SPONSORS

SPONSORS

Welcome to the January 2016 PMWJ

Welcome to the January 2016 Edition of the PM World Journal

David Pells

Managing Editor

Addison, Texas, USA


Welcome to the January 2016 edition of the PM World Journal (PMWJ). This 42nd edition of the Journal contains 28 articles, papers, reports and book reviews by 31 different authors in 12 different countries. News articles about projects and project management around the world are also included. Since the primary mission of the journal is to support the sharing of knowledge related to program and project management (P/PM), please share this month’s edition with others in your network.

Invitation to Share Knowledge

We invite you to share your knowledge and experience (and stories) related to program and project management. A wide variety of original works are included in the PMWJ each month. Share knowledge and gain visibility for yourself and your organization; publish an article or paper in the PMWJ. See our Call for Papers and review the Author Guidelines for the journal. Then just email your original work to [email protected].

This month in the Journal

The four Featured Papers this month explore important but very different topics including project talent management (Goff/USA), global teams (Alami/Australia), avoiding project failure (Wagner/Germany) and national energy policies (Okereke/Nigeria). The authors offer new, different and sometimes brilliant perspectives on these important subjects; please read them.

The Series articles again include important new contributions by Alan Stretton, Lynda Bourne and Darren Dalcher, and a guest article by Martin Price on behaviours for success. We are also launching two new series this month on “Project Management for Team Members” (Prof Marco Sampietro/Italy) and “Project Business Management and the PMO” (Dennis Bolles and Darrel Hubbard/USA). Our series articles are by global experts (or P/PM ‘thought leaders’ as some like to describe them), so please consider reading these important new contributions to the P/PM body of knowledge. Then look forward to more articles by these authors in future editions.

Two Advisory articles are included this month on quite different but very interesting topics – agile and conflict management. These are very good pieces by practicing project management professionals, so should be useful to many readers. Take a look. The Commentary article by German Bernate in Bogota is entertaining. The two Second Edition papers, by Caccamese and Damiano in Italy and David Hillson in UK, were previously presented at PMI congresses and are thus conference quality (and highly interesting!). Read what you like, but if you like what you read, please let the authors know.

More…

To read entire paper (click here)

 


 

About the Author

pmwj36-Jul2015-Pells-PHOTO
DAVID PELLS

Managing Editor, PMWJ

 flag-usa

 

David L. Pells is Managing Editor of the PM World Journal, a global eJournal for program and project management, and Executive Director of the PM World Library. 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].

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

For more, visit http://www.pmworldjournal.net/ and http://www.pmworldlibrary.net/.

 

UK Project Management Round Up

REPORT

Looking Back with the NAO, Forward with the IPA (not the beer!); APM Research Call extended

By Miles Shepherd

Executive Advisor & International Correspondent

Salisbury, England, UK


INTRODUCTION

It is always a cliché to bemoan the rapid passage of time, especially at this time of year. However, that does not make it any less of talking point and I am no different from others in this respect. Not only does 2015 seem to have evaporated even more rapidly than usual but everyone in the project world seems to have the same idea – and have said so! Hence I have little to report in this issue.

For me, the New Year is not just a time for renewal, but a time for optimism. I try to avoid ‘optimism bias’ that Bent Flyvbjerg warns us against but to look for the positive aspects of projects. Reading over my reports last year, it must have been a pretty poor time as all I seemed to encounter was delay, schedule and financial overrun and poorly performing projects. Well, this year, I am looking for positives.

LOOKING BACK

The year just ended was not one of spectacular success if you take the National Audit Office (NAO) report as your only source of information. This report, covering all 149 of the Government’s Major Project Portfolio, was issued at the start of the month. You can download a copy from their website (https://www.nao.org.uk/report/delivering-major-projects-in-government-a-briefing-for-the-committee-of-public-accounts/). The report reviews the portfolio which has a combined whole-life cost of £511 billion and an expected spend of £25 billion in 2015-16. More importantly. It provides the House of Commons Public Accounts Committee (PAC) with a starting point for its grilling of public servants responsible for major projects.

Government Major Projects require Treasury approval based on their size, risk and impact. The public sector as a whole delivers many more projects outside the Portfolio, for example, through arm’s length bodies and other bodies such as Network Rail. The NAO public sector has had a poor track record in delivering projects successfully. While in the last Parliament, the NAO reported on improvements in the way aspects of programmes in some departments were managed, project failures and on ongoing projects that were experiencing considerable difficulties were highlighted. Key recurring issues included an absence of portfolio management at both departmental and government level; lack of clear, consistent data with which to measure performance; poor early planning; lack of capacity and capability to undertake a growing number of projects; and a lack of clear accountability for leadership of a project.

More…

To read entire report, click here

 


 

About the Author

pmwj36-Jul2015-Shepherd-PHOTO
MILES SHEPHERD

Salisbury, UK

UK small flag 2

 

 

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/.

 

Project Management Update from Nigeria

REPORT

Central Bank of Nigeria Institutionalises Project Management Best Practice

By Taopheek Babayeju

International Correspondent

Lagos, Nigeria


Central Bank of Nigeria Institutionalises Project Management Best Practice in Public Sector

The Central Bank of Nigeria (CBN) has taken a giant stride again in its effort to becoming a model Central Bank in the world. The Apex Bank has commenced the establishment of an Enterprise-wide Project/Programme Management (EPM) function in the Bank. The objective of the EPM project is to support the Bank in ensuring that all of its strategic initiatives and projects are aligned with the Bank’s strategic objectives, with a view to delivering on its mandate and achieving better results.

To ensure the success of the project, CBN, after a thorough and competitive bidding exercise chose Messrs iCentra Consulting Limited to support the Bank in establishing the EPM function. The project which when completed will lead to the setting up of an Enterprise Project and Programme Management Office that will provide structured project management practices within the Bank and ensure that all project stakeholders possess the adequate knowledge, tools, techniques and uniform standards required to deliver projects/initiatives to meet expected value propositions.

More…

To read entire report (click here)

 


 

About the Author

TAOPHEEK-BABAYEJU-bio
Taopheek Babayeju

Lagos, Nigeria

 flag-nigeria

 

 Taopheek Babayeju is a seasoned professional with hands-on experience in Project Management, Technology and Entrepreneurship. He is known for his detailed and analytical approach to solving problems; he specialises in using technology and innovations to enhance business models and processes. His expertise includes strategies, innovations, planning and concept development.

He is the CEO at iCentra and the Founder/Initiator of the National Project Management Conference (ProMaCon), an initiative that won him PMI award for the “Most Outstanding Contribution to Project Management in Nigeria”. He served as the Vice President, Outreach of the Project Management Institute (PMI Nigeria) and he also serves on the board of the National Association of Project Management Professionals (NAPMP) and Creative Entrepreneurs Association of Nigeria (CEAN).

He is also an international correspondent for PM World Today Journal, and an editorial board member of PM Foresight Magazine. He is a Certified Entrepreneurial Manager, trainer and public affairs analyst. Read more about Taopheek: Wikipedia – https://en.wikipedia.org/wiki/Taopheek_A._Babayeju Linkedin – http://ng.linkedin.com/in/taopheekbabayeju

Taopheek can be contacted at email: [email protected]
Twitter – https://twitter.com/TAOPHEEK
Facebook – https://www.facebook.com/taopheek.babayeju
Youtube – http://www.youtube.com/taopheekbabayeju

To see previous works by Taopheek, visit his author showcase in the PM World Library.

 

 

Program Management Leadership

BOOK REVIEW

pmwj42-Jan2016-Depperschmidt-BOOKBook Title:   Program Management Leadership: Creating Successful Team Dynamics
Author: Mark C. Boejeun, Ph.D.
Publisher:    CRC Press
Format & Price:   eBook: US$ 48.97; hard cover $69.95; 201 pages
Publication Date:    2013
ISBN: 978-1-4665-7710-7
Reviewer:     Mark W. Depperschmidt
Review Date: December 2015

 


Introduction to the Book

Program Management Leadership: Creating Successful Team Dynamics focuses on two key points. The first is leadership and manage­ment plans to ensure that programs achieve the desired objectives. The second is the focus on teams and how to bring disparate people together to work toward the objectives of the team and the program manager’s vision.

This book describes both the research on leadership as well as the sit­uational factors that will require leaders to modify their style from one based on personal choice to one that can overcome the challenges faced from both individual team members as well as stakeholders and organiza­tional-cultural factors.

Overview of Book’s Structure

The book is organized in 4 sections addressing discovery, scope and defining business solutions; change control; project and architecture methodologies; and implementations. Each section includes multiple chapters detailing the section with a total of 18 chapters.

Many diagrams and lists are included from the PMBOK and other works. Case studies are also included for discussion and review.

Highlights: What’s New in this Book

The author provides a great basis to identify leadership theories and traits on a broad spec­trum. The theories and traits can be leveraged by program managers to enhance their team performance, overcome obstacles, and provide a healthy environment.

For me, the most acute insight from the author is that leadership is not management! The review of leadership styles and methodologies was a valuable benefit of reviewing this book.

More…

To read entire Book Review (click here)

 


 

About the Reviewer

160111 - Mark D Executive 150x
Mark W. Depperschmidt

Texas, USA

 

flag-usa

 


Mark W. Depperschmidt
is a project management professional with 25+ years’ experience in both operations and IT. Mr. Depperschmidt has worked in the finance, real estate, mortgage and insurance sectors developing or implementing systems both operational and technological. Mr. Depperschmidt is PMP and Six Sigma Lean Professional certified. He can be reached 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].

 

Culture and Project Management

BOOK REVIEW

pmwj42-Jan2016-Estrella-BOOKBook Title:    Culture and Project Management: Managing Diversity in Multicultural Projects
Author:         Omar Zein
Publisher:     Gower Publishing Limited
List Price:     $119.95
Format:        Hardcover, 282 pages
Publication Date:     2015-04-28
ISBN: 9781472413826
Reviewer:     Luis Gallardo Estrella
Review Date:    December 2015

 


Introduction

Project management today is global. Technology has made it very easy for people to communicate. It doesn’t matter if you are in the same building, the same country, same continent, or on the other side of the world. It is very rare nowadays to manage a project where resources are all from the same culture or background. Projects today, are cross-cultural.

Project managers have to learn to manage in a multicultural environment. Companies can’t ignore or avoid culture. It costs too much these days.

This book will define what culture is, its elements and how culture interferes with project management practices. A must read for any project manager professional.

Overview of Book’s Structure

The book consists of four parts and three appendixes:

  • Part I – Understanding Culture
  • Part II – Cultural Orientations and Project Management
  • Part III – Culture and the Project Environment
  • Part IV – Culture and the Project Team
  • Appendix 1: The Relationship between Individualism and Collectivism
  • Appendix 2: Sex, Age, Sexism, and Masculinity
  • Appendix 3: On Time Orientation

Highlights: What I liked!

In part one of the book, Omar defines culture. He explains what characteristics a certain culture have; its values, beliefs, artefacts and practices. He uses tables and figures perfectly to get his points across.

More…

To read entire Book Review (click here)

 


 

About the Author

pmwj42-Jan2016-Estrella-PHOTO
Luis Gallardo Estrella

Mexico & Texas

flag-usa-mexico

 

Luis Gallardo Estrella, PMP®, CSM® has 13 years of experience in IT including the last 7 years as a project manager in the banking and retail industries. His current experience is as a technical project manager for Bank of America under the Global Wealth and Investment Management (GWIM) Line of Business (LOB). Luis considers himself to be an effective leader who is very goal-oriented, a planning specialist, comfortable leading with all levels of technical resources and always trying to innovate business processes, having a proven success record in delivering IT projects. He has also helped his current team with process improvements to focus on project delivery that include improving forms to streamline work and helping build and manage the team’s SharePoint site. He recently obtained his PMP® and ScrumMaster® (CSM) from Scrum Alliance. 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].

 

Maximizing Benefits from IT Project Management

BOOK REVIEW

pmwj42-Jan2016-Gan-BOOKBook Title:   Maximizing Benefits from IT Project Management: From Requirement to Value Delivery
Author:    José López Soriano
Publisher:    CRC Press
Format/List Price:   Hard cover $71.95; eBook $50.37
Publication Date:   2012    
ISBN:   978-1-4398-4156-3
Reviewer:     Johnny Gan
Review Date:   12/2015

 


Introduction

Investing in Information Technology is growing every year in today’s businesses organization and is reaching astronomical figures. These investments are growing day by day; however, this increase is not always matched by revenue and benefits due to project failures or poor performances.

pmwj42-Jan2016-Gan-IMAGE

 

 

 

 

 

 

 

 

 

 

Figure 1. The iceberg of project results (source: original book Figure 1.1)

Especially, when we examine IT project performance, we may be disappointed. According to some international agencies such as the PMI (Project Management Institute) or the APM Group, both dedicated to promoting the project management discipline, no more than 10% of projects end in success. That means a terrible conclusion can be drawn: in most case 90%, IT projects will burn more money than originally planned.

It is clear that IT projects should think about how to maximize its benefits from requirements to value delivery, and this is the purpose of this book we introduced here.

More…

To read entire Book Review (click here)

 


 

About the Reviewer

pmwj42-Jan2016-Gan-PHOTO
Johnny Gan, PMP

Texas, USA

 flag-usa

 

Johnny Gan had many years of software R&D experience at HRsmart.com (http://www.hrsmart.com/), and was working as consultant at Yoh (http://www.yoh.com/) Company, which helped industry leading companies get superior value from their investments. 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 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].

 

Advanced Research on Projects and Temporary Organizations

BOOK REVIEW

pmwj42-Jan2016-James-BOOKBook Title:    Advanced Research on Projects and Temporary Organizations
Authors:        Various; Rolf A Lundin and Markus Hällgren, Editors
Publisher:     Copenhagen Business School Press – Liber
List Price:     375 kr.
Format:    Hard Cover 284 pages
Publication Date:    2014
ISBN:    978-87-630-0248-6
Reviewer:     Patrick James
Review Date:    December 2015

 


Introduction

Although this book is written to honor Professor Anders Soderholm as a kind of “Festschrift” for his 50th birthday, the main focus of this book is on Advancement in researching projects and temporary organizations, acknowledging the Scandinavian Project research in which Professor Soderholm has had an integral role in developing.

The selections presented in this book shows the current efforts of research in which projects and temporary organizations serve to illustrate themes coming from organizational theory and related scientific endeavors. Similarly a project is part of its context and that it may very well influence and be influenced by what is going on outside of its traditionally considered boundaries. There is a strong need for a closer relationship between the temporary and permanent organizations to facilitate the effective implementation of change and transfer of outcomes from projects to operations in order to create value.

Overview of Book’s Structure

This book consists of 14 chapters with topics including restoring project success as Phenomenon, relating temporary organizations to strategy concepts, new direction in temporary organization forms, project management as management innovation. This book is a joint collaboration of different authors and writers that have worked on Advanced Research on Projects and Temporary Organizations. Every chapter unveils different concepts and provides a wide range of real time business cases and conclusions based on each scenario. This book is an extract of in-depth studies of projects being conducted as temporary organizations

More…

To read entire Book Review (click here)

 


 

About the Reviewer

pmwj42-Jan2016-James-PHOTOPatrick James MBA, PMP

North Texas, USA

flag-usa

 


Patrick James
graduated from Punjab University with a major in Mathematics & Statistics; he earned his MBA in Marketing from Preston University. He earned his PMP Certification from the Project Management Institute (PMI®) in 2014. 8 years ago while working as an analyst he slowly started advancing his true passion to work as a project manager, to manage complex and challenging projects. Over the last 6 years he has successfully managed several Business Process Improvement and re-engineering projects. Patrick likes working with cross-functional teams in a collaborative environment. An active member of PMI and the local Dallas PMI Chapter, he likes to read articles & books on Project Management, IT and Business Optimization. Patrick is currently working as Project Manager – BPI for an IT Network Solutions Company in the DFW area of north Texas.

 

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, Denial and the Death Zone

BOOK REVIEW

pmwj42-Jan2016-Piracha-BOOKBook Title:   Project Management, Denial and the Death Zone
Author: Grant Avery
Publisher: J Ross Publishing
List Price:   $49.95 
Format: Hard Cover
Publication Date:   Oct 2015       
ISBN:  978-1-60427-119-5
Reviewer:     Sara Piracha, PMP 
Review Date: January 2016

 


Introduction

Project Management, Denial, and the Death Zone is an excellent publication that focuses on the outcomes of information and communication technology (ICT) enabled business (ICT-EB) projects. Plenty of books are published every year about project management, some focus on PMI framework while others are geared towards industry specific projects.

What sets this book apart is that it examines a subject not reviewed often enough. With all the framework that has been established to help practitioners manage their projects better in addition to the new tools that are now available, why are our projects failing at the same rate they were 20 years ago? Where is our focus and why are we not seizing opportunities to reduce these failures? The author has spent a significant amount of time exploring the Arctic and uses his own and the experiences of others to help readers recognize the importance of accomplishing goals safely and wisely.

The introduction of the book communicates the author’s intent to make the material interesting and instructional at the same time. This beautifully sets the stage for the discussion that follows in the succeeding chapters.

Overview of Book’s Structure

The book is very organized and provides a chapter-by-chapter summary in the introduction. This provides preview of the entire book but gives away highlights of the following chapters prematurely.

Chapters 1 and 2 explain risk and how it is mishandled. The key is to understand that despite all efforts to minimize risk, it will always exist no matter what. The author comprehensively explains that even with more knowledge and information, good judgement is the key to survival in unpredictable environments.

More…

To read entire Book Review (click here)

 


 

About the Reviewer

pmwj42-Jan2016-Piracha-PHOTO
Sara Piracha, PMP

Texas, USA

flag-usa

 

 

Sara Piracha, PMP has worked as a project manager and senior analyst for several Fortune 500 companies. In her past roles, she has served in various industries including Aerospace, Transportation and Banking. She has an extensive background in finance and accounting. Her project management experience includes a variety of areas ranging from software implementation to auditing and compliance. She is a member of several professional organizations such as the Project Management Institute and Texas Society of Certified Public Accountants. She 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].

 

Digital Project Management

BOOK REVIEW

pmwj42-Jan2016-Soheili-BOOKBook Title:   Digital Project Management: The Complete Step-by-Step Guide to a Successful Launch
Author: Taylor Olson, PMP
Publisher: J. Ross Publishing, USA
List Price:   US$49.95       
Format: hard cover, 272 pages
Publication Date:   October 2015 
ISBN: 978-1-60427-125-6
Reviewer:     Hamid Timothy Soheili    
Review Date: 10/2015

 


Introduction

The Digital Project Management: The Complete Step-by-Step Guide to a Successful Launch has a great step-by-step checklist of what needs to be done when managing a digital project. I have not managed a digital project, whether it was a basic website to a complete IT infrastructure redesign, that these steps would not have been beneficial.

Overview of Book’s Structure

We spend the first chapter of the book with a little bit of primer about what the general process will be at a high level which leads us more comfortably into the rest of the book.

In Section I we get into chapter 2-3 for discussing how to begin this digital project, the Gap analysis, the stakeholders and the workshop that should be followed to get the entire team on the same page of what is needed to accomplish the project that the client wants handled by us, the agency or even freelancer(s). The documentation suggested and really should be required for any project not just digital projects that include the BRD (business requirements document), dealing with the budget for the project and the statement of work, which YOU BETTER DO unless being in a never-ending project is what makes you happy with life.

Section II, chapters 4-8, we get into what we know as the busiest part of any project with the most billable hours, which is Planning, of course. Here the author discusses the communication, information architecture, analysis, development and preparation.

Section III, chapters 9-12, we construct the project, test the project, and finally cutover everything to the stakeholders’ management staff to handle. Here we get to review the content, review of the content, tracking of content being put into the project, how the content is entered into the project (the Jetzen site in the book’s example). The testing portion of the book covers the systems integration testing, user acceptance testing and nonfunctional testing.

Highlights

While reading this book, I found myself questioning processes I have been taught by other managers over the years and changing my processes moving forward. The fact that the book has a general checklist of every step that should be followed assist new project managers, older project managers as well as digital start-ups to move through their projects effectively.

More…

To read entire Book Review (click here)

 


 

About the Reviewer

pmwj42-Jan2016-Soheili-PHOTOHamid Timothy Soheili

Plano, Texas, USA

flag-usa

 


Hamid Timothy Soheili
is President and CEO of Automata Web Services (now Dogg Media) (2000). He is a seasoned software engineer and project/program/process manager, with experience of leveraging entrepreneurial strategies across a variety of corporate and academic environments. He uses his years of technical skills and technical management experience to bring processes and methods into organizations to increase their productivity and profits. I am very motivated and excited to work in any field as I aim to share and learn something amazing from everyone I work with. As a consultant Hamid has consulted in the fields of Web Services and Information Technology for Trees for Humanity, IMPACNowRMTD SolutionsNappy Republic, Independent Aircraft, and Nisey’s Treats.

Mr. Soheili graduated with a Bachelor of Science degree in Computer Science from The University of Texas at Dallas on the Redman Scholastic Scholarship for Excellence. He is currently obtaining his Master of Science in Information Technology and Management degree as well as a Global Leadership Executive MBA from The University of Texas at Dallas.. He has a certificate in Organizational Change Management, with a focus on SAP. Mr. Soheili has a workforce background in Retail Management as a Technical Service and Sales Manager with CompUSA (Houston/Lubbock, Texas). At NetHawk Corporation (Richardson, Texas), Hamid was a software engineer; he managed the Sanity Testing team with associates in India and Dallas, TX and managed the team in India to produce user manuals and statistical documents from EAST® development and testing results.

Born in Masjed Soleyman, Iran, Mr. Soheili moved to the United States in 1982, at the age of six with his father, mother, and brother. He is married and has two children. Hamid enjoys disc golf, wallyball, occasional video games, and is currently learning to play the guitar, with his son, when time permits.  Hamid can be contacted at [email protected] or [email protected].

 

Effective PM and BA Role Collaboration Effective PM and BA Role Collaboration

BOOK REVIEW

pmwj42-Jan2016-Wright-BOOKBook Title:   Effective PM and BA Role Collaboration
Author: Ori Schibi and Cheryl Lee
Publisher: J. Ross Publishing
List Price:   $54.95
Format: Hardcover 366 pages
Publication Date:   2015    
ISBN: 13; 978-1-60427-113-3
Reviewer:     Chris Wright
Review Date: Dec/2015

 


Introduction

People above a certain age will remember a series of commercials about two great tastes that go great together. While chocolate and peanut butter may be a wonderful mix, it’s important to do more than just mix them together. Likewise, a Project Manager and a Business Analyst would seem to be an excellent pairing for a project, but it’s important to work out how they should be mixed.

This book provides an excellent cookbook, a template for best practices when a Project Manager and a Business Analyst work together on a project. The recent development of the Professional in Business Analysis certification by PMI suggests a strong need for this exact book.

Overview of Book’s Structure

In an attempt to cover everything, the book actually works like a cookbook. The beginning is about the challenges of BA and PM working together, some of the common missteps and misconceptions. Then the book discusses the tools that each brings to the tasks at hand, and then spends several chapters on specific examples and interactions.

As the authors put it, “Achieving project success through a more effective collaboration between the PM and the BA comes in many forms, and this book has the recipe for any combination of needs.”

The main objective for this book would be to assist in building up best practices and concepts for over-arching projects as well as the day-to-day realities of BAs and PMs working together. Important ingredients for success are the touch points of their roles, the areas of overlaps, shared responsibilities and gaps.

More…

To read entire Book Review (click here)

 


 

About the Reviewer

pmwj42-Jan2016-Wright-PHOTO
Chris Wright

Texas, USA

flag-usa

 

 

During his time at Brainspace, a pioneer in machine learning technology that extracts meaning from unstructured text, Chris Wright has worn many hats – project manager, QA, documentation and lead customer support. He also teaches communication, leadership and personal development to grade school and high school children on Saturdays with thinkandspeakup.com.

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].

Project Management Update from Buenos Aires

2015 ended with major changes in Argentina

By Cecilia Boggi, PMP

International Correspondent

Buenos Aires, Argentina


The year 2015 ended with major changes in Argentina.

In the last presidential elections, during the runoff of November 22, 2015, it has won by the opposition party after 12 years of populist governments of Nestor Kirchner, from 2003 to 2007, and his wife, Cristina Fernandez de Kirchner, who ruled from 2007-2015.

Argentina’s economy has been badly damaged in the last five years with high inflation, foreign currency shortages, isolation from world capital markets and low growth. Now, the new government brings winds of change, just as that has been their slogan during the campaign.

The new president of the Argentines, the engineer Mauricio Macri, founder of the independent party Republican Proposal (PRO), which formed the alliance “Let´s Change” with the Radical Civic Union and the Civic Coalition, has been Governor of the Autonomous City of Buenos Aires since 2007. He was previously President of Boca Junior, the most popular football club in Argentina, which won a series of championships, including the Latin American cups and Intercontinental Cup in 2000.

Macri is committed to moderate protectionist import restrictions, reducing heavy taxes on agricultural exports and restructuring the foreign exchange market as well as other measures that surely will drive new investments for development projects in the country.

Given his track record as governor of Buenos Aires, it is expected that this government will invest in water infrastructure projects, among other areas, to stop flooding affecting several provinces of the country, since Buenos Aires has managed to prevent floods by the hydraulic Director, composed of a set of projects being implemented by the Ministry of Environment and Public Space and the Ministry of Urban Development of the City Plan.

More…

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

 


 

About the Author

pmwj36-Jul2015-Boggi-PHOTO
CECILIA BOGGI

International Correspondent

Buenos Aires, Argentina

 

 Argentina flag smallest

 

 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 Madrid

REPORT

Construction companies are growing up in Spain; PMI Madrid Chapter Annual Congress on November 12th

By Alfonso Bucero
International Correspondent & Editorial Advisor

Madrid, Spain


AEDIP (Asociación Española de Dirección Integrada de proyectos) told us that 2015 has been a year of global customers which projects are showing us up locally and internationally, they come from micro to big projects, in real estate business as well as in infrastructures.

AEDIP members continue moving forward with projects like the refurbishing of Ritz HOTEL what will be managed by the firm Hill International, or complex programs as the remodeling of 22 hotels in Europe that NH assigned to Bovis. Vila Associats Management Services has been working for two years for Aina Investment Fund from Luxemburg for the Hotel development in Europe. And Nova from USA has invested in Ibiza. In the meanwhile Jones Lang Lasalle is working on project & cost management for Arts Hotel in Barcelona. Hotels is a strong industry for project Management firms, where even, strategy, design and feasibility time have been drastically reduced.

The challenge gets out to technical building objectives. There is a qualitative radical change and a growth in competences. Most of them are operations with a high financial structure that requires new answers, solutions and value. On top of that there are new investors from Saudi Arabia or China; and that situation allows us to be known in other skills.

AEDIP is seeing that the Public Spanish Administration has many things pending to do to improve  project management, the strategy and their internal organization, and the process design that are not commonly used. Furthermore there is a very important problem where the responsibility from Public Administration and project Management firms are converging: it is the negative effect of the weight established when awarding outsourcing contractors. When Public Administration is giving more importance to the economic proposal, the technical value disappears. It is introducing a mechanism that destroys the fair price and it is the first enemy to create employment and wealth. There is a common responsibility, as well as going two steps in advance in R&D through the new technology incorporation that give us a real competition level. This is the challenge of BIM (Building Information Modelling implementation) on 2018.

More…

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

 


 

About the Author

pmwj42-Jan2016-Bucero-PhotoAlfonso Bucero

Contributing Editor
International Correspondent – Spain

flag-spain




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 Brussels

REPORT

Linkedin Publication Series; T-Systems Community Conference; PMDays Bulgaria; PMI Belgium PMFair; Entrepreneurship in Brussels; Project Management Tackling Youth Unemployment

By Kamil Mroz

Managing Director
European Centre for Project Excellence SCS

Brussels, Belgium


Happy Holidays & All the Best in 2016!

As we are approaching the end of the year and the holiday season, it is worth reflecting on our personal, professional and project management goals that we have achieved – but please take a break from milestones, deliverables and try to spend some time with the ones you love – friends & family.

I hope that the Belgium PM Report has been useful for you and that in 2016 we continue a fruitful collaboration while bringing our profession to new heights. I would like to wish you all the best in 2016 and Happy Holidays!

Linkedin Publication Series – Change.Challenge.Opportunity

As you know, I try to share my opinion on Project Management through a Linkedin Series, in parallel to my monthly reports. This month’s article focuses on Change.Challenge.Opportunity in the field of Project Management, which were the theme of PMDays in Bulgaria and the importance of adapting to change in Project Management, while finding the opportunities in the challenges for both young and old project managers. Check out the following link: http://linkd.in/1IlFItI

pmwj42-Jan2016-Mroz-IMAGE

 

 

 

 

T-Systems Community Conference (November 2015)

I had the privilege to be a speaker at the PM Community Conference for T-Systems, where I met a young & enthusiastic team of Project Managers. I spoke on the importance of inter-generational cooperation in Project Management and in addition, I organized a workshop using the Project Management Canvas and how to organize a project in the non-for-profit world!

More…

To read entire report (click here)

 


 

About the Author

pmwj42-Jan2016-Mroz-PHOTOKamil Mroz

Brussels, Belgium

 

 EU - smallflag-belgiumflag-polandflag-canada


Kamil Mroz
(PRINCE2 Practitioner, LSS Black Belt) is the Managing Director of the European Centre for Project Excellence SCS in Belgium.

Kamil graduated from the University of Ottawa with a double Bachelor’s degree in Chemical Engineering and Biochemistry, later completing a Masters of Arts in International Relations at the Brussels School of International Studies (University of Kent), where he also served as the President of the Graduates’ Student Union. In 2013, he received the IPMA Young Project Manager of the Year and in 2014 he was awarded the Young Alumni of the Year by the Faculty of Engineering at the University of Ottawa. In addition, he is frequently invited as a keynote speaker on leadership, entrepreneurship, community development, project management and youth empowerment. He enjoys contributing to articles and publications in sharing his experience in project management, and in 2014 was invited to write the forward to Peter Taylor’s (award winning author) book entitled “Real Project Management”.

Kamil was invited twice as ‘Leader of Tomorrow’ to the St. Gallens’ Symposium, received a Coin of Excellence from the Canadian Chief of Defence Staff and is currently the President of JCI ‘The Heart of Europe’, which aims to provide development opportunities that empower young people to create positive change. He is also known to have conceptualized and led two successful international projects as a volunteer Project Manager (Quo Vadis Leadership Conference and Your Future).

Kamil can be contacted at [email protected]

 

Project Management Update from Milan

REPORT

Eni strengthens cooperation with Sonangol; Millennials and cars; Enel Green Power; Generali Italia launches Big Data Training; Unicredit Start Lab; Telecom Italia first in R&D

By Luca Cavone

International Correspondent

Milan, Italy


INTRODUCTION

In this report, ideally at the crossroads between the year just ended and 2016, I decided to give a different point of from the usual, still perfectly fitting this sense of transition.

I focused my attention about the key Italian companies to understand what are the projects being launched recently and leading a significant impact for the future, not only in terms of business for them but also for the society we live in and especially young people.

In order to provide a broader and varied perspective, the report will be describe the projects of the main companies for each industry. In particular, I will refer to: Automotive, Banking, Energy, Insurance, Oil & Gas, and Telco.

More in details some of the key topics will cover R&D, Cooperation with Universities, training programs, renewable energies, Big Data and more.

I take the change to renew my best wishes for a prosperous 2016 full of success in your personal and professional projects!!!

More…

To read entire report, click here

 


 

About the Author 

pmwj36-Jul2015-Cavone-PHOTOLuca Cavone

Milan, Italy

flag-italy

 

 

Luca Cavone is a Consultant at JMAC Europe, the Consulting firm of the Japan Management Association. He is mainly focused to support companies in the governance of innovation projects and product development. He has a strong background and expertise in project management methodologies and business practices.

Before joining JMAC he had several years of experience in international projects within the aerospace industry. Together with the consulting activities he’s involved as a lecturer for masters and university courses on project management and innovation management. Since 2014 he’s Adjunct Professor in “Language and Communication Skills for Project Management“ in the Master’s in International Business & Economics degree program at the University of Pavia.

Since 2009 he has been member of the IPMA (International Project Management Association), for which he has held board positions both a national and international level. He’s regularly invited at international conferences to deliver speeches and workshops.

Luca joined the PMWJ in 2013 as an international correspondent in Italy; he can be contacted at [email protected].

To view other works by Luca Cavone, visit the PM World Library at http://pmworldlibrary.net/authors/luca-cavone/

 

Fennovoima nuclear power station works get under way

REPORT

By Jouko Vaskimo

Espoo, Finland


The construction of the Fennovoima nuclear power, Hanhikivi 1, is getting under way at Hanhikivi 1 site at Pyhäjoki, Finland. This major step forward aligns with the first representatives of Finnish labor unions beginning their work at the Hanhikivi 1 site. Mr Jouni Karekivi, from the city of Oulu, has been appointed as the common shop steward of the Hanhikivi site. Mr Mikko Lehtelä, from city of Raahe, has been appointed as the general health and safety representative of the Hanhikivi site. Both appointees have extensive experience in relevant business areas: Mr Karekivi in construction and Me Lehtelä in ground works and steel industry.

Mr Karekivi and Mr Lehtelä commented “It’s great to be involved in such a unique project and to have the opportunity to help make sure that employment issues at a big, international construction site are handled in compliance with Finnish labor laws already at the early stages of the project.”

pmwj42-Jan2016-Vaskimo-FENNOVOIMA

An illustration of completed Hanhikivi 1 site (photo courtesy Fennovoima)

The common shop steward and the general health and safety representative are part of the site agreement, which Fennovoima, the plant supplier RAOS Project Oy, and Finnish labor market organizations signed in the spring of 2014.

More…

To read entire report, click here

 


 

About the Author

pmwj36-Jul2015-Vaskimo-PHOTOJouko Vaskimo

Espoo, Finland

flag-finland

 

 

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/

 

Getting to Stakeholders Agreement

SECOND EDITION

By Andrea Caccamese, PMP®, Prince2® Practitioner, ITIL® V3 Foundation

and

Damiano Bragantini, PMP®, Agsm Distribuzione

ltaly


Abstract

Literature review demonstrates that stakeholders can be classified and mapped based upon various attributes. Relationship, Agreement, and Risk Leverage were proposed in 2012 (Bragantini, 2012), as attributes of a model to map stakeholders. “Agreement” is an instrumental component of the model and it represents the degree at which the stakeholder concurs with, or accepts, the project. The aim of this paper is to make a step forward in an effort to find a suitable metrics for the level of “agreement”. The execution of a project represents a context in which two parties meet to exchange mutual benefits; any stakeholder might wish to “buy” something from the project (personal benefits, user benefits, financial benefits) and in turn the project might wish to get something from the stakeholder (support, good press, resources), so the concept of managing stakeholders as clients, which is gaining consensus (Trentim, 2013), represents the context in which a proposal to measure the level of “agreement” is developed. In this context, the popular “Solution Selling” approach, developed for “eagle sellers” in difficult markets, is revisited in the perspective of Project Management, to provide a path by which the project manager may measure the level of stakeholder agreement to the project.

Stakeholders Classification and StakeholderShape

Stakeholders classification is a very complex topic and it is fundamental that the project manager (and program, portfolio manager) could classify them in order first of all to be effective in communicating with each stakeholder. Communication is not only a personal competence or skill, but also and overall, should be recognized that communication is a prime mover in the execution of a project (or program or portfolio): “Without communication there is no efficient management, or even life. Human is a social creature, so he/she lives in a group, which demands continuous exchange of information” (Bieniok, 2005, cited in Wziątek-Staśko, 2011).

Therefore it is evident that the project manager must perfectly know, as first thing, with whom communicate. With this in mind the project manager needs to correctly register all the stakeholders and search for an accurate classification especially with regards to communication aspects. There are many definitions of what is a stakeholder, indeed the debate is very open, sometime confuse and contested (Miles, 2012).

One of the most accepted definition is by Freeman (1984) “any group or individual who can affect or is affected by the achievement of the organization’s objectives” that is quite similar to the one we find in PMBOK “An individual, group or organization who may affect, be affected by, or perceive itself to be affected by a decision, activity or outcome of the project” (PMI, 2012).

These definitions, indeed, vary widely and without any doubt, to stay alive, the project manager needs to assign attributes to each stakeholder to manage him/her/them in the best way.

In literature the most used attributes to analyse and prioritize the stakeholders are:

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 is republished here with the permission of the authors and conference organizers.

 


 

About the Authors           

pmwj42-Jan2016-Caccamese-PHOTOAndrea Caccamese

Italy

flag-italy

 


Andrea Caccamese
is an Electronic Engineer with more than 30 years of work experience in Information Technology and in Management Consulting for Banking, Finance, Insurance, Oil, Manufacturing, Defense, Software Development and Hardware Manufacturing sectors. Currently he is an independent Project Management Consultant and Trainer. Mr. Caccamese has gained extensive experience in Program and Project Management, working for or with large organizations or Customers from Banking, Finance, Insurance and Manufacturing, being the leader of several relevant Programs and Projects. Andrea Caccamese is a certified Project Management Professional (PMP) from Project Management Institute (PMI). He is also a certified PRINCE2 Practitioner and ITIL V3 Foundation Certified. He has been actively involved with Project Management Institute (PMI) in the development of the standard for OPM3 (Organizational Project Management Maturity Model) Second Edition as a Sub-Team Leader, as a final Exposure Draft Reviewer and Contributor of PMBOK Fourth Edition, and as an Internal reviewer and final Exposure Draft Reviewer of PMBOK Fifth Edition. He has also been actively involved and is still involved with the local PMI Northern Italy Chapter, where he has been a contributor to some research projects. Mr. Caccamese is a frequent contributor and speaker at various Project Management events and is co-author of the preparatory text book for PMP Certification examination “Professione Project Manager”, and co-author of the text “Il ruolo del Project Manager”.   Andrea Caccamese can be reached at [email protected]

 

pmwj42-Jan2016-Caccamese-BRAGANTINIDamiano Bragantini

Italy

flag-italy

 


Damiano Bragantini
is a Civil Engineer with more 15 years of experience in Civil Infrastructure and Information Technology experience. Currently he is working with Agsm Group, an important Italian utility in generation, distribution and supply of electricity and gas. Mr. Bragantini is also a recognized teacher at the University of Liverpool (UK) where he teaches in the project management MSc. Mr. Bragantini is a certified Project Management Professional (PMP) from the Project Management Institute (PMI). He has been also actively involved with PMI as a final Exposure Draft Reviewer for Project Cost Estimating Standard and Practice Standard for Earned Value and as internal reviewer of PMBOK Fifth Edition. Mr. Bragantini has also been actively involved and is still involved with the local PMI Northern Italy Chapter, where he has been a contributor to some projects. Damiano Bragantini can be contacted at [email protected].

 

Leadership Lessons

COMMENTARY

By Germán Bernate

Bogota, Colombia


The celebrated Alexander the Great, King of Macedonia (336-323 BC) became the richest and most powerful man in the world. In addition he was living as a god: his mother, Olympia, had sex with Zeus the night before her marriage to Philip II, King of Macedonia. He conquered the Persians and learns the proskynesis. This is the rite to greet and acknowledge him as sovereign deity is to bow to the honoree and touching the ground with his chin.

Alexander had an exceptional teacher, Aristotle. For three years he illustrated in geography, political science and philosophy. He stressed the importance of leadership. But the best lesson was guide to understand that self-control is the foundation of success. His management style was the culture of arrogance and ego. He was a strong man and went into combat without any advantage, so the soldiers respected and admired.

History teaches us another management style: Hannibal, the Carthaginian (247-183 BC). Ever he entered directly into battle. He knew it and so informed his colleagues that his duty was to direct and responsibility was based on formulating and implementing strategies and tactics that would lead his troops to victory. He was a leader with a clear mission to be served. To cross the Pyrenees and then the Alps in winter addressed the troops and said: ‘We came to conquer Rome, therefore, arm ourselves and ascend value’.

His adventure was huge: in winter advanced with an army of thirty-seven elephants, six thousand horses and nearly a hundred thousand men. Logistic problems were immense. The troops demanded that they were fed, dressed, will provide adequate weapons, vehicles, and, of course, receive a salary; they were mercenaries. At the Battle of Cannae Hannibal he showed his mastery in the war. The Roman army outnumbered warrior’s ratio of three to one. Hannibal knew well the human nature: the initial successes, in general, the winners tend to stop thinking sensibly and then the emotion makes its appearance. The euphoria takes hold of the situation.

More…

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

 


 

About the Author

pmwj42-Jan2016-Bernate-PHOTO
Germán Bernate

Bogota, Colombia

Colombia - small flag

 

 

Germán Bernate is an Electronic Engineer (Universidad Distrital – 1962) and Master in Project Management (UCI University of Costa Rica 2009). He worked 31 years for IBM in Colombia in managerial and technical positions. He was work with NCR Colombia and served as Program Manager and Project Manager. Founder and CEO of Almagesto  (2004), a company dedicated to consulting and training in the areas of strategic planning and project management. In 1992 he won the first prize in the fourth edition of Doctor Zumel Literary Contest in Madrid Spain. President of the Board of Teatro Colón for five years (2007-2011). Led the Project Management program at Universidad Piloto August 2008 to December 2009. Parquesoft Director during the period from August 2010 to March 2011. Professor at universities Distrital Francisco Jose de Caldas, Nacional, Javeriana, Pamplona, Tecnológica de Bolívar, Andes, Externado, America and Piloto. Co-founder Colombia Chapter PMI (Project Management Institute) and its president for three terms. Co-founder of the Colombian Association ACGePro Project Management IPMA Member Association (International Project Management Association). He has published several books, including ‘El año 2000 al acecho. La crisis del Y2K afectará a su computador, aprenda a controlarla’on the issue of the change of the millennium. In February 2013, published as the book ‘Gerencia de Proyectos: aplicaciones en salud’. Computerworld Editorial Board Member since 1996 and international correspondent for PM World Today eJournal and PMForum.org from 2007-2011. Contact email: [email protected]

 

How to be a Successful Failure

SECOND EDITION

Dr David Hillson, PMI Fellow, HonFAPM, FIRM

Director, Risk Doctor and Partners

UK


Abstract

Failure is a big topic. The word has many layers of meaning, and evokes a range of responses from different individuals and groups, depending on their background, circumstances, ambitions, hopes and fears. This paper lays out the scope and boundaries of the topic, defining failure first in relation to its opposite, success. We then go on to explore some of the key characteristics of failure which might be expected to apply wherever it is encountered. Failure is not a unitary concept and some of the multiple dimensions are then outlined, before suggesting some broad ways in which we might tackle failure whenever we come across it.

Failure and Success

At first sight failure and success are simple opposites. To fail is not to succeed, and success is the absence of failure. But closer examination reveals a complex relationship between these two concepts and they are not mere antonyms. Understanding how they relate together offers important insights into the nature of failure and how it should be approached. There are two important relationships to consider between failure and success. Firstly, failure starts where success ends, and it defines the limits of success. But secondly, success often follows failure, since it frequently occurs after other options have been tried and failed. These two key relationships are described below.

Failure defines limits of success

The first thing to note about failure is that it occurs at the point where we stop succeeding. In other words, we know when we are no longer succeeding when we hit our first failure. This might be described as the “Comfort Success Zone” (CSZ), which can occur in any area of activity or enterprise if we keep succeeding until we fail.

This describes the situation where persistent success is bound to lead to failure: if we continue to explore the boundaries of our CSZ then at some point we will reach a boundary where further success is not possible, as illustrated in Figure 1.

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 Proceedings of PMI Global Congress EMEA in Milan, Italy. It is republished here with the permission of the author and conference organizers.

To view PowerPoint Presentation from PMI congress, click here

 


 

About the Author

pmwj36-Jul2015-Hillson-PHOTODr. David Hillson

The Risk Doctor
United Kingdom

 UK small flag 2

 

Dr David Hillson CMgr FRSA FIRM FCMI HonFAPM PMI-Fellow is The Risk Doctor (http://www.risk-doctor.com/).  As an international risk consultant, David is recognised as a leading thinker and expert practitioner in risk management. He consults, writes and speaks widely on the topic and he has made several innovative contributions to the field. David’s motto is “Understand profoundly so you can explain simply”, ensuring that his work represents both sound thinking and practical application.

David Hillson has over 25 years’ experience in risk consulting and he has worked in more than 40 countries, providing support to clients in every major industry sector, including construction, mining, telecommunications, pharmaceutical, financial services, transport, fast-moving consumer goods, energy, IT, defence and government. David’s input includes strategic direction to organisations facing major risk challenges, as well as tactical advice on achieving value and competitive advantage from effectively managing risk.

David’s contributions to the risk discipline over many years have been recognised by a range of awards, including “Risk Personality of the Year” in 2010-11. He received both the PMI Fellow award and the PMI Distinguished Contribution Award from the Project Management Institute (PMI®) for his work in developing risk management. He is also an Honorary Fellow of the UK Association for Project Management (APM), where he has actively led risk developments for nearly 20 years. David Hillson is an active Fellow of the Institute of Risk Management (IRM), and he was elected a Fellow of the Royal Society of Arts (RSA) to contribute to its Risk Commission. He is also a Chartered Fellow of the Chartered Management Institute (CMI) and a Member of the Institute of Directors (IOD).

Dr Hillson can be contacted at [email protected].

To see other works previously published in the PM World Journal by Dr David Hillson, visit his author showcase at http://pmworldlibrary.net/authors/dr-david-hillson/

 

Achieve Application Velocity by Leveraging the Salesforce Agile Accelerator

ADVISORY ARTICLE

By Donald R. Hammons, MBA
VP Cloud Strategy – KPI Partners, Inc.

and

Frank Simmons
Client Executive – KPI Partners, Inc.

USA


Abstract

Top performing enterprises need application velocity. Exploitation of upper right quadrant cloud platforms (e.g. Salesforce App Cloud), require fast moving application migration and innovation in order to drive business results. As such, companies can obtain a competitive advantage when leveraging the social, mobile, and strategic benefits of Agile development methodologies, the Salesforce App Cloud, and the Salesforce Labs Agile Accelerator AppExchange package. This paper highlights how to take a best practice (i.e. Agile development) and integrate Agile into your enterprise. The focus of the paper includes considerations and benefits of the Agile investment to business and information technology team(s).

The Challenge

Enterprises with Salesforce investments have an ongoing challenge. The challenge is to implement efficient processes which deliver ongoing support and enhancements to the Salesforce investment while enabling application sponsors to prioritize development objectives, align ROI considerations, and link development to the strategic roadmap. Key challenges to implementation of efficient processes are the ability to deliver application velocity transparency and facilitate rapid risk identification/mitigation. In conjunction with considerations such as social, mobile, partner(s), external entity eco-systems, the Salesforce enterprise sponsors are under increasing pressure to deliver rapid value to the enterprise.

Strategic Considerations

The two major considerations are enterprise alignment and Agile deployment best practices.

In terms of enterprise alignment, the following factors are key to success…

More…

To read entire article (click here)

 


 

About the Authors

pmwj42-Jan2016-Hammons-HAMMONSDonald R. Hammons

California, USA

flag-usa

 


Donald R Hammons
, MBA is a cloud entrepreneur and career technologist.   As a U.S. Navy telecommunications expert, Don won the 1997 Naval Communications Atlantic Sailor of the Year award for his work in driving IT innovation and process improvements for the Atlantic Fleet Telecom Command. In his civilian career, Don has been a frequent contributor to the PM World Journal, he holds the MBA in Program Management and International Business from the University of Texas at Dallas and he currently resides in the Silicon Valley where he holds several key information technology positions including the Founder/CEO position for Perigee360, Inc. Don also serves as Vice President of Cloud Strategy for KPI Partners, Inc. and is an Advisory Board Member for San Francisco start-up mxHERO – a Mail2Cloud platform technology. He can be contacted at [email protected]

 

pmwj42-Jan2016-Hammons-SIMMONSFrank Simmons

Massachusetts, USA

flag-usa

 


Frank Simmons
is Salesforce.com certified professional with over 23 years proven business consulting and project management accomplishments in IT, manufacturing, real estate, and government agencies. He is a strong advisor to executive management providing organizational leadership in the area of enterprise cloud adoption and platform rollouts supporting global organizations with multiple business units. At KPI Partners, Inc. as a Client Executive, Frank supports sales enablement and delivery for KPI’s cloud-enabled customer base. Frank resides in Boston, Mass. Frank can be contacted at [email protected]

 

Embrace Conflict: Using Conflict to Build Constructive Teams

ADVISORY ARTICLE

By Evan Piekara

Washington, DC, USA


Abstract

Conflict can occur in any environment, and the success of a project is dependent on how leaders manage and resolve conflict. Issues can occur with various stakeholders (project team, client, and other influencers), and addressing these problems head-on can be the difference between meeting project demands and escalating tensions to the point of damaging the project outcome and team and client relationships.

This presentation and paper will address how to build teams that harness the positive aspects of conflict and mitigate issues before they metastasize into project and relationship-damaging discord. The paper will review common sources of conflict, the conflict lifecycle, and strategies for resolving conflict.

Conflict as an Opportunity for Communication and Growth

Since its inception, IBM has been regarded as an innovative and evolving company. Big Blue’s ability to anticipate and adapt to conflict has contributed to the company’s longevity and success. In the 1990s, IBM bundled products and reintegrated divisions in an effort to provide customers with fuller products and services. This transition fostered greater complexity and conflict among sales and delivery, as well as among previously independent divisions. Managers were not escalating or addressing conflicts across units leading to a loss of service and the erosion of competitive advantages that IBM had taken decades to forge. Without greater accountability and communication, IBM would continue to suffer losses in market share and customer satisfaction.

IBM recognized that setting and communicating expectations and collaborating across units was critical to resolving conflicts. IBM developed the Market Growth Workshop that brought managers, salespeople, and frontline specialists together to identify, discuss, and develop action steps to address conflicts across business units. The company developed a simple template that clarified expectations and forced people to document and assess issues discussed during the Market Growth Workshop. Documenting, tracking, and clarifying these issues helped to hold people accountable and manage expectations. What could have been a catastrophic spiral of coalitions between silos, finger-pointing, and selling of business units, ultimately become a way for IBM leaders to communicate, take action, and use processes and personnel to address high-stakes and highly-visible conflicts. Today, Forbes has ranked IBM as one of the world’s most valuable brands.

More…

To read entire article (click here)

 


 

About the Author

pmwj42-Jan2016-Piekara-PHOTO
Evan Piekara

Washington, DC, USA

flag-usa

 

 

Evan Piekara is a Project Management Professional (PMP), Change Management Specialist (CMS), and Certified Conflict Manager (CCM). After earning an MBA from Georgetown’s McDonough School of Business (MSB), Evan joined BDO USA, LLP, where he is currently a manager supporting the launch of BDO’s Public Sector Management Consulting Practice. He has supported public sector clients in transformational efforts involving change management, strategic planning, performance management and evaluation, and organizational design.   Evan can be contacted at [email protected].