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Organizational Human Resources Integration in Project Management

FEATURED PAPER 

Prof Dimitrios P. Kamsaris

Bilston Community College, UK

Stefanos Kougoulos

Lecturer, Project Management

Bilston Community College, UK

Dr Ahmed El Ghanamy

Trainer, Project Management

Bilston Community College, UK
________________________________________________________________________

1.    Introduction

The objective of this paper is to present a topic on Organizational Human Resources Integration in Project Management. The research objective is to attempt to identify the way in which mergers affect the effective delivery of construction projects.

Companies must staff their operations by employing people into the business and ensuring they add value to the enterprise. Human resource management is effective counterpart of the capabilities of employees with the needs of the firm which is the answer element process for growth.

Human resource management is an operation between hiring trained people for the firm’s needs and training and developing them to meet the firm’s needs. So, human resource management is a very crucial concept as it assists the company to compete successfully in the market. In the new economic environment that has emerged as an impact of the recent ‘crisis’, the complexity of each industry forms a demanding context that affects consistently both the internal and external environment of organizations. As a result, the firms need to maintain their competitive advantage.

However, a firm has to constantly increase the value of their products offered to clients in order to sustain their competitive advantage (Barney, 2008), as well as being profitable in order to exist (Kaka and Brown, 1998). All companies are affected by the external environment such as the market, client, etc. and the internal environment including the employees of the firm, contractors, sub-contractors, suppliers etc. (Kelly and Bowles, 2006).

The key research question is to investigate what are the roles of the human resources management assumes within an organization.

The purpose of the study is practical and will be conducted in order to examine the factors affecting the organization’s survival. In the second chapter of the study which is concerned with the literature review a bibliography research including books and up to day journals, will be carried out in which definitions and theories of human resources management and human resources management strategy. The third chapter of the study will investigate the methodology to present the firm. A case study will be investigated through this company. In the conclusion, the results that will be produced from the research and bibliography search will be developing. Afterwards, a list of references is indicated, including all books, up to date science papers and websites that were used in this assignment. 

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About the Authors

dimitrios-kamsarisDr. Dimitrios P. Kamsaris flag-greeceflag-uk

Birmingham, UK

Dr. Dimitrios P. Kamsaris is a Professor of Management and Chairman of Bilston Community College in Birmingham UK. He has been acting as a Visiting Professor at numerous Business Schools in France, UK, Denmark, Cyprus, and Greece. Dr. Kamsaris has completed postdoctoral education at Harvard University. He held CEO and managerial positions in Coca-Cola, Sherwin Williams, Olympic Games, Shell and D Constructions.  Today, he serves as a member of Board of Directors and management consultant.  Furthermore, he trains public & private sector executives in the U.K, UAE, KSA, Qatar, Denmark, Cyprus and Greece.  He has published in business and academic journals. e-mail: [email protected]

To see other works by Dimitrios Kamsaris, visit his author showcase in the PM World Library at http://pmworldlibrary.net/authors/dr-dimitrios-p-kamsaris/

stefanos-kougoulosStefanos Kougoulos flag-greeceflag-uk

Birmingham, UK

Mr. Stefanos Kougoulos is a Lecturer and Researcher in Project Management at Bilston Community College in the UK.  He has extensive experience as a procurement engineer. His main responsibility is within the purchasing and investment department of the major oil seeds processing industry and maritime company in Greece, since 2006.  In the past, he has collaborated with technical naval bureau as a surveyor and drawing engineer. Mr. Stefanos Kougkoulos holds a Master of Science degree in Construction Project Management from Heriot Watt University, as well as a Bachelor degree in Mechanical Engineering. During his postgraduate thesis he conducted a research on the way the Project Success Factors Affect the Residential Construction Projects in Greece.  e-mail: [email protected]

To see other works by Stefanos Kougoulos, visit his author showcase in the PM World Library at http://pmworldlibrary.net/authors/stefanos-kougoulos/.

pmwj22-may2014-Kamsaris-IMAGE3 GHANAMYDr. Ahmed El Ghanamy flag-egyptflag-uk

Birmingham, UK

Dr. Ahmed El Ghanamy is a Trainer of Management at Bilston Community College in the UK.  Dr. El Ghanamy has an extensive professional experience of more than thirty years in the petroleum industry. More specifically at the moment he holds the position of Financial General Manager Petroleum Marine Services Company (PMS) in Cairo, Egypt. Prior to that position he worked as a Head for Khalda Petroleum Company (KPC) in Egypt. Furthermore, he trains public & private sector executives in U.K, UAE, KSA, Qatar, and Egypt. Email: [email protected]

Questionnaire Survey on Dynamic Scheduling in Construction

FEATURED PAPER

By Amer Fahmy

Planning Manager, CCC/TAV JV, Development of Muscat International Airport;

PhD Student, Loughborough University, UK

Tarek M. Hassan

Professor of Construction Informatics, School of Civil & Building Engineering, Loughborough University, UK

Hesham Bassioni

Construction & Building Engineering, Arab Academy for Science, Technology & Maritime Transport, Egypt
________________________________________________________________________

Abstract

Background: Dynamic Scheduling is a new topic in construction planning and scheduling research field. Understanding the planners’ day to day scheduling/rescheduling problems and studying the practicality of the problem’s characteristics are key issues in the development of any new dynamic scheduling system.

Objective: The purpose of this study was to collect the experienced opinion of field practitioners which will support an ongoing research in the development of a Dynamic Scheduling model for real-time scheduling for construction enterprises.

Design: A questionnaire survey consisting of 33 questions, mainly close ended.

Setting: The survey was published on the internet, and nearly 9,000 project management practitioners were invited for participation.

Participant: A total of 364 responses were received with an average response rate of 4.1%. The responses were received from 52 different nationalities with reasonable geographic distribution, and with various levels of experience and project management roles.

Analysis methods: A combination of frequency distribution and descriptive statistics were used for the analysis of survey responses.

Results: The responses analysis showed a clear interest from the project management population to the subject of dynamic scheduling, participants acknowledged the need for a new solution to manage the optimization tasks and they provided their various interests on how the proposed tool should work and how it should be integrated with current practices.

Conclusion: From the response rate, distribution of responses and the quality of replies to few test questions, the survey can be claimed to represent the project management community. The response results were analyzed presented in this study and converted into functional specifications of the proposed software tool which will be presented in future studies.

Keywords: Dynamic Scheduling; Schedule Optimization; Planning Software.

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About the Authors

pmwj22-may2014-Fahmy-Intro-AUTHOR1 FAHMYAmer Mohey El-Din Fahmy, MScflag-egypt

Egypt

Amer Mohey El-Din Fahmy is a Planning Manager, at CCC/TAV JV, Development of Muscat International Airport project. He holds a BSc (Hons.) in Construction & Building Eng. from AASTMT, Egypt; MSc (Hons.) in Construction Management from AASTMT; and is currently a PhD student at Loughborough University, Construction Project Management (expected completion 2014). With 14 years of experience, he held several project management related positions within major construction industry enterprises (such as CCC & Siemens), for large and mega projects related to aviation, power networks, marine works, infrastructure, and industrial facilities; with contractor and consultancy experience in few middle east countries (Egypt, Jordan, Saudi Arabia, UAE, Bahrain, Qatar & Oman). His main specialty is focused on project controls systems establishment, procedural to implementation; especially with respect to integrated controls solutions, either with well-known software packages or with development of in-house oriented IT solutions. Amer’s experience is complemented with an academic background, including research activities within construction automation context, and with teaching experience within the Construction Management track, in the Construction & Building Engineering department, AASTMT, Egypt. Email: [email protected]

pmwj22-may2014-Fahmy-Intro-AUTHOR2 HASSANProf. Tarek Hassan, PhD flag-egyptflag-uk

Egypt / UK

Dr Tarek Hassan is Professor of Construction Informatics in Loughborough University (UK) and Director of the European Union Research Group (EURG). Tarek’s first degree is in Civil Engineering, also an MSc in Civil Engineering and another MSc in Construction Management from Loughborough University with distinction. He was awarded his PhD from Loughborough in 1996. His academic experience is complemented by 10 years of industrial experience with several international construction companies as a site engineer, site manager and project manager. His areas of expertise include advanced construction information technology, ICT (Information and Communication Technologies) for energy efficiency, smart buildings, industrialised construction, collaborative engineering, Information Modelling, simulation, virtual enterprise business relationships, e-Business and legal aspects of ICT.

Tarek has been involved in over 17 EU funded projects as Coordinator or partner under the ICT and NMP (Nano technologies, materials and production) programmes of FP4, FP5, FP6 and FP7. He’s got a wide network of European and International partners including Universities, ICT companies, construction organisations, research institutes, consultants, municipalities, etc. He raised research funding of 7 Million Euros and participated in projects of total value of 40 Million Euros. Tarek is engaged in several activities with the EC (European Commission) as an expert evaluator of proposals, expert reviewer of running projects and advising the EC on projects’ performance and strategic research agendas for future calls. He is a member of the ECTP (European Construction Technology Platform), with focus area on processes and ICT. He serves on various international panels for evaluation of proposals including the Academy of Finland and the National Research Foundation of Singapore, funding agents of Poland and Russia. He has been an invited key note speaker to several international conferences and sits on the editorial board of international journals.

Tarek’s research breadth focused mainly advanced ICT to improve energy efficiency in buildings, and with considerable influence on the EC research agenda in identifying research priorities; in addition to researching into dynamic scheduling in construction, engineering higher education and gender aspects within engineering. Tarek’s research output has been reported in high quality journals, conferences and books chapters with a total of over 150 publications. Website: http://www.lboro.ac.uk/departments/civil-building/staff/hassantarek, e-mail: [email protected]. 

pmwj22-may2014-Fahmy-Intro-AUTHOR3 BASSIONIHesham A. Bassioni, PhDflag-egypt

Alexandria, Egypt

Hesham A. Bassioni: PhD (U. Loughborough, UK), MIBA (ESLSCA, Fr), ME (U. Florida, USA), BSc (U. Alexandria, Eg), PMP. He is Dean of College of Continuing Education, Arab Academy for Science, Technology & Maritime Transport. He has a varied practical and academic experience for over 22 years. His consultancy and practical experience has been in the areas of: Project and program management; contract administration and claims management; FIDIC & Bespoke Contracts; project scheduling and control: cost estimating and control; feasibility studies, business cases and business plans; and project risk management. Organizational business management and restructuring; business process re-engineering; quality control and assurance; business excellence; business performance management (Balanced Scorecard); strategic management; risk management; and Disaster Risk Management (DRM). He has published over 30 research papers in various construction management leading journals and conferences. Prof. Bassioni has refereed papers to leading construction management journals and conferences. Email: [email protected][email protected]

Welcome to the May 2014 Edition of the PM World Journal

David Pells,

Managing Editor 

Addison, Texas, USA
________________________________________________________________________

Welcome to the May 2014 edition of the PM World Journal (PMWJ). This month’s edition again contains a wide range of contents from around the world, with 39 articles, papers, reports and book reviews by 47 different authors in 18 different countries.  An additional 40+ news articles about projects and project management around the world are included. More than 25 countries are 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 1 Letter to the Editor this month, from Bob Youker in Maryland, USA on the subject of stakeholder management.  Bob objects to the use of the word “management” when discussing stakeholders. 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 as an email please.

12 authors in 7 different countries have contributed Featured Papers this month.  Franco Concari and Rasquale DiRubbo in Italy have authored “Social Management: is it a new project management competence.”  Dimitrios Kamsaris, Stefanos Kougoulos and Ahmed el Ghanamy in the UK are the authors of a research report on “Organizational Human Resources Integration in Project Management.”  Bob Prieto in the USA is back with another paper this month titled “Capital Efficiency – Pull all the Levers.”  Amer Mohey El-Din Fahmy, Tarek M. Hassan and Hesham Bassioni in Egypt and UK are the authors of two papers in the journal this month; “What is Dynamic Scheduling?” and “Questionnaire Survey on Dynamic Scheduling in Construction.” O. Chima Okereke, PhD in UK has authored “Preventing Incidents of the Collapse of Buildings by Implementing Lessons Learned.” Patrick Weaver in Australia has contributed another paper with historical significance titled “Project Governance and Control – The Building of the Crystal Palace.”  Raju Rao in India is the author of a significant paper on the current state of project management certifications titled “Certification or Practice? A paradigm shift will help!”

Featured Papers are generally significant works that contribute to the P/PM literature, several by academic researchers.  If you are associated with an academic institution, involved in serious research related to project or program management, and are not required to publish only in refereed journals, consider submitting your research results for PMWJ publication.  We publish quickly and can assure you that your paper will be read.

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About the Author 

david-pellsDAVID PELLS flag-usa

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.

To see other works by David Pells, visit his author showcase in the PM World Library at http://pmworldlibrary.net/authors/david-l-pells/.

Role of the Local Community in Implementation of Government Funded Projects in Public Secondary Schools in Baringo County

STUDENT PAPER 

By Viola Kiprotich

School of Human Resource Development

Jomo Kenyatta University of Agriculture and Technology

Nakuru, Kenya
________________________________________________________________________

ABSTRACT

Success of any project worldwide calls for the support of the organizational management, employees, all the stakeholders, and more so the local community. In fact, members of the local community are key in any project, whether private or government support. One of the main projects that the Kenyan government has evenly distributed across the country is secondary schools. The study was therefore intended to determine the role of the local community in the successful implementation of government funded projects in public secondary schools. The study was conducted on the background of increased awareness on the importance of engaging the local community in project implementation in secondary schools.

The main objective of the study was to assess the roles which the local communities play in the process of project execution. Four major roles were holistically studied to show how these variables effect successful project implementation in public secondary schools. Data was collected from both primary and secondary source. The primary method of data collection includes use of structured questions in form of questionnaire administered to respondents and also face to face interviews. The secondary data on the other hand, was acquired from existing data of secondary schools and the profiles of some of the projects were collected from educational office.

Both qualitative and quantitative approach was adopted to obtain statistical data for the study. In qualitative approach, an individual interview was conducted to uncover detailed information. This approach is essential to the study for it gives deeper insights of the required information. Quantitative data on the other hand involve generation of numerical data which is transformed into useable statistics. The data acquired in this approach was used to quantify variables and results generalized to the larger population. Survey method was adopted to randomly select five public secondary schools in Baringo County. This was done in such a way that five sub counties in the county are represented. 50 respondents were obtained from the selected secondary schools. The study randomly selected few individuals representing 10% of the study population representing various departments in the schools.

Data collection was undertaken by use of questionnaire which comprised of close and open-ended questions administered to the respondents .Raw data acquired was analyzed and interpreted using SPSS and presented using tables, charts and graphs.

The findings indicate that the role of the local community in implementation of government funded projects in secondary schools has been overlooked by most school’s administration. This results in inefficiency of the implementation process. The members of the local community are not aware and lack experience of project implementation process. The local community members are left out when it comes to major decisions on the project execution plan and budgetary allocation, making spectators rather than key implementers. Generally, data collected indicate that their minimal participation of the members of the local community in the project execution.

The study recommends that there should be proper project implementation plan right before the start of the project. A well train project manager should be hired to manage the projects. The members of the local community should be encouraged to take training to help them take up roles in the project implementation. Finally, roles of each stakeholder should be clearly defined before the onset of the project.

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This paper was a research project report submitted to the School of Human Resource Development in partial fulfillment of the requirements for the award of a Masters of Science in Project Management degree at Jomo Kenyatta University of Agriculture and Technology.

About the author

pmwj22-may2014-Kiprotich-AUTHOR IMAGEViola Kiprotichflag-kenya

Nakuru, Kenya

Viola Kiprotich has a BA degree in Education from Moi University Eldoret (2009) and is pursuing a Master’s Degree in Project Management at Jomo Kenyatta University of Agriculture and Technology (JKUAT), Nakuru, Kenya.  She has been a teacher of English and Literature at Sirwa Secondary School (2010-2012) and is currently teaching at Olmarai Secondary School.  Professional training includes financial courses, disaster preparedness and management, and opportunities for life (preparing for excellence).  As a member of the Human Rights Club at Moi Uiversity, she studied democracy and non-violence.  Viola can be contacted at [email protected].

Series on Earned Value Management: Taking the Guessing out of When to Rebaseline

SERIES ARTICLE 

By Mojtaba Zarei Kesheh

UK

Ray Stratton, PMP, EVP

USA
________________________________________________________________________

Abstract

Currently, schedule predictors in earned value management (EVM) and earned schedule (ES) are based on the performance measurement baseline (PMB) data and single point CPI and SPI values at the time of reporting period. This paper introduces the concept of Re-baseline Factor (RBF) as a quantified basis for triggering a new (not revised) PMB.

Introduction

Modification of the EVM baseline (PMB) is a continuous process is keeping the PMB current with current knowledge and the promotion of planning packages to work packages. But a complete replanning and rebaselining of an entire project is disruptive and politically charged. To admit to needing to do a rebaseline is to admit the current plan is not achievable. It’s full of political consequences for the PM, the project organization, the customer, and potentially their stakeholders. The use of a Rebaseline Factor (RBF) has the potential to take the politics out of “is it time for a rebaseline?”

Rebaselining a project can be a political minefield. Should we rebaseline? Should we wait a little longer? Can we recover to the current plan? How will a rebaseline play politically? Will it affect my career? Is there a way to use EVM data as a basis to trigger a rebaseline?

The PMB provides a reference point for measuring variance and calculating EV metrics. It is a reference level against which the project is monitored and controlled. Creation of a new PMB should be regarded as a significant event in complying with a proper PMB management process. Currently, the common re-baseline process has no quantified basis and it is just a matter of managerial decision.

As a project progresses we will have to make adjustments to the schedule and the budget. A new performance measurement baseline should be created when specific criteria are met. Project planners need a quantifiable factor as the basis for discussion leading to the best time for re-baseline.

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Editor’s note: This series of articles, some previously published in The Measurable News, is provided by the College of Performance Management (CPM), the world’s leading professional organization devoted to integrated project and program performance management.  More information about CPM can be found at www.mycpm.org.

About the Authors 

pmwj22-may2014-Kesheh-AUTHOR1 KESHEHMojtaba Zarei Kesheh flag-uk

UK 

Mojtaba Zarei Kesheh is Director of EVMS Consultants Ltd., a consultancy focused on earned value management system and earned schedule implementation. He has published several papers and presented internationally at the EVA and EVM Europe Association in Switzerland (CERN), Belgium and Spain. He has a BSc in Construction Management with First Class Honours Degree from London South Bank University. He received the Construction Youth Trust Prize, The Charted Institute of Building Prize and The CIOB Certificate of Excellence for outstanding performance on the CIOB Accredited Course of BSc (Hons) Construction Management at London South Bank University. Mojtaba Zarei-Kesheh can be reached at [email protected].

pmwj22-may2014-Kesheh-AUTHOR2 STRATTONRay Stratton flag-usa

USA 

Ray Stratton, PMP is founder and president of Management Technologies, an earned value management training and consulting firm. He is past Executive Vice President of the College of Performance Management (CPM).  Ray Stratton is the author of “The Earned Value Management Maturity Model®“, published by Management Concepts, and “Ray Stratton’s Earned Value Professional (EVP) Exam Study Guide.” Mr. Stratton is also the editor of the monthly “The EVM Newsletter™.  Ray W. Stratton has over twenty five years’ experience as a software program manager with a major aerospace defense firm. While there he managed the development of radar, communication, and command and control systems.  He can be reached at [email protected].

Project Management Report from Belo Horizonte

REPORT

By Manuel Carvalho da Silva Neto

International Correspondent

Minas Gerais, Brazil
________________________________________________________________________

PM April Events

Otherwise, PMI – Minas Gerais, organized its third 2014 Monthly Technical Event. Mr. Moisés Luna, PMP presented a lecture about Decision Taking as an Essential Competence to Project Managers. Mr. Luna explored the human side of decisions against quantitative methods. His intention was achieved when he explained the intuition and reason mechanisms using as background created by Kahneman and Klein and Heath and Heath, proposing a balance between reason and emotions in order to take important decisions in life and in projects.

Otherwise the same PMI – Minas Gerais, based at Belo Horizonte, promoted its second 2014 webinar: Research, Development and Innovation Project Management Best Practices, by Mr. Mário Henrique Trentim, MBA, PMP, PMI-RMP, PRINCE2, MCT. Mr. Trentim presented the challenges concerning PD&I, projects, its uncertainties, complexity and changes. Mr. Trentim using real cases described all the steps that must be followed since the Project Proposal to its closure, passing by feasibility analysis, inictiation, planning, execution and control and monitoring.

On April 9 and 10, was held in Brasília, the PMO International Summit, promoted by Banco Central do Brasil (Brazil Central Bank). During these 2 days a lot of themes were described and discussed including the British Model for Program Management by Mr. Patrick Mayfield, The Good Management Relevance by Darci Prado, PhD, a discussion about the PMO future by Paul Dinsmore, Darci Prado and Alonso Soler and the cases from Embraer, Espirito Santo State, Philippines Central Bank and Canada Central Bank. To presentations and more information please mail to [email protected] 

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About the Author

Manuel-Carvalho-da-Silva-NetoManuel Carvalho da Silva Neto flag-brazil

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 39 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].

To view other works by Manuel da Silva Neto, visit his author showcase in the PM World Library at http://pmworldlibrary.net/authors/manuel-carvalho-da-silva-neto/

Third International Scientific Conference on Project Management in the Baltic Countries

REPORT

Project Management Development – Practice and Perspectives

Emils Pulmanis

Riga, Latvia
________________________________________________________________________

On April 10-11, 2014 in Riga, the capital of Latvia, we held the 3rd International Scientific Conference on Project Management in the Baltic countries; ”Project management Development – Practice and Perspectives”. This was the third year in a row that the Economics and Management faculty of the University of Latvia together with the Professional Association of Project Managers organized an international conference for project management, gathering professionals from numerous countries.

Project management has been developing rapidly over the last 30 years to become an important factor in business success. It opens new opportunities for businesses to increase their competitiveness in the market. Project management methods improve transparency, cash flow tracking, risk assessment and risk prevention planning, stakeholder analysis, and project implementation planning and supervision. This is a particularly important aspect for Latvia, since the coming years will bring many large scale projects both in railway reconstruction and big construction objects, such as the new concert hall, as well as various sizeable event organization, for instance Riga-2014 European Capital of Culture year in Riga.

Project management is currently one of the most topical forms of task organization. The necessity for its application is dictated by several factors. The most important among them are the ever increasing complexity of products and services, and market competition. The complexity of products and services causes higher requirements for interdisciplinary knowledge. The growing competition in markets forces businesses to economize their resources, outperform their competitors, and rapidly adapt their organizations to pursue their clients’ interests. In such conditions project management can offer new opportunities for businesses excel and grow.

An increasing amount of work and tasks are already performed as projects rather than routine work methods. In the future tasks will be more sizeable and respectively the demand will grow for qualified project managers that possess the knowledge and skills to succeed at their jobs today and tomorrow. Another result of this is more emphasis on the theoretical and practical questions of project management: how to initialize a project, how to assess it, choosing the most financially advantageous projects, and assessing project sustainability.

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About the Author

pmwj22-may2014-Pulmanis-AUTHOR IMAGEEmils Pulmanis flag-latvia-riga

Riga, Latvia

Emils Pulmanis is a member of the board of the Professional Association of Project Managers in Latvia and senior expert of the project implementation and control department, project control and monitoring division at the State Regional Development Agency of Latvia. He has gained a BSc. in engineer economics, a professional master’s degree in project management (MSc.proj.mgmt) and currently is a PhD candidate with a specialization in project management.  He has elaborated and directed a number of domestic and foreign financial instruments co-financed projects. He was a National coordinator for European Commission-funded program – the European Union’s financial instruments PHARE program project in Latvia. Over the past seven years he has worked in the public administration project control and monitoring field. He was a financial instrument expert for the Ministry of Welfare and the European Economic Area and Norwegian Financial Mechanism implementation authority as well as an expert for the Swiss – Latvian cooperation program as a NGO grant scheme project evaluation expert. In additon to his professional work, he is also a lecturer at the University of Latvia for the professional master study program in Project management. He has authored more than 25 scientific publications and is actively involved in social activities as member of various NGO’s. Emils can be contacted at [email protected].

 

On the Subject of Recent articles and letters related to Stakeholders

LETTER TO THE EDITOR  

9 April 2014

Dear David,

The Journal has had several recent letters under the title Stakeholder Management. I would say that a problem starts right with that title.  The word management comes from the French and derives from the process of handling or managing horses.

Stakeholders are anyone or organization that has an interest in a project either positive or negative.  I don’t think for the main part that you “manage” Stakeholders.  They are for the most part independent entities and would not appreciate being “managed”.  Instead you analyze stakeholders and try to figure out their interests and see how you can work with them and allow you both to achieve your interests.

Here is a wonderful tool for analyzing stakeholders developed by Peter Simon of Lucidus Consulting of UK based on the three dimensions of power, interest and attitude towards the project.

attitude-power

Peter authorized me to use this, but I encourage readers to visit the Lucidus website at http://www.lucidusconsulting.org/ to see their good advice.

Bob Youker

Maryland, USA

Certification or Practice? A paradigm shift will help!

FEATURED PAPER

By Raju Rao PMP, SCPM

PMI OPM3 Certified Professional

Chennai, India
________________________________________________________________________

Abstract 

During the last few decades many professional organizations have developed worldwide in the field of project management, prominent examples being PMI, IPMA and APM. Each of these have laid emphasis on and grown differently in terms of structure, outreach and its area of focus. One area which seems to be the pre-occupation of these organizations is the focus on education and certification. There could be valid reasons why this is done not the least being that it is what the market demands. But for a professional organization to have more certifications products does not necessarily promote or enable practice! In reality, there appears to be a wide gap between the two and this is not very encouraging considering that a good and effective practice is required to ensure that projects meet their basic outcomes like scope time and cost or meeting organizational and strategic objectives .There is a dire need to investigate and analyze the reasons for the gap and possible ways to bridge it. This is the subject and focus of this paper.

Certification

Status today

Certification products are largely either knowledge or competency based with some based on methodology as mentioned below. (10)

  • IPMA – Competence based
  • PMI – Knowledge based (with a minimal ‘time served’ requirement)
  • APMG – Methodology based & does not require ‘time served’ or addresses Behavioral skills

Certification from each of above bodies and has its features, merits and demerits which can be viewed from a practice based approach.

IPMA

  • Certification at levels D, C, B, A
  • Has many factors assessing practice beyond the basic knowledge based Level D certification

PMI

  • e.g. CAPM, PMP, PgMP, RMP, SP, ACP, (PfMP)
  • Predominantly … knowledge based
  • Some of the certification has some practice based features e.g. PgMP and ACP

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About the Author

Raju-RaoRaju Rao flag-india

Chennai, India               

Raju Rao, PMP, SCPM,PMI Certified OPM3 Professional is Founder and Principal Consultant with Xtraplus Solutions, a PM consulting and training company based in  India.  Mr. Rao has a B.Tech degree in Chemical Engineering from the University of Madras, India; a Diploma in Management from the University of Bombay; an Advanced PM certificate from Stanford University; and a certificate from IIM Calcutta. Mr. Rao has over 30 years’ experience in engineering, process and project management and has been an active member of PMI for several years. He held leadership positions in both the 1st and 2nd edition projects of OPM3 and has been involved in development of several PMI standards.  He has presented numerous papers in global congresses and is the co-author of two books – Project Management Circa 2025 published by PMI and Organizational Project Management published by Management Concepts, USA.  He has been on Leadership Team for Awards for PMI India and President of South India section of AACE International. Raju Rao lives in Chennai, India and can be contacted at  [email protected].

Brainstorming on Brainstorming

PM ADVISORY 

By Maia Garau 

Amsterdam, The Netherlands
________________________________________________________________________

The concept of brainstorming, now mainstream in many organizations, originated in the 1940s and has gained momentum over the years as part of the broader trend toward collaborative work and open-plan offices. In his book, “How to ‘Think up’” (1942), advertising executive Alex Osborn proposed a then-revolutionary approach for generating creative ideas in groups. A key idea was that “it is easier to tone down a wild idea than to think up a new one.” His core principles included:

  1. Deferring judgment (we are not wired to think creatively and critically at the same time).
  2. Encourage wild ideas.
  3. Focus on quantity, not quality.
  4. Build on the ideas of others.

Brainstorming has recently come under attack for yielding mediocre creative results. Detractors argue that it’s a poor method for generating big, innovative ideas. Some admit it has its uses, from generating smaller, incremental ideas to giving groups a sense of feel-good innovation to (more sneakily) getting political buy-in for pre-existing ideas. However it is generally argued that it falls short for two reasons: first, because individual creativity trumps group creativity. Second, because social dynamics often lead people to conform and generally lean toward the safer middle ground.

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About the Author

pmwj22-May2014-Garau-AUTHOR IMAGEMaia Garauflag-usa

Maia Garau is a Senior Consultant with XPLANE and part of a core team heading up the company’s Amsterdam office. She facilitates workshops and discovery sessions for clients including Elsevier, Hewlett Packard, Sony Ericsson, Swisscom, Nokia, LEGO, American Express and InterContinental Hotels Group.  These sessions blend visual thinking, sense-making and storytelling to diagnose problems, align teams, co-create solutions and drive behavior change.

Maia has taught Service Design and Experience Design at Rhode Island School of Design (RISD), Umeå Institute of Design (UID) and Copenhagen Institute for Interaction Design (CIID). She has a BA in Comparative Literature from Brown University, an MSc in Virtual Environments from the Bartlett School of Architecture, and a PhD in Computer Science from University College London.

MEGA PROJECT MANAGEMENT

PM WORLD Book Review

pmwj22-may2014-Subramanian-IMAGE1 BOOKBook Title:  MEGA PROJECT MANAGEMENT
Author:  VIRGINIA A. GREIMAN
Publisher:  John Wiley & Sons
List Price:   US$110.00
Format:  Hard Cover; 464 Pages
Publication Date:   June 2013       ISBN: 9781118115473
Reviewer: Lakshmi Subramanian
Review Date:              Mar 2014

Introduction to the Book

“Mega Project Management – Lessons on Risk and Project Management from the Big Dig” is a good read and extremely informative. It is designed to be used primarily as a textbook. The Central Artery/Tunnel Project (CA/T) a.k.a the Big Dig, was a Mega Project (i.e. project cost exceeds $1 billion) in Boston, spanning 23 years, costing $14.8 billion, employing 5000 workers and 130 major contractors.

The Big Dig was the largest infrastructure project ever undertaken in the United States and the largest inner-city construction project in the world. It was built to address many urgent issues including inner-city congestion, deterioration of the 1952-vintage elevated highway system (Highway in the Sky) and need for green space. The solution was to replace the elevated Artery with a depressed Artery (Ted Williams Tunnel), the Leonard P. Zakim Bunker Hill Memorial Bridge, over the Charles River, and the Rose Kennedy Greenway.

The author focuses primarily on what went right with the Big Dig and how it came to be. The author documents the Big Dig in depth while creating an elaborate guide for any mega project. The amount of research and diligence that went into creating this book is truly commendable.

Overview of Book’s Structure

The book is structured for teaching, where each chapter starts with the background of that Chapter’s title/topic and is related to the Project Management Standards. It is then followed by references to the Big Dig and in some cases, other Mega Projects around the world as well. Chapters always close with the following sections – “Lessons Learned”, “Best Practices”, “Summary”, “Ethical Considerations”, “Discussion Questions” and “References”

The book is divided into 12 Chapters beginning with the definition and need to study Mega Projects, their characteristics and framework, the History of the Big Dig and it’s financing, the Stakeholders, Governance, Megaproject Scope Management, Schedule, the Big Dig Cost History, Cost Management, Risk, Quality Management, Project Integration and Leadership.

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About the Reviewer

lakshmi-subramanianLakshmi Subramanianflag-usa

North Texas, USA

Lakshmi Subramanian, PMP, has over 10 years of varied and valuable experience serving the IT and IT Enabled Services industry. She has a Bachelors in Commerce, Masters in Computer Applications and Diploma in Business Management and is a proud member of the Dallas PMI Chapter. Lakshmi is currently working for a Telecom Major in the Dallas-Fort Worth area in Texas, USA. Lakshmi can be contacted at [email protected].

To see more works by Lakshmi Subramanian, visit her author showcase in the PM World Library at http://pmworldlibrary.net/authors/lakshmi-subramanian/

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). Authors and publishers provide 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 keep the books as well as receive PDUs for PMP recertification when their book reviews are published.  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].

The New Corporate Facts of Life

PM WORLD Book Review

pmwj22-may2014-Stone-IMAGE1 BOOKBook Title:  The New Corporate Facts of Life
Author:  Diana Rivenburgh
Publisher:  AMACOM
List Price:   US$27.95         Format:  Hard Cover, 223 pages of text
Publication Date:   2014     ISBN: 978-0-8144-3304-1
Reviewer:      Ariane L Stone
Review Date:              March 2014
_______________________________________________________________________

Introduction to the Book

The New Corporate Facts of Life delivers an instructional approach to evaluating how well your current organization is dealing with changes in technology, social and economic environments.  It defines a new set of corporate facts that the reader will learn more about while also tasking them to apply presented ideas and methods to their life and workplace. The presented concepts apply not just to the corporate world but can also be valuable for dealing with changes on a personal level.

The material covered is current and relevant to today’s workplace and will continue to matter in the future given that our environments are always changing. The topics of sustainability while being a profitable and resilient company apply to both existing leaders and those that are striving to become leaders.

Overview of Book’s Structure

The book’s structure is easy to follow.  The author starts with defining the “New Corporate Facts of Life (NCFOL)” and each subsequent chapter covers a way to navigate thru these challenges.  The chapters are a mix of industry examples based on interviews that the author has done and instructional guidelines for working thru challenges.  This merging of theory and real life application are a continuous thread throughout the book and facilitates the reading of the material.

Highlights: What’s New in this Book?

Several of the referenced companies may be familiar to the reader but there are plenty of new interview insights that apply to the NCFOL topic to make it interesting to those that have previously studied or read about them. The approach to marry sustainability with profitability is new and referenced throughout the book.  Also the barometers at the end of each chapter are great at doing a review of the material and how to apply the approaches. 

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About the Reviewer

pmwj22-may2014-Stone-IMAGE2 REVIEWERAriane L Stoneflag-usaflag-germany

North Texas, USA

Ariane Stone is a Material Planner for Goodman Networks in Plano, Texas.  She has 19 years of Supply Chain experience in the Telecom Industry in both the U.S. and Germany.  She is a graduate of Florida Atlantic and Nova Southeastern Universities and holds both PMP and CPM certifications. Email: [email protected]

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). Authors and publishers provide 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 keep the books as well as receive PDUs for PMP recertification when their book reviews are published.  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].

The Power To Transform: Passion, Power, and Purpose in Daily Life

PM World Book Review

pmwj22-may2014-Nazi-IMAGE1 BOOKBook Title:  The Power To Transform: Passion, Power, and Purpose in Daily Life
Author:  Chris Majer with John Brant
Publisher:  Rodale
Format:  Soft cover; 259 pages
Publication Date:   2009     ISBN: 978-1-62336-271-3
Reviewer:  Nazanin Mehrooz, PMP
Review Date:              April 2014

________________________________________________________________________

Introduction to the Book

This self-help book provides guidance on how to transform by building practices for effective learning and putting into practice the knowledge to guarantee desired end results.  The base of these changes are around awareness of how linguistics form our reality and how to manage stressors associated with the transition of being a beginner in the learning process to build necessary practice to effectively transition. Techniques such as building a strong centered focus, making effective choices and replacing excuses with accountability reinforce success of the transformation process.

Overview of Book’s Structur

The book contains 14 chapters:

  1. The history of the human potential project
  2. How to use this book
  3. Language shapes reality
  4. Learning in a new world
  5. It all moves from center
  6. Cultivating Awareness
  7. Choice: claiming your birthright
  8. Ability and willingness
  9. Accountability
  10. Commitment
  11. Trust
  12. Honesty
  13. Integrity
  14. Being a stand

Highlights: What’s New in this Book

  • How the linguistic building blocks of declaration, assertion, assessment, request, promise and offer impact our reality and those around us.
  • How to learn effectively by accepting that as a beginner, you have to commit to the effort of learning and the learning effort is improved in an environment where a team or a support structure is in place.  Through repeated exercises, you build competence rather than trying to find a quick solution by memories lessons and assuming the competence roll.

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About the Reviewer

Nazanin-MehroozNazanin Mehrooz, PMPflag-usa

North Texas, USA

Nazanin Mehrooz studied software engineering and is a certified project manager and scrum master.  Her experiences includes 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]

To see other works by Nazanin Mehrooz, visit her author showcase in the PM World Library at http://pmworldlibrary.net/authors/nazanin-mehrooz/. 

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). Authors and publishers provide 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 keep the books as well as receive PDUs for PMP recertification when their book reviews are published.  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].

Project Risk Governance: Managing Uncertainty and Creating Organization Value

PM WORLD Book Review

pmwj22-may2014-Morlan-IMAGE1 BOOKBook Title:  Project Risk Governance: Managing Uncertainty and Creating Organization Value
Author:  Dieter Fink
Publisher:  Gower Publishing Limited
List Price:   US$ 120.00     Format:  hard cover; 249 pages
Publication Date:   2013     ISBN: 9781472419040
Reviewer:      Conrado Morlan
Review Date:              3/2014

Introduction to the Book

In recent years organizations have showed more interest in using projects as enablers to achieve organizational goals. This can be reached when projects are aligned with corporate strategy and governance models.

The alignment is important but sometimes risk – either internal or external to the organization – that had been identified during the formulation of the strategy is not always included into projects. The alignment with governance will provide the required support to the project management professional to take the required actions and align them with corporate governance.

Overview of Book’s Structure

The book is organized in nine chapters. In the first three chapters set the context of projects in organizations, the project-business relationship, and the corporate and project governance. These three chapters introduce the reader to business strategy, alignment of projects with strategy and alignment of projects with business risks. In order to make sound project decisions, project governance needs to be aligned with corporate governance.

Chapters four thru six discuss project risk governance. First the organizational structure and its relationships are analyzed and how project risk governance will be linked to the organizational structure.

The last three chapters focus on risk. Risk concepts are discussed, essential tools and techniques required to manage risk are reviewed, and the book closes with a discussion about project risk governance maturity.

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About the Reviewer

conrado-morlanConrado Morlan flag-usa

Texas, USA

Conrado Morlan, PgMP, PMP, is a global program and project manager with more than twenty years of experience leading information technology projects for multinational companies in North America, Mexico, South America and Europe. Mr. Morlan experience spans the Information Technology, Retail, Finance and Telecommunication industries and he has a wide breath of knowledge in program, portfolio and project management topics including aligning projects with organizational strategy.  In 2013, Mr. Morlan was a member of the Core Team responsible for drafting the PMI guide: Implementing Organizational Project Management: A Practice Guide .

Mr. Morlan was one of the first individuals to achieve the PgMP credential in Latin America and was the recipient of the PMI 2011 Distinguished Contribution Award for his activities and influence in championing Project Management to Spanish-speaking practitioners and organizations. Mr. Morlan has spoken at several conferences in USA, Mexico and Central America and is a frequent collaborator with Voices on Project Management, PMI’s official blog. You can reach Mr. Morlan at [email protected] or you can follow him @thesmartpms

To see other works by Conrado Morlan, visit his author showcase page in the PM World Library at http://pmworldlibrary.net/authors/conrado-morlan/

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). Authors and publishers provide 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 keep the books as well as receive PDUs for PMP recertification when their book reviews are published.  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].

The Process Improvement Handbook: A Blueprint for Managing Change and Increasing Organizational Performance

PM WORLD Book Review

pmwj22-may2014-Leinweber-IMAGE1 BOOKBook Title:  The Process Improvement Handbook: A Blueprint for Managing Change and Increasing Organizational Performance
Author:  Tristan Boutros and Tim Purdie
Publisher:  McGraw Hill Education
List Price:   Not Listed        Format:  hard cover; 382 pages
Publication Date: 2014       ISBN: 978-0-07-181766-0
Reviewer:      Fred Leinweber
Review Date:              March 2014
________________________________________________________________________

Introduction to the Book

The Process Improvement Handbook provides a thorough primer for a wealth of products and best practices in the area of Process Improvement.  The idea of a “Blueprint” from the subtitle denotes correctly that this book offers a rich source of tools and techniques for enhancing management, quality systems and process improvement initiatives.

Overview of Book’s Structure

The book is divided into four sections.  The first and second sections are introductory and a discussion of organizational concepts and of the aptly titled concept “Creating a Process Ecosystem”.  The third provides case study examples. The fourth section provides exhibits, a glossary, and an authoritative index.

The book as a whole provides a great tool kit for process enhancement.  It holds true to the opening sentence: “Anything that is of value is produced by a process”.  The step-by-step methodology advocated in the book builds on itself through the structure of the four sections.  In doing so it makes an important acknowledgement to the primacy of not just process, but of culture within an organization.

Highlights: What’s New in this Book?

Within the evaluation of process tools and their place within an organization there is a distinct reflection on what context is necessary organizationally to allow the respective technique to achieve fullness.  The foundation of a set of “core values” allows the reader from the introduction on to better integrate the tools provided and to derive meaning rather than just to pile functional concepts on top of each other.

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About the Reviewer

pmwj22-may2014-Leinweber-IMAGE2 REVIEWERFred Leinweber, PMPflag-usa

North Texas, USA

Fred Leinweber has been in the project management field for more than 10 years, and earned his PMP certification in 2007. His experience ranges from supply chain, to general operations, and quality management systems.  Fred resides in the Dallas/Fort Worth area. Fred may be contacted at: [email protected]. 

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). Authors and publishers provide 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 keep the books as well as receive PDUs for PMP recertification when their book reviews are published.  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].

Mastering Software Project Requirements: A Framework for Successful Planning, Development & Alignment

PM WORLD Book Review

pmwj22-may2014-Godard-IMAGE1 BOOKBook Title:  Mastering Software Project Requirements: A Framework for Successful Planning, Development & Alignment
Author:  Barbara Davis
Publisher:  J. Ross Publishing
List Price:   US$ 54.95        Format:  hard cover; 296 pages
Publication Date:   September 2013       ISBN: 978-1604270914
Reviewer:      Jimmy Godard, PMP
Review Date:              April 2014

Why should you read this book?

There are so many books on software requirements, how is this one any different from the rest? I asked myself this question until I took the time to read the book from cover to cover. Yes, other books may provide adequate information on requirements.  However, I recommend this book because it highlights a simple approach that many of us can follow, on how to consult with stakeholders to manage and develop requirements.

Overview

This book is easy to read.  If you have a choice of only one book on this subject, I would recommend this one.  It is not heavily technical and can be read in about a week.  Allow about 12 days if you are reading a chapter a day.

The author walks the reader through the maze of requirements. She starts from the initiation of a project to requirements validation and sign off. She provides a roadmap to identify and understand a business solution. She included a pit stop at planning and managing the requirement process, which is an often overlooked step. Business/project managers usually have a solution, then jump in straight into requirements elicitation without having an agreed upon process with stakeholders. I am guilty in this arena and this pit stop is convincing.

The author takes the reader through the dry land of requirements in Chapter 3 and 4. You may need to focus once you reach the middle of the book as she provides an overwhelming amount of information and less real life examples in this section. The book ends by explaining how various methodologies can embrace the requirement process. The author discusses Agile, Waterfall, TOGAF, and DO-178C in this section.

The author, Barbara Davis, has been a champion for technology standards and infrastructure for over 13 years. She created the world’s first university-accredited Business Analysis diploma program. She has managed and grown business analysis portfolios from $500K to over $8 million.

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About the Reviewer

To read entire Book Review (click here) Jimmy Godard, PMP flag-usa

Portland, Oregon, USA

Jimmy Godard, MBA, PMP, is a seasoned change manager. His work focuses on implementing global enterprise wide changes that impact, people, process, and technology.

Editor’s note:  This book review was the result of cooperation between the publisher, PM World Journal and the Portland, Oregon, USA Chapter of the Project Management Institute (PMI Portland Chapter – www.pmi-portland.org). Publishers provide the books to the PMI Portland Chapter, where they are offered free to PMI members to review; book reviews are published in the PM World Journal and PM World Library.  Reviewers can keep the books and claim PDUs for PMP recertification.  PMI Portland 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] or [email protected].

Leading Virtual Project Teams

PM WORLD Book Review

pmwj22-may2014-Dragoon-IMAGE1 BOOKBook Title:  Leading Virtual Project Teams

Author:  Margaret R. Lee, PhD, PMP

Publisher:  CRC Press

List Price:   US$ 69.95

Format:  hard cover; 191 pages

Publication Date:   2014     ISBN: 978-1-4665-7688-9

Reviewer:      Bob Dragoon, PMP

Review Date:              April, 2014
________________________________________________________________________

Leading Virtual Project Teams provides tools and techniques to improve communication and project outcomes with diverse teammates that rarely see each other. The author adapts a theory of leadership and communication into practical application for improved success of virtual teams. Tables used throughout the book enforce key concepts with excellent examples. The book has 5 chapters:

  1. Overview
  2. e-Leadership for Projects
  3. Enhancing Virtual Project Communications
  4. Cultural Communication Issues and Effective e-Leadership
  5. Virtual Project Competencies

Dr. Lee has a doctorate in organization and management/project management and operates a consulting practice, LEE Consultants.  Her company is a Registered Education Provider for the Project Management Institute.  She has a seat on the editorial boards of International Journal of Project Management and International Journal of Mentoring and Coaching in Education.

The book gets off to a slow start, laying groundwork of historical team management and terminology.  The first two chapters expose Dr. Lee’s writing style of lengthy sentences, prolonged paragraphs, and definition overload.  If not fully engaged, these chapters could discourage a reader’s interest in finishing the book.

The book grows in significance and value in Chapters 3 & 4.  Dr. Lee’s discussion of the 6 Dimensions of Culture is new and thought provoking.  She has excellent examples of applying these dimensions in global communities, and never strays from core discussion of virtual gaps.

For example, cultures differ in their sense of time. Monochronic cultures (like United States and Switzerland) view time as finite and tangible.  In these countries, project milestones tend to be clearly defined dates with little room for change.  However, Polychronic cultures (like Latin America and Asia) view time as flowing, holistic and fluid.  In these countries, project milestones are more like suggestions, where shifting dates are embraced.  Dr. Lee suggests teammates with temporal differences need different forms of communication to prevent misunderstanding of schedules. 

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About the Reviewer

pmwj22-may2014-Dragoon-IMAGE2 REVIEWERBob Dragoonflag-usa

Oregon, USA

Bob Dragoon received his PMP credential in May, 2010.  He is currently a Sr. Program Consultant at Agfa Healthcare, a global company headquartered in Brussels, Belgium.  His virtual home office in Oregon was a prime motivation to read and review this book.

Editor’s note:  This book review was the result of cooperation between the publisher, PM World and the Portland, Oregon, USA Chapter of the Project Management Institute (PMI Portland Chapter – www.pmi-portland.org). Publishers provide the books to the PMI Portland Chapter, where they are offered free to PMI members to review; book reviews are published in the PM World Journal and PM World Library.  Reviewers can keep the books and claim PDUs for PMP recertification.  PMI Portland 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] or [email protected].

Procurement Project Management Success: Achieving a Higher Level of Effectiveness

PM WORLD Book Review

pmwj22-may2014-Bannister-IMAGE1 BOOKBook Title:  Procurement Project Management Success: Achieving a Higher Level of Effectiveness
Author:  Diana L. Lindstrom
Publisher:  J. Ross Publishing
List Price:   $39.95  Format:  Hard cover; 291pages
Publication Date:   2014     ISBN: 9781604270891
Reviewer:      Misty Lorraine Bannister
Review Date:              March 2014

Reading project management books can at times be like reading dry manuals where your mind may wonder as you catch yourself having to reread the last five sentences over again. However, this is not the case with Diane Lindstrom’s Procurement Project Management Success. Ms. Lindstrom has a way of tying procurement into a project lifecycle that is not only simplified and practical but also makes you think about each detail; almost as if giving you answers to questions you might not have otherwise asked.

In Procurement Project Management Success there are eleven chapters followed by Appendix A. List of Tables and Figures, Appendix B. Examples of a Completed RFPS, Schedule, and Budget and Appendix C. RFP for Case Example. Throughout the book there are simple to understand Gantt charts, budget and case examples.

Chapter 1. First Things First answers the basic and necessary questions on defining project management and PM skills. This introductory chapter leads into more actionary items in Chapter 2. Starting, giving a step by step starting pace of building a Priorty Matrix along with honing Priority Methods, identifying the Procurement Team and defining the Scope of Work.

Chapters 3 thru 9 engage how procurement correlates in planning, scheduling, budget, communications, risk, negotiations from signing the contract to closing. Ms. Lindstrom presents unique clarity of PM processes that seem to go in simplicity from A-Z, and just when you think the last puzzle piece is snug in place, Chapter 10. Contract Administration opens up Pandora’s Box for most in project management positions answering the question, ‘Is Contract Administration Your Job?’ Find this out and more with Chapter 11. Final Words which emphasizes on the correlation between good communication and great results. 

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About the Reviewer

pmwj22-may2014-Bannister-IMAGE2 REVIEWERMisty Lorraine Bannisterflag-usa

Texas, USA

Misty Lorraine Bannister has worked in project management for the past five years and currently is working for an IT Solutions company running a team of consulting engineers for Infrastructure Design and Implementation. In finding a passion for project management she is currently studying and working towards her PMP certification. [email protected]

About the Book’s Author 

Diana Lindstrom has more than 25 years of experience as an electrical engineer and project manager working in electrical power, facilities management, design, construction, and maintenance. As a former certified Project Management Professional (PMP), she managed projects ranging from small designs in electrical system transmission substations to large construction projects in various industries.

Ms. Lindstrom earned her Bachelor of Science in Electrical Engineering from San Diego State University after four years of honorable service in the United States Navy. She earned her PMP from the Project Management Institute (PMI). Diana has been a member of PMI, the Institute of Electrical and Electronics Engineers (IEEE), and the National Fire Protection Association (NFPA), and continues to be a member of the Institute of Supply Management (ISM).

Having gained considerable procurement experience writing specifications, using win-win negotiating to obtain contract work, and actually performing simple to fairly complex procurements previously as a project manager, she became interested in developing a new career in supply management. As such, Diana was hired by a major telecommunications company as a strategic sourcing manager. In this role, her average procurement was $100 million spend per year her and largest was $250 million/year. Utilizing her unique skill set, she implemented programs which saved the company millions of dollars each year.

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). Authors and publishers provide 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 keep the books as well as receive PDUs for PMP recertification when their book reviews are published.  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].

Series on Program Management: Making Effective Program Decisions

SERIES ARTICLE

By Russ Martinelli and Jim Waddell

Program Management Academy 

Oregon, USA
________________________________________________________________________

“Show me the data that supports your decision.” This is a common request heard by Ricki Godfrey, senior program manager for T.C. Holmes, a construction engineering firm in the energy industry with specialty in the construction of wind turbine sites. As leaders of an engineering firm, T.C. Holmes’ executives believe every decision should be based upon supportable data.  As Godfrey explains however, “the programs we undertake in the renewable energy sector are usually filled with uncertainty. No two programs are alike.” Because T.C. Holmes is operating in an environment of high uncertainty, data needed to make decisions is usually not available since each program environment is unique.

Many program managers are able to identify with Godfrey’s predicament. Senior leaders desire a high level of confidence with the decisions being made because the outcomes of those decisions can have significant impact on their business.  To gain confidence, therefore, they look for data to support the decisions made. The problem is that most available program data is a representation of the past, and in fast-paced and uncertain program situations, data can be highly unreliable.  As such, it is a poor predictor of future outcomes from a decision.

This highlights an important distinction between decision making in a program environment versus a project environment. For the most part, the project environment tends to be fairly stable by nature (project management is about predictability, change management, and risk reduction), therefore data can be used as the basis for many decisions on a project, and traditional data-based decision methods can be employed.  By contrast, the program environment tends to be much less stable and more fluid.  Data, being a representation of past events, may not directly apply and therefore can actually increase program uncertainty. As a result, program managers often have to rely more on their experience and ‘gut instinct’ to drive their decisions.

This, of course, can put us in a difficult situation with our senior executives who are calling for data-based decisions in order to increase their confidence level with high stakes decisions made on a program. Overcoming this conflict is rooted in trust that a program manager is consistently making good decisions.  Consistency begins with understanding and following five tenets of effective decision making.

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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 MARTINELLIRuss Martinelliflag-usa

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].

To view other works by Russ Martinelli, visit his author showcase in the PM World Library at http://pmworldlibrary.net/authors/russ-martinelli/

pmwj19-feb2014-martinelli-AUTHOR2 WADDELLJim Waddell flag-usa

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].

To view other works by Jim Waddell, visit his author showcase in the PM World Library at http://pmworldlibrary.net/authors/jim-waddell/

IPMA Education & Training Board Series: Guatemala Embraces the IPMA Way 

SERIES ARTICLE

By Bernhard Haidacher

Guatemala
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Guatemala is a tiny country in Central America. Its business community is heavily influenced by the rest of the world.    In Guatemala we tend to say that if USA sneezes, Guatemala gets a cold. Globalization is changing the world and the world’s monetary policy of the last ten years has caused not the prices to rise, but the purchasing power of currencies to decline. The good old times have also changed in this corner of the world and PM is emerging as an important component of our future competitiveness strategy.

PM was virtually non-existent in Guatemala before 2009. Our new generation of business leaders, successful, intelligent and detail oriented, understand the value of preparation.  It is perfectly clear that if a project fails wealth is destroyed, but even though we do not list our companies in the stock market, the pressure of short term results is paramount.

Many still succumb to the temptation of waving a wand expecting to solve a particular problem. I am talking about business trends supposed to perform magic: reengineering processes, ERP systems, balanced scorecard, ISO 9001, customer relationship systems, “the cloud”, innovation blueprints, etc., etc. Unimaginable amounts of money have been squandered on spells like these.  Please do not get me wrong.  Initiatives like the ones mentioned are very good and do work, but only when well-choreographed within a carefully thought program, a set of interrelated projects to achieve a strategic objective.

PM has been regarded as a methodology to perform time constrained initiatives – mono-projects – like building a house, remodeling a branch or replacing servers, etc.  PM has been coined as an accounting like discipline, register centered and an exact procedure.  Only until this century we find books like “Obstacles to Effective Strategy Implementation” from Lawrence G. Hrebiniak, or “Executing Your Strategy: How to Break It Down and Get It Done” from Mark Morgan et al published by Harvard Business Review Press.

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

About the Author 

pmwj22-may2014-Haidacher-AUTHOR IMAGEBernhard Haidacher flag-guatemala

Guatemala

Bernhard Haidacher, E.Eng, MBA, IPMA-D, an active advocate of the PM profession, is the founder and current President of Asociación Project Management de Guatemala or IPMA Guatemala, the leading authority on the PM profession in Guatemala.  He is also founder of Facultare a consulting firm based in Guatemala dedicated to strategic and tactical project management activities ranging from strategic planning, M&A, feasibility analysis through to selection and implementation of ERP systems.  In the recent past also actively involved with the German Chamber of Commerce in Guatemala. He has been professor at Universidad del Valle de Guatemala, Universidad Rafaél Landivar and Universidad Galileo.  Currently also appointed as Guatemala’s representative on the IPMA Council of Delegates.  He holds IPMA Level D®, IPMA® FFA, IPMA Delta® International Assessor Certificates.