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Project Management Update from Douala: Establishing a Stakeholders’ Engagement Strategy for the Construction of a Palm Oil Processing Center in Nguibassal, Cameroon

REPORT

By NDJIB Marie

International Correspondent

Douala, Cameroon
________________________________________________________________________

ABSTRACT

This article presents the engineering of stakeholder’s engagement management in a project.  It is a practical overview of how stakeholder’s commitment to a project has been sustained in a conflicting environment through project leadership.

The value of this article lies in the practical understanding of stakeholder’s engagement management.

1.     The project context 

Project management standards have put great emphasis on stakeholder’s management. Theories and empirical studies have demonstrated that the implication of stakeholders in projects is a sure path to achieve expected results. According to (Chinyio and Akintoye, 2008), to achieve project objectives, it is essential to formulate a process for stakeholder management and to identify effective approaches for stakeholder analysis and engagement. However, it has been demonstrated that maintaining stakeholders’ engagement to the project requires a concrete understanding and integration of internal and external factors that could hinder the results of the project. This goes along with understanding the interest of various stakeholders and adjusting it to the benefit of the project. This is particularly challenging, especially in project where stakeholder’s participation is at the hearth of the project.

Palm oil production has rapidly increased over the past ten years in Cameroon. To sustain the local and the world demand, there has been a wide expansion of agro-industrial palm’s plantations and the growing implication of independent farmers, supported by the government, especially in rural area in the southern region of the country.

Nguibassal (fig1) is rural settlement situated in the centre region of Cameroon. Located in the division of Nyong-Ekelle, with a population of around 4 500 habitants involved in pastoral activities. Its particularity since 2010 is the growing implication of the local population to palm oil production. The activity has proven to be profitable for the socio economic balance of the locality.

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About the Author

flag-douala-cameroonmarie-elaine-ndjibMarie 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].

Welcome to the February 2014 Edition of the PM World Journal

David Pells,

Managing Editor 

Addison, Texas, USA
________________________________________________________________________

Welcome to the February 2014 edition of the PM World Journal (PMWJ). This month’s edition again contains a wide range of contents from around the world, with 35 articles, papers, reports and book reviews by 39 different authors in 18 different countries.  An additional 30+ news articles about projects and project management around the world are included. More than 30 countries are again represented by authors or subjects this month.

Invitation to Share Knowledge

We invite you to share your knowledge and experience related to program, project and portfolio management.  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.  See our Call for Papers in the news section of the PMWJ this month; if interested in submitting something for publication, check out the Author Guidelines on www.pmworldjournal.net, then contact me at [email protected].

This month in the Journal

We begin with a Letter to the Editor this month, from Drew Davison in Canada in response to both the Advisory article in the December PMWJ on the subject of stakeholder management and Patrick Weaver’s Letter to the Editor last month on the same topic. Join the debate.  If you have a reaction to something you read in this publication, share it with the world in an old fashioned letter to the editor – but send it by email please.

Our Featured Interview this month is with Bob Youker entitled “Why Project Management for Consultants?” This is a reprint of his 1980 interview with International Consulting News.  Read this piece for some interesting history and still relevant comments about PM in the consulting business.

6 authors in 5 different countries have contributed Featured Papers this month.  Onyinyechi Okegugwu and Enoch Omajeh in Nigeria have authored “The Halo and Devil Affects: Impediments to Project Delivery.”  Bob Prieto in New Jersey, USA is back with another paper titled “Perspectives on the Cost of Delayed Decision Making in Large Project Execution.”  Andy Cuthbert in Houston has provided another paper on an important and often overlooked aspect of project management in “A Well-Oiled Machine.”  Ashwan Kharola in India has shared another paper on fuzzy logic, this one titled “A Fuzzy Risk Assessment Model (FRAM) for Risk Management (RM).”  And Lita Liliana in Jakarta Indonesia has authored a very good paper entitled “Using Analytical Hierarchy Process to Determine Appropriate Minimum Attractive Rate of Return for Oil and Gas Projects in Indonesia.” Our Featured Papers are all serious contributions to the P/PM literature, so although they may sometimes be long and/or somewhat academic in nature, please consider reading them.  Increase your knowledge!

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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. 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 energy, engineering, construction, defense, 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.  He occasionally provides high level advisory support for major programs and global organizations.  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.

Why Project Management for Consultants?: An Interview with Robert (Bob) Youker

INTERVIEW 

World Bank (retired)

robert-youker-bio

By International Consulting News

1980

Editor’s note: This interview was conducted with Bob Youker by International Consulting News (ICN) in 1980 when Bob was still with the World Bank.  ICN is no longer in existence; this interview is republished here with Bob Youker’s consent. 

Bob Youker’s background summary can be found at the end of this interview
________________________________________________________________________

International Consulting News (ICN):              Bob, why is project management becoming an increasingly popular topic among managers and consultants?  

Bob Youker (Bob):             Perhaps the main reason is because society is moving toward more temporary systems, “adhocracy” as Toffler called it.  Given the environment surrounding most organizations and the pace of technological innovation, the emphasis in organizations is shifting from functions to tasks, in order to meet organizational objectives.

In my opinion, emphasis on Management  By Objectives has also contributed to the popularity of project management.  By definition MBO carves projects out of functional operations.

ICN:    There seems to be some confusion surrounding the terms project management, project organization and matrix management.  Would you define them differently or distinguish between them?

Bob:   Certainly, I would agree that confusion does exist, particularly between project management and project organization.  Project management is managing projects.  Projects are complex series of activities leading up to a specific end event.  The project is unique.  It is a one-time occurrence with a beginning and an end as contrasted with “operations” where activities may be cyclical or repetitive.  Project management may be carried out under any organizational structure.

Project organization is a single purpose structure organized around project outputs.  Usually such a structure is created on a temporary basis within a larger organization to attain a specific objective.  It is separated from the regular functional structure and set up as a self-contained unit headed by a project manager.  Interestingly, the internal structure of the project organization is functional.

Matrix organization is a multidimensional structure in which a lateral structure suitable for project coordination is super-imposed on a vertical functional structure.

ICN:    What are some of the pitfalls or problems inherent in project management?

Bob:   There are several.  At a general level, project management is frequently over complicated, over sophisticated and over jargonized by its users.

Project management involves detailed planning of uncertain future activities.  People hate to be pinned down about the future and so you hear comments like “let’s play it by ear.”  Critical path programming becomes a bitter pill to swallow.  Putting plans down on paper, in black and white, is something we don’t like to do as human beings and so this aspect of project management seems more like a punishment than an appropriate methodology.

More…

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Wingtips with Spurs, Lessons from the Ranch

PM WORLD BOOK REVIEW 

pmwj19-feb2014-Martincevic-IMAGE BOOKBook Title:  Wingtips with Spurs, Lessons from the Ranch
Author:  Michael L. Gooch, SPHR
Publisher:  Multi-Media Publications
List Price:   US$24.95
Format:  softcover; 280 pages
Publication Date:   2008     ISBN: 9781897326886
Reviewer:      Luke Martincevic, PMP
Review Date:              November 2013
________________________________________________________________________

Introduction to the Book 

Michael Gooch is a Director of Human Resources, but also a rancher. This brings the timeless small town, rancher wisdom to the workplace in an easy read. Running a ranch as a business has may parallels to the corporate workplace, but emphasizes many undeniable truths I a down-to-home format, that simply makes sense. De-politicizing the corporate workplace with small business perspective is probably what the corporate environment needs. The book is fun to read, easy to apply, with memorable lessons in a package of great imagery.

Overview of Book’s Structure

Broken out into chapters alphabetically by name, the author makes no pretense by attempting to prioritize content. All chapters are relevant in the workplace, and he’s wisely left it to the reader to decide on their order of precedence. In this approach, it is probably more reference-able as the reader can dive directly into whichever topic is of particular interest at that time. However, the price paid for this, is that is lacks continuity as it doesn’t lead the reader from one topic to the next. Also, it lacks the interconnectivity of many of the topics. Nonetheless, an entertaining and enlightening read.

Highlights: What’s New in this Book

Based on home-town truths, the content is basically nothing new.  Or at least, should be nothing new to any reader. The perspective though is totally new and refreshing. Michael brings the topics to life with real examples with which it is easy to relate. Also, Michael uses simple phrases to highlight important points for the most part, as these are simple and easy to relate to, they are also easy to remember. This is important, as it changes the character of the book from being a dry basis of reference, to topics that the reader will easily remember and apply in his or her day-to-day business.

The author has, I believe intentionally, not focused on any particular discipline, profession, corporate structure or philosophy, except for home-grown common sense. By using examples and perspectives from a ranch or farm, he’s effectively divorced the content from most business readers, but kept is close enough to experiences to which we all might relate.

Highlights: What I liked!

The author’s frankness with real-life situations brings the book to life. His directness in his approach makes this no –nonsense and leaves the reader questioning why they’re not viewing their corporate lives with the same eyes as they would use in any business. Without specifically stating as much, the author intimates that we are all so caught up in our big-business perspectives, that we allow these perspectives to cloud our judgment, and obscure our goals. 

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Editor’s note:  This book review was the result of cooperation between the publisher, PM World and the Dallas Chapter of the Project Management Institute (PMI Dallas Chapter – www.pmidallas.org). Publishers provide the books to PM World; books are delivered to the PMI Dallas Chapter, where they are offered free to PMI members to review; book reviews are published in the PM World Journal and PM World Library.  PMI members can receive PDUs for PMP recertification by reviewing PM books.  PMI Dallas Chapter members are generally mid-career professionals, the audience for most project management books.  If you are an author or publisher of a project management-related book, and would like the book reviewed through this program, please contact [email protected].

SCRUM Mega Pack for the Agile Scrum Master, Product Owner, Stakeholder and Development Team

PM WORLD BOOK REVIEW 

pmwj19-feb2014-coelln-IMAGE1 BOOKBook Title:  SCRUM Mega Pack for the Agile Scrum Master, Product Owner, Stakeholder and Development Team
Author:  Paul Vii
Publisher:  Pashum Publishing
List Price:   US$19.98          Format:  soft cover, 196 pages
Publication Date:   November 2013          ISBN: 9781482681734
Reviewer:      Maryanne Coelln, PMP
Review Date:              January 2014           ________________________________________________________________________

Introduction to the Book

This is a compilation of seven previously published books on scrum by the author, with an additional chapter not previously published on Kanban.

Looking for an easy-to-read overview with just enough detail to not overwhelm?  Try out this book.

Overview of Book’s Structure

The chapters are organized in a way to support the key reason Paul was inspired to write this book: “to better understand what makes each scrum rule so powerful.”  It starts with a history of scrum, why it works, a framework to use, tips, how to become a Scrum Master, how to meet a project deadline with scrum, and ends with an overview of Kanban and how it can be used on projects.

Highlights: What’s New in this Book

Paul has achieved his objectives as explained in his Introduction: 1) Explaining the scrum rules clearly, 2) Being as concise as possible in my explanation and 3) Explaining how these scrum rules can help to make projects a success.  Please be advised that the author is insistent that the rules of scrum must be followed to reap the highest project rewards.

Highlights: What I liked!

What I liked most was that the book is written in a very conversational tone.  It starts with the history of agile, explains how scrum fits in, and then moves on in a logical framework explaining how to use scrum.

I valued his personal experiences in the scrum world as he moved through examples of how scrum works in a business environment.  Definitions of common terms such as product backlog and user stories were injected into the chapters at perfect points where a detailed explanation was needed before describing the business challenge and solution.

Paul is passionate about his topic, and you get the sense that he is explaining his perspective as if you were in the room with him, taking the time to explain what and why you should do the activities that he carefully outlines.  I tend to think in a linear fashion, and appreciated that he laid out his approach to agile projects very logically, including checklists and “how to’s” that I felt could be acted upon on in the real world.  There could be other methods that would work, but I felt that I would achieve project success if I followed his approach. 

More…

To read entire Book Review (click here)

Editor’s note:  This book review was the result of cooperation between the publisher, PM World and the Dallas Chapter of the Project Management Institute (PMI Dallas Chapter – www.pmidallas.org). Publishers provide the books to PM World; books are delivered to the PMI Dallas Chapter, where they are offered free to PMI members to review; book reviews are published in the PM World Journal and PM World Library.  PMI members can receive PDUs for PMP recertification by reviewing PM books.  PMI Dallas Chapter members are generally mid-career professionals, the audience for most project management books.  If you are an author or publisher of a project management-related book, and would like the book reviewed through this program, please contact [email protected]. 


About the Reviewer

maryanne-coellnflag-usaMaryanne Coelln 

North Texas, USA 

Maryanne Coelln, PMP, is Director of Project Delivery for the American Airlines Federal Credit Union.  Maryanne has a B.S.C. degree in Marketing from Santa Clara University, California and earned her PMP in 2003. She has over 15 years of experience in leading technical project teams and is focused on developing practical methodologies. She has been an active member in the PMI Dallas Chapter for many years.  Maryanne can be contacted at [email protected]. 

Series on Program Management: The Decisive Program Manager: Introduction to a new series on program management

SERIES ARTICLE

By Russ Martinelli and Jim Waddell

Program Management Academy 

Oregon, USA
________________________________________________________________________

We are pleased to present this series of articles for the PM World Journal focused on effective decision-making as a primary responsibility of program managers and a key factor in managing programs to success. The articles are extracted from portions of the book entitled Program Management for Improved Business Results, 2nd edition(John Wiley & Sons Publishing, 2014).

This first three-part series of articles focuses on one of the most critical components of managing programs effectively – making informed decisions.  Throughout the series we specifically address the question, “What are the critical aspects of effective decision-making in program management?”

In working with program managers within a variety of companies and organizations, we have found that one of the key attributes of successful program managers is their ability to make good decisions. Effective decision-making is a factor that separates the best program managers from the rest.

However, effective decision-making in a program environment is not the work of just one individual, but of an entire team of people who all need to be effectively engaged and decisive.

This series of articles explores the decision-making process on a program and its constituent projects.  The articles are written from a practitioner’s point of view.  We work in industry and therefore our experiences and perspectives are first-hand and real-world.  We welcome your comments, perspectives, challenges, and other feedback.

The following is a set of abstracts from the three articles presented in this series titled “The Decisive Program Manager.”

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The PMWJ series of articles on program management is authored by Russell Martinelli and James Waddell, principle advisors at the Program Management Academy in Oregon, USA.   More about the authors and the Program Management Academy can be found at http://www.programmanagement-academy.com/.

About the Authors

pmwj19-feb2014-martinelli-AUTHOR1 MARTINELLIflag-usaRuss Martinelli 

Oregon, USA 

Russ Martinelli is a senior program manager at Intel Corporation, one of the world’s largest semiconductor companies.  Russ has many years of experience leading global product development teams in both the aerospace and computing industries.  Russ is also a founder of the Program Management Academy (www.programmanagement-academy.com), and co-author of Leading Global Project Teams and the first comprehensive book on program management titled Program Management for Improved Business Results. Russ can be contacted at [email protected].

pmwj19-feb2014-martinelli-AUTHOR2 WADDELLflag-usaJim Waddell 

Oregon, USA

Jim Waddell, former PMO director in the high-tech industry, is a founder of the Program Management Academy (www.programmanagement-academy.com) where he consultants in program management and mergers & acquisitions. He has held a variety of management positions in the high tech and energy industries, has been a speaker at numerous conferences, and is a co-author of two books:  Leading Global Project Teams and Program Management for Improved Business Results.  Jim can be contacted at [email protected].

UK Project Management Round Up

REPORT

By Miles Shepherd

Executive Advisor & International Correspondent

Salisbury, England, UK
________________________________________________________________________

INTRODUCTION

This is a brief report this month as I am out of UK and so have few resources available to bring you the latest from the project world.  However, there are still some aspects that can be reported.  Energy plans seem to feature in the news this month and as always, there is a lot to be reported under the Infrastructure heading.  Sadly, there are still negative aspects to report that either threaten existing projects, those planned for the future and those that had the plug pulled early.  Let’s deal with the negative first.

BAD NEWS 

Much of the bad news centres around the power industry but transport and the aircraft industry all have their problems.  The first aspect for the power industry is the revised estimates of capacity that show UK is twice to suffer power blackouts than previously thought. You could be forgiven for thinking this is actually good news for the project world as it should mean more and urgent construction of additional generating capacity but such work would take significant time to complete.  This year alone, UK will lose a gigawatt of coal fired capacity bringing mainly through the closure of coal fired power stations such as Eggborough which generates 4% of the UK capacity.

The UK Government is complying with EU directives to reduce coal and have recently reiterated their intention to stand firm on the plan to shut down coal generation, possible by 2030.  More telling is the Government refusal to place any of these plants in a strategic reserve to cover the unexpected, such as further delays in the construction of new nuclear plants.  While many observers feel thisis a foolish stance, others claim that the fines Brussels would levy for allowing mothballed plants to resume operation would be greater than building new plants.  As in all projects, timing is everything and the stakes are high, we are talking about failure affecting the national economy and likely increased deaths in winters to come.

Government caution may be well advised since the European Commission is investigating the ‘strike through’ price.  Officials at the Commission are reported to have stated that it ‘doubts that the project suffers from a genuine market failure’.  State aid is only permitted when this occurs.  What impact this will have on the project plans is not yet known but I doubt that it will be good.

Failed Projects are always bad news and the British Broadcasting Corporation, (BBC) which is soon to start negotiations over its funding process, is facing yet more criticism over its aborted Digital Media Initiative (DMI) project.  This had all of the hallmarks of a classic failed major IT failure – weak governance arrangements, poor plans poorly monitored etc – and some £100 million has been written off.

The BBC has been criticized by Members of Parliament, notably the powerful Public Accounts Committee (PAC) and other critics who accuse the BBC of trying to bury the long awaited Price Waterhouse Coopers (PwC) report by releasing it shortly before Christmas.  This report ‘confirms’ that the BBC internal governance is not fit for purpose according to press reports.  Scrutiny has been renewed as the National Audit Office resumed its investigations and should report very soon.  The PAC will be interrogating Mark Thompson, the previous Governor General of the BBC at the start of February so expect more harsh words. 

More…

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About the Author

flag-ukpmwj17-dec2013-shepherd-AUTHOR IMAGEMILES 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].

Project Management Report from Milan

REPORT

By Luca Cavone

International Correspondent 

Milan, Italy
________________________________________________________________________

This month we want to share the results of a recent interactive forum organized by UNITECH, a consortium of European technical universities and industrial firms.  The following summary of the event was provided by UNITECH Secretary-General David Ward.  It was relayed to me by Roberto Mori, Chair of the Executive Board of the International Project Management Association (IPMA), who participated in the event in representation of IPMA Italy.


Engineering the Future of Europe: The UNITECH Perspective 

Overview of the Forum

Last Autumn, UNITECH International, a non-profit association of leading European engineering universities, innovative companies and top-level students, held an interactive forum “Engineering the Future of Europe: The UNITECH Perspective.”

Organized by Politecnico di Milano, a founding UNITECH Academic Partner within their 150th Anniversary celebrations, the event explored how Europe is challenged by its most critical economic crisis for several decades and how it must deal with an urgent need for new solutions to ensure a rapid return to growth that will prove sustainable in the long run.

To that end, the keynote speech, presentations and interactive panel discussions focused on answers to the following questions:

  • How can sustainable economic growth and industrial development be promoted throughout Europe?
  • What roles can engineering, technology and innovation play in promoting a high-value, globally-competitive industrial economy in Europe?
  • How  should  the  political,  industrial  and  academic  agendas  be  aligned  to  support  proposed strategies? 

Drawing on established UNITECH experience created through the long-standing and continuous engagement of technical universities and industrial corporations, the following key messages guided the forum: 

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About the Author

flag-italy130923-cavone-150X184Luca Cavone 

Milan, Italy

Luca Cavone is a Consultant at JMAC Europe, the Consulting firm of the Japan Management Association. He is mainly focused to support companies in Innovation Management and Product Development Projects typical of R&D and Marketing areas, with an interdisciplinary background of the business processes. In JMAC Luca follows also the study and development of project management methodologies based on the application of Lean Thinking approach. Before joining JMAC he worked several years in the Aerospace industry.   Since 2009 Luca has been actively involved with the International Project Management Association (IPMA); at that time he was between the founders of the Young Crew Italy and was appointed as first chairman. In 2011 he left the position to join the Young Crew Management Board, where he’s currently Head of Membership and Responsible for the Young Project Manager of the Year award. Since 2010 Luca is also a member of the Executive Board of IPMA Italy.  Luca is an international correspondent for PM World in Italy; he can be contacted at [email protected].

Project Management in Spain – monthly report

REPORT

By Alfonso Bucero

International Correspondent & Editorial Advisor

Madrid, Spain
________________________________________________________________________

PMI closed 2013 with around 440.000 members worldwide. And the amount of PMPs over the world were 595.000 at the end of 2013. In Spain, we are 5.350 members in total. The number of  PMPs at the end of 2013 was 5.800. The PMI Madrid Chapter, after some slow growth during June, July and August,  it grew up by the end of 2013 overcoming 1.480 members. Regarding PMPs, the PMI Madrid Chapter closed 2013 with 1.100 certified professionals.

Excluding the new Chapters and the potential ones, the PMI Madrid Spain Chapter, with a growth of  267 socios during 2013, ended 2013 in the ranking number four worldwide with a bigger growth regarding their membership in absolute terms.

PMI worldwide (December 31st, 2013):

  • PMI membership: 439.689, 10,63% growth since january 2013
  • PMP certifications: 594.603, 16,49% growth since Janaury 1st
  • CAPM certifications: 24.450, 21,30% growth since January 1st 2013
PMI in Spain (December 31st, 2013):

  • PMI membership: 5.355, 52,96% growth since January 1st 2013
  • PMP certifications: 5.796, 49,84% growth since January 1st, 2013
  • CAPM certifications: 300, 54,64% growth since January 1st, 2013

More…

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


About the Author

flag-spainalfonso-buceroAlfonso Bucero 

Contributing Editor

International Correspondent – Spain

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

IPMA Project Excellence Award tells who is the best in project management

REPORT 

By Ewa Bednarczyk and Kasia Pachuta

IPMA Excellence Awards Office

Krakow, Poland
________________________________________________________________________

Do you believe your project is the best managed project in the world? Is it good enough to compete in the international project management arena? Are you ready to share your experience? If yes, the IPMA Project Excellence Award is what you should take on as your next challenge in 2014.

IPMA (International Project Management Association) recognizes excellent projects from different industries and organizations worldwide by organizing the annual assessment process of submitted for the Award applications.

Do not miss this great opportunity to benchmark your project work, award your team and receive the IPMA Project Excellence Award 2014 – Oscar in Project Management world.

Since 2002 the IPMA has been presenting project management awards to project management teams that display and can prove great achievements in project management. The aim of the IPMA International Project Excellence Award is to increase the recognition of best-managed projects and to motivate project teams to develop and improve project management. It supports professional project management’s role in achieving high performance. It identifies your top projects as examples of Global excellence project management.

Over 100 project teams have already taken a journey of exploring and improving their project management competences. Now it’s time for you! The time schedule for IPMA Project Excellence Award 2014 is announced and applications are already being opened. 

More…

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About the Authors 

flag-polandEWA BEDNARCZYKEwa Bednarczyk 

Krakow, Poland

Ewa Bednarczyk has administered the International Project Management Association (IPMA) International Project Excellence Award Office since 2007. In years 2010-2012 she served as SPMP (IPMA-Poland) Vice President responsible for the Polish Project Excellence Award. Ewa graduated from the Cracow University of Economics and Avans Hogeschool in Breda. She is an IPMA Level-D and Prince2Foundation certificates holder. Ewa is also an occasional International Correspondent for PM World in Kraków, Poland.  She can be contacted at: [email protected].

pmwj18-jan2014-bednarczyk-PHOTO2 PACHUTAflag-polandKasia Pachuta

IPMA Award Office Manager

Cracow, Poland

Kasia Pachuta has a very international educational background. She studied in Poland, France, USA and South Korea, graduating from Cracow University of Economics. Kasia can be contacted at [email protected]

Advances in Project Management: Memory and Project Mental Errors

SERIES ARTICLE

By Lev Virine, Michael Trumper & Eugenia Virine

Intaver Institute Inc. 

Alberta, Canada
________________________________________________________________________

The book “ProjectThink” by Lev Virine and Michael Trumper (Gower 2013) discusses psychological concepts related to decision-making in project management: memory, emotions, heuristics and biases, mental traps, and happiness. A better understanding of ourselves should translate to a better understanding of others and allow us to improve how we manage projects. This paper is written based on the book ProjectThink.

A lot of the mental mistakes we are prone to in project management are related to memory. Often, we cannot properly assess events because we have forgotten similar events that occurred in our past. In this article we will explore how certain features of our memory can affect project management and how we can improve our memory and hopefully improve our project management as a result.

Memory Errors in Project Management

The West Gate Bridge is a steel box girder cable-stayed bridge in Melbourne, Australia. The total length of the bridge is 2,582.6 metres (8,473.1 ft). The West Gate Bridge carries five lanes of motor vehicle traffic in each direction.

On 15 October 1970 during construction, the 112 m (367.5 foot) 2,000-tonne span plummeted into the Yarra River. Thirty-five construction workers were killed; most of whom were having lunch beneath the bridge. The ensuing investigation concluded that the bridge collapsed because of errors in structural design and construction. On the day of the collapse, construction workers were trying to connect two half-girders, which were not fully vertically aligned. Engineers proposed to load higher half-girders with 10 concrete blocks weighing 8 tons each. This extra weight caused the span to buckle and ultimately led to the collapse (Hitchings, 1979). Eventually the damage was repaired and the bridge currently serves as a vital link between the city center and its suburbs (Figure 1).

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About the Authors

flag-canadapmwj19-feb2014-virine-AUTHOR1 VIRINE LEVLev Virine, PhD

Intaver Institute

Alberta, Canada

Lev D. Virine, Ph.D. has more than 25 years of experience as a structural engineer, software developer, and project manager. He has been involved in major projects performed by Fortune 500 companies and government agencies to establish effective decision analysis and risk management processes as well as to conduct risk analyses of complex projects. Lev’s current research interests include the application of decision analysis and risk management to project management. He writes and speaks around the world on the decision analysis process, the psychology of judgment and decision-making and risk management.

flag-canadapmwj19-feb2014-virine-AUTHOR2 TRUMPERMichael Trumper

Intaver Institute

Alberta, Canada

Michael Trumper has over 20 years’ experience in communications, software design, and project risk and management. Michael is a partner at Intaver Institute Inc., a vendor of project risk management and analysis software. Michael has authored papers on quantitative methods in project estimation and risk analysis. He is a co-author of two books on project risk management and decision analysis. He has developed and delivered project risk analysis and management solutions to clients that include NASA, DOE, and Lockheed Martin.

flag-canadapmwj19-feb2014-virine-AUTHOR3 VIRINE EUGENIAEugenia Virine, PMP

Alberta, Canada 

Eugenia Virine, PMP, is a senior manager for revenue development at Greyhound Canada. Over the past 12 years Eugenia has managed many complex projects in the areas of transportation and information technology. Her current research interests include project risk and decision analysis, project performance management, and project metrics. Eugenia holds B. Comm. degree from University of Calgary.

More information about the authors and Intaver Institute can be found at www.intaver.com.

Editor’s note: The Advances in Project Management series includes articles by authors of program and project management books published by Gower in the UK.  The articles are coordinated by series editor Prof Darren Dalcher, who is also the editor of the Gower Advances in Project Management series of books on new and emerging concepts in PM.   Lev Virine and Michael Trumper are the authors of ProjecThink: Why Good Managers make Poor Project Choices, published by Gower in October 2013.  For more on Gower project management, visit http://www.gowerpublishing.com/default.aspx?page=2063

Risk Doctor Briefing: Managing Risk in Complex Projects

SERIES ARTICLE

Dr David Hillson FIRM, HonFAPM, PMI Fellow

The Risk Doctor 

UK
________________________________________________________________________

Some people say that complex projects are not the same as other “ordinary” projects, and so they need to be managed differently. When we consider the risk angle, there are three questions to answer:

  1. Are complex projects inherently different from other projects? Complexity is a continuous variable, so it might be hard to tell if a particular project is complex or not. Complexity is not just a function of scale – a project can be large but simple, or small and complex. Instead complexity arises from the structure of the project and the way its elements relate together. It involves unpredictability, where it is not always clear how a change in one part might influence other parts. It is usually hard to see how variations in input might affect the overall output for a complex project, due to the number of interconnections and dependencies within project elements. The behaviour of complex projects is often ambiguous, which means that complex projects are always risky.
  2. Are complex projects exposed to different types of risk? Complex projects are subject to the same sorts of risk that are found in any project. However the unpredictable nature of complex projects also results in particular types of unforeseeable risk. These have various names: they are sometimes known as unknown-unknowns, or Black Swans, or ontological risks, or emergent risks. These risks are hard to identify in advance and difficult to assess accurately, and the standard risk response strategies are often not effective in treating them.
  3. Do these types of risk require managing differently? The fact that some risks are unpredictable means that we cannot use the normal proactive risk process to prepare for them, because we cannot see them coming. Instead we need to develop an approach that will be effective in addressing emergent risks in complex projects. Two key strategies will help when unforeseen risks emerge: 

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About the Author

Dr. David HillsonDr. David Hillson 

The Risk Doctor 

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].

Advances in Project Management: When people make decisions: Thinking and deciding in projects

SERIES ARTICLE

By Prof Darren Dalcher

Director, National Centre for Project Management

University of Hertfordshire

UK
________________________________________________________________________

Introduction to the February 2014 Advances in PM Series Article 

A significant part of economics is predicated on the assumption of homo economicus, the rational economic human who seeks to maximise economic benefit and profit.

The idea of ‘rational man’, or a rational human, originally appears in the writing of John Stuart Mill (1836):

“[Political economy] does not treat the whole of man’s nature as modified by the social state, nor of the whole conduct of man in society. It is concerned with him solely as a being who desires to possess wealth, and who is capable of judging the comparative efficacy of means for obtaining that end.”

The rational human endeavours to obtain the highest potential reward for himself/herself given the information at their disposal. The choices they make are therefore based on their desire to fulfil their utility function in a given situation.

The underpinning assumption is that decisions are made in clearly defined, well understood and narrowly constrained situations, where rational choice can be reduced to a simple selection between a clearly defined and mutually exclusive set of alternatives. This implies a closed or a controlled environment devoid of unknowns and uncertainties and a high degree of structure in terms of processes.

The normative prescriptive nature of the model relies on simplifications suggesting a mechanistic underpinning. Indeed, the prevalence of the idea of rational economic thinking has positioned decision making and decision science as intrinsically quantitative endeavours.

Yet despite unprecedented access to information, unimaginable processing capability of our computers, dedicated business intelligence and analytics software, significant advances in decision making theory and an increasingly savvy workforce mistakes, errors and misjudgements abound.

Moreover, many failures, accidents and disasters are ultimately attributed to faulty, incomplete, biased or late decisions.

While Homo economicus has never had as a rich a dataset of facts and observations, the results of our decisions imply that the models and assumptions are not up to the task.

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Editor’s note: The PMWJ Advances in Project Management series includes articles by authors of program and project management books published by Gower in the UK.  Each month an introduction to the current article is provided by series editor Prof Darren Dalcher, who is also the editor of the Gower Advances in Project Management series of books on new and emerging concepts in PM.  Prof Dalcher’s article is an introduction to the invited paper this month in the PMWJ by Gower author Michael Cavanagh.  Information about the Gower series can be found at http://www.gowerpublishing.com/advancesinprojectmanagement. 

About the Author 

flag-ukdarren-dalcherDarren Dalcher, PhD 

Series Editor 

Director, National Centre for Project Management

University of Hertfordshire

UK

Darren Dalcher, Ph.D. HonFAPM, FRSA, FBCS, CITP, FCMI is Professor of Project Management at the University of Hertfordshire, and founder and Director of the National Centre for Project Management (NCPM) in the UK.  He has been named by the Association for Project Management (APM) as one of the top 10 “movers and shapers” in project management in 2008 and was voted Project Magazine’s “Academic of the Year” for his contribution in “integrating and weaving academic work with practice”. Following industrial and consultancy experience in managing IT projects, Professor Dalcher gained his PhD in Software Engineering from King’s College, University of London.  Professor Dalcher has written over 150 papers and book chapters on project management and software engineering. He is Editor-in-Chief of Software Process Improvement and Practice, an international journal focusing on capability, maturity, growth and improvement. He is the editor of the book series, Advances in Project Management, published by Gower Publishing of a new companion series Fundamentals of Project Management.  Heavily involved in a variety of research projects and subjects, Professor Dalcher has built a reputation as leader and innovator in the areas of practice-based education and reflection in project management. He works with many major industrial and commercial organisations and government bodies in the UK and beyond.  He is an Honorary Fellow of the APM, a Chartered Fellow of the British Computer Society, a Fellow of the Chartered Management Institute, and the Royal Society of Arts, and a Member of the Project Management Institute (PMI), the Academy of Management, the Institute for Electrical and Electronics Engineers, and the Association for Computing Machinery. He is a Chartered IT Practitioner. He is a Member of the PMI Advisory Board responsible for the prestigious David I. Cleland project management award and of the APM Professional Development Board.  Prof Dalcher is an academic editorial advisor for the PM World Journal.  He can be contacted at [email protected].

The Halo and Devil Effects: Impediments to Project Delivery

FEATURED PAPER

By Onyinyechi F. Okebugwu and Enoch O-M Omajeh 

Department of Project Management Technology

Federal University of Technology, Owerri (FUTO)

Nigeria
________________________________________________________________________

Abstract

While successfully executed and delivered projects are desired, most often that is not realized. This paper explores the Halo and Devil Effects with the core objective of proving that they impede project delivery. It was seen that the Halo and Devil Effects are errors in rating, when an estimator tend to allow a perception of one factor, to influence his ratings on all other factors. To investigate how these biases impede project delivery, an actual project execution case was examined. First it was shown that, the Halo and Devil Effects affected ratings and selection of individuals into the project team. One project success factor (time) was selected against which the actual performances of the individuals in the selected project team were measured, with the mean taken as the group performance. The individuals that did not make the team were given identical work to do, their performances were also measured, and the mean noted. Then a comparative analysis of the mean performances of the two groups was done.

The results of the analysis show that the Halo and Devil Effects, by distorting ratings, affected optimal selection of project team and their performance thereafter. The below-optimal performance of project team negatively impacted all factors of project success, and project delivery was impeded.

Keywords: Performance Appraisal, Ratings, Halo Effect, Devil Effect, Project team selection, Project delivery 

1.0         INTRODUCTION

One problem that has consistently plagued Nations is poor project delivery. This is evident in the number of abandoned projects and badly executed projects in many private and public spheres (Adebayo, 2013). A Presidential Projects Assessment Committee (PPAC) set up in March 2011, by the Nigerian President (Goodluck Jonathan) to look into cases of abandoned federal government projects reported that there are eleven thousand, eight hundred and eighty-six (11,886) abandoned projects that will cost an estimated N7.78 trillion to complete. If the government does not start any new projects, it will take more than five years budgeting about N1.5 trillion annually to complete them all – and that is assuming no cost-over runs or delays (El Rufai, 2012). And these alarming figures represent federal projects only, if projects initiated and then abandoned by state governments (or other private entities) were to be added to this list, the figure would be considerably much higher. 

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About the Authors

flag-nigeriapmwj19-feb2014-okebugwu-AUTHOR1 OKEBUGWUOnyinhechi F. Okebugwu

Owerri, Nigeria

Onyinyechi F. Okebugwu has a B.  Tech in Project Management Technology, and is currently writing her thesis, having completed course work for the award of MSc in Project Management. Her area of Interest is Project Human Resource Management, Team Formation, and Team Development.  She can be contacted at [email protected]

flag-nigeriapmwj19-feb2014-okebugwu-AUTHOR2 OMAJEHEnoch O-M Omajeh

Owerri, Nigeria

Enoch O-M Omajeh has a B. Tech in Project Management Technology, and is currently writing his Master’s thesis for an MSc in Project Management.  His particular areas of interest are assessing causes of project failures and determining critical factors to project success. Omajeh can be contacted at [email protected].

A Fuzzy Risk Assessment Model (FRAM) for Risk Management (RM)

FEATURED PAPER

BY Ashwani Kharola

Govt. Of India, Ministry of Defence

Institute of Technology Management (ITM), Defence R&D Organisation

Uttarakhand, India
________________________________________________________________________

Abstract

This study deals with the application of fuzzy logic reasoning to develop a Fuzzy Risk Assessment model i.e. FRAM to enhance the Risk Assessment (RA) process while considering uncertainties in each phase of RA. The main advantage of using fuzzy reasoning approach is limitations of subjectivity in RA.

In this study a Matlab Simulink model has been build that can effectively estimate the amount of Risk involved under a particular set of situations. FRAM provides a flexible framework built on the top of experience of experts which can prove to be an effective control system for regular RA in an organization.

  1. Introduction 

One of the most important and complicated task of Project Manager is to make effective decisions that could ultimately improves efficiency of Organization. The factors that adversely affect the decisions of Project Manager are Risks associated with the Project. Risk can be defined as, “the chance that an undesirable event will occur and the consequences of all its possible outcomes”. Risk therefore can be conceptually defined as the function of Probability/Likelihood of occurrence of the event and Severity of the event occurring i.e. R=f (Probability, Severity) [1].

Estimating risk involves identifying the events that present hazards and produce risk, communicating the magnitude of the consequences associated with these events and estimating the likelihood of a given risk[2].Since probability of likelihood and consequence of severity are not directly measurable, therefore risks are difficult to measure in crisp terms. Fuzzy logic approach provides a new methodology to deal with these attributes that could only be estimated since exact values are impossible to determine.

This paper is described in six parts viz Part 1 gives Introduction. Part 2 explains Risk Management and Risk Assessment. Part 3 defines the concept of Fuzzy Risk Management. Part 4 shows Modelling and Simulations. Part 5 and Part 6 includes Conclusion and References respectively.

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About the Authors

flag-indiapmwj18-jan2014-kharola-singh-PHOTO1 KHAROLAAshwani Kharola

Ministry of Defence

Government of India

Mr Ashwani Kharola, Government of India, Ministry of Defence, ITM (DRDO), Mussoorie, India, is presently serving as Research Scholar (JRF) in ITM. He is Mechanical Engineer and has completed M. Tech (honours) in CAD/CAM & Robotics and B. Tech (honours) in Mechanical Engineering. He can be contacted at [email protected].

Project Management Update from Argentina

REPORTS

By Cecilia Boggi, PMP

International Correspondent

Buenos Aires, Argentina
________________________________________________________________________

Like every summer in Argentina, activities in main cities are really low. This year, with the high temperatures registered in most of the country, the “porteños” (like are called the citizens of the City of Buenos Aires) went away to enjoy the beaches.

In addition to that, this summer came with many economic changes taken by the current government, specifically the exchange rate peso vs. dollar that has been generating uncertainty in the inhabitants of this country regarding the future.

However, some activities have already begun in PMI Chapters of Argentina.

Initially, I should mention that new authorities have assumed leadership in both chapters.

In PMI Buenos Aires Chapter, Anabella Amoresano has assumed the role of President during the year 2014, and as Vice President was designed Osvaldo Ucha, who has been president of the Chapter last year.

In PMI Nuevo Cuyo Chapter, Benedict Hughes is the current President and Andrés Sananes has been elected as President for next year 2015.

A PMIBA team building activity was performed for volunteers during January. This kickoff meeting is about sharing a picnic in a farm of the countryside of Buenos Aires to exchange ideas and know each other. With a typical “asado” (Argentinian barbecue) and good wine, the day went from interesting conversations that roamed topics as diverse, from chapter projects, labor issues and even personal issues of each and their families.

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About the Author 

flag-argentinaCecilia BoggiCECILIA BOGGI 

International Correspondent

Buenos Aires, Argentina

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

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

She can be contacted at [email protected]  and www.activepmo.com.ar

Bringing Success through Agility in Software Development: A Case Study

CASE STUDY

By Chandan Patary 

India
________________________________________________________________________

Abstract

The goal for any software product development company is to delivery highest possible value to customer and in process of executing the same team members matures themselves professionally at highest degree. Having successful seasons is the goal in baseball, and having successful releases of a product is the goal of software development .At our organization management has decided to adapt Agile so that we can deliver high quality, right quality product rapidly and push the product into the market faster. Organization readiness assessment has been done and the result was at accepted level. I have an opportunity to work with two different product development team and come across both the side of the story where one team has successfully executed the product and delivered by following agile best practices and other product team was struggling to satisfy the customer with various side effects of release and delivery. Both the project adapted agile process.

Customer satisfaction result was good for the successful project; I will call the team as “Project_Satisfiedcustomer_A” and was not so good for say team “Project_NotsoSatisfiedcustomer_B”.

“Project_Satisfiedcustomer_A” team could satisfy end customer continuously quarter on quarter. “Project_NotsoSatisfiedcustomer_B” team was not able to address the expectation of the end customer, missed few of the deadlines and journey is on for improvement.

This paper will demonstrate factors which help agile projects to be effective and factors which cause issues with agile process.

a)    What are the various factors which influences successfully execution of the project

b)    What are the lesson learned and modeling the practices for any projects?

c)    Are we able to develop better software product as expected speed with expected customer satisfaction?

d)    How can we become more predictable with higher quality?

e)    What is the measurement? How many features delivered, which customer said, “excellent”?

I will not be able to disclose the name of the projects or products of the two team. But I am going to explain the nature of the work, culture and other factors which influences the success and failure of the projects and agility.

What kind of agility we are targeting? Below are the few

a)    Can we push the new product into the market as fast as we can? (Cycle time reduction)

b)    Improved Employee and Customer satisfaction by delivering right, quality product?

c)    Reduce development cost? Through Waste reduction, value generation etc.

Keyword: Agility, Test driven Development, Competency, Requirement management,

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About the Author

flag-indiachandan-lal-pataryChandan Lal Patary

India

Mr. Chandan Lal Patary currently working as agile coach and Program manager at ABB. He has deep experience in developing Software product across various domains and has successfully executed many Projects. Chandan has worked on domain like Healthcare, Aerospace, Building automation, Power automation and Industrial Automaton under real time mission critical product development to large scale application development. Chandan has 15+ years of industry experience. He is certified PMP from 2008, Green Belt certified holder from 2005. Chandan is an agile practioner and Certified Scrum Master from 2011. Chandan holds a Bachelor’s from National Institute of Technology (NIT-Agartala) in Electrical Engineering. He has completed one year Executive General Management program from IIM-Bangalore in 2007. He has published several management papers and speaker at various seminars. He is an active blogger (http://buildandsustainorg.in/). He can be reachable through email/LinkedIn: [email protected]

Project Management for the Oil and Gas Industry: A World System Approach

PM World Book Review 

pmwj19-feb2014-mirsalehi-IMAGE1 BOOKBook Title:  Project Management for the Oil and Gas Industry: A World System Approach
Author:  Adedeji B. Badiru, Samuel O. Osisanya
Publisher:  CRC Press
List Price:   US$119.95       Format:  hard cover; 761 pages
Publication Date:   2013     ISBN: 9781420094251
Reviewer:      Pooya Mirsalehi
Review Date:              December 2013
________________________________________________________________________

Introduction to the Book

Today, large projects in oil and gas industry face various challenges as they become increasingly complex and technologically demanding. Project managers need to cope with tight budgets and schedules, fulfill safety requirements while keep a network of stakeholders satisfied. The authors present a step-by-step application of project management techniques using the Project Management Body of Knowledge (PMBOK) framework as a platform. The Readers will learn project management concepts, tools and techniques and their application for managing oil and gas projects.

Overview of Book’s Structure

The book covers almost all topics related to project management. It starts with giving the readers a perspective about oil and gas industry and its significant role in providing energy for the world which is not going to diminish soon. Then it explains the characteristics of oil and gas projects in a more detailed way which is specifically useful for readers who do not have background knowledge about oil and gas industry to get a general understanding about the industry and its terminology.

In the following chapters, project management tools and techniques are discussed which is based on Project Management Body of Knowledge (PMBOK) by PMI.

Appendix A of this looks at Reservoir Monitoring and Management from a project management point of view which could be very useful for practitioners and students of petroleum engineering.

Highlights: What’s New in this Book

Although the content of this book has been aimed to cover the topics and issues of a specific industry and usually in this situation authors assume that readers are familiar with the basics, this book even teaches the fundamentals of project management knowledge areas. So if reader does not have much background knowledge and experience in this field, there is no worry about that. This book teaches them all. 

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Editor’s note:  This book review was the result of cooperation between the publisher, PM World and the Dallas Chapter of the Project Management Institute (PMI Dallas Chapter – www.pmidallas.org). Publishers provide the books to PM World; books are delivered to the PMI Dallas Chapter, where they are offered free to PMI members to review; book reviews are published in the PM World Journal and PM World Library.  PMI members can receive PDUs for PMP recertification by reviewing PM books.  PMI Dallas Chapter members are generally mid-career professionals, the audience for most project management books.  If you are an author or publisher of a project management-related book, and would like the book reviewed through this program, please contact [email protected]. 


About the Reviewer

flag-iranpmwj19-feb2014-mirsalehi-IMAGE1 REVIEWERPooya Mirsalehi, M. Sc.

Pooya Mirsalehi is an experienced project scheduler and planner, with experience in manufacturing, power plant construction projects and intelligent control systems and research assistant at University of Texas at Arlington in Texas, USA. Email: [email protected]

THE POWER OF ONE: You’re the Boss

PM World Book Review

To read entire Book Review (click here)Book Title:  THE POWER OF ONE: You’re the Boss
Author:  Kathleen Brush
Publisher:  Kathleen Brush
Format:  Soft cover; 295 pages
Publication Date:   2012     ISBN: 978-1479380459
Reviewer:  Nazanin Mehrooz, PMP
Review Date:            December 2013
________________________________________________________________________

Introduction to the Book

Being an effective boss requires the right balance of hard, soft and composite skills.   The book shares how an imbalance of one or more of these skills can cause leadership failure and negatively impact the employees behaviorally.  How to build sufficient skills around each of these key leadership areas to prevent negative impact is the goal of this book.

Overview of Book’s Structure

The book contains 3 sections:

  1. Organizational Behavior/Motivation:  addresses motivation from multiple views including unlocking the mysteries behind performance issues, leadership skills, wiring of employees, organizational factors, external forces, states and sources of power. 
  2. Strategy: focuses on the process and hierarchy, tends which are data driven based on the right parameters, focus on lifecycle phases for making timely strategy goals and also covers essentials topics which require attention when attempting to secure a global context. 
  3. The Other Skills: include topics such as finance and accounting, economics, marketing, laws/regulations, information technology and quality management. Developing process, corporate governance without losing focus on integrity were also useful topics covered in this section. 

Highlights: What’s New in this Book

The section covering other essential skills emphasized the importance of understanding economics, laws/regulations and also augmenting management skills to a more global context is a new area which often leaders fall short on understanding and adequately managing opportunity and treats risks.  Some leaders operate without adequate investigation on these topics and learn the lessons too late in a project lifecycle to be able to correct the damage done.

Diving into the global context requires understanding of trade-offs around decisions and impact on your organization success.   Some areas where leaders should strive to better understanding are choices around using inexpensive labor versus unreliable logistics and labor laws, stability of banking and finances and differences in HR policies and variations of economic laws.  Often these decisions are made without adequate analysis of the risks which also negatively impact projects. 

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Editor’s note:  This book review was the result of cooperation between the publisher, PM World and the Dallas Chapter of the Project Management Institute (PMI Dallas Chapter – www.pmidallas.org). Publishers provide the books to PM World; books are delivered to the PMI Dallas Chapter, where they are offered free to PMI members to review; book reviews are published in the PM World Journal and PM World Library.  PMI members can receive PDUs for PMP recertification by reviewing PM books.  PMI Dallas Chapter members are generally mid-career professionals, the audience for most project management books.  If you are an author or publisher of a project management-related book, and would like the book reviewed through this program, please contact [email protected]. 


About the Reviewer

flag-usaNazanin-MehroozNazanin Mehrooz, PMP

North Texas, USA

Nazanin Mehrooz studied software engineering and is a certified project manager.  She is currently consulting as a program manager in the transportation industry and manages a suite of related software projects.  She has extensive work experience in the defense, telecom and environmental industries with special focus on project development, delivery and operational phases.  She has lead mid-sized teams as an IT Application Manager and Service Delivery Management in the telecom industry. Nazanin is an active volunteer for the PMI Dallas Chapter (Marketing group) and PMI Fort Worth Chapter as the email manager. Email: [email protected]

THE PEOPLE FACTOR

PM World Book Review 

pmwj19-feb2014-mehrooz-people-IMAGE1 BOOKBook Title:  THE PEOPLE FACTOR
Author:  Van Moody
Publisher:  Thomas Nelson
Format:  Soft cover; 296 pages
Publication Date:   2013     ISBN: 978-1400205028
Reviewer:  Nazanin Mehrooz, PMP
Review Date:            January 2014
________________________________________________________________________

Introduction to the Book

This is a very insightful book on how relationships in your life can impact you in positive and negative ways.   These relationships can range from personal to professional and range in depth.  Relationship with significant others, family, social and colleagues can end up with significant implications in decisions you make every day.  The author does a good job of sharing several biblical stories and personal examples in ways which will help the reader paint a clear picture of the lessons learned from both healthy and unhealthy relationships and how to know the difference.  He also shares guidelines on fostering the healthy relationships versus creating boundaries around negative ones to assist the leader in finding happiness and growth.

Overview of Book’s Structure

The book is divided into 3 parts:

  1. The Critical Laws of Relationships – This section covers topics like the importance of being your true self and investing in win-win relationships.  Guidelines such as like-mindedness, letting go of past, being selective and the importance of giving and sacrificing are shared. 
  1. How to Make the Most Difficult Choices – This section covers when and how to end unhealthy relationships and recognizing who should the focus of long term relationships. 
  1. Essentials of Great Relationships – This section raises understanding on the process of great relationships. 

Highlights: What’s New in this Book

There are many books written from various religious authors.  I found this one to be refreshing because it covers a wide variety of relationships as well as provides inspirational religious stories which effectively convey the message Van Moody tries to share with the reader.

Highlights: What I liked!

I liked the simplicity of this book.  Each guideline shared in the first part of the book is supported by an interesting personal story or religious example highlighting how impactful people can be to our decisions.  It’s an easy read with simple concept followed by a reminder check list at the end of each chapter to serve as a review.  These are followed by questions for self-reflection on how these guidelines can be applied for the reader on their own personal relationship challenges.  These also can serve nicely if shared in an environment which fosters trusted group discussion or even team building meetings. 

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Editor’s note:  This book review was the result of cooperation between the publisher, PM World and the Dallas Chapter of the Project Management Institute (PMI Dallas Chapter – www.pmidallas.org). Publishers provide the books to PM World; books are delivered to the PMI Dallas Chapter, where they are offered free to PMI members to review; book reviews are published in the PM World Journal and PM World Library.  PMI members can receive PDUs for PMP recertification by reviewing PM books.  PMI Dallas Chapter members are generally mid-career professionals, the audience for most project management books.  If you are an author or publisher of a project management-related book, and would like the book reviewed through this program, please contact [email protected]. 


About the Reviewer

flag-usaNazanin-MehroozNazanin Mehrooz, PMP 

North Texas, USA 

Nazanin Mehrooz studied software engineering and is a certified project manager.  She is currently consulting as a program manager in the transportation industry and manages a suite of related software projects.  She has extensive work experience in the defense, telecom and environmental industries with special focus on project development, delivery and operational phases.  She has led mid-sized teams as an IT Application Manager and Service Delivery Management in the telecom industry. Nazanin is an active volunteer for the PMI Dallas Chapter (Marketing group) and PMI Fort Worth Chapter as the email manager.

Email: [email protected]