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Project Management Update from Argentina

REPORT

By Cecilia Boggi, PMP

International Correspondent

Buenos Aires, Argentina
________________________________________________________________________

At this time of the year, PMI Chapters in the region are offering several events comprising the traditional membership meetings and other events of interest to practitioners of project management.

PMI Nuevo Cuyo Chapter is holding during June a Conference called “Jornadas Cuyanas de Dirección de Proyectos”, in the cities of Mendoza and San Luis, with lectures on good practices of project management by well-known exhibitors like Jorge Gadze and Mauricio Garay, among others. During the Mendoza conference, there will also be a panel discussion related to Project Costs Management, which will be facilitated by Gustavo Albera, Past President of the PMI Nuevo Cuyo Chapter.

Such events spread and promote the profession in the region to raise awareness of the importance of properly managing projects to achieve results aligned with strategic objectives.

In addition to these important events in Argentina, other PMdays will take place, like the Argentine Conference on Project Management to be held in the city of Córdoba on September 12nd 2014, the PMI Tour Cono Sur Buenos Aires 2014, November 6th, and PMI Tour Cono Sur 2014 Mendoza 2014 on November 7th and 8th.

The Call for Papers for postulating presentations in PMI Tour Cono Sur Buenos Aires 2014 can be found at the website of PMI Buenos Aires Chapter: http://pmi.org.ar/noticiadetalle.php?id_noticia=652 while the Call for Papers to PMI Tour Cono Sur Mendoza 2014 can be downloaded from PMI Nuevo Cuyo Chapter website: http://pminuevocuyo.org/noticiadetalle.php?key=Yqmm

More…

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About the Author

CECILIA BOGGICECILIA BOGGIflag-argentina

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

To view other works by Cecilia Boggi, visit her author showcase in the PM World Library at http://pmworldlibrary.net/authors/cecilia-boggi/.

IPMA Education & Training Board Series: Closing the Gap between PM Training and PM Performance – Part 1: Understanding the Gap

SERIES ARTICLE

By Stacy Goff

asapm co-founder

IPMA VP Marketing & Events

ProjectExperts President

Colorado, USA
________________________________________________________________________

Introduction

Enterprises and Government agencies have spent hundreds of millions of $USD over the last 25 years in Project Management training—just in the USA. Such a stimulus package! What do we have to show from this “investment”? Most people find it difficult to answer this question, because they cannot show improved PM Performance; nor can they even show the improved competences they hoped for. In fact, based on discussions with Executives, the perception is that programs and projects are significantly much-less successful today than they were 25 years ago. And Executives ask: What return on investment is that?”

This article, presented in two parts, explores secrets all Managers can use to Close the Gap between PM Training and PM Performance, improve PM Learning and Development methods, increase stakeholder PM Competence, improve PM Performance, and establish the success measures needed to prove you have done so. The secret: Base PM Learning on a Competence Baseline, rather than a Knowledge guide.

Part 1: Understanding the Gap

Part 2: Closing the Gap

The Gap between Training and Learning

Just what is the difference between Training and Learning? First is the objective: are you merely trying to complete a set of training contact hours, or are you trying to improve performance? You would be surprised at the number of people who aim for the former, both on the practitioner side and on the Manager side. For these individuals, the BiC (Butt In Chair) count is their measurement.

Few look for any meaningful change, with the possible exception of Managers who place their people in PM classes on a “just too late” basis, after they fouled up big time, and “we cannot let this happen again.”

This situation started in the 1980s, as Human Resource (HR) Managers encouraged line Managers to acquire much of their own unique training (a result of increased HR workload with less staff, plus willingness of Managers to assume the role).

Well-meaning managers who were not learning or development professionals became a primary channel for PM learning, without knowing the difference between training and learning: Training is what you do to people, Learning is an outcome-focused process, and Performance that produces business benefits is the expected result. The upshot: poor planning blocks the learning, resulting in Yet Another Worthless Training.

More…

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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

pmwj23-jun2014-Goff-IMAGEStacy A. Goffflag-usa

Colorado, USA

Stacy A. Goff, PMP, the PM Per4mance Coach, is President of ProjectExperts®, a Program and Project Management consulting, methods, tools and Learning consultancy. A co-founder of asapm®, Stacy has been the USA representative to, and an officer in, the International Project Management Association IPMA®. He has also contributed to the success of the Project Management Institute® since 1983.

A Project Management practitioner since 1970 and PM consultant since 1982, he improves Enterprise or project team PM competence, efficiency, and Performance. Mr. Goff speaks at industry events, offers coaching and consulting services, and presents workshops of great interest to Executives, Managers, Project Managers and leaders, technical staff, and individual contributors.

His Project Management tools and methods are used by Government Agencies, Enterprises, Consultancies, and individuals on six continents. He combines his PM Process insights with wide-ranging experience in projects and programs, and with sensitivity for the human aspects of projects. The result: Measurably increased PM Per4mance™– Portfolio, Program, Project and Personal Performance.

Stacy can be contacted at [email protected].

To view other works by Stacy Goff, visit his author showcase in the PM World Library at http://pmworldlibrary.net/authors/stacy-goff/

Project Management Update from Rio

REPORT

By Vitor Vargas

International Correspondent

Rio de Janeiro, Brazil
________________________________________________________________________

PMI Bahia participates in LIM Latin America

PMI Board of Directors Bahia and PMI Directors Brazil participates in one of the largest events for leaders in Latin America, organized by the Global PMI.

Conducted in beautiful city – Rio de Janeiro, at the convention center at the Sofitel Copacabana, between 28 and 30 March 2014, with over 170 participants this event was marked by the quality of presentations, workshops, the chance of networking and an improvement in relations between the chapters.

On the first day, integration meetings between the participants of the boards of 13 chapters of the Latin American region were performed. Due to the large number of representatives in Brazil, the interests are common, with currently 15 accredited states, the meeting between Brazilian chapters is done separately. Representatives of chapters from other nations also happen on the same date.

The other two days occur lectures and workshops aimed at developing the skills of project management, dissemination and spread of their culture, their initiatives globally, as well as the dissemination of resources, support the Global PMI and PMI Brazil to provide the chapters and the general public.

More…

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About the Author 

vitor-vargasVitor Vargas flag-brazil

Rio de Janeiro, Brazil

Vitor Vargas, PMP, MBA, MSc* specializes in project management (and planning) and director of VV Consulting projects with expertise in different segments and sizes such as: Designs UN-BC (Business Unit of the Campos Basin) for Petrobras® his projects receiving three awards, management the PMO in FPTI – Itaipu (the world’s largest hydroelectric) Proyecto de Bayovar-Peru (development of a field of extraction of phosphate), projects of B2B (Business to Business) on one of the largest e-commerce world, coordination of planning in FPSO (unit production and stockpiling of oil in the Basin Campos). He is Certified PMP ® – Project Management Professional – With an MBA in Project Management from Universidade Federal Fluminense UFF ® and Management by IBEC / INPG (Brazilian Institute of Engineering and Cost) and Mastering in Economics. Vitor participated as a founder of Branch PMI-Rio Campos Basin. He has worked in Information Technology since 1996 and since then has developed and participated in the creation of various projects. In 2003 he started to participate in projects in engineering (Petrobras® and Transpetro ®). Active member of the community GP, writing many articles and giving lectures (currently writing a book), professor of MBA IBEC / INPG, UCB, Uniamérica, UDC, CNEC, Unifoa, coordinator of MBA`s project management in the IBEC / INPG . He is also an international correspondent for PM World in Brazil.  Website: www.vvconsulting.com.br; E-mail: [email protected]

To read other works by Vitor Vargas, visit his author showcase in the PM World Library at http://pmworldlibrary.net/authors/vitor-vargas/.

Project Management Update from Douala

REPORT

LEAN SIX SIGMA PROJECT USED AS A MEAN OPERATIONAL EFFICIENCE (1). CASE OF IT-CENTER

By NDJIB Marie

International Correspondent

Douala, Cameroon
________________________________________________________________________

ABSTRACT

IT-Center, one of the leading Information Technology service providers in Central Africa implemented a Lean Six Sigma Project in 2012. This initiative was meant to support its strategic objectives through the implementation of a scheme that could help the structure to be financially secured. PETROS & Partners conducted an organizational pre-project assessment to identify the current need of the firm in order to develop a solution that effectively brings benefits to the structure. The report concluded that the development of non-quality. This led to the drop in profit margin inducing therefore internal and external failure costs. A cost killing scheme and an austerity plan were developed to help the organization achieve its financial control and sustain its productivity. The project was implemented through DMAIC framework.

This article aims to describe the approach used in the implementation of this Lean Six Sigma project. 

I – INTRODUCTION

Organizations carry out strategic structural adjustments to overcome difficult economic and financial issues imposed by their competitive environment. The initiative ought generally to enable the company to adapt to the fast changing market and stay competitive by. In this view, the efforts to establish systems to effectively measure the capability of processes and to produce services or products that are defect free are mostly valuable. Lean six sigma project could therefore be seen as a breakthrough strategy for profitability (Harry J, 2009) in the sense that, it emphasizes in pointing out the fact that statistical tools and interventions can lead to major cost reductions and quality improvements.

IT-Center, in 2010, developed a strategic plan based on the vision of becoming the most valued IT organization in Cameroon. The company has to go through an organizational and strategic maturity model based on the range Basic-Standard-Measure-Control-Improve. The company was moving from a traditional managerial approach to a more standard one. Clear Key Performance Indicator was developed to measure the progress.

In late 2010, the structure, assisted by PETROS & Partners, launched A Total Quality Project. The goal of this project was to develop quality based system to ameliorate internal and external satisfaction of the various stakeholders in order to enhance organizational, technical and financial viability. According to the June 2011 TQReport, There was a visible improve in the organizational aspect, but there was a noticeable drop in the profit margin and poor returns. This later had an impact on the capacity of the company to provide quality services.

In early 2012, A Lean Six Sigma project based on a DMAIC cycle was launch to help the organization overcome its financial insecurity. The objective of this later was to rationalise expenses to enable the company control its financial margin. In so doing, the strategy was to reduce or completely eliminate activity with no added value to the company.

In the following parts, this report will primarily present the scope of the project and furthermore, examine its outcome in between 2012 and 2014.

More…

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About the Author 

marie-elaine-ndjibMarie Eliane Ndjib  flag-douala-cameroon    

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].

To view more works by Marie Eliane Ndjib, visit her author showcase in the PM World Library at http://pmworldlibrary.net/authors/marie-eliane-ndjib/

Prince or Pauper?  Does project management certification really matter?

FEATURED PAPER

By Dr Ayman Abu-rumman

Amman, Jordan
________________________________________________________________________

Abstract

Using evidence from the existing literature, this article explores if formal project management certification makes a difference to the outcomes of projects and explores what other characteristics project managers may need to possess in order to manage projects successfully.

Overall, a critical review of the literature finds that whilst there is some support for formal project management certification, there is limited evidence to suggest a correlation between this and project success. Instead of the generic set of competencies set out in formal certification schemes such as Prince 2 and from the Project Management Institute, studies suggest that effective project managers need a wider range of skills, attributes and behaviours in order to manage projects successfully.

In addition, the evidence suggests that a one size fits all approach purported by certification is not appropriate and that whilst a project manager may be extremely effective in one project scenario, they may not be in another if they are unable to adapt their approach and project management techniques.

The article recommends that further research is needed into identifying what other benefits, if any, certification can offer the field of project management and how it may need to be extended to incorporate a broader range of characteristic and attribute measures.

Introduction

This article discusses whether or not formal project management certification makes a difference to the relative success or failure of different projects, or if there are other characteristics of individual project managers that are more important. Using a critical review of the existing literature it explores the question of what actually makes a good project manager, and if formal accreditation is really required.

More…

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About the Author

pmwj23-jun2014-Abu-rumman-AUTHOR IMAGEAyman Abu-rumman, PhDflag-amman-jordan

Amman, Jordan

Ayman Abu-rumman, PhD is a lecturer in the Engineering and Business Schools at Al Isra University in Amman, Jordan. He received his PhD from Coventry University, UK in 2013. He is also currently working in engineering management.  Dr Abu-ramman can be contacted at [email protected].

Some Project Management Cartoons

CREATIVE WORKS

By Almahdy Eltonsy

Cairo, Egypt
________________________________________________________________________

Over the years, I have had occasions to create some cartoons related to my work in project management.  Here are two based on my own lessons learned.

pmwj23-june2014-Eltonsy-IMAGE1 CARTOON

More…

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About the Author                                                              

140214-pmwj20-eltonsy-IMAGE1 ELTONSYAlmahdy Eltonsy flag-egypt

Cairo, Egypt

Almahdy Eltonsy, IPMA – B is a Senior Project Manager in the HealthCare industry, and the first healthcare PM granted the IPMA-B certification in Egypt. Starting with Siemens in 1993, Almahdy has extensive technical and managerial experiences, gaining the ability to work cross-functionally in a time-intensive environment.  One of the most important milestones in Almahdy’s project management career is Children’s Cancer Hospital in Egypt (57357) (www.57357.com), a 30 Million Euro Project. As a GPM for this strategic pivotal project, the scope was not only project management but also the service management, in addition to work with accreditation bodies.

In 2012 Almahdy moved to GE HealthCare to work as a product service manager for Surgery – X Ray – Intervention – Ultrasound – Life Care solutions, using his experience in leading the service team with project management methodology. Almahdy’s motive to change is to take a new challenge and exposure to new cultures and discipline, taking advantage of his technical and managerial skills and using the project management tool box in general management aspects.

In addition to his work in healthcare, Almahdy worked as an IT project developer with one of the largest media and advertising groups in Egypt.  Almahdy was able to realize a new methodology and software for Media planning and advertising campaign planning. Almahdy holds a B.Sc. in Systems and Biomedical Engineering from Cairo University – Faculty of Engineering, and passed many specialized courses in Siemens, GE and Microsoft.  Linkedin: Almahdy Eltonsy.  Email: [email protected]

To view other works by Almahdy Eltonsy, visit his author showcase in the PM World Library at http://pmworldlibrary.net/authors/almahdy-eltonsy/.

Welcome to the June 2014 Edition of the PM World Journal

David Pells,

Managing Editor 

Addison, Texas, USA
________________________________________________________________________

Welcome to the June 2014 edition of the PM World Journal (PMWJ). This month’s edition again contains a wide range of content from around the world, with 38 articles, papers, reports and book reviews by 45 different authors in 17 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 3 Letters to the Editor this month, from Pat Weaver (Australia), Max Wideman (Canada) and Dan Epstein (USA). Pat comments on the papers about dynamic scheduling included in the May PMWJ.  Max provides an exchange with Pat Weaver regarding Pat’s May PMWJ paper about the Crystal Palace project in London in 1951, along with invitation to young project management students to contribute planning documents for that historic project.  Dan reacts to the May book review of Project Workflow Management, for which he is the book’s author.  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.

13 authors in 7 different countries have contributed Featured Papers this month. Okebugwu F. Onyinyechi and Omajeh Oghene-Mairo Enoch in Nigeria have returned with a paper entitled “Debunking the ‘White Elephant Project’ Myth.”  Antony della Porta in the UK is the author of “Why integrate PRiSM™ with Agile Project Management and the relationship with PRINCE2?”  Charlampos Apostolopoulos (UK), George Halikias (UK), Krikor Maroukian (UK) and George Tsaramirsis (Saudi Arabia) are the authors of “Towards Facilitation of Project Change Risks: an IT Services Perspective.” Prof Dr Brane Semolic in Slovenia has contributed “Complexity Challenges of Collaborative Research and Innovation Projects.” Dr. Ayman Abu-rumman in Jordan is the author of “Does Project Management Certification Really Matter?”  Dr. Dimitrios Kamsaris and Stefanos Kougoulos at Bilston College in UK have authored “Change Management and Project Management Companies.” Fluor Vice President Bob Prieto in the USA is back with another paper this month titled “Beginnings, Middles and Ends: a Systematic Approach to Organizational Transformation.”  Ahmad Khodaverdi Darian in Iran is the author of “Developing Humanistic Relationships in Project Management.”

More…

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About the Author 

david-pellsDAVID PELLSflag-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/.

Managing Change in a Healthcare Organization: Project or Operation?

COMMENTARY

By Maulik Baxi, MD, MPH, CPH, PMP

Ontario, Canada
________________________________________________________________________

Introduction

Change management is a continuous and incremental process. It requires refinement and constant supervision to insure the desired change takes place at desired pace. Change management can lead to unintended or unforeseen consequences. A carefully tailored, specific and supervised change management process is essential to achieve strategic organizational objectives.

Managing change in a healthcare organization can require a complex set of interdependent activity. Multiple stakeholders, timelines, budgetary constraints and quality of care can make managing change process a very complicated undertaking. Healthcare leaders, which more often than not include bedside practitioners, can provide valuable insights into this process.

Change management as a Project

The question of whether change management is a project or an operation in a healthcare organization requires some thought. A project is generally defined as ‘a temporary endeavor undertaken to create a unique product, service or a result’ (A Guide to the Project Management Body of Knowledge (PMBOK Guide), 2013). A project has a definite beginning and end with clearly defined interim milestones and deliverables.

Once the need for a change is identified, the project manager has a clearly defined beginning and once the change is completely achieved, the project of implementing it can be considered complete. In this sense, the process of change management is indeed a temporary endeavor to move away from an established process or product which concludes when the replacement process becomes operational or product becomes available.

More…

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About the Author 

pmwj23-jun2014-Baxi-AUTHOR PHOTOMaulik Baxiflag-canada

Ontario, Canada

Dr. Maulik Baxi, MD, MPH, CPH, PMP is a Research Program Manager at The Hospital for Sick Children in Toronto, Canada. Dr. Baxi is Molecular Epidemiologist by training with professional interests that include public health, clinical research and chronic disease epidemiology. Dr. Baxi is Board Certified in Public Health and a certified Project Management Professional. He is alumnus of Medical College at The Maharaja Sayajirao University of Baroda in India and the Mailman School of Public Health at Columbia University in New York.  Dr. Baxi can be contacted at [email protected].

Series on Earned Value Management: Agile & EVM: Expert Knowledge from EVM World

SERIES ARTICLE

By Shobha Mahabir

USA
________________________________________________________________________

Introduction

A practice symposium track titled “AGILE+EVM” was presented at EVM World 2013. The interest in the subject was evident by the large number of attendees, at some times >20% of the conference attendees. The track would not have been possible without the support of our presenters and their employers.

Scott Dalessio, Grant Thornton

Joy L. Villagomez, Lockheed Martin

Josh Breen. Grant Thornton

Glen Alleman, PrimePM

Pete Zafros, Grant Thornton

Ron Terbush, Lockheed Martin

This article summarizes the six presentations within the track.

Background

Earned Value Management has traditionally been applied to the waterfall type of development with fixed scope and fixed technical requirements. The Agile methodology continuously analyzes both the scope and technical requirements to keep pace with the customer’s evolving environment.  With Agile, the cost and schedule are fixed; therefore the customer gets the most value achievable at a known cost and on a predetermined date.

Introduction to Agile & Scrum

Agile is an alternative to the traditional and waterfall project management methodologies. The term Agile was introduced in the Agile Manifesto of 2001. Agile is based on iterative development used primarily in software development. It focuses on adaptive planning and evolutionary development that is rapid and flexible. The Agile methodology is value – and vision – driven, and it has iterative cycles. It involves poly-skilled teams which foster communication and make sure that they have the required documentation for a project. Similarly, the Office of Management and Budget (OMB) focuses on “modular development”, which is referenced in OMB guidance on Contracting Guidance to Support Modular Development.

Some aspects of using Agile that need to be understood include:

  • Agile is NOT a silver bullet for software development problems
  • Agile does not mean no planning, processes, or documentation
  • Agile is not appropriate for every type of project

As Scott Dalessio, a presenter at EVM World 2013, stated, “Agile is a silver mirror not silver bullet.” Zac Gery explains this as the foundation of Agile does not solve problems; it helps identify potential obstacles. All decisions whether good or bad are reflected using the methodology. Agile is not appropriate for every type of project. It is adaptive and flexible; however, you need to determine what makes sense for the team.

The results of the 7th Annual State of Agile Development Survey showed that Scrum was used by over 50% of respondents; it is the most widely adopted agile method. Scrum is an iterative and incremental project delivery framework that relies on organized, self-managing, and cross-functional teams. The Scrum roles include the product owner, the Scrum Master, and the team. The Scrum lifecycle is depicted in Figure 1 below.

More (including footnotes and references)…

To read entire article (click here)

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 Author

Shobha Mahabir flag-usa

USA

Shobha Mahabir is a consultant with PwC one of the top consulting firms in the USA. She served as a volunteer at EVM World 2013. Ms. Mahabir holds a BA in Economics from the University of Maryland, College Park and a MS in Information Systems Technology from the George Washington University. Ms. Mahabir is a Certified Project Management Professional and Earned Value Professional, and holds certifications in ITIL Foundations and Intermediate. She has contributed on the development of the GAO Cost Estimating and Assessment Guide. Ms. Mahabir has comprehensive experience in technical and project management, possessing more than 15 years of combined IT and project management related work experience. Her experience includes earned value management, capital planning and investment control, scheduling, cost estimating and budgeting, resource planning, project management, contract administration, and design, operation, and maintenance of databases. Ms. Mahabir has also implemented and delivered EVM on multiple large federal IT programs.

Why integrate PRiSM™ with Agile Project Management™ (AgilePM®), and the relationship with PRINCE2®

FEATURED PAPER

Antony della Porta

UK
________________________________________________________________________

Abstract

GPM® (Green Project Management) is already gaining global recognition with PRiSM™ (Projects Integrating Sustainable Methods) courses enabling project managers to gain a strong grounding on implementing methods within their projects to address their organizations’ strategy for Sustainability and addressing the environmental impacts these projects would have.  The full PRiSM™ course is based on the ISO 21500 guidance for Project Management.

This paper explores integrating GPM® PRiSM™ into the project delivery approaches of AgilePM® (Agile Project Management) and PRINCE2® (PRojects In a Controlled Environment) and so addressing Sustainability through a project. This would then provide the project owners, sponsors and the wider stakeholder community confidence that the organization’s strategy for sustainability is being adhered to. The result is that integrating the PRiSM method fully and very successfully into these two popular methods will benefit the organization and project managers who employ them.

Key words: AgilePM® PRiSM™ SAPM SP2 GPM® PRINCE2® Sustainability “P5 Standard®” certification

Introduction

Projects are becoming an ever-increasingly important activity in an organization.  In order to keep ahead of the fast-paced growth in business, organizations need to be able to adapt and implement their strategic change with speed and agility. The Agile Project Management method is gaining popularity as it provides such an approach to delivering projects this way, whilst at the same time maintaining a management aspect of rigor.

Recognizing that there is also a market to provide this training for project managers who are already experienced and certified to a recognized level in certain project delivery approach styles the author believed there was a need to provide courses for these project managers.  As an instructor on two well-known methodologies, PRINCE2® and Agile Project Management, the author realized that a course needed to be developed that would capture this market area and enable these practitioners to become certified as Green Project Managers (Foundation). It would also give them the opportunity to follow the GPM® certification pathway and more importantly, provide them with the skills and methods to address sustainability. Hence the SAPM (Sustainable AgilePM®) and SP2 (Sustainable PRINCE2®) courses were developed. This paper primarily explains how the methods are incorporated into the AgilePM® methodology, the benefits for the organizations and project managers arising from this course and how SAPM compliments their current skills.

Another aspect of AgilePM® is that it has been developed and written to fit in well with PRINCE2® and complements quality processes such as ISO9001and CMMI and therefore a relationship between the two is discussed.

More…

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About the Author

pmwj23-jun2014-dellaporta - AUTHOR PHOTOAntony della Portaflag-uk

UK

Antony della Porta, MBA, GPM-m and a Fellow of the Institute of Consulting, has over 30 years’ experience of working in project rescue and consultancy roles in major verticals such as Finance, Travel, Media and Pharmaceuticals. He is also an established consultant and instructor in delivering courses in Project Management methodologies, (PRiSM™, PRINCE2®, AgilePM®, SP2 and SAPM) and general Project Management and courses relevant to the delivery and realization of business strategy. He has over 15 years experience using PRINCE2®, and has successfully managed and implemented many PRINCE2® projects, a large number of these as a hybrid blend with Agile.

Antony represents GPM Global in Europe as a GPM EMEA Hub Director. He works with GPM-Global in developing specialist courses (SAPM-Sustainable Agile Project Management) to provide project delivery professionals a path to become Green Project Managers by gaining the GPM range of accreditations: GPM-b®, GPM® and GPM-m® including those already Practitioner accredited in PRINCE2® and AgilePM®.  He can be contacted at [email protected].

Performance-Based Project Management

PM World Book Review

pmwj23-jun2014-Gan-IMAGE1 BOOKBook Title:  Performance-Based Project Management
Author:  Glen B. Alleman
Publisher:  AMACOM
List Price:   US$27.95

Format:  Hard cover; 238 of pages
Publication Date:   2014
ISBN: 978-0-8144-3330-0
Reviewer:      Johnny Gan, PMP
Review Date:              April, 2014
________________________________________________________________________

Introduction to the Book

What’s Performance-Based Project Management? We all know that managing a project isn’t a linear progression from start to end, and sometimes your customers could change their minds or not know exactly what they want to begin with. Any unexpected factors can cause your project losing the way in the forest easily.

“To achieve the goal, before this decade is out, of landing a man on the moon and returning him safely to earth.”

President John Kennedy, May 15, 1961

This statement is very good example of Five Immutable Principles of successful project management, which will be introduced in this book: Performance-Based Project Management. This book is about successfully managing projects based on your early processes, but with the added concept of “capabilities”. For all projects, a set of “capability” statements is the starting point of describing what “done” looks like. In another word, Performance-based Project Management is knowing what you can do, what can be done, and how it can be done.

The book’s author, Glen B. Allman has more than 30 years of experience as a program manager and performance management consultant in the aerospace, defense, and enterprise information technology fields. This book is the result of his cumulative experience, and brings you safe advice in an easy-to-swallow style. You will learn from this book about Five Immutable Principles, Five Immutable Practices, and Five Governing Processes, which can help you to increase the probability of a project’s success.

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About the Reviewer

jonny-ganJohnny Gan, PMPflag-china

Texas, USA

Johnny Gan had many years of software R&D experience at HRsmart.com (http://www.hrsmart.com/), and now is working as consultant at Yoh (http://www.yoh.com/) Company. Mr. Gan received his MS degree from Southern Methodist University in Dallas, Texas, USA, and is also certified by the Project Management Institute as a Project Management Professional (PMP®).  He has been an active member of PMI for several years. Johnny can 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].

Call for Applications: 2014 IPMA Young Project Manager Award

REPORT

Clara Berdini

IPMA Young Project Manager of the Year Award team

Italy 

Kasia Pachuta

IPMA Excellence Awards Office

Krakow, Poland
________________________________________________________________________

IPMA Young Crew Announces Call for Applications for the 2014 IPMA Young Project Manager of the Year. All applications are due for submission by July the 18th 2014 for consideration.

The Young Crew initiative renown for being the most vibrant and engaging network for young and emerging project management professionals; in collaboration with IPMA, the world’s premier project management association; announces the call for nominations for the 2014 edition of its globally acclaimed IPMA Young Project Manager of the Year.

In 2013, the Young Project Manager Award became part of IPMA Achievement Awards and is now named Young Project Manager of the Year. The IPMA Achievement Awards are new within the portfolio of IPMA awards. The IPMA Achievement Awards provide the opportunity for industry recognition, at both the project and individual level.

The Young Crew is a community of seasoned professionals who passionately promote the very essence of project management as a practice and process across all sectors of industry; as an initiative the Young Crew is extremely keen in actively supporting the development of project leaders within the project management domain.

This award gives an insight into the rapidly increasing number of dynamic young professionals who have embraced project management as a profession, which has evidently resulted in a rapidly growing number of both emerging and young project managers worldwide.

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About the Authors 

pmwj23-jun2014-Berdini-AUTHOR1 BERDINIClara Berdiniflag-italy

Italy

Clara Berdini is passionate about Project management. She is a team member of the Young Project Manager of the Year Award. She is taking care of marketing activities.

 

 

pmwj18-jan2014-bednarczyk-PHOTO2 PACHUTAKasia Pachutaflag-poland

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]

To see other works by Kasia Pachuta, visit her author showcase in the PM World Library at http://pmworldlibrary.net/authors/kasia-pachuta/

Advances in Project Management: Project performance: Improving our understanding through the sharing of lessons learned

SERIES ARTICLE 

Dr Robert Chapman

UK
________________________________________________________________________

Projects are increasing in scale, complexity and cost at an exponential rate. They involve the ingenuity, intellect and resolve of the human spirit. In recent years projects have involved the landing of a probe on Mars, constructing a spallation neutron source facility in the US and the Three Gorges Dam in China. Projects underway include the Beijing’s new international airport catering for 130 million passengers a year, UK’s seventy-three mile Crossrail project and the New International Trade Crossing (NITC) bridge which will connect Windsor, Ontario in Canada and Detroit, Michigan in the US.

All of these current projects are engaged in risk management. For the one common feature of each of these projects is that they face uncertainty. The discipline of project risk management is now well developed. The identification of threats to the project objectives must entail both looking forward and looking in the rear view mirror. Projects must learn from the past. The well known quote from Steven Covey (American author, businessman and key-note speaker) the definition of insanity is to keep doing the same things and expecting a different result is still very pertinent. New projects must learn from the past. How is this to be accomplished? A rich source of information is case studies and specific lessons learned.

For those sponsoring projects to learn from the past and understand why some projects fail and others succeed is of paramount importance. Project failure can affect shareholders, organisational prosperity and for major projects, the economy of the region within which the project resides. Lessons learned serve as an important management tool to support successful project delivery by providing insights into the root causes of both success and failure. While they support the retention of organisational knowledge, they are instrumental in improving project performance by reducing risk exposure. They accomplish this by enhancing risk identification. Any gaps in identification will limit the effectiveness of the overall risk management process. As the old adage goes unidentified risks are unmanaged risks. The anxiety is that the gaps may include the most serious areas of risk exposure. An analogy can be drawn with the medical profession. A doctor’s examination must be thorough prior to making a diagnosis and recommending treatment. Unchecked symptoms may lead to a quick and serious deterioration in a patient’s condition. Similarly poor project risk identification can detrimentally affect a project’s health and longevity.

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About the Author

pmwj23-jun2014-Chapman-AUTHOR IMAGERobert Chapman, PhD flag-uk

UK

Dr Robert Chapman, FIRM, FAPM, FICM is an international project risk management specialist. Robert obtained his PhD in risk management in 1998. He has provided risk management services in Europe, Asia and Africa. This article includes extracts from his latest book The Rules of Project Risk Management, implementation guidelines for major projects was published in 2014 by Gower Publishing Limited in the UK and Ashgate Publishing Company in the US. It includes twenty-six mini case studies to aid description of the key elements of effective risk management. Dr Chapman has had articles published by Enterprise Risk (South Africa), ExtraProtect (translated into French and German), IT Adviser, Yorkshire Post, Strategic Risk, PLC Strategies, Project, the Architects’ Journal and PropertyWeek and refereed papers published by the Journal of International Project Management and Construction Management & Economics.

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.  Prof Dalcher also provides an introduction to the current month’s article, which you can see elsewhere in this month’s edition.”  Information about the Gower series can be found at http://www.gowerpublishing.com/advancesinprojectmanagement.

Advances in Project Management: Making knowledge count: Where to find meaningful information?

SERIES ARTICLE

By Prof Darren Dalcher

Director, National Centre for Project Management

University of Hertfordshire, UK
________________________________________________________________________

Introduction to the June 2014 Advances in PM Series Article

In a dynamic and increasingly complex society knowledge continues to feature as a defining commodity and sign of progress. Aristotle reflecting on the height of Greek philosophy observed that “all men by nature desire knowledge,” while Socrates proclaimed that the only good is knowledge, and the only evil is ignorance.

Yet simply accumulating knowledge is not sufficient. Management guru, Peter Drucker reasoned that knowledge had to be improved, challenged and increased constantly, or it would vanish. Indeed, Drucker frequently noted that managers are responsible for the application and performance of knowledge.

Drucker’s prediction that modern industry will predominantly feature knowledge workers has largely materialised, as the global economy is increasingly recognised as a knowledge-driven economy in which ideas, information and knowledge, rather than industrialism underlie innovation and economic growth.

As anticipated by Drucker, knowledge is increasingly viewed as the only source of competitive advantage in firms. However, amassing knowledge requires judicious curation and organisation.

Now that knowledge is taking the place of capital as the driving force in organizations worldwide, it is all too easy to confuse data with knowledge and information technology with information.”

–      Peter F. Drucker

This explains the rapid emergence of knowledge management as a key supporting discipline. Knowledge management provides the framework for designing a firm’s goals, structures and processes so that the organisation can use what it knows to learn and improve, to facilitate informed decision making, and to create value for its customers, stakeholders, and the wider community.

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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 Gower series editor Prof Darren Dalcher.  Prof Dalcher’s article is an introduction to the invited paper this month in the PMWJ.  Information about the Gower series can be found at http://www.gowerpublishing.com/advancesinprojectmanagement.

About the Author

darren-dalcher-bioDarren Dalcher, PhD flag-uk

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].

To see other works by Prof Darren Dalcher, visit his author showcase in the PM World Library at http://pmworldlibrary.net/authors/darren-dalcher/.

Strategies for Project Sponsorship

PM World Book Review 

pmwj23-jun2014-Mehrooz-IMAGE1 BOOKBook Title:  Strategies for Project Sponsorship
Author:  Vicki James, Ron Rosenhead and Peter Taylor
Publisher:  Management Concepts Press

Format:  Soft cover; 204 pages
Publication Date:   2013
ISBN: 978-1-56726-406-7
Reviewer:  Nazanin Mehrooz, PMP
Review Date:            April 2014

 

Introduction to the Book

While on some occasions project managers get to pick their teams, they rarely have a say in their pick of the project sponsor.  Establishing the right blend of engagement with your project sponsor is an important aspect of a successful project.  Many Project Managers struggle with not having a present or trained project sponsor which has been identified as one of the major reasons why projects fail.  This book provides guidance on how to work best with your project sponsor in order to improve your chances of managing projects more effectively.

Overview of Book’s Structure

The book contains 3 Sections.  There is a section for the project manager, the sponsor and the organization.  The focus of the seven chapters includes:

  1. Preparing to Work with Your Sponsor
  2. Working with a Sponsor
  3. Working with Challenging Sponsors
  4. Managing Your Project’s Stakeholders
  5. Sponsoring Your First Project
  6. Sponsoring Responsibilities and Best Practices
  7. Developing the Sponsor

Highlights: What’s New in this Book?

The concept of project sponsorship is relatively new and an area where many people struggle to find the right blend of involvement.  This book raises the need for more understanding and training for project sponsors and provides an easy mechanism for them to gain this insight with targeted lists of responsibilities, checklists and case studies to remedy this need. Additionally, the concise format and guidance provided to project managers on improving the relationship with various types of sponsors was also a new concept. 

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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.  She is a senior PM leading a technical services modernization effort in the transportation industry.  She has over 20 years combined work experience as a software engineer, IT functional manager and project management in defense, telecom and transportation industries.  Her focus area in the past decade is on project development, delivery and operational phases. Nazanin is an active volunteer for the PMI Dallas Chapter (Marketing group) and PMI Fort Worth Chapter (Email Manager). 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].

Project Think: Why Good Managers Make Bad Decisions

PM WORLD BOOK REVIEW

pmwj23-jun2014-Hermanson-IMAGE1 BOOKBook Title:  Project Think: Why Good Managers Make Bad Decisions
Authors:  Lev Virine and Michael Trumper
Publisher:  Gower Publishing Limited
List Price:   US$ 80.96       

Format:  hard cover; 235 pages
Publication Date:   2013    
ISBN: 978-1-4094-5494-4
Reviewer: Brad Hermanson, PE, PMP, MBA
Review Date:              May 2014

 
________________________________________________________________________

I have had a steady interest in project decision-making and uncertainty for over 20 years.  I studied that subject as part of my MBA special project,  keep-up-to speed on behavioral decision theory,  have taught courses on project risk management and decision-making, and have actively incorporated methods such as decision analysis and risk management on my projects.  So this book caught my eye.  There is little information on issues related to decision-making on projects, and I was excited to see how the authors would develop the book.

The book is organized around four parts: (1) why good project managers make poor decisions, (2) traveling inside the project manager’s mind, (3) project analysis versus mental errors, and (4) choice engineering.  There are appendices that are critical to obtaining maximum value out of the book; there is a significant amount of important detail there.  They style of the book is generally lively, with entertaining examples.

The authors have published another book on a related topic, “Project Decisions: The Art and the Science”.  Virine is an engineer, project manager, and speaker on decision analysis, risk management, and decision-making.  Trumper is partner at a vendor for risk management software and specializes in project risk analysis.

The book covers a number of subjects in some detail.  One subject is the general nature of decision problems, which tend to be mental errors.  Appendices A and B provide exhaustive lists of the common errors, and the main body of the book does a good job providing an overview.  Coverage is quite broad, but not necessarily deep.  It is primarily an overview.  The book also introduces the concept of “choice engineering,” which contrasts with policing to encourage people to make better choices on projects.  The concept is introduced in the beginning of the book and reinforced later in a discussion of choice engineering in organizations.  

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About the Reviewer

pmwj23-jun2014-Hermanson-IMAGE2 REVIEWERBrad Hermanson, PE, PMP, MBAflag-usa

Portland, Oregon

Brad Hermanson, PE, PMP, MBA is a project manager with over 30 years of experience in the consulting engineering industry.  He has been an enterprise leader for project delivery and quality for several large consulting firms, and is a frequent speaker and trainer on a variety of topics on project management.   A summary of his work and experience can be found at http://www.linkedin.com/pub/brad-hermanson-pe-pmp/b/a05/846.

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].

Beware of Giants and Trolls!: Why legal counsel may now be a critical resource for technology projects in North America

SECOND EDITION

David L. Pells

Managing Editor, PMWJ

Texas, USA
________________________________________________________________________

Introduction

It occurred to me that this might be a good time to discuss a frightening trend occurring in the business world, at least in North America, that could have serious ramifications for programs and projects in many industries.  That trend is the accumulation of patents by giant corporations, the growth of the patent troll industry and the rapid increase in patent infringement lawsuits.  The risk of lawsuits related to many technologies that many of us take for granted, and are used in many organizations and on projects, is increasing rapidly.  The need for legal counsel on project and program teams is now also on the rise.  Beware of the giants and trolls!  It’s getting dangerous out there.

Moving Giants – the Patent Wars

Large technology companies seem to be at war, and they are amassing vast arsenals of patents and lawyers as their weapons of choice.  The media in the USA are calling it the “patent wars”.

According to the Wall Street Journal in August, Google paid $12.5 billion earlier this year for Motorola’s U.S. smartphone business and its 17,000 patents. This is $12.5 billion that one of America’s most creative companies will not use to innovate, fund research or hire anyone beside patent lawyers (or to fund projects).  The value of patents in software and hardware such as smart phones has everything to do with litigation risk. It has almost nothing to do with technology.

According to Google’s chief lawyer, “A smart phone might involve as many as 250,000 patent claims that are largely questionable”. The arbitrariness of patent grants means mobile-phone operators are inevitably infringing patents, risking billions in infringement lawsuits, but they have no way to know which broad patents will be upheld and which rejected. The best and maybe only defense is a good offense.

On October 17, ft.com published a fascinating graphic that shows the lawsuits filed by giant corporations against their rivals in the so called “patent war” that is now underway.  Those companies include Apple, Barnes & Noble, Erickson, Google, HTC, LG, Huawei, Kodak, Microsoft, Motorola, Nokia, Oracle, Qualcomm, Research in Motion, Samsung, Sony, and several others.

According to Bloomberg on October 28, the US Court of Appeals for the Federal Circuit, the nation’s top patent court, recently reached a decision that will have breathtaking ramifications: scientific research methods per se can be patented for a field of research. This decision promises to accelerate the flood of patent litigation. Classen sued Biogen and GlaxoSmithKline. This case is but one example of patents discouraging further research and innovation. It is not hard to imagine the kind of chaos that might emerge if engineers, scientific researchers, medical providers, and computer programmers were sued for making use of standard methods of scientific discovery. Since the mid-1990s the patent court has been pushing the boundaries for patents beyond technology, issuing patents for relatively abstract processes of practicing medicine, conducting business, and performing mathematical analyses. Patent litigation has tripled as a result.

According to Laura Sydell at NPR, “Some call it an international patent arms race: Tech companies like Apple, Samsung, Nokia and Google are launching lawsuits over competing patent claims related to smartphones and tablets. But those clashes don’t affect only the tech giants. There are a variety of ways in which this is also being used to stop the next cool thing from happening. Because you can just try and sue not only a big company — but maybe a small company that’s coming in to compete in your market with some new, cool idea. The patent wars aren’t likely to end anytime soon.”

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About the Author

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

Editor’s note: Second Editions are previously published papers that have continued relevance in today’s project management world, or which were originally published in conference proceedings or in a language other than English.  Original publication acknowledged; authors retain copyright.  If you have a good paper, previously published but for which you control the copyright, and would like to have it republished in the PMWJ, contact [email protected]

Business Leadership for IT Projects

PM WORLD BOOK REVIEW

pmwj23-jun2014-Suresh-IMAGE1 BOOK

Book Title:  Business Leadership for IT Projects
Author:  Gary Lloyd
Publisher:  Gower Publishing Ltd
List Price:   US$85 
Format:  Hard cover; 165 pages
Publication Date:  September 2013
ISBN: 9781409456902
Reviewer:      Shailaja Suresh
Review Date:   April, 2014

 

________________________________________________________________________

Introduction to the Book

The author interests the reader right at the introduction by briefing why most IT projects fail. He indicates that according to research, most IT projects fail because of people rather than technology issues. According to him, “An IT system achieves nothing unless it is coupled with the achievement of a business outcome”. Thus in the book, he emphasizes the importance of business leadership in IT projects to make them successful.

Apart from the above, the book helps to address the psychological bear-traps in two ways: first, by finding ways to slow down thinking to give the more evolved aspects of the brain to join the brainstorm; and second, by soliciting outside views to give different perspectives to deal with IT projects with lesser emotional involvement.

Overview of Book’s Structure

The book changes the regular pattern of thinking while doing IT projects. It asksthe readers to reconsider alternatives before designing an IT solution to address a business problem. It is important to identify other options to solve such a problem. The alternatives like changing processes or buying a service that already exists may be all that is required in many cases.

In the subsequent chapters, the crucial elements that are required to focus on to make an IT project successful are dealt with. The key focus areas include:

1)    Take leadership and ‘step up to the plate’

2)    Have a clear vision of what the project would accomplish from the angle of the key stakeholders

3)    Structure the solution such that it delivers business value at regular chunks that could be evaluated against performance criteria, cost and schedule

4)    Set performance criteria, budget and schedule constraints of the solution right at the beginning of the project so that the direction of the solution is clear

5)    Review the business case summary regularly with the stakeholders so that the vision is not lost

6)    Be proactive.  Review expenditure and progress versus the budget and schedule using earned value analysis

The flow of the book is seamless and grips the reader in every chapter. The sequential flow of chapters on the key ideas above helps create a mind map on the practical angles rather than the theoretical angles of project leadership.  

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About the Reviewer

pmwj23-jun2014-Suresh-IMAGE2 REVIEWERShailaja Suresh flag-india

Shailaja Suresh did her B.E and B.Tech (dual engineering degree) from College of Engineering, Guindy, Chennai, India. She also did a c-PGDBA in management from Symbiosis, Pune, India. She  is a  PMI certified Project Management Professional and a certified Scrum Master who has a vast experience and exposure in Agile related software methodologies. She loves reading, writing and solving puzzles. She takes great interest in archaeological studies and artifacts. Collecting old Indian coins has been one of her hobbies since childhood. Anything out of the ordinary interests her and kindles her curiosity. She enjoys interacting with people on space and management related topics.  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 Execution Shortcut, Why Some Strategies Take the Hidden Path to Success and Others Never Reach the Finish Line

PM WORLD BOOK REVIEW

pmwj23-jun2014-Cook-IMAGE1 BOOKBook Title:  The Execution Shortcut, Why Some Strategies Take the Hidden Path to Success and Others Never Reach the Finish Line
Author:  Jeroen De Flander
Publisher:  the performance factory
List Price:   US$19.95

Format:  soft cover; 182 pages
Publication Date:   2013
ISBN: 978-908148736-8
Reviewer:      William Brent Cook, PMP
Review Date:              May 2014

________________________________________________________________________

Introduction to the Book

The purpose of this book is to answer the question, “Why do some strategies take the hidden path to success and others never reach the finish line?”  De Flander addresses this question by relating three keys to successful communication calling them three H’s (Head, Heart, and Hands).

The key lies in getting people to be aware of your strategy, to care about your strategy, and be energized to push forward with your strategy.  De Flander gives you the shortcuts to be successful, along with warnings about the roadblocks you may encounter along the way.

Overview of Book’s Structure

The book is written about a journey.  It’s an Epic Quest for the 3 H’s (Heads, Hearts and Hands) of others in order for your strategies to be implemented successfully.  De Flander has a good mix of technical content, along with stories to help sell the hearts of the readers so they connect with the subject matter.  His arguments are well presented.

The book has sections for each of the three main components.  Each section discusses typical roadblocks we face, some which may surprise you.  In addition, he shares solutions to help overcome these roadblocks and execute our strategies.

Highlights: What’s New in this Book?

De Flander explains strategists must answer 3 key questions in order for their strategies to be successful.  First, you must convince others to care about the idea.  Second, you must make others aware of the goal, thus allowing them to make autonomous decisions to positively contribute toward the goal.  Third, you must keep others going and energized even when you aren’t around.  De Flander calls this the H3-connection.

Stories that connect the heart of a vision have much more impact than the logic behind them.  Therefore, if you don’t get others to care about the strategy, you most likely will not win them over with the logic of it.

More…

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About the Reviewer

pmwj23-jun2014-Cook-IMAGE2 REVIEWERW. Brent Cook, PMP flag-usa

North Texas, USA

W. Brent Cook, PMP, is a Program Manager with Rockwell Collins in the Dallas, TX area.  He has Project Management experience in the Critical Infrastructure Security, Telecom and Semiconductor Industries.  He holds a PMP Certification and has a Bachelor’s of Science degree in Mechanical Engineering from Oklahoma State University.

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 Management in Spain – monthly report

REPORT 

By Alfonso Bucero

International Correspondent & Editorial Advisor

Madrid, Spain
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AEDIP collaborates with the 2nd  Congress about Buildings with low level of energetic consumption. almost zero (EECN), that has been consolidated as the main professional forum where dealing with the current status of the High Efficiency Buildings, and the implications that they represent for the industry in construction or architectural projects and all related services that are European Directives compliant regarding Energetic Efficiency for buildings.

The EECN 2nd Congress was delivered on May 6 and 7th, 2014 at IFEMA South Auditorium, Feria de Madrid (Avda. Partenón, 5 – 28042 Madrid), within the actividades of the International week dedicated to “Construction and Efficient Restoration” (SICRE). The speeches chosen by the Technical Committee to whom AEDIP belongs are as follows:

  1. Opening sesión (Mr. Francisco. Javier Martín Ramiro ‐Subdirector General de Arquitectura y Edificación. Dirección General de Vivienda, Arquitectura y Suelo, Ministerio de Fomento. Conferencia Magistral)
  1. Spanish regulatory environment advances: towards the low energy consumption buildings ‐ Mr. Francisco. Javier Martín Ramiro, Subdirector General de
    Arquitectura y Edificación, Dirección General de Vivienda, Arquitectura y Suelo,
    Ministerio de Fomento

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About the Author 

alfonso-buceroAlfonso Buceroflag-spain

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].

To see other works by Alfonso Bucero, visit his author showcase in the PM World Library at http://pmworldlibrary.net/authors/alfonso-bucero/