings was increased by £32m to a total of £109m.  Nine people died on level crossings last year, more than double the year before.  This sum is included in the £12bn allocated for “major enhancement projects”, such as lengthening platforms and electrification.  

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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 Director of PMI’s Global Accreditation Centre and 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].

Report from IPMA Awards Ceremony in Dubrovnik on 1 October 2013

REPORT

Ed Naughton & Robert Youker named IPMA Fellows 

By PMWJ staff


The International Project Management Association (IPMA) announced the appointment of Ed Naughton and Bob Youker as new IPMA Fellows.  This is the highest individual honor afforded by IPMA.  The announcement was made during the IPMA Awards Banquet on 1 October 2013, day two of the 27th IPMA World Congress in Dubrovnik, Croatia.

ed-naughtonMr Ed Naughton, BE, C. Eng., F.I.E.I, IPMA-a, PMP, is a graduate of University College Dublin where he read for a BE (civil). He is a Fellow of the Institute of Engineers of Ireland; a Chartered Engineer (Ireland); a Professional Engineer in Canada (British Columbia); holds the highest level of IPMA certification; and was the first PMP (Project Management Professional) in Ireland  from the USA-based Project Management institute.  He also holds a Diploma in Applied Finance from the Irish Management Institute and an Honorary Master’s degree from University College Cork for his contribution to the development of project management in Ireland…

robert-youker-bio

Mr Robert “Bob” Youker is a co-founder of both the Project Management Institute (PMI), and asapm, the American Society for the Advancement of Project Management in the United States. A long-time contributor to the practice of project management, he was a Director of IPMA from 1977 through 1988.  He participated in many IPMA Conferences from 1974 through the early 2000s, presented several keynote addresses, and organized panels and workshops. He introduced IPMA into a dozen government agencies and businesses around the World, and in many cases, connected those agencies and businesses with IPMA leaders…

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Report on IPMA Excellence Awards 2013

REPORT

Ewa Bednarczyk 

Krakow, Poland


For the 12th year IPMA was seeking project excellence, organizing the International Project Excellence Award in three categories: medium, big, and mega sized. Results of the IPMA Project Excellence Awards 2013 were announced during the Award Gala at the 27th IPMA World Congress in Dubrovnik. This part of the ceremony was conducted by Mrs. Mary Koutintcheva, Chairman of the Award Management Board and Mr. Reinhard Wagner, IPMA VP Awards.

pmwj16-nov2013-bednarczyk-IMAGE 1 CHART

From 14 projects submitted in 2014 the international Award Jury selected 2 Gold Winners in Mega-Sized Category, and one Gold Winner in Big and Medium Categories. Just after the Congress the Winners shared their impression on the assessment process and the IPMA World Congress:

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About the Author  

flag-polandEwa-BednarczykEWA BEDNARCZYK 

Krakow, Poland

Ewa Bednarczyk currently works for the International Project Management Association (IPMA) where she has administered the IPMA International Project Excellence Award Office since 2007. She is responsible for the coordination of the projects’ assessment process, including organization of the assessors training, assessors’ team composition, preparation of the Jury and final reports. She is the first contact person for the current and potential applicants and those who are interested in the Project Excellence Model. Moreover she supports the establishment of national Project Excellence Awards among IPMA member associations around the world.  Ewa is also a partner in a company pm2pm sp. z o.o. which offers project management training in Poland. Pm2pm mainly trains candidates for the IPMA certification.

In year 2010-2012 Ewa served as the IPMA-Pl Vice President responsible for the Polish Project Excellence Award. Ewa graduated from the Kraków University of Economics and Avans Hogeschool in Breda. She is an IPMA Level-D certificate holder. In her free time she regularly plays squash and treks. Her favorite destination is Nepal.  Ewa is also an occasional International Correspondent for PM World in Kraków, Poland.  She can be contacted at: [email protected].

What Keeps Leaders up at Night: Recognizing and Resolving Your Most Troubling Management Issues

PM WORLD BOOK REVIEW

pmwj16-nov2013-rojak-IMAGE 1 BOOK COVERBook Title:  What Keeps Leaders up at Night: Recognizing and Resolving Your Most Troubling Management Issues
Author:  Nicole Lipkin
Publisher:  AMACOM
List Price:   US$21.95
Format:  hard cover; 237 pages
Publication Date:   2013
ISBN: 9780814432112
Reviewer:      Stephen Rojak, PMP
Review Date:              Sept 2013
________________________________________________________________________

Introduction to the Book

How do we get better at being leaders? How do we keep from making the same mistakes over and over? How do we guard against common problems that cause groups to lose cohesion, members to lose engagement and leaders to lose their way? Nicole Lipkin, a psychology consultant and coach, takes on the issues that leaders frequently encounter despite our best intentions.

Overview of Book’s Structure

Each chapter addresses a problem that leaders encounter, such as “Why don’t people heed my sage advice?” or “Why do good teams go bad?” Within each chapter, Dr. Lipkin breaks down the problem diagnostically in search of potential root causes.

For example, the first chapter tackles the question, “I’m a good boss. So why do I sometimes act like a bad one?” The author advances three potential common themes that she has found to occur within such situations: The leader is either too busy to win, too proud to see or too afraid to lose. In the section discussing being too proud to see, she explains confirmation bias, illustrates how it can undermine a well-meaning leader and offers techniques to defend against it.

Highlights: What’s New in this Book?

Dr. Lipkin takes the position that even the best leader will have leadership situations that go wrong. She offers an introspective approach to diagnose situations, identify common themes and develop habits to counter them.

One chapter discusses the question, “Why do people resist change?” The subject of resistance to change is too comprehensive to fully cover in one chapter of a book. Yet I found the author made a very thoughtful contribution to the subject by suggesting that leaders examine how they and their groups frame their responses to challenges in the light of status quo bias. The more emotionally charged your description of the situation is, the more it indicates the presence of status quo bias. The author’s recommendation is to step back and frame the situation in less value-laden terms and examine how such framing might lead you to a different response. 

More…

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About the Reviewer

flag-usastephen-rojakStephen Rojak, PMP 

Stephen Rojak is an experienced software developer and manager, with experience in the manufacturing, retail, marketing services, digital media and computer software industries. He is also an economist and historian. Email: [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 EXPANDED AND ANNOTATED MY LIFE AND WORK Henry Ford’s Universal Code for World-Class Success

PM WORLD BOOK REVIEW

pmwj16-nov2013-mehrooz-IMAGE 1 BOOK COVERBook Title:  THE EXPANDED AND ANNOTATED MY LIFE AND WORK Henry Ford’s Universal Code for World-Class Success
Author:  Henry Ford, Samuel Crowther and William A. Levinson
Publisher: CRC Press
Format:  Hard cover; 267 pages
Publication Date:   2013
ISBN: 978-1-4665-5771-0
Reviewer:  Nazanin Mehrooz, PMP
Review Date:            September 2013
________________________________________________________________________

Introduction to the Book

This book provides insight on Henry Ford’s visions, approach and impact on the industrial revolution.  During this period, Ford inspired and improved productivity and affluence of many lives in the US. His annotations reveal his desire to utilize his mechanical inclinations rather than working on a farm as a young boy and how this later transpired to the application of his universal code for world-class success.  The supporting authors also share how these valuable lessons can be applied to modern challenges.

Overview of Book’s Structure

The book contains 19 chapters in addition to the preface, editor’s introductions and Henry Ford’s Introduction and conclusion sections:

  1. The Beginning of Business
  2. What I Learned about Business
  3. Starting the Real Business
  4. The Secret of Manufacturing and Serving
  5. Getting into Production
  6. Machines and Men
  7. The Terror of the Machine
  8. Wages
  9. Why Not Always Have Good Business?
  10. How Cheaply Can Things Be Made
  11. Money and Goods
  12. Money: Master or Servant?
  13. Why Be Poor?
  14. The Tractor and Power Farming
  15. Why Charity?
  16. The Railroads
  17. Things in General
  18. Democracy and Industry
  19. What We May Expect

Highlights: What’s New in this Book

  • Understanding the driving factors and application of Henry Ford’s universal code for world-class success
  • Lessons learned from these codes and how they can be applied to modern challenges
  • Insight into Ford’s life on a personal view from his early days to various life stages and how this impacted his leadership style 

More…

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About the Reviewer

flag-usaNazanin-MehroozNazanin Mehrooz, PMP 

North Texas, USA 

Nazanin Mehrooz studied software engineering and have worked in defense, telecom and other commercial industries.  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. Email: [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].

Disney U: How Disney University Develops the World’s Most Engaged, Loyal, and Customer-Centric Employees

PM WORLD BOOK REVIEW

pmwj16-nov2013-johnson-disney-IMAGE 1 BOOK COVERBook Title:  Disney U: How Disney University Develops the World’s Most Engaged, Loyal, and Customer-Centric Employees
Author:  Doug Lipp
Publisher:  McGraw-Hill
List Price:   US$ 27.00         Format:  hard cover; 222 pages
Publication Date:   2013     ISBN: 978-0-07-180807-1
Reviewer:      Tasha Johnson, PMP
Review Date:              October 2013
________________________________________________________________________

Introduction to the Book

Disney U written by author Doug Lipp explores the Disney brand in a how to business book. Disney U can be used as a reference guide for companies to go back to “school” to learn the fundamentals of employee development, guest service training, attention to detail, and the pursuit of quality. Everyone takes ownership and responsibility. Disney U is a leadership blueprint, applicable to any organization.

Disney University was founded in 1955 by Van Arsdale France. Doug Lipp was one of many interns that would walk side by side with France and go through a six month leadership training camp under France to be later known as the Disney Management Intern Program. Walt Disney’s dream of creating a place offering a most unique family entertainment experience, Disneyland, was mirrored by Van’s dream of creating a place offering a most unique employee education experience, the Disney University.

Overview of Book’s Structure

Disney U’s structure is simple. The author provides several employee, or as Disney calls them, “cast member” experiences. It takes you on their personal journeys to success at the Disney U. There are two worlds of Disney. Backstage a world the guest never sees and on-stage the area many experience as guests. The cast members not only learn the art of what “good show” and “bad show” means, but they also get to feel the excellent customer service as they start their own day. One cast member Sophie recalled how the whole training staff had delivered good show to the trainees. “Hakuna Matata” from The Lion King was playing the hallway as she started her first day at Disney U. She was 30 minutes early and the staff was ready to go’ no last minute rushing around. Everyone had smiles on their faces and said “Good morning; welcome to Disney University!”

Highlights: What I liked!

I liked how the author compared Van Arsdale France to some of the Disney Characters such as Jiminy Cricket, Mary Poppins, and Donald Duck. As I was reading I could see the Disney character and Mr. France’s personality come together. Jiminy Cricket was known for offering positive encouragement to Pinocchio, directing him onto a more honest path. Mary Poppins the nanny to two children coaxed them into doing the right things by singing “A spoonful of sugar helps the medicine go down”.  Van was most like the character Donald Duck, who was well known for his outburst and temper. He was quick to give an earful of criticism to anyone who was not following the Walt Disney philosophy. 

More…

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About the Reviewer

flag-usapmwj16-nov2013-johnson-disney-IMAGE 2 AUTHOR PHOTOTasha Johnson, PMP

Texas, USA

Tasha Johnson, PMP is a Project Manager for the Army Air Force Exchange Service. She is a graduate from the University of Texas at Arlington. Tasha has a BA in Communications with an emphasis in Public Relations and a minor in Marketing. Tasha has been a member of PMI and the Dallas PMI chapter since 2011. Tasha 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].

Emotional Intelligence for Project Managers, 2nd Edition

PM WORLD BOOK REVIEW

pmwj16-nov2013-chico-IMAGE 1 BOOK COVERBook Title:  Emotional Intelligence for Project Managers, 2nd Edition
Author: Anthony Mersino, PMP
Publisher:  AMACOM
List Price:   US$ 19.95         Format:  soft cover; 288 of pages
Publication Date:   June, 2013      ISBN: 9780814432778
Reviewer:      John Chico, PMP
Review Date:              September, 2013

________________________________________________________________________

Introduction to the Book

This publication is a “must read” for both new and experienced project managers. It provides a “common body of knowledge” on emotional intelligence for experienced project managers and an excellent foundation for new and aspiring project managers.

Overview of Book’s Structure

The book consists of ten chapters, beginning with basic concepts of emotional intelligence, including the standard theoretical framework. The author utilizes and expands this framework to relate these concepts with particular relevance to project managers, over the first six chapters. In chapters 7 – 9, all concepts wonderfully crescendo into project management leadership concepts. The book’s final chapter distinguishes utilization of emotional intelligence concepts when leading traditional project teams versus leading AGILE teams.

Highlights: What’s New in this Book

While there are many books which are excellent individual resources for obtaining an understanding of emotional intelligence, project management, communication, leadership, and working with teams, Anthony Mersino’s book is specifically written from the perspective of the project manager and comprehensively explains the significance of emotional intelligence to the field of project management.

Throughout the book, he shares professional experiences which most PMs will undoubtedly recognize. Additionally, he provides valuable insight gained from his thorough study and knowledge of the topic. His comments are typically supported by reference to several other well know books and sources. 

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About the Reviewer

flag-usapmwj16-nov2013-chico-IMAGE 2 AUTHOR PHOTOJohn J. Chico, PMP 

Texas, USA 

John Chico is a project consultant with Resources Global Professionals in Dallas, Texas, USA. He has held various project management roles in diverse industries over his career, and specializes in solutions, which integrate business process and technology.  John is a PMP, CPA, CIA and CISA with a Bachelor of Science in Accounting from DePaul University and an MBA from Loyola University, both in Chicago.  John may be contacted at [email protected]. 

Editor’s note:  This book review was the result of cooperation between the publisher, PM World Journal 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].

Project Management Update from Douala: INSTITUTIONALISING PROJECT MANAGEMENT IN CAMEROUN

REPORT

By NDJIB Marie

International Correspondent

Douala, Cameroon
________________________________________________________________________

ABSTRACT 

Project management is nowadays seen as the backbone on which organizations and countries rely to achieve performance in sub-Saharan Africa.  Project management culture integration leads to the creation of new ideas and enhanced innovations to meet global needs and challenges competition. This is feasible under the pre-condition that knowledge transfer and processes are running efficiently.  Project Managers are consequently the tools to enable value creation.

Cameroon is still young in terms of project management practices integration. However, there is a growing concern about the profession into the mind-set.

This article will try to present the reality of project management in Cameroon and propose a path through which Project Management could be institutionalised to support growth in Cameroon.

To have a general image of the level at which project management thinking is applied in our environment, a survey was conducted with a sample of 83 Project Managers from different industries, certified and non-certified, 70 students and job seekers (graduates) of the industry of Project Management. The result may someway hamper the reality, but the idea here is to present the project management dynamic in Cameroun.

  1. I.               Understanding the global situation of Project Management in Cameroun

In our previous publication on “project management: a crucial issue for Cameroon emergence achievement’’, we talked about the importance of promoting project management, we stated that the country has been striving to achieve growth through the implementation of various growth model that did not achieve the expected result due to some socio-cultural, economic and political issues. In this sense, a number of initiative was proposed to meet up with strategic ambition, that of been an emergent, democratic and united in diversity country in 2035. The realization of this latter relying on the success of Programs and projects to enhance growth and ensure sustainability, It is important to first of all build a strong incentive for project success. 

1.1.            Cameroon project management environment.

The presentation of the reality of project management in Cameroon is important to understand how far the country has gone in terms of implementation of project good practices.   

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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].

Managing Product R&D with Open Innovation – The Value of Project Management Practice

SECOND EDITION

Professor Hubert Vaughan

Institute of International Engineering Project Management

Beijing, China
________________________________________________________________________

Abstract

Application of project management practice changed the Product R&D process that created a “Model” encouraging Open Innovation. The case study revealed how project management played an important role in shaping the mind-set of project engineers and business partners (contractors) involved in the R&D of a Satellite Navigation Terminal, and the Innovative Product R&D model.

Keywords: Open Innovation; Project Management; Product R&D; progress management; Product Development Life Cycle; Component Definition; Component features; Product Assembly; Virtual Assembly; Collaborative Development

  1.  The R&D model in modern China.

In the mid-50, Chinese Central Government was determined to transform the nation from an agricultural country into an industrialize country as quickly as possible. Being closed off to the rest of the world at that era of history, the government was decided to move ahead with a vision but lack of a clear path to achieve the final goal. They finally took the approach of “Plan, Execute, and Adjust” along the way. This approach is theoretically viable for delivering strategic outcomes (which is still being used to achieve its economic growth and political changes) and filtered into a tactical process for delivering objectives. This “Plan, Execute, and Adjust had become a culture since then, and become the Do and Fix (DAF) model that last for more than half a century in China for Engineering and Scientific works.

  1.  Projects Management Challenges

Project Management knowledge was officially introduced into China in the year 2000. The past 13 years, organizations were hoping this most successful scientific management knowledge developed by the West can help organizations reduce cost, reduce project time, deliver quality products, and minimize unnecessary wastage along the way. Unfortunately, projects cost continued overrun, deadlines continue to slip, and successful project deliveries were by brute force instead of scientific management. Project Managers recognized the challenge of managing the un-structured, repetitive, unmanageable DAF delivery model. They were unable to estimate project timeline, budget, work efforts, plan resources, track progress, and deliver quality deliverable. All project baselines were more a gut-feel instead of using various estimation techniques.

Figure 1: Generic R&D model & Do And Fix (DAF) model

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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 presented at Tsinghua University in Beijing, China in 2008.  It is republished here with author’s permission. 


About the Author

flag-chinapmwj16-Nov2013-vaughan-AUTHOR IMAGEProfessor Hubert Vaughan (Retired)

Beijing, China

Hubert Vaughan commenced his career in the field of computer technology in early 1972. For thirty years, Hubert practiced and served a number of International technology and financial Organizations including IBM, DEC, Unisys, Tandem, Bell Canada, Andersen Consulting, Lucent Technologies, National Mutual, ANZ Banking Group and Bank of Montreal; holding senior management positions in Technology related services. His career covered the five major continents around the world as Department Manager, Director, Assistant Vice President, and Vice President that spanned across software development, professional services, product development, technology consulting, project/program management, strategic planning as well as business development.

The last ten years, Hubert joined the Academic Institutions in China as Professor at the Institute of International Engineering Project Management (IIEPM) of Tsinghua University. Hubert also lectured at the Graduate School of China Academy of Science, the Beijing University of Aeronautic and Astronautic teaching Innovation Management, Management of Technology, Program Management, Project management, and Software Engineering.

Apart from his teaching engagements, Hubert is a Research Fellow at the China Academy of Management Science, a member of the International Society of Professional Innovation Management (ISPIM), a former member of PMI’s Certification Governance Council (CGC); a co-founder of First International Innovation Management Alliance (FiiMA), and an Editorial Advisor of professional e-journal PM World Journal. Hubert is a Program Consultant to a number of multi-billion dollars projects run by State-Owned technology organizations and financial institutions in China.

Hubert is a regular presenter at international conferences and seminars in North America, Europe, Middle-East and Asia-Pacific. He had published more than fifty papers related to Software Engineering, Project Management, Program Management, and Innovation Management subjects both in China and in various international professional journals.  Retired from his academic engagement in July 2013, Hubert continues his research work in Innovation Engineering and presents at international events about his research findings throughout his career. He can be contacted at [email protected]

Mastering the Art of Healthy Business Relationships: 10 Don’ts that Destroy Life-Changing Connections at Work

PM ADVISORY 

By Van Moody

USA
________________________________________________________________________

Let’s face it, business relationships can be tough and some even adversely impact careers and the bottom line. Although relationships are a fundamental aspect of the human experience, our dealings with co-workers and superiors as well as clients and customers are often riddled with strife and consternation. Difficult workplace relationships are far more than a nuisance, as they can cause anxiety, burnout, clinical depression and even physical illness. What’s more, highly toxic workplace affiliations can undermine your professional success and threaten your livelihood at large.

The bottom line is this: the right relationships can propel you to great heights of achievement; the wrong ones will tether you to mediocrity and mire you in disappointment. With this in mind, in striving for rewarding connections with others, it’s essential to evaluate relationships intelligently: What makes a great relationship? How do you keep a relationship great? What are the warning signs of trouble? While it’s so very easy to blame the other person in a distressed relationship, it’s far more effective to consider and assess the situation objectively and build your Relational IQ.

What is Relational IQ?

Relational IQ is the mindset that helps us to better understand and control our professional relationships to maximize happiness and realize life-changing success. Relationships are an art, and most of us lack the skill and mastery to help break—or all together avoid—destructive patterns, disrespect, and deception. Far too many people also lack the ability to have productive connections with others—those that help you achieve goals, sharpen your mind, and generally uplift and enrich your life.

There are, in fact, fundamental principles for interacting with others in the complex and ever-changing dynamics of today’s culture that, if adhered to, can best assure relational success in business. Choose not to and suffer the consequences.

Naysayers might ask, “Is it really possible to master relationships?” The answer is an unequivocal “yes”—if you’re willing to learn skills and proactively apply tactical techniques, that is.

To help kick-start your Relational IQ so that you can better navigate, and begin to master, your own professional affiliations, here are 10 pitfalls to avoid when seeking to develop and manage positive business relationships that will result in greater success and overall enjoyment in the work environment:

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About the Author

pmwj16-nov2013-moody-AUTHOR IMAGEflag-usaVan Moody

USA

Field expert Van Moody is the author of The People Factor (an upcoming release by publisher Thomas Nelson) and a motivational speaker who advises on matters related to relationships as they pertain to friends, family, significant others and the workplace.  He is a “People Scholar” who helps others build their “Relational IQ” to achieve success at home, in their social circles, and in business. He may be reached online at www.vanmoody.com.

A Practical and Holistic Approach to Engaging Stakeholders in Project Portfolio Management

SECOND EDITION

By Huma Sohrwardy, PgMP, PMP, CSM

Texas, USA
________________________________________________________________________

  1. Introduction

This paper presents a practical and holistic approach to engaging stakeholders in Project Portfolio Management (PPM) and using effective communication touch points to achieve successful outcomes. Maintaining transparent communication is a key factor in successfully engaging stakeholders in the process.

Organizations with active project sponsors are more likely to have better project outcomes (PMI, 2013). The stakeholder engagement touch points need to be timely, relevant and most importantly, provide value. Ensuring clarity and understanding of overall purpose and vision including the resulting benefits is an effective approach.

Stakeholder Management best practices offer a variety of approaches from being very formal and structured to being informal and flexible. The key is to find one that best fits an organization’s level of project portfolio management maturity, cultural environment and overall constraints.

The paper briefly emphasizes the importance and context of stakeholder management in project portfolio management and highlights the communication flows and interdependencies between portfolios, programs and projects to present a practical and holistic approach for PPM stakeholder management. The focus is on presenting a consolidated view of key stakeholder engagement in the PPM context than on the specific stakeholder engagement techniques.

The paper is divided into three main sections. The first section describes a high level overview of the PPM core areas, information flows and stakeholders and sets the context for the stakeholder engagement approach. The second section emphasizes the importance stakeholder engagement in PPM followed by a Stakeholder Engagement approach in the third section.

  1. PPM Process, Stakeholders and Information Flow Overview

This section provides a high level overview of the PPM core areas, information flows and stakeholders. It highlights the key PPM stakeholder engagement touch points.  PPM is the coordinated management of portfolio components (i.e. sub portfolios, programs and projects) to achieve specific organizational objectives (PMI, 2008).

The high level PPM process typically encompasses the following core areas as described in Figure 1. These are:

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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 

flag-usahuma-sohrwardyHuma Sohrwardy, PgMP, PMP, CSM   

Dallas, Texas, USA

Huma Sohrwardy is an experienced IT practitioner with 20+ years of experience in the use and management of Information Technology as a means to delivering business goals and objectives. She has extensive experience in the Healthcare IT, Finance, Manufacturing and public sectors and has worked as a consultant for the Australian Federal Government. Huma is the principal consultant with HZ Technologies, LLC (HZT). The company provides Project Portfolio Management solutions to small and medium sized organizations. HZT is a registered vendor with the Texas State and Federal governments. Prior to starting a career in consulting, she led a PMO in Healthcare IT. She is an avid reader and in her spare time volunteers at the PMI Dallas Chapter. She runs the Chapter’s Book Review Program and has recently started its first Book Club. She has been a guest speaker at the Applied Project Management Forum at University of Texas Dallas. Her presentation on “PPM Implementation” can be accessed at the Jindal School of Management website.

Huma can be contacted at [email protected]

How Professionals Can Break Through the Menacing ‘Middle Mile’

PM ADVISORY

By Daniel C. Steenerson 

USA
________________________________________________________________________

If you’ve been in business any length of time, chances are you’ve “bonked” — a phenomenon that happens to marathoners around mile 20 that’s otherwise known as “hitting the wall.” Succeeding in business is much like a marathon: the start is exciting, with the thrill of anticipation swelling as you toe the starting line. You know where you want to go and you’re committed to getting there. The end is equally exciting. Actually seeing the finishing line in the distance brings on a surge of adrenalin. It’s much easier to finish the race when you’ve got the end in sight.  But between the excitement of the start and the rush of the finish is the toughest part of all: the middle miles.

Those requisite, unavoidable middle miles can be a desolate wasteland or they can be the most productive miles of the race — it’s how you deal with them that determines if and when you cross the finish line, and in what kind of shape…winning in business is no different.

It’s no wonder that during a business middle mile there’s a huge temptation to quit. This is the often precarious, volatile and risk-intensive stretch of one’s company or career that lies between the excitement of starting a new journey and reaching the end game objective, whether that be selling a business, taking a company public, becoming an executive or entrepreneur, securing a new position, pursuing a new career path, or retiring wealthy.

Here are 5 tips on how professionals can persevere through the business middle mile.

1. Keep Your Eyes on the Prize 

The middle mile is the stuff in between, and where the real work gets done. It’s the time in your business or career journey where you burn the most energy, deal with fatigue and hopelessness, work through budgetary and employee concerns, embrace setbacks and do your best to overcome burn-out. It’s in this period when there’s a huge temptation to quit. Lack of discipline, poor implementation, and failure to simplify are the three primary reasons, but beneath all of those symptoms is the underlying failure: Losing sight of the finish line. You have to keep your eye on where you ultimately want to go.

You didn’t get to the middle mile without effort. You’ve put in some hard work, but suddenly, the work you’ve done is not advancing you nearly as fast as you want it to. This critical time is when the best “athletes” trudge forward with new training methods, harder work ethics and a stretch of their imagination and willpower.

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About the Author 

flag-usapmwj16-nov2013-steenerson-AUTHOR IMAGEDaniel C. Steenerson

USA

Daniel C. Steenerson imparts his success wisdom, principles and philosophies through his proprietary “Science of Visioneering” approach to help companies, entrepreneurs, executives and other professionals realize business greatness.   He may be reached online at www.DanSteenerson.com – an online community where business owners, executives and other career achievement-minded professionals go for no-nonsense, “tell-it-like-it-is” success advice.

Accepting the Moniker of Subject Matter Expert: The Onus of Expertise

COMMENTARY

By Rebecca Winston, JD, PMI Fellow

Idaho, USA
________________________________________________________________________

Over the years the entitling by others or oneself by the title “Subject Matter Expert” has caused some concern.  The concern was not because the title may not have been deserved in many instances for a range of the subject, but the concern was what the true criteria for such a designation was or should be.

The title seems to be tossed around easily and without much consideration from one forum to another.  Thus another issue arises:  are all forums created equal and thus the designation of “subject matter expert” equal.  The issue is important, since it seems once one has been crowned with such a title, it sticks.

Is there an expiration date that accompanies the title “subject matter expert”?  The issue with this point is that very few areas of knowledge are static.  Individuals are continually striving to study and learn more and more about various aspects in the areas known as the knowledge areas.  If a person deemed to be a subject matter expert does not continue to grow his or her knowledge as it grows within the profession or area of application, how can one continue with the title?

Should one be a “subject matter expert” within a designated sphere such as an industry or a select group of industries or should one be a subject matter expert for a given knowledge area or practice area?  Can one be known broadly as a subject matter expert with knowledge only gathered from one industry, from one organization?

Is there a time requirement for one to acquire knowledge to be considered a subject matter expert?  Does the time requirement apply to each area of expertise claimed?

Who has the duty to review the qualifications for using the moniker of subject matter expert?  Is it the organization applying the moniker; the person using the title, or both who have the duty to review and maintain the qualifications?   What governs such claims or does it fall into the realm of advertising and can such a claim be used for organizations using subject matter experts, self-proclaimed or proclaimed as such by the organization, for producing items such as standards, guides, programs such as seminars, and other productions?

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About the Author

flag-usarebecca-winston-bioREBECCA WINSTON, JD 

Former Vice-Chair, Chair, Fellow – PMI®

P/PM Consultant to US Government

Idaho Falls, Idaho, USA 

Rebecca (Becky) Winston, Esq., JD, PMI Fellow, is a former Chair of the board of the Project Management Institute (PMI®). An experienced expert on the subject of project management (PM) in the fields of research & development (R&D), energy, environmental restoration and national security, she is well known throughout the United States and globally as a leader in the PM professional world.  Rebecca has over 25 years of experience in program and project management, primarily on programs funded by the US government.  She is a graduate of the University of Nebraska’s College of Law, Juris Doctorate (1980), in Lincoln, Nebraska and has a Bachelor’s of Science (BS) degree in Education from Nebraska Wesleyan University She is a licensed attorney in the states of Iowa and Nebraska, USA. Active in PMI since 1993, Rebecca Winston helped pioneer PMI’s Specific Interest Groups (SIGs) in the nineties, including the Project Earth and Government SIGs, and was a founder and first co-chair of the Women in Project Management SIG. She served two terms on the PMI board of directors as director at large, Secretary Treasurer, Vice Chair (for two years), and Chair (2002). She was elected a PMI Fellow in 2005.  She is also a member of the American Bar Association and the Association of Female Executives in the United States.   Ms. Winston periodically serves as an advisor to organizations such as the National Nuclear Security Administration (USA), U.S. Department of Energy (DOE) and the U.S. Department of Homeland Security (DHS) on topics ranging from Program and Project Management to project reviews, risk management and vulnerability assessments. She has extensive recent PM experience in the areas of alternative energy, national defense and security, and has worked closely with local, regional and national officials, including Congress and the Pentagon.  Becky can be contacted at [email protected]

Project Management Report from Belo Horizonte

REPORT

By Manuel Carvalho da Silva Neto

International Correspondent 

Minas Gerais, Brazil
________________________________________________________________________

Project Management in Construction Industry

Fortaleza, the Ceará State capital city, was the scenario, from 2nd to 4th October, for the 85o Encontro Nacional da Indústria da Construção (85th National Construction Industry Annual Meeting), promoted by CBIC (Brazilian Construction Industry Chamber).

In this important event, aside from the general meeting, there were a lot of parallel meetings including the Service Companies Forum. This forum, which occurred in October 3rd, was dedicated to discussing the Success and Offenders Factors in the Industrial Construction Management.

The discussion was started by the results from a Project Management Maturity Survey, performed last year, and conducted by Professor Darci Prado (DSc, IPMA-B).

These results were presented by Manuel Carvalho da Silva Neto, and supported by other studies and presentations by Mr. Juarez Sigwalt, from mining company VALE, Mr. Luiz Pires, CEO from Mascarenhas Barbosa Roscoe, a construction company from Minas Gerais State, Mr. Ailton Queiroz, chair from PMI – Ceará State Chapter, Mr. Ricardo Reis, representing the Espirito Santo State Construction Industry and Mr. Paulo Emilio Vaz, from IETEC, an important Minas Gerais business school, which boosts the Project Management education. 

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About the Author

flag-brazilManuel-Carvalho-da-Silva-NetoManuel Carvalho da Silva Neto 

Minas Gerais, Brazil 

Manuel Carvalho da Silva Neto, MsC, Mech. Engineer and PMP is Fundação Dom Cabral Invited Professor and also Consultant. He is a seasoned professional with over 38 years of experience in Project Management, Process Management and Strategy. Manuel has managed or participated in more than a hundred projects across different fields including Steel, Mining, IT, Telecom, Food Processing, Government and Construction to mention a few. He worked also in projects of PMO (Project Management Office) and Methodology of Project Management. He has also strong skills in Leading People and Finance. He served as Minas Gerais State Undersecretary for Planning and Budget, from 2007 to 2008. Manuel can be contacted at [email protected].

If you can change you will see how others change

PM ADVISORY

By Alfonso Bucero 

Madrid, Spain
________________________________________________________________________

Perhaps you are happy as a project manager about the way you manage your project, your people or about the relationship you have with your project sponsor or your customer. Perhaps you are not. In many occasions in my professional life I was unhappy about one of those situations, but you know what, I did not do anything for changing it. Does it sound familiar to you?

To be a complete project manager is always a challenge for all of us. I mean developing the right skills to contribute for project success is not an easy task, but we can do much more that we can imagine. Working over the years, as a project manager,  I was a doer because I felt the obligation of doing everything under my management and organization umbrella without any doubt.

However I learnt over the years that organizations expect some added value from us, as project managers. I am not talking about disobedience in front of our top managers or not following the corporate procedures, rules and guidelines; I am talking about thinking differently and trying to figure out what would happen if we’d do it in other way. Please reflect upon the following questions:

Have you spent time thinking about what you would change in your organization regarding the way the support you in your projects?

Have you spent time thinking about the way you are dealing with your customer when delivering a project for them?

Have you spent time reflecting about how are you dealing with your team members and project stakeholders?

Are you happy about that, or would you change anything? If your answer is “I would change something”, I would say “WELCOME TO THE CLUB”. In my life as a project manager I wanted to change many things regarding every area I talked about, but I did not have the courage to do it. And I believe that I lost great opportunities with my behavior. Finally I was burnt out. Let me share with you the following story:

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About the Author

flag-spainalfonso-buceroAlfonso 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 note on management integration in project contexts

COMMENTARY 

By Alan Stretton

Sydney, Australia
________________________________________________________________________

INTRODUCTION 

For some time I have been uneasy about how management of integration in the project context is handled in the literature – mainly because it does not connect well with my own experience. Recently I was introduced to some work on project integration by an old colleague, Ted Tooher, which has helped give me a better understanding of the problems and opportunities involved in effective integration on projects, and has prompted me to pen this commentary. 

INTEGRATION AND MANAGEMENT 

Management at large 

It appears to me that the key job of all managers is integration. This is the raison d’etre for having managers in the first place, and it is implicit in most of the classical definitions of managers. For example, Allen 1962 said

….we can define a manager as someone who is so placed organizationally that only

he has the perspective, objectivity, and balance with respect to the varying and sometimes conflicting needs of his subordinates.

In this definition, the focus of management integration is decision making in the sense of providing overall balance to contributions by subordinates. Other definitions often imply other forms of integration, although seldom explicitly.

Another way of looking at the situation is to ask the question, “If the manager is not acting as an integrator, who is?”

The functions of management which are commonly depicted as being involved in management at large (and thence in management integration) are commonly depicted as being planning, organizing, leading, and controlling (e.g. Allen 2004, Mukhi et al 1988), or something very similar (e.g. Koontz & O’Donnell 1978). These can then be regarded as the manager’s integration tools. 

Project management

Project managers are widely regarded as integrators. For example, the PMBOK Guide (PMI 2013a) has had project integration management as one of its knowledge areas since the 1996 edition. The APM Body of Knowledge (APM 2012) has a major section on Integrative Management.

The components of these two management integration units are shown in the following table, with an attempt at roughly aligning APM components with those of PMI 2013a. 

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About the Author

flag-australiaalan-stretton-bioAlan 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].

IPMA Council of Delegates convenes in Dubrovnik, Croatia

REPORT

By Jouko Vaskimo 

Helsinki, Finland
________________________________________________________________________

International Project Management Association (IPMA) Council of Delegates (CoD), the highest decision-making body of the first global project management association, convened on September 28th … 29th 2013 in the Valamar Resort Babin Kuk in Dubrovnik, Croatia, with delegates from 43 IPMA Member Associations (MA) in attendance. The meeting was organized by Croatian Association for Project Management (CAPM), the local IPMA MA, and hosted by IPMA President, CAPM President, Professor Mladen Radujković.

pmwj16-nov2013-vaskimo-cod-convenes-IMAGE 1

In the photo: IPMA Council of Delegates in Dubrovnik (photos courtesy Jouko Vaskimo)

Professor Mladen Radujković, IPMA President and CAPM President, warmly welcomed IPMA CoD to Croatia, to the region of Dalmatia, and to the city of Dubrovnik, known as the Pearl of the Adriatic. Professor Radujković was very pleased with the CoD meeting, and stated “This CoD meeting in Dubrovnik is an important point for IPMA as an organization. We presented and discussed several strategic items related to external and internal aspect of IPMA organization, particularly related to governance, standards, membership and certification. The decisions made by the Council of Delegates have high impact on IPMA future, and the further development of the general project management community. Once again has IPMA demonstrated strength and creativity while focusing on vision for future. Having delegates from 55 Member Associations – from all continents – working together sends an impressive message for everyone involved in project management decision-making across the globe. IPMA demonstration of high respect and open discussions, in a result-oriented decision process is one of the greatest values of the organization. IPMA would like to congratulate and thank all delegates, and especially the Croatian Member Association CAPM for an excellent organization and great hospitality, known as IPMA family spirit“.

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About the Author 

flag-finlandJouko-VaskimoJouko Vaskimo 

Finland

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 .

A Team-based Approach to Continuous Improvement in Program, Project and Portfolio Management: The U. S. Government’s Global Threat Reduction Initiative

SECOND EDITION

Russell D. Archibald, Wayne Abba, David L. Pells, Miles Shepherd and Marc Zocher

Mexico, UK and USA
________________________________________________________________________

Abstract

The Global Threat Reduction Initiative (GTRI), financed primarily by the National Nuclear Security Administration (NNSA) within the U. S. Department of Energy (DOE), has a critical global mission to protect society from terrorist use of nuclear or radiological materials, from non-military sources, in an improvised nuclear device or bomb (IND) or radiological dispersal devices (RDD), commonly referred to as “dirty bombs.” This threat reduction effort presently comprises more than 1,000 projects in over 100 countries, including the USA. The GTRI includes portfolios of programs and projects involving many countries and organizational entities, both public and private. A broad and mature perspective is needed to develop, implement, and continually improve the management processes used for planning, authorizing, funding, executing, monitoring, reporting, and controlling such global programs. The physical results of many of these projects also require sustaining follow-up inspections, maintenance and corrective actions for the foreseeable future.

This paper summarizes the GTRI accomplishments to date, describes the complex management challenges encountered and how they have been overcome, and most importantly describes the unique Project Management Improvement Team that brings together key people from NNSA Headquarters, the eleven involved National Laboratories and national security facilities, and five independent project management experts (who are the authors of this article.) This team approach provides a model that can be useful to other large-scale initiatives involving government and industry to obtain continuous improvement of their management practices.

  1. 1.        Introduction

The Global Threat Reduction Initiative (GTRI) , financed primarily by the National Nuclear Security Administration (NNSA) within the U. S. Department of Energy (DOE), has a critical global mission to protect society from terrorist use of nuclear or radiological materials, from non-military sources, in an improvised nuclear device or bomb (IND) or radiological dispersal devices (RDD), commonly referred to as “dirty bombs.” This threat reduction effort presently comprises more than 1,000 projects in over 100 countries, including the USA.

The GTRI includes portfolios of programs and projects involving many countries and organizational entities, both public and private. A broad and mature perspective is needed to develop, implement, and continually improve the management processes used for planning, authorizing, funding, executing, monitoring, reporting, and controlling such global programs. The physical results of many of these projects also require sustaining follow-up inspections, maintenance and corrective actions for the foreseeable future.

This paper summarizes the GTRI accomplishments to date, describes the complex management challenges encountered and how they have been overcome, and most importantly describes the unique Project Management Improvement Team that brings together key people from NNSA Headquarters, the eleven involved National Laboratories and national security facilities, and five independent project management experts (who are the authors of this article.) This team approach provides a model that can be useful to other large-scale initiatives involving government and industry to obtain continuous improvement of their management practices.

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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 27th IPMA World Congress in Dubrovnik, Croatia in October 2013.  It is republished here with the permission of the authors.


About the Authors                                                                                     

flag-usa-mexicorussell d archibaldRussell D. Archibald

San Miguel de Allende, Mexico 

Russell D. Archibald, PhD (Hon), MScME, BSME, PMP, PMI Fellow and founding trustee, and Honorary Fellow APM/IPMA (member of the Board of IPMA/INTERNET 1974-83). He held engineering and executive positions in aerospace, petroleum, telecommunications, and automotive industries in the USA, France, Mexico and Venezuela. Since 1982 he has consulted to companies, agencies and development banks in 16 countries on 4 continents, and has taught project management principles and practices to thousands of managers and specialists around the world. He is co-author with Shane Archibald of Leading and Managing Innovation, 2013, author of Managing High-Technology Programs and Projects, 3rd ed. 2003, also published in Russian, Italian, and Chinese, and has published other books (in English, Italian, Japanese, and Hungarian) and many papers on project management. He has been a program management advisor to the US Government’s Global Threat Reduction Initiative since 2007.  Web site: www.russarchibald.com

flag-usapmwj16-Nov2013-abba-archibald-AUTHOR IMAGE 2 ABBAWayne Abba                                  

Virginia, USA

Wayne Abba, an independent consultant specializing in Earned Value Management in the public sector, has more than 40 years’ experience in contract and project management. He is also a part-time Research Analyst at the Center for Naval Analyses in the USA, a federally-funded research and development center, where he also serves on an expert panel reviewing Air Force acquisition. For seventeen years before retiring in 1999, Wayne was the senior program analyst for contract performance management in the Office of the US Under Secretary of Defense (Acquisition & Technology).  He has performed program management reviews of a wide range of government and private organizations, is a member of the Board of Directors of the Graduate School Japan and has advised the Japanese government on managing cleanup of the Fukushima nuclear disaster.  Wayne is past president of the PMI College of Performance Management. He is a contributing author of the Government Accountability Office’s “Cost Estimating and Assessment Guide: Best Practices for Developing and Managing Capital Program Costs,” issued in March 2009, and its companion “Schedule Assessment Guide: Best Practices for Project Schedules,” issued in May 2012 as an exposure draft. While in public service, he advised the U.S. Office of Management and Budget on development of Circular A-11 Part 3 (now Part 7) and the associated Capital Programming GuideHe has been a program management advisor to the US Government’s Global Threat Reduction Initiative since 2007. 

flag-usadavid-l-pellsDavid L. Pells                                         

Texas, USA 

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 PM World Journal and Library, and of PM World Services, a U.S. firm providing advisory services for major government programs.  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, energy, defense, transit and high technology, and project sizes ranging from thousands to ten billion dollars. He is a former director of the Project Management Institute (PMI®), and former Chair of the Global Project Management Forum.  David was awarded PMI’s Person of the Year award in 1998 and Fellow Award in 1999. He is an Honorary Fellow of APM in the UK, PMA – the national PM society of India, and of the Russian Project Management Association.  He has been a program management advisor to the US Government’s Global Threat Reduction Initiative since 2007. David can be contacted at [email protected] 

flag-ukmiles shepherdMiles Shepherd                        

Salisbury, England 

Miles Shepherd is managing director for MS Projects Ltd, a consulting company supporting various UK 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 the Chair of the ISO committees developing the new ISO standards for Project and Program Management.  He was involved in setting up APM’s team developing guidelines for project management oversight and governance.  He has been a program management advisor to the US Government’s Global Threat Reduction Initiative in the USA since 2007.  Miles is based in Salisbury, England and can be contacted at [email protected]. 

pmwj16-Nov2013-abba-archibald-AUTHOR IMAGE 5 ZOCHERflag-usaMarc Zocher                                                 

Washington, USA 

Marc Zocher, PMP is an independent program, project and business management consultant based near Seattle, Washington, USA.  He has over 35 years of experience on a variety of engineering, construction, environmental, nuclear energy and security projects at several US national laboratories and for NNSA headquarters in Washington, DC.  He has led software and systems development projects, including the GTRI G2 program management information system that won a PMI Distinguished Project Award in 2011.  He has also founded, led and sold several startup business ventures in technology fields.  He has been a program management advisor to the US Government’s Global Threat Reduction Initiative since 2007. Marc can be contacted at [email protected].