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UK Project Management Round Up

REPORT

By Miles Shepherd

Executive Advisor & International Correspondent

Salisbury, England, UK

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INTRODUCTION

It does not matter whether you live in the United Kingdom or elsewhere in the world, but it would be hard to miss the two projects that have dominated the news media as well as social conversations. This was demonstrated to me when I got to Anchorage, in Alaska. I hoped I was far enough away from UK to miss coverage of both but was doomed to disappointment.

Nevertheless, despite the tedium of what many would think excessive and intrusive press coverage, the birth of a daughter to the Duke and Duchess of Cambridge is a very happy event for them and the nation, and the conclusion of a project of sorts.

The other ‘project’ is the General Election. We are now obliged to hold these events every 5 years, under the current legislation. Gone are the days of tottering Governments, backroom deals struck between politicians and any one of various groups of power brokers such as the Unions, big business or minority parties. Nowadays, we just get poorly estimated legislation schedules, with Parliament twiddling its high priced thumbs for several months towards the end of the scheduled period. I was horrified to learn that CNN is running a series of special broadcasts to provide international visibility of the events to the wider world. As BBC, Sky and ITN are providing wall-to-wall coverage at home, it seems there is nowhere safe, not even at 25,000 feet over the coast of Canada as the airline I used even had internet connection and power sockets!

I’ll come back to the Election shortly but this report will be looking at 4 main topics: power generation, election impacts, project problems and project opportunities.

POWER GENERATION

Ever a problem in UK, to say nothing of the rest of the world, providing adequate power at affordable prices does not get any easier. One of the main issues in UK is the closure of some ‘smokey’ coal fired power stations before the next generation of power producers is in place. Current plans in the short term rely on other forms of fuel including bio mass and oil while those of an environmental turn of mind look to renewables such as wind, solar and wave generation to fill the gap before the longer term solutions emerge. These longer term plans rely on two key approaches: more efficient and less obtrusive renewables or nuclear. I will hold the renewables for another report but the problems of nuclear seem to be increasing on an almost daily basis.

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About the Author

 

pmwj34-May2015-Shepherd-PHOTOMILES SHEPHERD

Salisbury, UK

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Miles Shepherd is an executive editorial advisor and international correspondent for PM World in the United Kingdom. He is also managing director for MS Projects Ltd, a consulting company supporting various UK and overseas Government agencies, nuclear industry organisations and other businesses. Miles has over 30 years’ experience on a variety of projects in UK, Eastern Europe and Russia. His PM experience includes defence, major IT projects, decommissioning of nuclear reactors, nuclear security, rail and business projects for the UK Government and EU.   Past Chair and Fellow of the Association for Project Management (APM), Miles is also past president and chair of the International Project Management Association (IPMA). He is currently Director of PMI’s Global Accreditation Centre and the Chair of the ISO committee developing new international standards for Project Management and for Program/Portfolio Management. He was involved in setting up APM’s team developing guidelines for project management oversight and governance. Miles is based in Salisbury, England and can be contacted at [email protected].

To view other works by Miles Shepherd, visit his author showcase in the PM World Library at http://pmworldlibrary.net/authors/miles-shepherd/.

 

Managing Complex Projects and Programs

BOOK REVIEW

pmwj34-May2015-Zorinsky-BOOKBook Title: Managing Complex Projects and Programs – How to Improve Leadership of Complex Initiatives Using a Third-Generation Approach
Author: Richard J. Heaslip, Ph.D
Publisher: John Wiley & Sons, Inc., Hoboken, New Jersey
List Price:   $85.00
Format: Hard cover; 283 pages
Publication Date: September, 2014
ISBN: 978-1-118-38301-8
Reviewer:    Eldon J. Zorinsky, PMP
Review Date: March 2015

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Introduction to the Book

In his new book, “Managing Complex Projects and Programs – How to Improve Leadership of Complex Initiatives Using a Third-Generation Approach,” Richard J. Healslip, Ph.D examines the (underappreciated) “identity crisis” expressed by many project and program managers; he uncovers its root causes and explores its adverse impacts on organizational performance, the profession and individual project and program leaders. He begins this process by asking the question: “What circumstances have led experienced, successful project and program leaders to become exasperated with their profession (those who the author defines as “Exasperados” – project and program managers who yearn to deliver not only traditional project “outputs,” within the constraints of schedule, scope, cost and quality, but organizationally-desired “outcomes” as well)?”

The intellectual journey he takes the reader on clearly leads to the answer to his question. In workman-like fashion, Dr. Heaslip uses his concepts of “programmatic science” to lay the foundation upon which he formulates the idea of “3rd generation programmatics” as a means to achieve the next generation of organizational capabilities.

By employing his own broad experience along with organizational case studies and a great deal of anecdotal information obtained via personal interviews with a broad spectrum of academics, industry executives, sponsors, stakeholders, program and project managers, team members and others he is able to systematically analyze and evaluate the approaches used to date, along with their associated results, to develop a sound alternative that will enable many organizations to rise to a new level of program and project management maturity that has the potential to dramatically improve execution, drive higher levels of strategic achievement and result in greater career satisfaction and professional growth opportunities for project and program managers (“Programmaticists”).

Dr. Heaslip does an outstanding job of methodically reviewing the evolution of Industrial Age organizational structures along with the project and program management methodologies that developed from them, and in so doing, he establishes a solid baseline understanding from which he can construct a new organizational framework that drives greater clarity with regard to the roles and responsibilities of project and program managers, as well as governance bodies and, by its structure, demonstrates how they should optimally interact in a large, modern organization that is characterized by the growing challenges associated with diverse groups of stakeholders attempting to carry out an increasing number of disparate activities under a wide variety of constraints in a multi-dimensional environment of complexity and uncertainty both internal and external to the organization.

Overview of Book’s Structure

The book consists of 14 Chapters, organized into two parts. The first part of the book consists of Chapters 1 through 8 and focuses on “Professional Project and Program Management – Yesterday and Today.” Topics covered include: the exhilaration and exasperation of Project and Program leadership; the emergence of project management (what the author calls “1st Generation Programmatics”); the evolution of project management (“2nd Generation Programmatics”); rethinking roles and responsibilities of project management professionals; Stakeholder views about the roles and responsibilities of “Programmaticists” (e.g., project and program management professionals); addressing modern problems with traditional management models; adaptations of the traditional two-party fully governed project oversight model; and what to do moving forward.

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About the Reviewer

 

pmwj34-May2015-Zorinsky-PHOTOEldon Zorinsky

Texas, USA

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Dr. Eldon Zorinsky
is an experienced technology executive, Program Director, certified Project Management Professional (PMP) and registered Professional Engineer in the State of Texas. Eldon specializes in building high-performing teams of technical and business professionals and leading them in the definition, development and commercialization of new products and technologies.

He received his Doctor of Engineering degree in Electrical Engineering and Master of Science degree in Engineering Management from Southern Methodist University in Dallas, Texas. He also earned a Master of Science degree in Physics from the University of Missouri at Columbia, MO and a Bachelor of Science degree from Creighton University in Omaha, NE. He holds numerous patents in the areas of semiconductor devices and device isolation and over the course of his career, has successfully led product and technology development and commercialization efforts that generated combined revenue of nearly $1B.

Eldon is an active member of the Dallas Chapter of PMI and is currently serving as a volunteer with the Chapter’s Professional Development Group. He is also a member of IEEE, The Engineering Management Society, AAAS, and The American Vacuum Society. Email: [email protected]

 

Editor’s note: This book review was the result of a partnership between the publisher, PM World and the PMI Dallas Chapter. Authors and publishers provide the books to PM World; books are delivered to the PMI Dallas Chapter, where they are offered free to PMI members to review; book reviews are published in the PM World Journal and PM World Library. PMI Dallas Chapter members can keep the books as well as claim PDUs for PMP recertification when their reviews are published. 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].

 

Effective Project Management: Traditional, Agile, Extreme

BOOK REVIEW

pmwj34-May2015-Stevens-BOOKBook Title:   Effective Project Management: Traditional, Agile, Extreme, 7th Edition
Author: Robert K. Wysocki, PhD
Publisher: Wiley
List Price: $65.00 USD
Format: Soft cover, 726 pages
Publication Date:   2014
ISBN: 978-1-118-72916-8
Reviewer:     Amy N. Stevens
Review Date: 04/2015

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Introduction

Effective Project Management: Traditional, Agile, Extreme is the 7th edition of a highly successful book on project management. The author, Robert Wysocki, PhD has used his 40 years’ experience as a project manager, consultant and trainer to scribe a book that appeals to a wide variety of individuals including: project management professionals, trainers/educators and students. Each edition builds upon the previous volume as the author is constantly updating the material based on feedback he has received as well as from his own observations as a practicing project manager.

In Effective Project Management: Traditional, Agile, Extreme, the author provides a decent overview of projects, a variety of project management processes, and tools for ensuring success. The author makes a point early on in the book that he does not believe in a single model for all projects. By definition, each project is unique and therefore there is not a single best fit model that can be applied to any and all projects. Different projects require different approaches and processes must be adapted to reflect the unique nature of each project. The author is very quick to point out that as project managers, we need to be chefs and not cooks. A cook follows a recipe, a chef is formally trained on how to blend ingredients into unique recipes. A project manager has the foundational tools and knowledge to be able to tailor processes to meet the unique demands of each project.

For readers who may be familiar with previous editions of this book, in the 7th edition, the author incorporates two major changes. In the 5th edition of the PMBOK, the stakeholder group is elevated to a Knowledge Area and this change is reflected within the 7th edition of Effective Project Management: Traditional, Agile, Extreme. In addition, the author has added a new chapter to discuss the Enterprise-level Project Portfolio Model (EPPM). The EPPM is a nice addition to the book as many of today’s executives require more rigor for the project review and approval process.

Overview of Book’s Structure

At 726 pages, this is a robust book that not only serves as a decent training text but also a nice addition to a project manager’s library for reference. It is very well organized with a concise introduction that clearly explains how the book can be used by both educators as well as practitioners. The author has organized the information into 18 chapters which span 5 clearly defined parts or sections. In addition to the soft copy book, the author provides additional resources on the publisher’s website that can be used in the classroom. These materials include: power point decks for each chapter as well as classroom exercises, training exercises and case studies.

These 5 parts are key to the book’s layout and are as follow:

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About the Reviewer

 

pmwj34-May2015-Stevens-PHOTOAmy Stevens

USA

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Amy N. Stevens
M.Sc., PMP, ITIL is the IT Director of Finance and Business Analytics for Rexel USA. Amy has over 20 years of experience in software development, project delivery and global team management. She is a success oriented IT leader who has the technical experience and management skills needed to analyze and organize complex deliverables into tangible results in a fast-paced, ever-changing environment where priorities and deliverables are moving targets. Amy is a member of the Dallas chapters of the Project Management Institute and the Society of Information Management (SIM). She holds a Master of Science degree in Computer Science from George Mason University and a Bachelors of Science degree in Mathematics and Computer Science from the University of Illinois, USA.

 

Editor’s note: This book review was the result of a partnership between the publisher, PM World and the PMI Dallas Chapter. Authors and publishers provide the books to PM World; books are delivered to the PMI Dallas Chapter, where they are offered free to PMI members to review; book reviews are published in the PM World Journal and PM World Library. PMI Dallas Chapter members can keep the books as well as claim PDUs for PMP recertification when their reviews are published. 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].

Top Gun Project Managers

BOOK REVIEW

pmwj34-May2015-Rojak-BOOKBook Title: Top Gun Project Managers
Author: Richard Morreale
Publisher: Multi-media Publications
List Price:   US$29.95
Format: soft cover; 188 pages
Publication Date:  2011
ISBN: 9781554891139
Reviewer:     Stephen Rojak
Review Date: April 2015

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Introduction to the Book

We have an ever-greater amount of information on how to do the hard skills components of project management: the planning, the organizing, the thirteen knowledge areas. Why, then, do we still have the problems we do?

Richard Morreale invites us to refocus ourselves. Yes, the hard skills are necessary — but not sufficient. They are openers: they let you enter the game, but they are not enough to win. The book presents the elements that, from his experience, can lift a project manager from entrant to winner.

Overview of Book’s Structure

In the first chapter, Morreale presents his statement of the problem he is writing to solve. He enumerates and discusses nine reasons that he has found to commonly cause projects to be unsuccessful.

The second chapter provides a decomposition of what he finds to be the elements of project success. It is the framework for the rest of the book.

The remaining chapters explain the details of eight strategies to make the difference between successful and typical project management.

Highlights: What’s New in this Book

When we talk about issues such as soft skills and tradeoffs, many people will object that there is not much new to cover. But then, why do we have the results that we do? Sometimes, presenting issues in a different way can reach a person where previous attempts have not done so.

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About the Reviewer

 

pmwj34-May2015-Rojak-PHOTOStephen Rojak, PMP

North Texas, USA

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Stephen Rojak is an experienced software developer and manager, with experience in the manufacturing, retail, marketing services, digital media and computer software industries. He is also an economist and historian. He can be contacted at [email protected]

 

Editor’s note: This book review was the result of a partnership between the publisher, PM World and the PMI Dallas Chapter. Authors and publishers provide the books to PM World; books are delivered to the PMI Dallas Chapter, where they are offered free to PMI members to review; book reviews are published in the PM World Journal and PM World Library. PMI Dallas Chapter members can keep the books as well as claim PDUs for PMP recertification when their reviews are published. 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].

Effective Complex Project Management

BOOK REVIEW

pmwj34-May2015-Quandt-BOOKBook Title:   Effective Complex Project Management: An Adaptive Agile Framework for Delivering Business Value
Author:        Robert K. Wysocki
Publisher:    J. Ross Publishing www.jrosspub.com
List Price:    US$ 69.95
Format: Hard cover, 332 pages
Publication Date: 2014     
ISBN: 978-1-60427-100-3
Reviewer:  Mary Jane Quandt, PMP
Review Date: April 2015

________________________________________________________________________

Introduction

Robert Wysocki states in his Introduction: “To be successful with the ACPF, you have to ‘think like a chef and not like a cook!’ … create or modify a recipe [project management approach] based on the specific characteristics and environment of the project …” He sprinkles this simple analogy throughout the book to illustrate the significance of the creative thinking required to apply the Adaptive Complex Project Framework (ACPF) tool he’s developed based on years of acquired expertise in managing complex projects.

He holds that effective complex project management includes keeping things simple and intuitive with an organized, common-sense approach. To that end, the ACPF provides vetted and customizable tools, templates, and processes that align with the PMBOK® Guide and other principles of lean management guidelines. (Refer to Appendix C – References and Further Reading.)

Overview of Book’s Structure

In Chapter 1 the author introduces the concept of Adaptive Complex Project Framework (ACPF). In Chapter 2 he describes the challenge of uncertainties in today’s complex business environment – high speed, high change, lower costs, increasing complexity, and increasing uncertainty. Wysocki states: “Increasing levels of complexity and uncertainty mean the project management approaches must allow for creativity, flexibility, and adaptability on the part of the complex project team.” He defines a complex project team, including the skills and capabilities required of a complex project manager (CPM). “A complex project manager is a chef, not a cook.”

Chapter 3 provides an overview and background of the holistic Adaptive Complex Project Framework. Wysocki then presents in Chapters 4 through 6 the step-by-step detail of how to creatively apply the uniqueness of the three ACPF phases – Project Ideation, Project Set-up, and Project Execution – to effectively and efficiently manage a complex project to deliver greatest business value to the client organization.

Wysocki considers meaningful client involvement to be a Critical Success Factor (CSF) in the successful management of complex projects using ACPF and dedicates Chapter 7 to an in-depth discussion on how to establish and sustain that client involvement, including the challenges involved.

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About the Reviewer

 

pmwj34-May2015-Quandt-PHOTOMary Jane Quandt

North Texas, USA

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Mary Jane Quandt is a certified Project Management Professional (PMP) with specialization in IT application implementation, IT Infrastructure Service Operations and Management and process improvement, including Information Technology Infrastructure Library (ITIL) Best Practices. Her project management experience includes in-depth analysis of business needs, establishment of project requirements, and successful, on-time execution of project deliverables. Her experience is in the finance, banking, government, logistics, manufacturing, and electrical engineering industries. Email: www.linkedin.com/in/maryjanequandt/ or [email protected]

 

Editor’s note: This book review was the result of a partnership between the publisher, PM World and the PMI Dallas Chapter. Authors and publishers provide the books to PM World; books are delivered to the PMI Dallas Chapter, where they are offered free to PMI members to review; book reviews are published in the PM World Journal and PM World Library. PMI Dallas Chapter members can keep the books as well as claim PDUs for PMP recertification when their reviews are published. 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].

Program Management for Improved Business Results

BOOK REVIEW

pmwj34-May2015-McCrain-BOOKBook Title:   Program Management for Improved Business Results
Authors: Russ J. Martinelli; James M. Waddell; Tim J. Rahschulte
Publisher: John Wiley & Sons, Inc.
List Price:   $65.00
Format: Hardback
Publication Date:   2014    
ISBN: 978-1-118-62792
Reviewer:     Kathy McCrain, PMP, CMA
Review Date: April 2015

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Introduction

Program Management for Improved Business Results is centered around getting the most out of programs. This is based on the “how” program management is practiced. The authors draw from their own personal experiences in helping real companies create or strengthen their existing programs.

Overview of Book’s Structure

The book has five parts, with additional case studies in the appendices. All chapters include examples and tables to drive the key points home.

The definition of program management aligning to the business strategy is included in Part 1. Part 2 focused on delivering and managing the program. Program practices, metrics and tools are in Part 3. Part 4 goes into specifics on the job and function of the program manager. Finally, in Part 5, organizational consideration regarding the program management office is discussed.

The book flows sequentially in a logical fashion, but the parts could be read on their own. That could be done to provide information in a quick fashion for a focused topic.

Highlights

The first section of the book elaborates on the definitions and distinctions between projects, programs and portfolio management. Emphasizes the interrelation between projects, not just that “related” projects are key to program management. The main theme begins in the second chapter on realizing business benefits. It is stated this is the primary purpose of program-oriented organizations. Having said that though, the authors do not advocate that all companies should be program oriented.

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About the Reviewer

 

pmwj34-May2015-McCrain-PHOTOKathy McCrain

Texas, USA

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Kathy McCrain
is a senior financial manager for British Telecom North America, supporting telecom outsource new business bids. She has extensive management reporting, financial systems implementation and commercial finance experience. Her career has been in IT outsourcing at Electronic Data Systems/Hewlett Packard, Sabre, and British Telecom. She has an MBA in Finance from the University of North Texas and holds a Project Management Professional and Certified Management Accountant certification. Kathy is active in the Dallas Chapter of the Project Management Institute and the Institute of Management Accountants. She lives in Frisco, Texas, USA.

 

 

Editor’s note: This book review was the result of a partnership between the publisher, PM World and the PMI Dallas Chapter. Authors and publishers provide the books to PM World; books are delivered to the PMI Dallas Chapter, where they are offered free to PMI members to review; book reviews are published in the PM World Journal and PM World Library. PMI Dallas Chapter members can keep the books as well as claim PDUs for PMP recertification when their reviews are published. 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 Leadership: Building Creative Teams

BOOK REVIEW

pmwj34-May2015-Jackson-BOOKBook Title: Project Management Leadership: Building Creative Teams, 2nd Edition
Authors: Rory Burke, Steve Barron
Publisher: John Wiley & Sons, Ltd.
List Price:   $44.00 (paperback); $28.99 (e-book)
Format: Paperback, e-book
Publication Date: 2014     
ISBN: 978-1-118-67401-7
Reviewer: Sheila Jackson, PMP
Review Date: April 2015

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Introduction

In the forward to Project Management Leadership, Dr. Steve Kempster sets the tone for readers by explaining that project management and project leadership are two sides of the same coin, cautioning that many project managers “pay too much attention to managing and spend little time leading. As with everything in life, finding the right balance is key.” Keeping this balance in mind, the authors, Burke and Barron, lay out an organized framework of project management leadership principles and theories, and their application in the project environment.

Why do we need yet another book on this topic? Perhaps it is our awareness of the lack of good leadership or our own experience with admirable project leaders. I think most would agree that the workplace is shifting towards a new, higher baseline requirement in what we’ve called “soft skills”. In the Authors’ Notes, Burke and Barron point out that project managers increasingly work within matrix-type project organization structures where they might not have full line authority over the resources carrying out the work. Additionally, Burke explains, “the workforce is better educated, more experienced, and more competent…[and are] better prepared to question their project management leader’s instructions.” In this contemporary context those mastering key aspects of leadership will be more successful, with direct benefit to the projects and teams they lead.

Overview of Book’s Structure

Project Management Leadership, Burke explains, was written to support courses and modules in project management and project leadership. Filled with diagrams, definitions, figures and exercises, Project Management Leadership is a textbook-style overview covering major topical categories and their sub-divisions. There is plenty here to whet the reader’s appetite for deeper understanding, however, it is not meant to be exhaustive or terminal. References for further reading at the end of each chapter enable deeper, more detailed study.

The writing style is straightforward, factual, and informative. While there are no anecdotal stories or narrative plot lines, the authors succeed in their aim of providing principles and methodologies consistent with the PMBoK and APM BoK.

As part of its educational mission, each chapter includes stated learning outcomes, exercises for introspection and/or application; the book includes a detailed glossary and comprehensive index. Organized in three parts, then topically for easy reference and understanding, the reader can easily refresh specific areas of interest.

The first part covers leadership skills and styles such as project governance and ethics, power to influence, emotional intelligence, and working with stakeholders, among others. The second part focuses on project team formation through overviews of team roles, team-building techniques, team development phases, coaching and mentoring. The third part covers competency areas such as decision making, conflict resolution, delegation, and communication, among others.

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About the Reviewer

 

pmwj34-May2015-Jackson-PHOTOSheila Jackson

Texas, USA

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Sheila Jackson
, PMP, MBA has more than fourteen years of project management experience, working mostly in marketing, live events, and ecommerce. For twelve years she worked for a global marketing/advertising agency; her most recent work has been within omni-channel ecommerce. Sheila has a BA in Psychology from Baylor University and an MBA from University of North Texas, USA.


Editor’s note: This book review was the result of a partnership between the publisher, PM World and the
PMI Dallas Chapter. Authors and publishers provide the books to PM World; books are delivered to the PMI Dallas Chapter, where they are offered free to PMI members to review; book reviews are published in the PM World Journal and PM World Library. PMI Dallas Chapter members can keep the books as well as claim PDUs for PMP recertification when their reviews are published. 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 Scorecard Solution: Measure What Matters and Drive Sustainable Growth

BOOK REVIEW

pmwj34-May2015-Bapat-BOOKBook Title: The Scorecard Solution: Measure What Matters and Drive Sustainable Growth        
Author: Dan E. King
Publisher: AMACOM
List Price:   $29.95
Format: hard cover
Publication Date:   01/2015         
ISBN: 978-0-8144-3492-5
Reviewer: Anil Bapat, M.S. PMP ITIL
Review Date: 04/2015

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Introduction

The Scorecard Solution: Measure What Matters and Drive Sustainable Growth is a book that provides a practical tool that allows one to maintain a crystal-clear, constant view of their business that will enable better decision making. Too often in business today leaders receive a “sanitized” version of what is really going on in their business. Subordinates tend to be reluctant to deliver news on looming performance deviations or organizational weakness, for fear of the messenger being shot. As a result, strategic decisions are often being made by CEOs with either too little or inaccurate information at hand. Over time, this can send many organizations into the “death spiral” and could possibly lead to their extinction.

The tool presented in this book is called the Organizational Prowess (OP) scorecard. It quantifies where an organization is health-wise based on 3 major dimensions:

(1). Strategy Planning – what are we going to work on?

(2). Execution Framework – how do we get it done?

(3). Talent – who will do the work?

Within each category above, there are subcategories which drill down to very granular questions. Each question is assigned a point value and the points are summed up and aggregated up the chain to produce an overall score for each of the main categories. The sum of the 3 category values above will determine the organization’s health.

The 4 levels of organizational competence as determined by the score above are:

Agile: 80 – 100 points: The company has an enviable speed to market, a culture of innovation, and exceeds financial targets.

Resilient: 60 – 79 points: The company typically achieves revenue targets, but overachievement is elusive. Existing capabilities make stretch goals hard to attain.

Vulnerable: 30 – 59 points: The company regularly misses financial targets, suffers talent erosion, and has minimal innovation.

Lagging: 10 – 29 points: The company has a passionless culture and doesn’t innovate. Without changing, its survival is in doubt.

Overview of Book’s Structure

The book begins with an Introduction and then goes directly into explaining the Organizational Prowess (OP) scorecard. It comes up with a definition of “Organizational Prowess” and goes into a deep dissection into its very meaning and the components of the definition using practical examples. In Chapter 2, the book puts together a real world, true story example of an organization that fell on hard times and how it got there.

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About the Reviewer

pmwj34-May2015-Bapat-PHOTOAnil Bapat, M.S. PMP ITIL

Texas, USA

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Anil Bapat
is a certified Project Management Professional (PMP) with over 15 years of experience in project planning, implementation, and execution. He has supported multiple projects of medium to high complexity with a consistent track record of on-time and on-quality delivery. Anil is a member of the Project Management Institute – Dallas Chapter and received his Masters of Science degree in Software Engineering from the University of Houston- Clear Lake. Anil also holds a Bachelor’s of Science Degree in Computer Science from Embry-Riddle Aeronautical University in Daytona Beach, Florida, USA.

Email address: [email protected]

Editor’s note: This book review was the result of a partnership between the publisher, PM World and the PMI Dallas Chapter. Authors and publishers provide the books to PM World; books are delivered to the PMI Dallas Chapter, where they are offered free to PMI members to review; book reviews are published in the PM World Journal and PM World Library. PMI Dallas Chapter members can keep the books as well as claim PDUs for PMP recertification when their reviews are published. 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 Development – Practice and Perspectives

CONFERENCE REPORT

Fourth International Scientific Conference on Project Management in the Baltic Countries

By Emīls Pūlmanis
PhD.cand., MSc.proj.mgmt.
State Audit Office (Latvia)
Development project manager

Riga, Latvia

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The Fourth International Scientific Conference on Project Management in the Baltic Countries was held during 16-17 April 2015 at the University of Latvia in Riga.  The theme of the conference was “Project Management Development – Practice and Perspectives”.  Organizers of the event included the University of Latvia and the Professional Association of Project Managers, Latvia.

The aim of the conference was to discuss results of scientific research in project management issues, to establish new contacts and networking between professionals involved in project management, and to enhance the capacity of project managers.

The conference programme included opening plenary session, and parallel streams of papers and presentations. All abstracts were reviewed by two reviewers and papers included in the conference proceedings were double blind reviewed. Detailed conference program you can find here.

pmwj34-May2015-Pulmanis-IMAGE1

Conference keynote speakers for 2015 were Prof. P. Reusch (Germany), Prof. (emer.) Dr. R. Lundin (Sweden) and M. A Marie Sams and MSc., Kate Mottram (UK).

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About the Author

 

pmwj34-May2015-Pulmanis-PHOTO

Emils Pulmanis

Riga, Latvia

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Emils Pulmanis is a member of the board of the Professional Association of Project Managers in Latvia and development project manager at State Audit Office of the Republic 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 a European Commission-funded program – the European Union’s financial instruments PHARE program 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. He has gained international and professional project management experience in Germany, the United States and Taiwan. In addition 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 a member of various NGO’s.

Emils can be contacted at [email protected].

To view other works by Emils Pulmanis, visit his author showcase in the PM World Library at http://pmworldlibrary.net/authors/emils-pulmanis/

 

Project Management Update from Istanbul

REPORT

By İpek Sahra Özgüler

International Correspondent

Istanbul, Turkey

________________________________________________________________________

DYNAMICS 2015 – 16-17 APRIL 2015

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Dynamics 2015, the 16th International Project Management Congress, was successfully held on April 16-17, 2015 at the İstanbul Kozyatağı Hilton with more than 200 attendees.

“Dynamics” is the first international project management congress in Turkey that is organized annually by the İstanbul Project Management Association. This congress, which has been held every year for 16 years, brings together respected speakers, both local and foreign, with project management professionals.

The purpose of this congress, that appeals to a large audience, is to embrace the methodologies, techniques and standards that have achieved global acceptance in project management, to enable career advancement within the framework of ethical rules and a foundation of professionalism and quality, and to bring together all professionals who are interested in working with these standards. The topics that are presented at the congress are carefully selected by the “Dynamics” project team, all of whom are volunteer members of the İstanbul Project Management Association ((İPYD) and prepared with the hope that these topics will pique the interest of the attendees and advance their professional, technical, social and personal skills. The topics are in the application of project management and include:

  • Explaining new techniques
  • Sharing project success stories from different sectors
  • Demonstrating examples of completed projects that give inspiration
  • Introducing research and development activities in the subject of project management
  • Describing examples of how project management is used as a tool within our country’s leading corporations and institutions

More…

To read entire report, click here

 

About the Author

pmwj34-May2015-Ozguler-IMAGE2İpek Sahra Özgüler

Istanbul, Turkey

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İpek Sahra Özgüler graduated from the Istanbul University with the Bachelor of Science degree in Computer Engineering and from Middle East Technical University with an MSc degree in Software Management. She became a certified PMP in January, 2012 and a certified SCRUM Master in 2014. Ipek works as project portfolio manager at TAV IT Project Management Office. TAV IT is a core technology provider and systems integration company specialising in aviation. It delivers turn-key airport systems and infrastructure solutions for various parties at airports, including airport authorities, airlines and ground handling companies. Her main responsibility is to move the organization to the future by executing the organization’s strategy through portfolio management. Before joining TAV IT, she worked for global multinational companies and leading local companies such as Coca Cola, Deloitte, Turkcell Superonline and Havelsan. Over the years, she has gained extensive experience in managing various medium and large scale projects, programs and portfolios.

Her article named “When I Decided to Develop Multi Processing Project Manager’s System” published in the book “A Day in the Life of a Project Manager”. She has published several articles in the PM World Journal and one in PMI’s PM Network magazine. Ipek is actively involved in sailing, writing and discovering new cultures. She can be contacted at [email protected].

To view other works by this author, visit her author showcase in the PM World Library at http://pmworldlibrary.net/authors/ipek-sahra-ozguler/

 

Project Management in Spain – monthly report

REPORT

By Alfonso Bucero

International Correspondent & Editorial Advisor

Madrid, Spain

________________________________________________________________________

Sixty percent of Spanish Project Managers say to know the Project Management ISO 21500 norm

Sixty percent of Project professionals surveyed already know the existence of Project Management ISO 21.500. From those professionals, 62,4% of them think that will have great influence over the current Management practice, mainly in big firms and Public Administration, however 70% show their skepticism about the magnitude of the impact.

A few more than 20% from professionals surveyed declare to use Project Management processes on a daily basis. In other developed countries that average overpasses 60%, even at Public Administration Standards. The initiative has had as objective to take a panoramic picture of Spanish Project Management competences, and also, to observe the project management maturity in those organizations that add excellence to organizational processes and, then, competitiveness. To do that study International standards have been used: PMBOK® from PMI®, NCB® Guide from de IPMA®, and the new Project management ISO 21.500 rule.

High performance countries like Australia, South Africa, USA, Japan or Germany, whose organizations have a lot of influence in the global market, measure its productivity using the “Project concept” as a reference assessing either people who manage or execute them, and the organizational capacity to provide the right environment to manage projects. Only an average of 21,45 % from professionals surveyed state to apply Project Management processes in a regulated manner. In other developed countries, that average overpasses 60%, and even they enjoy Public Administration Standards.

More…

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

 

About the Author

 

pmwj34-May2015-Bucero-PHOTOAlfonso Bucero

Contributing Editor
International Correspondent – Spain

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Alfonso Bucero, MSc, PMP, PMI-RMP, PfMP, 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/

 

Project Management Update from Buenos Aires

REPORT

By Cecilia Boggi, PMP

International Correspondent

Buenos Aires, Argentina

________________________________________________________________________

As I mentioned in the previous issue, on April 10th and 11th, we had a Regional Meeting of PMI Latin America South Leaders in Mendoza, Argentina, which exceeded all expectations, both in terms of quantity of attendees, over 70 volunteers from the PMI Chapters of Region 13 South, as well as the quality of the event, which received international speakers.

The team of volunteers from PMI Nuevo Cuyo Chapter, led by Gustavo Albera, Project Manager of the event and Past President of the Chapter, has been the host of the meeting of leaders and decided to include a leadership seminar for executives on the agenda, which was facilitated by the expert Eduardo Braun and that was held on Thursday April 9th.

Eduardo Braun’s Seminar entitled “Lessons in Leadership in Times of Crisis” was held at the Bodega Vistalba, about 20 kilometers from the city of Mendoza, in a beautiful vineyards landscape. It has had the participation of 70 persons among which 50 were entrepreneurs and senior executives of Mendoza´s companies who had never heard about PMI or project management, so this seminar has become an excellent introduction letter.

Eduardo Braun, founder of “Management TV”, famous channel signal transmitted through Latin America, reaching 14 million households and 25 countries, shared the secrets of leadership style from successful global celebrities of business and how they overcame moments of crisis.

More…

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

 

About the Author

 

pmwj34-May2015-boggi-PHOTOCECILIA BOGGI

International Correspondent

Buenos Aires, Argentina

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 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 http://www.activepmo.com/

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

 

Project Management Update from Bolivia

REPORT

By Rocio Zelada, PMP

International Correspondent

Santa Cruz de la Sierra, Bolivia

________________________________________________________________________

PMI Santa Cruz Bolivia Chapter

New emerging community: “Business Analysis Bolivia”

Text extracted from (Business Analysis for Practitioners – A Practical Guide by PMI)

It is expected that the number of jobs in business analysis will increase by 19% by the year 2022, according to the U.S. Bureau of Labor Statistics. This study shows a growing need for qualified professionals. Analysis of business projects and programs allows organizations to implement changes and achieve their strategic objectives.

PMI – PBA ® certification highlights the capacities of professionals in the area of business analysis. Shows his skills to work effectively with stakeholders and to define the business requirements, give shape to the results of the project and promote successful business results.

For many organizations the effective business analysis it is not an integral part of the project. As a result projects do not end up delivering the expected business value. In 2014 PMI reported the following data:

  • In the past 12 months, 64% of complete projects achieved their business objectives
  • In the past 12 months, 16% of projects that started had serious failures of conceptualization
  • 37 percent of organizations reported that a primary cause of failure of their projects was the inappropriate identification of requirements.

Poor requirements management is the second cause of failure in projects

In Bolivia, the situation is not different to that in other parts of the world; the competences of business analysis as an integral part of the triangle of talent is an imminent need for Bolivian project leaders, if we want projects that are really aligned to corporate strategy and deliver real value to the business results.

More…

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

 

About the Author

 

pmwj34-May2015-Zelada-PHOTORocio Zelada, PMP

Santa Cruz, Bolivia

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Rocio Zelada
, MBA, PMP, SDI L1 is the Executive Director of Bolivia – Practical Thinking Group and current president of the PMI Santa Cruz Chapter (2014-2016).  She is also a consultant, instructor and facilitator of various courses, workshops and seminars on leadership, project management, business analysis, personal relationship and related topics.  Her previous experience includes operations manager with Axxon Consulting Bolivia; systems developer, project manager and specialist in business development for YPFBTransporte; technical advisor for Microsoft Bolivia; and project manager in the energy to market sector.

Rocio holds a Bachelor of Science degree in Systems Engineering and a Master’s degree in Business Administration, with specialization in project management.  In addition to her PMP® certification from the Project Management Institute (PMI®), she is a Certified Facilitator (SDI L1-Personal Strengths) and a Microsoft Certified .NET Professional (ASP.NET).  She has experience and solid knowledge in project management; business analysis and process reengineering; design, programming, implementation, testing and management of information systems and technology, including ITIL, COBIT and ERP systems; software architecture; object oriented programming; processes for management of transport of hydrocarbons; education and knowledge transfer; human talent, interpersonal relationships and conflict management; and corporate change management.

For information about Practical Thinking, visit www.practical-thinking.com  

Rocio can be contacted at [email protected]practical-thinking.com or bo.linkedin.com/pub/Rocio-zelada-pmp/22/b12/a33/

To view other works by Rocio, visit her Author Showcase in the PM World Library at http://pmworldlibrary.net/authors/rocio-zelada-pmp/

 

IPMA Council of Delegates convenes in Dublin, Ireland

REPORT

By Jouko Vaskimo (Finland)

Espoo, Finland

________________________________________________________________________

International Project Management Association (IPMA) Council of Delegates (CoD), the highest decision-making body of the first global project management association, convened on March 28th … 29th 2015 in the Ballsbridge Hotel in Dublin, Ireland, with delegates from 52 out of the 58 IPMA Member Associations (MA) in attendance. The meeting was organized by the Institute of Project Management Ireland (IPMI), the local IPMA MA, and hosted by IPMI Director General Mr Ed Naughton.

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In the photograph: Professor Mladen Radujkovic, Chairman of IPMA Council of Delegates, addressing the IPMA Council of Delegates opening plenary (photos courtesy Jouko Vaskimo)

Mr Naughton (pictured at right) opened the meeting, welcomed sincerely the IPMA family to Dublin, and introduced former Irish Prime Minister, Mr John Bruton, who delivered a welcome address. Mr Bruton narrated the path of Ireland emerging as an independent state through its inward-looking period during the 1950s and 1960s and its subsequent embracing of Europe and the benefits that flowed as a result. He described the background factors to the rise Irish economy, subsequent economic collapse and endurance of seven years of austerity.

He also gave a brief narrative on his perspective of the current geo-political environment with particular reference to Greece, Russia, USA, China, France, Germany and India. In the context of project management, Mr Bruton supports the concept that the IPMA Council of Delegates provides an opportunity for delegates from all countries to exchange ideas on today’s project challenges and emerging trends, to enjoy networking and to sample the culture of the host country. In conclusion he stated “Ireland, as a Member Association, is proud to play a full and active role in IPMA. We welcome the IPMA family to our country and wish the organization a happy birthday in this its 50th year.” Mr Naughton can be contacted at [email protected] . (photo courtesy IPMI)

More…

To read entire report, click here

 

About the Author                                                          

 

pmwj34-May2015-Vaskimo-PHOTOJouko Vaskimo

Espoo, Finland

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

To view other works by Jouko Vaskimo, visit his author showcase in the PM World Library at http://pmworldlibrary.net/authors/jouko-vaskimo/

Report on the Development of Project Management Study Programme at the University of Applied Sciences Baltazar Zaprešić (Croatia)

REPORT

By Zlatko Barilović, Igor Vrečko and Petra Krčelić

Croatia

________________________________________________________________________

An awarding ceremony of International Project Management Association (IPMA) certificates for the students of specialist professional graduate study programme of Project Management was held on Saturday 14 March 2015 in the new premises of the University of Applied Sciences Baltazar Zaprešić (UAS Baltazar) in Zagreb. Thirty new students officially received their international certificates, and a Partnership Agreement between the Croatian Association for Project Management (CAPM) / Young Crew Croatia, Baltazar Alumni Club and the University of Applied Sciences Baltazar Zaprešić was signed.

The awarding ceremony was hosted by Prof. Milan Jurina, Ph.D., the Vice Dean for Academic Affairs at the Graduate Programme of the UAS Baltazar, together with Ass. Prof. Igor Vrečko, Ph. D., the Head of Specialist Graduate Programme of Project Management and the President of the Slovenian Association for Project Management, Prof. Vladimir Skendrović, Ph.D., the Vice President of CAPM and Zlatko Barilović, univ. spec. oec., the coordinator of cooperation between the UAS Baltazar, CAPM and IPMA and a member of the Presidential Board of CAPM.

So far around 650 persons have earned their IPMA international certificates for project managers in the Republic of Croatia, and 353 of them were certified for IPMA level D. The students of Project Management at UAS Baltazar, with 170 certificates, make almost 50% of the total number of certified persons in the Republic of Croatia at the level D. The certification of Project Management students is carried out in cooperation with the Croatian Association for Project Management (www.capm.hr), with which UAS Baltazar has been collaborating since 2010. Croatian Association for Project Management is one of 57 national members of IPMA, and operates in Croatia.

In addition to the certification, previous cooperation of UAS Baltazar with CAPM bore a number of other joint projects. Some of the most important ones are organizing scientific and professional conferences related to management and project management topics, held in 2011 and 2014 in Zagreb and co-organizing the 27th IPMA World Congress in Dubrovnik in 2013. Also, we can single out particular projects in which students of Project Management participate during their studies, managed by an organization of young project managers, called Young Crew Croatia (www.capm.hr/young-crew/), which operates within CAPM.

More…

To read entire report, click here

 

About the Authors          

                                       

pmwj34-May2015-Barilovic-AUTHOR1Zlatko Barilović

University of Applied Sciences Baltazar Zaprešić
Zaprešić, Croatia

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Zlatko Barilović, univ. spec. oec., Lecturer, CPM
was born in 1984 in Zagreb. He holds a graduate specialist degree (MA) in Marketing from the Faculty of Economics in Osijek, Croatia. Prior to that he graduated from the Specialist Graduate Professional Study of Project Management at the University of Applied Sciences Baltazar Zaprešić, Croatia, which was a continuation of his undergraduate studies in Business and Management (major Cultural Management). Currently he is attending a doctoral study in Management at the Faculty of Economics in Osijek, Croatia. He is a member of International project management association (IPMA) and a member of the Presidential Board of the Croatian Association for Project Management (CAPM). At the University of Applied Sciences Baltazar Zaprešić he teaches Basics of Management, Project Management 1 and 2, and Planning, preparing and starting the project – practicum. He has written over 25 scientific and professional papers, and has lead several projects for the University of Applied Sciences Baltazar Zaprešić. He is the author of one and editor of four project management books. Zlatko Barilović can be contacted at [email protected]

To view other works by Zlatko Barilović, visit his author showcase in the PM World Library at http://pmworldlibrary.net/authors/zlatko-barilovic/

 

pmwj34-May2015-Barilovic-AUTHOR2Petra Krčelić

University of Applied Sciences Baltazar Zaprešić
Zaprešić, Croatia

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Petra Krčelić,
mag. philol. angl and mag. educ. philol. ital, teaching assistant, was born in 1987 in Zagreb, Croatia. She graduated from the Faculty of Humanities and Social Sciences, University of Zagreb in 2012 in English and Italian Language and Literature. She worked in several primary schools. She has been teaching English for Specific Purposes (ESP) at the University of Applied Sciences Baltazar Zaprešić since 2014. Areas of interest: interdisciplinary and experimental approaches to teaching ESP, education, new technologies. Petra Krčelić can be contacted at [email protected].

 

pmwj34-May2015-Barilovic-AUTHOR3Igor Vrečko, PhD

University of Maribor – Faculty of Economics and Business, Maribor, Slovenia and University of Applied Sciences Baltazar Zaprešić, Croatia

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Igor Vrečko
, PhD, Assistant Professor, CSPM, 1975, Slovenian, holds a Ph. D. in Economic and Business. He is an Assistant Professor of Business Management at the University of Maribor – Faculty of Economics and Business. His research focuses primarily on project management and integration of project management with strategic crisis management as well as innovation management. He has a wide practical experience gained through consultancy projects in many domestic and foreign companies. He has performed numerous invited lectures and managed workshops in different organizations. Till recently he has been a long time director of IPMA certification process for Slovenia; he is the president of Slovenian Project Management Association, an official assessor of national profession qualification project manager, an assessor of research and developing projects under the Public Agency of Republic of Slovenia for entrepreneurship and foreign investments and an assessor in national commission for innovations. He is the Head of Project Management programme at the UAS Baltazar Zaprešić. Igor Vrečko can be contacted at [email protected].

To view other works by Igor Vrečko, visit his author showcase in the PM World Library at http://pmworldlibrary.net/authors/igor-vrecko-phd/

 

 

 

 

 

 

 

Portfolio Decisions to Maximize Strategic Benefits

SECOND EDITION

By Susan S. Bivins
Project Portfolio Management Consultant, IBM (Retired)
Missouri, USA

and

Michael J. Bible
Senior Advisor, FRONT Group AS
Trondheim, Norway

________________________________________________________________________

Abstract

Success in project portfolio management depends on people, culture and governance, more than on any specific tool or technique. Even in organizations with the right culture and processes, many struggle to make portfolio decisions that maximize strategic benefit. Too often, projects are randomly identified, discussed to exhaustion, arbitrarily ranked and scored, and then finally chosen as a means to end interminable meetings, resulting in selection of the wrong projects and misallocation of organizational resources.

Even with the right foundation, managers grapple with endless dialogue or produce inaccurate portfolio priorities, often without knowing it, because the decision process lacks structure, and those participating fail to realize that program and portfolio decisions are complex enough to exceed the grasp of human cognition. This paper establishes portfolio selection as a complex decision problem and offers tools and techniques to help managers productively and accurately select the projects and programs that maximize strategic benefit.

Introduction

Success in project portfolio management depends on people, culture, governance, and often, transformational change of attitudes and processes, more than on any specific tool or technique. That said, many organizations with the right culture and processes struggle to make portfolio decisions that maximize strategic benefit. Too often, projects are randomly identified, arbitrarily ranked or scored, discussed to exhaustion, and then finally chosen as a means to end interminable meetings, resulting in selection of the wrong projects and misallocation of organizational resources.

The portfolio and its member projects and programs are the “bridge” from expectations in the strategic planning process to benefits realization after delivery, when the projects become operational. Organizations perform portfolio management to (1) select the combination of projects anticipated to deliver the greatest strategic benefit, (2) measure their performance during execution to assess the degree of continued expectation of strategic benefit, and (3) transition completed projects to operations for actual delivery of strategic benefit.

Even with the right foundation, managers grapple with endless dialogue because the decision process lacks structure, and those participating fail to realize that program and portfolio decisions are complex enough to exceed the grasp of human cognition. Selecting the right combination of programs and projects is critical; perfect metrics and great transitions don’t matter if we’ve selected the wrong ones.

This paper establishes portfolio selection as a complex decision problem and describes an approach portfolio decision makers can use to productively and accurately select the projects and programs that maximize strategic benefit. It is about how to replace fruitless discussion, ad hoc processes and even ranking and scoring models with tools and techniques that improve the quality of portfolio selection decisions; and it is about how we can borrow tools and techniques from decision sciences and psychology and apply them to selecting project portfolios.

More…

To read entire paper (click here)

Editor’s note: Second Editions are previously published papers that have continued relevance in today’s project management world, or which were originally published in conference proceedings or in a language other than English. Original publication acknowledged; authors retain copyright. This paper was originally published as part of the 2013 PMI Global Congress Proceedings – New Orleans, Louisiana. It is republished here with the authors’ permission.

About the Authors

pmwj34-May2015-Bivins-AUTHOR1Susan Bivins

Missouri, USA

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Susan S. Bivins, MSPM, PMP, has more than twenty-
five years of management and leadership experience dedicated to delivering successful information technology, organizational change management, and professional consulting services projects for major global corporations. She specializes in project and portfolio management; international, multi-cultural and multi-company initiatives; and business strategy integration in the private and public sectors. During her career with IBM, Sue managed multiple organizations and complex projects, including operations and support for the Olympics, and a strategic transformational change program. Since retiring from IBM, she has led multi-company joint initiatives with Hitachi, Microsoft and Sun Microsystems, and served as Director of Project Management at Habitat for Humanity International. She is co-author of the book Mastering Project Portfolio Management (J. Ross Publishing, Inc.) and several articles on project portfolio management.

Sue earned her Master of Science in Project Management from the Graduate School of Business at The George Washington University, where she received the Dean’s Award for Excellence and was admitted to the Beta Gamma Sigma business honorarium. A member of PMI, she contributed to the PMI Standard for Portfolio Management and is currently serving on the OPM3 Third Edition team. She and her husband live in Missouri. Sue can be reached via e-mail at [email protected].

 

pmwj34-May2015-Bivins-AUTHOR2Michael J. Bible

Trondheim, Norway

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Michael J. Bible, MSPM, PMP, has twenty-five years of professional and leadership experience supporting the U.S. Department of Defense (DoD), of which the last 15 years have been dedicated to project and program management of test and evaluation programs for major defense acquisition programs. He is a project management professional with a successful history applying project management best practices to the technical field of test and evaluation for portfolios of complex defense acquisition programs and projects.

Mike specializes in management of complex technical projects, and as a former co-owner of an engineering services firm, has applied strategic planning to establish organizational direction while utilizing project portfolio management to successfully grow the company in alignment with business initiatives.   A retired Marine Corps officer, Mike obtained his Master of Science in Project Management from the Graduate School of Business at The George Washington University and is a member of PMI. He lives with his wife and son in Norway. Mike can be reached via e-mail at [email protected].

Information about Mastering Project Portfolio Management – A Systems Approach to Achieving Strategic Objectives by Susan Bivins and Michael Bible, can be found at http://www.jrosspub.com/Engine/Shopping/catalog.asp?store=12&category=173&item=14262&itempage=1.

 

Future-Proof: Foresight as a Tool towards Project Legacy Sustainability

SECOND EDITION

By Marisa Silva

London, UK

________________________________________________________________________

Abstract

The topic of sustainability has experienced a growing interest in the general academic and professional community recently. However, literature shows that it is still incipiently explored within the project management field, where the scope of research is limited mainly to construction and development projects. Moreover, since projects are a way of bringing a vision of the future into reality, and sustainability has at its core an orientation towards the future, it is surprisingly to note that links between the discipline of Foresight and Sustainability are scarce in project management literature.

This paper will thus review the existing literature linking foresight and sustainability, and explore its relationship with project management in order to assess whether foresight can be a useful tool to sustain project legacy over time. Drawing on conclusions reached, this paper will also propose a practical approach to incorporate foresight into project management methodology, and concludes with managerial implications, limitations, and recommendations for further research.

Key words: project management, foresight, sustainability, project legacy.

JEL code: M11, M19

Introduction

In a world where markets are characterized by a fast pace of change and unpredictable events, complex interdependencies and extreme volatility, planning for the long-term and building a lasting legacy presents itself ever more as an challenge for organizations. In view of this scenario, to demonstrate abilities of agility, anticipation and resilience is to hold clear competitive advantages, and if in the past following a strategy by trial and error could be a successful approach, nowadays fail to think the future is to condemn the survival of an organization.

It is in this context of extreme uncertainty and complexity that different approaches to deal with uncertainty are beginning to be introduced and that the discipline of Foresight, also referred as Future Studies, has gain recent interest amongst academia and business players. Despite the growing awareness for this subject, the element of Foresight is elusively described in the Project Management field, and literature review conducted shows that there is a clear insufficiency of Foresight research in Project Management literature. Since projects play a pivotal role in shaping and building the future and are by nature delimited by uncertainty, it is thus surprisingly to note the little attention devoted to this topic so far.

Hence, the aim of this paper to identify how Foresight fits in the context of Project Management and its value to the discipline, following preliminary work produced by Pich et al (2002), when exploring approaches to cope with uncertainty and complexity in Project Management, and expanded by Taleb (2010) and Flyvbjerg (2003). For this purpose, particular emphasis is put in the legacy of a project, since while a project is a one-off endeavour intended to deliver a set of outputs and outcome, intended for the short-term, it is the legacy of a project which is oriented towards the future, intended for the long-term, that might benefit strongly from using Foresight as a future-proof tool.

Further to this point, the paper addresses the project legacy from a view of sustainability, here comprising both the act of embedding and building on the legacy over time (to sustain change), and the alignment to principles of sustainability that allow current needs to be satisfied without neglecting the needs of following generations. Although the author acknowledges important differences between the two perspectives, both should be part of the responsibilities of a professional project manager and are represented together due to this fact and to the close relationship with the concept of Foresight, where all concepts express a common concern about the future.

More…

To read entire paper (click here)

Editor’s note: Second Editions are previously published papers that have continued relevance in today’s project management world, or which were originally published in conference proceedings or in a language other than English. Original publication acknowledged; authors retain copyright. This paper was originally presented at the 4th Scientific Conference on Project Management in the Baltic States, University of Latvia, April 2015. It is republished here with the permission of the author and conference organizers.

About the Author

pmwj34-May2015-Silva-PHOTOMarisa Silva

Portugal/UK

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Marisa Silva is an accomplished Project and Portfolio Management (PPM) professional and trainer with over 7 years of experience gained internationally and cross-industries. Passionate about PPM and Project Management Offices (PMOs), Marisa has developed her career from management consulting and has held positions as PMO Analyst, PMO Manager, PPM consultant, PPM Competency Centre Manager, and Country Manager. Currently she works as PMO Analyst at Oxford University Press.

Marisa holds a BSc. in Management, a specialization in Competitive Intelligence, a PgDip in Foresight, Strategy and Innovation, and is currently a MSc. candidate in Strategic Management of Projects, at University College London (UCL). As a trainer, Marisa delivered over five hundred hours of training in Project Management foundation and advanced courses and PMP preparation courses. She is certified as a PMP, PMD Pro Level 2, PRINCE2, and P3O professional, as well as a Microsoft Certified Professional (MCP) in regards to PPM tools.

Marisa has authored Project Management articles and scientific papers presented and published in international conferences, and is also an active member of the Project Management community and professional bodies. She is a member of PMI, APM, Founding Member of the IIBA Portugal Chapter, and has served as a volunteer in the PMI Portugal Chapter.

Marisa can be contacted at [email protected].

 

Analysis vs. Illusions in Project Management

SECOND EDITION

Lev Virine, Ph.D., P.Eng.; Michael Trumper; Eugenia Virine, PMP

Intaver Institute Inc.

Calgary, Alberta, Canada

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Structured analysis of the situation helps project managers to overcome illusions can improve their judgment. However, more likely than not, prior to making a decision people have not performed any structured analysis, or they misinterpret the results of the analysis. Complicating matters, sometimes the analysis is extremely complex and results may be incorrect. Even if the analysis is performed and is correct, often people do not realize its value. As a result, even now where we have highly trained experts with access to powerful computers, running the most advanced mathematical models, we still bear witness to the outcome of so many poor quality decisions.

Why people don’t perform even simple analysis?

On September 15, 2008, the Lehman Brothers filed for Chapter 11 bankruptcy protection following the massive exodus of most of its clients, drastic losses in its stock, and devaluation of its assets by credit rating agencies. Why did one of the largest and oldest financial firms with $691 billion dollars in assets collapse so rapidly? Superficially, we have been told that their heavy investment in subprime mortgages and associated derivatives were the catalyst that set off the fall of Lehman Brothers. But how did their army of highly educated MBAs and powerful financial models fail to foresee this risk and communicate the threat to the decision-makers at the helm of Lehman Brothers and other related financial institutions to do something it? Sadly, the truth is that the senior management of Lehman Brothers, particularly CEO Richard Fuld, was well aware of the subprime mortgages problem having being warned on multiple occasions, but they deliberately chose to ignore these warnings. Moreover, the management carried on a campaign to silence individuals who talked about these risks (McDonald and Robinson 2009). Was this arrogance, ambition, greed, or something else?

Lehman Brothers worked within a framework of government regulations. Government, in this case the Federal Reserve, is supposed to ensure that financial crisis like the subprime meltdown should never happen. Did they (the Federal Reserve) see the danger of the type of financial practices associated with sub-prime mortgages? Apparently yes, but for a long period of time they believed that the problem associated with subprime mortgages would be localized and could not bring down the entire economy (Wessel 2009). Macro-economic analysis is not trivial like simple arithmetic, but surely the Federal Reserve with its significant resources, expertise, and mandate to oversee economy would be able to foresee the unintended consequences of the financial decisions that were being made by the major US financial institutions. As it turns out they did make mistakes and there are at least three reasons for this.

In complex situations when potential issues are identified, it is generally obvious that an in depth analysis would help decide on a proper course of action. Low quality decisions are usually the result of:

More…

To read entire paper (click here)

Editor’s note: Second Editions are previously published papers that have continued relevance in today’s project management world, or which were originally published in conference proceedings or in a language other than English. Original publication acknowledged; authors retain copyright. This paper was originally published in the February 2012 edition of PM World Today. It is republished here with the authors’ permission.

About the Authors

 

pmwj34-May2015-Virines-LEVLev Virine, PhD

Intaver Institute
Alberta, Canada

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

 

pmwj34-May2015-Virines-AUTHOR2Michael Trumper

Intaver Institute
Alberta, Canada

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

 

pmwj34-May2015-Virines-AUTHOR3Eugenia Virine, PMP

Intaver Institute
Alberta, Canada

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

 

Learning from my Consultant Colleague

COMMENTARY

By Chandan Lal Patary

Bangalore, India

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I have spent time with my colleague who has worked with us as an agile consultant for a transformational project where we have deployed scaled agile (SAFe) framework. He has worked as an agile consultant for one of the assignments where we have been trying to adapt agile for a large division for a long time. I had the opportunity to closely work with him. I have written down a few of my observations and the approach a consultant takes for an assignment and how they get the work done in a certain stipulated timeline.

This has triggered certain thoughts about consulting as a profession to think about.

Can we also start our own consulting assignment? That thought triggers me to list some of the points and I have penned a few here.

According to Wikipedia – A consultant is a professional who provides professional or expert advice in a particular area.

The Management Consultancies Association (MCA) defines management consulting as: “The creation of value for organisations, through improved performance, achieved by providing objective advice and implementing business solutions.”

  1. Why consultant?

No one likes changes. We don’t like change because it upsets what’s known—the rules, practices, and norms which we have gotten comfortable and familiar with. In addition, we are in control when events are the same. When work involves the same rules, practices, and processes, we know how to achieve our goals and be effective. But what happens when work changes in fundamental ways that require new skills and new capabilities, and the actual jobs we are good at are not just changed but eliminated because of trends in industry, commerce, innovation, or business?

As Woodrow Wilson, the twenty-eighth president of the United States, put it, “If you want to make enemies, try to change something”. Change is scary to most people; it takes them out of their comfort zones into a strange new world where their status and expertise are potentially under threat.

Change is all around us, and we often feel like a victim of it.

The world is changing very fast; we cannot wait and re-discover ourselves which can be done with the help of an expert.

Many people make the mistake of assuming that we have to force the whole company to be more agile in order to implement an agile development process. That is not necessarily the case—a company needs to build its culture around whatever makes sense for the primary business that the company is in.

Who will simplify to do this type of cultural change in a much smoother way? Consultant/Third party agent?

If a company operates in an environment that requires some level of risk and/or regulatory control, it may be necessary to adapt the agile approach to fit that environment but it’s not impossible to do that with the right approach and tools.

Who will understand the risks?

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About the Author

pmwj34-May2015-Patary-PHOTOChandan Lal Patary

Bangalore, India

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Mr. Chandan Lal Patary
currently works as an agile coach and Global Program manager at ABB. He has deep experience in developing Software products across various domains and has successfully executed many Projects. Chandan has worked on domain like Healthcare, Aerospace, Building automation, Power automation, Industrial Automaton under real time mission critical product development to large scale application development. Chandan has 16+ years of industry experience. He is certified PMP from 2008, Green Belt certified holder from 2005. Chandan is an agile practitioner and Certified Scrum Master from 2011. Chandan holds a Bachelor’s degree from the National Institute of Technology (National Institute of Technology – Agartala, Tripura) in Electrical Engineering -1998. He has completed one year of a Executive General Management program from Indian Institute of Management – Bangalore, Karnataka in 2007. He has published several management papers. He can be reachable through email/LinkedIn: [email protected]

To view other works by Chandan Patary, visit his author showcase in the PM World Library at http://pmworldlibrary.net/authors/chandan-lal-patary/.

 

Using Special Purpose Schedule …. INTERNATIONAL PROJECT MANAGEMENT

COMMENTARY

By Anil Seth

India

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Here is the world.  Beautiful and terrible things will happen.  Don’t be afraid. 

~Frederick Buechner

One thing in baseline which every project engineer talks about is schedule:

Forward pass, backward pass, successor, predecessor, logic tiles, durations, Finish-to-Start, Start-to-start, Finish-to-finish, Start-to-finish, …..

And after establishing (say) EPC schedule, the battle does not end and it starts again with reporting – daily, weekly, fortnightly, monthly, quarterly or annually.

Nothing unusual in this; all project team members start following up and pick up the pace. In earlier days the float and critical paths were the terms generally used to explain the current forecast.

In today’s world we now have another item which is “Near term critical path”; this near term critical path owes its origin to modern day compressed schedule. There are many activities which run with minimum float and hence these make the job of Project engineers almost nerve breaking. These are those with which we must be careful. Primarily the management focuses on critical path in the report, however in general a comfortable view is taken on these near term critical. But generally these are the activities which can make or break the project.

Now since the culprit is known, the question is how to tame the animal?

More…

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About the Author

pmwj34-May2015-Seth-PHOTOAnil Seth

Gurgaon, India

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Mr. Anil Seth
is working as Project Manager in Fluor’s Indian office at Gurgaon. Fluor Daniel India Private Limited (Fluor India) provides a full range of engineering, design, procurement, and construction management services to Indian and overseas clients. Fluor India is an established quality provider of engineering, procurement, construction management (EPC) and project management services for Fluor’s energy and chemicals, power, mining, and industrial projects, and is a key support office for Fluor facilities located in North America, Africa, the Middle East, Europe, and Asia Pacific

 

Earlier to Fluor, Anil was at Larsen & Toubro Ltd. at Faridabad, India and managing the Project Engineering Manager Portfolio for hydrocarbon projects. Before joining Larsen & Toubro Engineering and construction division he has worked for Indian Petrochemicals Corporation Limited. He holds B.E. degree with Honors in CHEMICAL Engineering from Panjab University Chandigarh India and has also done Diploma in Environmental Management. He is certified for Harvard Manage Mentor and specializes in Building High Performance cross functional Task Force as well as Converting Breakeven Projects to Profitable scenario. He can be reached at [email protected] or [email protected]

To see other works by Anil Seth, visit his author showcase in the PM World Library at http://pmworldlibrary.net/authors/mr-anil-seth/

About the Company

Fluor Corporation (NYSE: FLR) is a global engineering and construction firm that designs and builds some of the world’s most complex projects. The company creates and delivers innovative solutions for its clients in engineering, procurement, fabrication, construction, maintenance and project management on a global basis. For more than a century, Fluor has served clients in the energy, chemicals, government, industrial, infrastructure, mining and power market sectors. Headquartered in Irving, Texas, Fluor ranks 110 on the FORTUNE 500 list. With more than 40,000 employees worldwide, the company’s revenue for 2013 was $27.4 billion. For more information, visit www.fluor.com