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Welcome to the May 2016 Edition of the PM World Journal

David Pells

Managing Editor

Addison, Texas, USA

 


Welcome to the May 2016 edition of the PM World Journal (PMWJ). This 46th edition of the Journal contains 34 original articles, papers and other works by 44 different authors representing 20 different countries. News articles about projects and project management around the world are also included. We think the international content of the PMWJ sets it apart; we hope you agree. Since the primary mission of the journal is to support the global sharing of knowledge, please share this month’s edition with others in your network, wherever they may be.

This month in the Journal

This is another full edition with some excellent contributions from around the world. We start with a featured Interview with Professor Semih Bilgen, Yeditepe University in Istanbul, the 2016 Program Committee Chair for the Turkish Natonal Software Engineering Symposium (UYMS) being held in Çanakkale on October 24-26. The interview was conducted by İpek Sahra Özgüler, PM World’s international correspondent in Istanbul. The interview includes discussion of the importance of software engineering for project managers. Read this interesting interview.

Four Featured Papers are included this month on some interesting topics. Dr. Lev Virine, Michael Trumper and Eugenia Virine in Canada have authored another highly interesting (and entertaining) paper titled “How to Process Project Information.” Isaac Abuya in Kenya has contributed another important paper for project professionals and political leaders in his country titled “Development Projects as Mechanism for Delivery of Public Services in Kenya.” Essam Lotffy in UAE has authored a new paper titled “Progressive Elaboration of Project Management Processes” in which he discusses some basic principles. Finally, “Supply Chain Management and Construction Project Delivery: Constraints to its Application” is a research paper by Benedict Amade, Prof Edem Akpan, Dr. Emmanuel Ubani and Prof Uzoma Amaeshi at the Federal University of Technology in Uwerri, Nigeria. Featured papers are serious works that contribute to the P/PM body of knowledge.

Series authors Alan Stretton (Australia), David Hillson (UK), Marco Sampietro (Italy), Ann Pilkington (UK), and Darrel Hubbard and Dennis Bolles (USA) are back with good new articles in their respective series. Prof Darren Dalcher (UK) has authored another interesting introductory article for Peter Taylor’s Advances in Project Management series article, both offering new perspectives on the “social project manager”. Alan wraps up his series on “increasing project management contributions to helping achieve broader ends.” Dr. Hillson provides another Risk Doctor Briefing on “Effective Risk Facilitation”. Prof Sampietro offers more good advice for project team members, this month related to “Project Team Members and Project Meetings.” Dennis and Darrel discuss the important role of “the Enterprise PMO in Operations Business Management.” Ann reflects on “communicating in crisis”, something all project managers should be prepared for. Series articles are by global experts so please read these important new contributions this month.

Four Advisory articles are included this month by authors in Egypt, India and the USA. All provide useful information, solutions to common problems facing project managers. If you don’t have time to read all of these, assign someone on your team to do so. Perhaps one person can read each article and report back to the team if there is anything useful. Hopefully all four articles this month will help someone.

Four Commentary articles are also included. The first is another article by Paul Pelletier in Canada on project management and bullying in the workplace. Paul is both a PMP and an attorney; read his articles. He’s an expert on this topic. The second commentary is by Lisa Hodges in Ohio who reflects on some of the issues she sees among companies trying to implement project management processes. It seems that PMBOK-based systems are not always successful; she recommends combining PMBOK with PRINCE2. What do you think? The third commentary is from Monica Gonzalez in Argentina, responding to Paul Pelletier’s recent paper on bullying; Monica suggests using “sustainability principles” to help create a bully-free workplace. The fourth article in this category is by PMI Fellow Rebecca Winston in Idaho titled “Check Your Stress for Your Health and Your Career.” The title makes the important point; read the article and send us your reaction.

Another interesting Case Study is included this month. “The Complexities of Programme Management: Case Study of Trans-ASEAN Gas Pipeline” is by Anton Setiawan, Alya Shahroom, Ting Huang and Noor Zahidah. The co-authors are recent graduate students at Heriot-Watt University in Edinburgh, United Kingdom and originally hail from Hong Kong, Indonesia and Malaysia. It’s a good paper, especially worth reading by anyone interested in the ASEAN region.

More…

To read entire paper (click here)

 



About the Author

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DAVID PELLS

Managing Editor, PMWJ
Texas, USA

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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. 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.

David has more than 35 years of project management related experience on a variety of programs and projects, including engineering, construction, defense, energy, transit, high technology and nuclear security, and project sizes ranging from several thousand to ten billion dollars. His experience has been in both government and private sectors. 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 other works by David Pells, visit his author showcase in the PM World Library at http://pmworldlibrary.net/authors/david-l-pells/.

 

UK Project Management Round Up

REPORT

New Nuclear; Infrastructure Projects; University Expansions in London; Britain and Chernobyl’s Containment – Positive News

By Miles Shepherd

Executive Advisor & International Correspondent

Salisbury, England, UK

 


INTRODUCTION

It has been an interesting time since my last UK Round Up. The ‘discussions’ about New Nuclear rumble on, Rail projects provoke more disputes and opposition to new projects raise the local temperature. So nothing new, you might think? Well there is a little encouraging news on the Project front but first, to look at the old favourites…

NEW NUCLEAR

Most punters were expecting news of the French decision on Hinkley Point where UK’s first new reactor in 20 odd years is expected to be built in a very long construction project. This project is part of the Government’s Energy programme and is a key component. Well, the latest news is that there is no news. EDF, the French energy giant who have the poisoned chalic ée to deliver Hinkley C have been warned that they cannot finance the deal and to attempt to do so would result in the downgrade of their credit rating.

pmwj46-May2016-Shepherd-IMAGE1Apart from the financial aspect, there are concerns over the reactor design. Hinkley C is scheduled to be a European pressurized reactor (EPR) design of the type that is causing angst at the French installation at Flammanville (Normandy) and Olkiluoto (Finland) where new build projects are bogged down. Back in March, analysts were speculating that planners were waiting to see how developments in Normandy and Finland turned out before committing. However, it looked like the departure of the Director of Finance might be warning that all was not well with the UK proposal.

In his letter to his (French) employees, CEO Bernard Lévy said that EDF could not afford to carry all the massive finance burden and that partners would be essential – notably French taxpayers! This went down badly but the French head of state Hollande has encouraged EDF to keep in the deal. Amid more EDF Board resignations, the decision over the go ahead has been postponed till September. Any bets that it will be delayed again as Decision Day approaches?

More…

To read entire report, click here

 



About the Author

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MILES 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/.

 

Project Management Update from Kosovo

REPORT

Football Federation of Kosovo joins UEFA; European Commission proposes visa-free travel for the people of Kosovo; Digital Kosovo

By Kushtrim Mehmetaj

Prishtina, Kosovo

 


The Football Federation of Kosovo (FFK) was admitted as the 55th member association of UEFA with immediate effect after a vote at the 40th Ordinary UEFA Congress in Budapest.

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A simple majority was needed for the FFK to become a member and it received 28 votes in favour, with 24 votes against and two invalid votes cast.

“I welcome our 55th member,” said UEFA General Secretary ad interim Theodore Theodoridis. “It was a very democratic process, and very open discussions [took place] between the national associations. We respect the result of the Congress [vote]”.

Kosovo journalists outside the hall cheered the decision, which means teams from Kosovo can enter European club and national team competitions and paves the way for the republic to apply for Fifa membership. Kosovo will apply next week to join Fifa and could play in the 2018 World Cup qualifiers if accepted.

More…

To read entire report, click here

 



About the Author

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Kushtrim Mehmetaj

International Correspondent

Prishtina, Kosovo

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Kushtrim S. Mehmetaj
, BS, MS (Strategic Management) is an International Correspondent for the PM World Journal for Albania and Kosovo. Mr. Mehmetaj is also working at the M4D OG, Management and Development consulting business. Mr. Mehmetaj has more than 12 years of professional experience in international environments including a number of management, support and advisory positions for various EU, USAID, SCO-K and other internationally financed enterprise and economic development organizations and projects, including the Hope Fellowship Program, the Kosova Private Enterprise Program, and the Kosova Trust Agency. Kushtrim has extensive knowledge & experience in enterprise change management, modern corporate governance, strategic management, project management, financial & investment analysis, and human resource development. He has experience in investment promotion and economic development, and good knowledge of European Affairs, Competition Law and EU Integration processes. He holds many certificates related to business research, international business, entrepreneurship, market development, corporate governance, strategic management and other subjects directly related to programme and project management. He has masters and bachelor’s degrees from the University of Prishtina in Kosove and ABMS Switzerland. Kushtrim Mehmetaj is fluent in several languages, including English and German, lives in Prishtina, and can be contacted at [email protected].

To view other works by Kushtrim Mehmetaj, visit his author showcase at http://pmworldlibrary.net/authors/kushtrim-s-mehmetaj/

 

Project Management Development: Practice and Perspectives

CONFERENCE REPORT

Report on the Fifth 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

 


The Fifth International Scientific Conference on Project Management in the Baltic Countries was held during 14-15 April 2016 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.

pmwj46-May2016-Pulmanis-IMAGEThe 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.

Conference keynote speakers for 2016 were Dr. A.J. Gilbert Silvius (The Netherlands), Prof. (emer.) Prof. Rolf Lundin (Sweden) and Prof. Hilmar Þór Hilmarsson (Iceland).

The work of the conference was organized in the 4 parallel sessions:

1.Education, Social Aspects and Personnel in Project Management

Session chairs: Prof. Ruta Čiutiene, Prof. Biruta Sloka, Prof. Inesa Vorončuka

2.New Directions in Project Management

Session chairs: Prof. Arvi Kuura, Prof. (emer.) Dr. Žaneta Ilmete, Prof. José Ramon Otegi Olaso

3.Quantitative Methods and Technologies in Project Management

Session chairs: Prof. Wolfgang Tysak, Prof. Marco Sampietro

4. Practical Project Management

Session chairs: Prof. Carsten Wolff, Prof. (emer.) Dr.Rolf A. Lundin

More…

To read entire report, click here

 



About the Author


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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 in Spain

REPORT

PMI Madrid Chapter Monthly Meeting; PMI EMEA Congress 2016 in Barcelona

By Alfonso Bucero

International Correspondent & Editorial Advisor

Madrid, Spain

 


PMI Madrid Chapter Monthly Meeting

On April 28th, the PMI Madrid monthly meeting was celebrated at Microsoft Spain office. This time the meeting had two presenters: Patricia Sanabria and Alfonso Bucero. The number of attendees to this meeting was 150 people on-site and around 250 people “on-line”. That amount beat the attendees’ record about monthly meetings attendance.

pmwj46-May2016-Bucero-IMAGE1The first presentation was about LEADERSHIP SKILLS, delivered by Patricia Sanabria, Telecommunication Engineer and PMP, PNL professional (Certified on PNL). This was an especial interesting subject for any leader, and in particular for “project managers”.

Patricia talked about the leader characteristics and about the importance of developing public speaking skills for the project manager. She said she took the initiative to participate in several talks and she had very positive experiences about it.

The second presentation was delivered by Alfonso Bucero, and it was about “How to obtain Executive Support for your project”.

More…

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

 



About the Author

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Alfonso 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/

 

A Difficult Year for Argentina

REPORT

Project Management Update from Buenos Aires

By Cecilia Boggi, PMP

International Correspondent

Buenos Aires, Argentina

 


2016 is clearly a difficult year for our country.

Professionals involved in projects have conveyed their concern about the current situation in Argentina, especially in the first semester of the year.

In the first months of the new administration, the national government is in the difficult task of improving the economy, reducing the fiscal deficit, modernizing the state and cancelling debt with creditors, and thus leave the default, to insert Argentina in the world and attract new investment.

The first 100 days of President Mauricio Macri, recently met, have been aligned with those objectives. During this time, Argentina participated again in the World Economic Forum in Davos, Switzerland, after 13 years of absence, where the president and his delegation held meetings with world leaders and executives of the largest companies in the world. Besides, our country received the visit of French President Francois Hollande, Prime Minister of Italy, Matteo Renzi, and the President of the United States, Barack Obama.

One of the main purposes of these visits is to rebuild confidence in Argentina and to attract productive investments in the hands of foreign capital.

After the meeting between Barack Obama and Mauricio Macri, both governments signed agreements about security, fighting crime and money-laundering, and to increase trade and investments. It seeks to deepen cooperation policies against drug trafficking and international security as well as energy development, infrastructure, technology and trade.

Also in line with the opening to the world, President Mauricio Macri traveled to the Nuclear Security Summit held in Washington, and besides with his US counterpart, Barack Obama, Macri also held bilateral meetings with representatives of Canada, India, China, Japan, New Zealand, South Korea and the European Council President Donald, Tusk, in the importance to expand trade agreements between Mercosur and the European Union (EU) and reinforce actions in the fight against drug trafficking.

More…

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

 



About the Author

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CECILIA 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 an 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 Nigeria

REPORT

NAPMP Launches Official Website for Member Registration, ICRC Builds Project Management Capacity

By Taopheek Babayeju

International Correspondent

Abuja, Nigeria

 


NAPMP Launches Official Website, Opens for Membership Registration

pmwj46-May2016-Babayeju-IMAGE1The National Association of Project Management Professionals NAPMP, a national platform for project management professionals to promote and protect the practice of project management has launched its official website www.napmp.org for members’ registration.

ALL YOU NEED TO KNOW ABOUT NAPMP

What is NAPMP?

The National Association of Project Management Professionals NAPMP is the umbrella body of all project management professionals in Nigeria. Irrespective of the body of knowledge, methodology, certification and affiliation, NAPMP provides the platform for professionals to promote and protect the practice of project management.

Background http://napmp.org/index.php/about-us/

Following the Association for Project Management, APM at the second edition of the Annual National Project Management Conference, ProMaCon in 2010 and the resolution of about 500 project managers in attendance, on the need for the establishment of a national body to further the interests of practitioners, the National Association of Project Management Professionals NAPMP was registered as Incorporated Trustees on the 24th of March 2014.

The members of the National Association of Project Management Professionals NAPMP came together with a common vision to promote Project Management best practices, foster unity among all Nigerian Project Management Professionals, promote their aspiration, defend their interests nationally and internationally and speak with one voice towards any goal mutually pursued.

The activities of the organization shall be carried out in accordance with accepted practices, tenets, institutions, usages and traditions of non-profit humanitarian and non-government organizations.

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About the Author

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Taopheek Babayeju

Abuja, Nigeria

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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.

 

Effective Knowledge Management in Agile Project Teams

SECOND EDITION

Impact and Enablers

Paweł Paterek,

AGH University of Science and Technology

Cracow, Poland

 


Abstract

Nowadays, rapid response capacity of organization is a very important in business due to the strong market competition. Large-sized enterprises are providing advanced business services and products to their customers through complex, innovative and unique projects and programs. One of the key challenges in the project and program management is the right knowledge management. The appropriate selection and effective application of the most valuable knowledge is the essential concern in project management.

The main goal of this article is to present the impact of knowledge management on Agile project teams. The article identifies also key enablers for effective knowledge management processes in Agile project teams.

Empirical research studies were conducted in large ICT and IT organizations based on triangulation of research methods: a questionnaire survey, own observations and observations of other Agile project team members’ and interviews with Agile experts’.

Primarily, effective application of knowledge management solutions in Agile project teams is important for collaboration of project teams; moreover it is important to the whole level of an organization. The research results showed four key effectiveness enablers of the knowledge management processes: a learning organization, an organizational strategy, an organizational structure and an organizational culture, with the latter indicated as the key success factor of Agile project teams and Agile organizations deployment.

Key words: project management, knowledge management, process enablers, agile, organizational culture.

JEL code: D83, M14, O22.

Introduction

Contemporary organizations are delivering increasingly complex and advanced products and services to their stakeholders and customers. Complexity, communication and operation scalability are driving them towards project- and task-oriented enterprises. Following this approach, several project management methods were developed in the last few years. A number of Agile project management methods has attracted attention very recently (Medinilla, 2012; Goodpasture, 2015; Maximini, 2015) as they work towards increasing effectiveness and speed up delivery of customer products and services.

On the other hand, a strong market competition has raised a lot of challenges to the effective knowledge management in the large-scale organizations. Digitization and pervasive Internet access highly increased the volume of data, information and knowledge shared within organization and within its business environment to the unconceivable order of magnitude, causing an increased impact of the effective knowledge management on large-scale project organizations (Mueller, 2015; Santos et al., 2015; Wyrozębski, 2014). The just-in-time and fast application of the most valuable knowledge in customer products and services is a key competence of the large project organizations needed in order to gain a competitive advantage.

The main goal of this article is to present the impact of knowledge management to the Agile project teams. The article also indentifies the key enablers for the effective knowledge management processes in the Agile project teams. The empirical research results have revealed a significant impact and importance of the knowledge management to the Agile project teams, to the collaboration between project teams and to the whole organization and its stakeholders as well. The research results showed four key effectiveness enablers of the knowledge management processes: a learning organization, an organizational strategy, an organizational structure and an organizational culture. The author’s empirical research results are confirmed by and complemented with a review of the existing literature in the field presented in this paper. The aim of this paper is not to focus on improvements and enhancements in these four key identified enablement areas; still some interesting examples of practical solutions may be found in the unpublished author’s MBA thesis (Paterek, 2014).

The empirical research study was conducted in large ICT and IT organizations with triangulation of the research methods applied: a questionnaire survey, own observations and observations of other Agile project team members and interviews with Agile experts. The sampling frame limited only to large ICT and IT organizations is potentially one of the key limitations of this research. Another limitation may be the number of responses; nevertheless, it was mitigated by the number of valuable observations and expert’s interviews. At the same time, these limitations indicate some potential directions for the future research in the field.

The structure of the paper is as follows: the first part discusses the research results; the second part contains conclusions, proposals and recommendations. The first main part is also divided to subchapters; with chapter one presenting a review of the existing literature, chapter two – the methodology approach, chapter three – the research results and finally, chapter four discusses the research results.

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 5th Scientific Conference on Project Management in the Baltic States, University of Latvia, April 2016. It is republished here with the permission of the author and conference organizers.

 



About the Author

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Pawel Paterek

Cracow, Poland

 

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Pawel Paterek has been working in the telecommunications industry, especially in TETRA public safety communication solutions, for over 11 years. He holds a bachelor’s and master’s degree in telecommunications engineering. He has also completed postgraduate studies in: IT project management, human resources development and finally MBA program. He is currently a PhD student with a specialization in management sciences. The areas of his scientific interests are: project management, knowledge management, Agile, organizational culture and quality assurance. He has been working as a Project Manager for over 7 years in the telecommunication software quality assurance projects, both with using waterfall and Agile methodologies. He is the author of several scientific publications.

Pawel can be contacted at [email protected].

 

 

Project Management for Business Startup

SECOND EDITION

Applying Project Management Methods to the Creation of a Start-up Business Plan: The Case of Blendlee

Jolita Kiznyte, Marcos Welker, André Dechange

Dortmund and Berlin, Germany

 


Abstract

The importance of entrepreneurial ventures in economic development is undeniable. The trend in recent years has shown that the increasing number of small, innovation-driven start-up companies that operate through internet platforms are shaping the future of business. It seems that, nowadays, everyone can become an entrepreneur; nevertheless, nine out of ten start-ups fail. Scientists are attempting to find solutions to increase the success of early stage start-ups. One of the main methods suggested is to devote a lot of effort to business planning. However, in order to create a ‘winning’ business plan, entrepreneurs need to have, or develop, management skills and use the most effective methods. Project management is acknowledged as a discipline that greatly increases the efficiency of the implementation of projects. Therefore, if the creation of a business is seen as a project, then that discipline can be used to increase the success rates of this kind of project, with beneficial methods arising in the areas of planning, budget, risk control, time management and the creation of a teamwork culture within the organization. To manage a dynamic start-up creation process, project management can be used to create a management system for the whole business (starting with the creation of a business plan). The aim of this article is to research the possibilities of using project management methods in the creation of a start-up business plan. The empirical research was designed by combining the literature study and the single case study of applying project management methods in creating the Blendlee start-up business plan.

Keywords: Start-up, Project Management, Business Plan, Entrepreneurship      

Introduction

The trend in recent years has shown that the increasing number of small, innovation-driven start-up companies that operate through internet platforms are shaping the future of business. Favourable conditions for creating a start-up company suggest that, nowadays, anyone can become an entrepreneur. Nevertheless, nine out of ten start-ups fail. Scientists have discussed the main reasons for these failures, with the primary reason (around 42% of cases of failure) being that there is no market demand for the products or services created (CB Insights, 2014: 2). The majority of other failure cases are caused by a lack of solid business management skills as even ventures that have great business ideas fail when faced by their first challenges. Scientists are attempting to find solutions to increase the success rate of early stage start-ups. One of the main methods suggested is to devote a lot of effort to business planning. A highly beneficial tool to implement this process is a well-prepared business plan that defines the whole business idea, managerial approach and business strategy in one document. However, in order to create a ‘winning’ business plan, entrepreneurs need to have, or develop, management skills and use the most effective methods.

Project management is acknowledged as a discipline that greatly increases the efficiency of the implementation of projects. Therefore, if the creation of a business is seen as a project, then that discipline can be used to increase success rates for this kind of project, with beneficial methods arising in the areas of planning, budget, risk control, time management and the creation of a teamwork culture within the organization (Nixon, 2015). Therefore, the author raises the main question of this research: What combination of project management methods could increase the success rate of start-up business plans?

Aim of the research: To research the possibilities of using project management methods in the creation of start-up business plans. The author has defined the following objectives to address the aim of this research:

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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 International Research Conference 2015 at the Dortmund University of Applied Sciences and Arts, 25-26 June 2015. It is republished here with the permission of the authors and conference organizers.

 



About the Authors

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Jolita Kiznyte

Lithuania – Germany

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Jolita Kiznyte
 holds a Bachelor’s Degree in Public Administration, Double Master’s Degree in Project Management, and is certified as the Professional Scrum Master (PSM). She recently co-founded a start-up company called ‘blendlee’ which is focused on an innovative approach for blended learning instructional design. The approach combines different cognitive strategies using scenario-based learning, experiential practice and also the application of different media to enhance the blend. The latest project was a course design for a Master degree course “Introduction to Project Management” in the Dortmund University of Applied Sciences and Arts.

The main areas of interest and research:

  • Applying project management methods in start-up business development
  • Agile in non-software development projects
  • Cross-cultural project teams’ management
  • The importance of cultural intelligence in project management
  • Public and cultural diplomacy

The author can be contacted via email: [email protected]

 

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Marcos Welker

Germany

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Marcos Welker 
is PMP certified project management professional, holds an MBA in Information Technology and a Master’s Degree in Project Management. He is specialised in management of projects according to international standards; processes efficiency analysis and optimization strategies; market analysis for strategy definition; complex enterprise systems integration and optimization;  training and mentorship of teams.  His recent research on effective and efficient strategies for project management competences development motivated him to co-found a start-up company called ‘blendlee’ which is focused on innovative approach on blended learning instructional design. The approach combines different cognitive strategies using scenario-based learning, experiential practice and also the application of different media to enhance the blend. The latest project was a course design for a Master’s degree course “Introduction to Project Management” in the Dortmund University of Applied Sciences and Arts.  Marcos can be contacted via email: [email protected]

 

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Prof. Dr. André Dechange

Dortmund, Germany

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André Dechange, born 1967, studied electrical engineering and business administration and made his PhD at the Technical University in Dortmund. He worked as a consultant and manager in different international companies for more than 20 years. He was responsible for more than 4 years for a Project Management Office (PMO) in Germany, Austria, and Switzerland. Since 2008 he is working as a trainer and consultant for project management. He is a PMP and a professor of project management at the University of Applied Science in Dortmund. André can be contacted at e-mail: [email protected].

 

 

The Secret Ingredient for Successful Project Leadership

SECOND EDITION

Dr Lynda Bourne, PMP, FAIM, FACS

International Faculty, University of Quebec at Chicoutimi, (UQAC), CANADA
Visiting Professor, EAN University, COLOMBIA
CEO, Stakeholder Management Pty Ltd

Melbourne, Australia

 


Abstract

When it comes to understanding how to ensure the successful delivery of organisational value, stakeholder engagement has been one of the best kept secrets. There is now an emerging recognition of the importance of people in the formula for success: recognition that projects are really about ‘people doing work for the benefit of other people’. As a result, there must also be recognition that an essential role of the project leader is to ensure effective consultation with stakeholders and to convince the organisation’s executive of the benefit of doing so.

For decades project management literature and research have identified the need to focus on stakeholder engagement as a means for delivery of value to organisations through successful delivery of a project’s objectives – whether product, service or result. At the same time organisations are requiring the project leadership to do more with less. It should come as no surprise then, that senior managers in organisations are resisting calls to spend more time (and therefore more funds) on additional communication to build the necessary relationships between the project (or organisation) and its stakeholders.

In studies of extractive industries around the world, including South America and New Guinea, it has become increasing clear that neglecting the lives and economies of the indigenous communities will cause a backlash that can lead to early closing of these projects and often radical action from those most affected. The findings of each of these studies have shown that a long-term peaceful and profitable resolution will only come from consultation with those who are affected – not just their leaders. This is an example of how timely stakeholder engagement with its consequent additional consultation, communication and negotiation will add value to the project and all the partner organisations – a practice that is not always supported by the management of those organisations.

This conceptual paper draws on some case studies of projects within the extractive industries in New Guinea and South America to develop arguments that may persuade corporate executives to apply more funding and support on stakeholder engagement activities within their own organisations. The paper will focus on the value of stakeholders to an organisation through emphasis on the connection between risk management and effective stakeholder engagement activities. It also provides guidance to project leaders on how to encourage and assist organisational leadership improve stakeholder engagement activities. Suggestions for further research will be included.

Key words: stakeholder, stakeholder engagement, maturity models, organisational value

JEL codes: M14, G32, F6

Introduction

Just as each project is unique, so are its stakeholders! Whether as individuals, groups or organisations, every stakeholder and every stakeholder community has a unique and evolving set of cultures, expectations and perceptions. To deal with this environment, when managers engage with these diverse communities the traditional approach of regular reports and other ‘one size fits all’ strategies needs to be replaced, or at least intelligently enhanced, especially in major extractive programs involving affected communities (Bourne, 2015). Effective communication takes into account the complexity of the people who work with or benefit from the outcomes of the program, and works to engage the constantly changing group of people whose support and involvement are essential to success. This type of engagement requires ongoing consultation and recognition of the importance of all stakeholders to the successful delivery of value to the organisation. At the same time, the organisation’s financial imperatives require its leaders, including project managers, to do more with less. The paradox is that it takes more time and focus to effectively engage and consult with stakeholders, to maximise value and enhance corporate reputation at a time when resources including time and people are increasingly restricted. It’s necessary to spend money to make money.

The findings of studies of extractive industries around the world, including South America and New Guinea, have shown that a peaceful (and financially efficient) resolution will only come from early and frequent consultation with the communities who are most affected – not just their leaders. Stakeholder engagement with its consequent additional consultation, communication and negotiation has been shown to add value to the project outcomes and all the partner organisations no matter how large or small the project or program.

This conceptual paper draws on some case studies of projects within the extractive industries in New Guinea and South America to develop and describe the connection between risk management and stakeholder engagement, and describe ways that project leaders can the organisation’s financial community of the benefits of early consultation, instead of the compensation claims, costs of sabotage and lost reputation that have plagued extractive programs such as the ones described in this paper. Finally, suggestions for further research will be discussed.

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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 5th Scientific Conference on Project Management in the Baltic States, University of Latvia, April 2016. It is republished here with the permission of the author and conference organizers.

 


 

About the Author

Dr Lynda Bourne
Dr. LYNDA BOURNE

Stakeholder Management Pty Ltd.
Melbourne, Australia

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Dr. Lynda Bourne
 is Managing Director of Stakeholder Management Pty Ltd – an Australian based company with partners in South America and Europe. Through this global network she works with organisations to manage change through managing the relationships essential for successful delivery of organisational outcomes.  Lynda was the first graduate of the RMIT University, Doctor of Project Management course, where her research was focussed on tools and techniques for more effective stakeholder engagement. She has been recognised in the field of project management through her work on development of project and program management standards. She was also included in PMI’s list of 50 most influential women in PM.

She is a Fellow of the Australian Institute of Management (AIM) and a Fellow of the Australian Computer Society (ACS). She is a recognized international speaker and seminar leader on the topic of stakeholder management, the Stakeholder Circle® visualization tool, and building credibility and reputation for more effective communication.  She has extensive experience as a Senior Project Manager and Project Director specializing in delivery of information technology and other business-related projects within the telecommunications sector, working as a Senior IT Project Management Consultant with various telecommunications companies in Australia and South East Asia (primarily in Malaysia) including senior roles with Optus and Telstra.

Dr Bourne’s publications include: Stakeholder Relationship Management, now in 2nd edition, published in 2009, Advising Upwards published in 2011, and Making Projects Work, published in 2015. She has also contributed to books on stakeholder engagement, and has published papers in many academic and professional journals and is blogger for PMI’s Voices on Project Management. Dr. Bourne can be contacted at [email protected]

 


 

Sustainable Project Principles help

COMMENTARY ARTICLE

Sustainable Project Principles help with creating a bully-free workplace

By Mónica González

Mendoza, Argentina

 


After reading the impressive research paper titled Profit, Productivity & Peace – The Business Case for Eliminating Workplace Bullying (Pelletier, 2016), I felt motivated to analyze workplace bulling with regards to the Sustainable Project Principles (GPM Global, 2016)

First of all, let me introduce some concepts:

Bullying is a systematic campaign of interpersonal destruction that jeopardizes your health, your career, the job you once loved. Bullying is a non-physical, non-homicidal form of violence and, because it is violence and abusive, emotional harm frequently results. And the Workplace bullying as “repeated, health-harming mistreatment, verbal abuse, or conduct which is threatening, humiliating, intimidating, or sabotage that interferes with work, or some combination of the three”. (WBI – Workplace Bullying Institute)

According to Pinsky “bullying behavior was purposely employed in militaristic, male-dominated command and control workplace cultures and formed the foundational cultural model of many workplaces up until quite recently. Bullying is like bacteria. It needs the right environment in which to thrive. In business, that environment is a disrespectful workplace culture.” (Pinsky, 2009, pág. 69)

Pelletier mentions in his research that workplace bullying includes behaviors that can be categorized into three types, as outlined below (the list of examples is not exhaustive).

Aggressive Communication:

  • Insulting or making offensive remarks
  • Shouting, yelling, angry outbursts
  • Going around co-workers in order to avoid communicating with them
  • Harsh finger pointing, invasion of personal space, shoving, blocking the way
  • Sending angry emails or other e-communication

Manipulation of Work:

  • Removing tasks imperative to job responsibilities
  • Giving unmanageable workloads & impossible deadlines
  • Arbitrarily changing tasks
  • Using employee evaluations to document supposed poor work quality and without setting goals or providing the tools needed to improve
  • Withholding pertinent information needed to do one’s job effectively
  • Excessive micromanagement
  • Failing to give credit, or stealing credit for others’ work
  • Preventing access to opportunities like promotions or raises

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About the Author

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M
ónica González

Argentina

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Mónica González, MBA, PMP, GPM/GPM-m, is an Industrial Engineer, Master in Business Administration and holding three International Certifications: Project Management Professional (PMP®) from the Project Management Institute and Green Project Manager (GPM® and GPM-m®) from the Green Project Management Organization. She has over 25 years of experience in Electrical Companies, in both public and private sectors, specifically in Electric Power Transmission in High and Medium Voltage.

In the past 16 years, she has worked as a Project Manager, involved with developing, establishing, implementation and maintenance of Organizational (and Integrated) Management Systems according to the International Management Standards, like ISO 9001 (Quality Management Systems – Requirements), ISO 14001 (Environmental Management Systems — Requirements), ISO 26000 (Guidance on Social Responsibility), OHSAS 18001 (Occupational Health and Safety Standard) and the Argentinean Resolution ENRE 057/2003 Public Safety for Electric Power Transmission in High and Medium Voltage.

From 2002 to 2004, she was part of Communication Committee and Environmental and Sustainable Development Committee of Electricité de France (EDF) Branch America along with colleagues from France, Brazil, Mexico and Argentina. As PMI member Monica is a founder of the PMI Nuevo Cuyo Argentina Chapter, as a volunteer (2008-2013), she has served as Marketing and Communications leader, issuing a monthly newsletter among others.

In addition to integrate the PMI Global Sustainability Community of Practice Council (May´2010-Dec´2012) and support PMI Educational Foundation as a Liaison in Nuevo Cuyo Chapter (2011-2013), she serves as a committee member for the PC/ISO 236 Project Committee: Project Management; and for the ISO/TC 258 – Technical Committee: Project, Program, Portfolio Management.

Professor of CSR and Sustainable Development at GSPM, University for International Cooperation –UCI- Costa Rica, in both languages Spanish and English (since 2013).

From October 2012, Mónica is a member of the Green Project Management Executive Consortium. Currently, she is the Executive Director for GPM Latin America. Monica can be contacted at [email protected]

 

 

PMBOK and PRINCE2

COMMENTARY ARTICLE

How project managers can survive in an agile world

Lisa Hodges

Cornerstone Service Management

Ohio, USA

 


Any discussion of project management in the USA demands the question: “how well are we doing?”

I’d like to say that project managers are doing a good job in delivering projects on time and within budget along with all the scope and quality the customer expects. However, the reality is different: with so much emphasis on the elements of time and cost, we are losing something in scope and quality. No, it doesn’t affect all projects or project managers in the US, but it remains a real and unfortunate phenomenon.

How has this happened?

In the past decade, project managers have been struggling to balance cost, time, scope and quality without enough capacity to focus on the benefits to the customer. More than ever before, customer requirements are changing over the life of a project and what many projects deliver today isn’t what the customer needs; this disconnect is a huge issue in project management.

Also, the increasing popularity of agile and Scrum approaches in delivering what customers want is a symptom of an underlying malaise in project management. In fact, the Agile Manifesto itself shows an active hostility to traditional project management – especially in the US – in which the role of the project manager doesn’t exist. Some see agile as the solution to delivering more successful projects.

Which brings us to PMBOK-based project management; clearly, this offers a vast body of knowledge to project managers, but without the specific guidance to distil the knowledge into practical and actionable methods tailored to different situations. This has resulted in failures and practitioners spending too much time translating the knowledge and not enough time executing and delivering it.

When trying to introduce the PMBOK to organizations and people, I’ve often been told: “Stop! I don’t want to go there.” Instead, they’ve developed their own methods. But in creating a variety of different, customized templates, methods and processes it becomes difficult to collaborate and communicate. And then there are organizations that have made a huge investment in the PMBOK but are reluctant to say out loud there’s a problem; obviously, Project Management Professionals (PMPs) don’t want organizations to lose confidence in their ability to do their jobs!

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About the Author

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Lisa Hodges

Ohio, USA

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Lisa Hodges is a PRINCE2® Practitioner, PMP®, ITIL Expert™, and CPDE® – Certified Process Design Engineer. Lisa is uniquely qualified with 20+ years practical experience in project and service management; applying principles of ITIL, Agile, Scrum, DevOps, PMI’s PMBOK, and PRINCE2.

Lisa is an entrepreneur, owner and principal consultant of Cincinnati-based Cornerstone Service Management. Cornerstone delivers consulting, accredited certification training, and workshops to organizations seeking to achieve competitive advantage through superior service delivery.

Lisa gives back to the industry and is actively involved in professional organizations including PMI – Project Management Institute, and itSMF USA, where she is a regular speaker at local and national events and holds numerous leadership roles.

Lisa Hodges can be contacted at [email protected]

 

 

Project Managers and Workplace Bullying

COMMENTARY

Are You Willing to Risk Everything?

By Paul Pelletier, LL.B, PMP

Vancouver, BC, Canada

 


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Workplace bullying is likely the “single most preventable and needless expense on a company’s register.”

P. Barnes

PMPs establish and foster workplace behaviour expectations through their own leadership values and actions. Simply put – I believe that we learn from the examples set by those above. In effect, that leads to two clear choices that PMPs have: do they commit to a positive, respectful model for workplace culture or a disrespectful, bullying model? This fundamental decision impacts your organization and also reflects back onto you as the leader.

Until recently, workplace bullying from the top received little attention. Command and control PMPs were often revered and feared. Talk in the PMP world might sound like this – “She’s an icon of power and success but she’d be awful to work for.” However, there is more and more evidence that PMPs who bully pose a serious threat to their organizations, their employees and even their own job security.

Choosing a “bullying” Leadership style

PMPs that choose a bullying leadership style drive predominantly through dominance, fear and negative reinforcement. Employees have no choice but to do as their leader says. One can see the merit of this command and control leadership style on the battlefield. However, I don’t believe it belongs in the workplace.

The bullying model creates a workplace culture where employees feel vulnerable, anxious and uncertain. All to commonly, PMPs that choose this model embrace disrespectful behavior. They motivate by threat, humiliation and exerting power over others.

The results can be diabolical for the organization, the employees and for the PMP. By highlighting the pitfalls of PMPs leading using bullying tactics of negative reinforcement and disrespect, I hope to inspire PMPs to choose to choose the highroad, creating a respectful workplace culture. Simply put – being a bully poses significant risk to you as a leader.

Workplace Bullying – The Leadership Style Test

There is irrefutable data that PMPs set the tone and behavioral expectations for their organizations – their leadership style, expectations and workplace respect tolerance levels ripple throughout the business. In our hyper-competitive world there are intense and ever-present demands for results. Many organizations become so focused on short-term results that they ignore how they are achieved or the long-term impacts of the means used to get those results.

I believe that when PMPs tolerate disrespect or behave that way themselves, those underneath them will adopt the same approach. Following their PMP’s disrespectful lead, senior management will say “People are our most valuable asset,” but that it will be a hollow cliché. The workplace culture will resonate disrespect, creating a Darwinian workplace – if survival of the fittest is what the PMP desires, then that is likely what will eventually happen.

Some leaders willingly sacrifice a respectful workplace culture in order to please shareholders, customers, and stakeholders with baseline results. They may believe their employees matter most but in actual fact, results trump everything. If bullying gets those results, then this is the means selected to achieve the ends. The New York Times in a 2015 article reported this phenomenon about Amazon.

“At Amazon, workers are encouraged to tear apart one another’s ideas…toil long and late…and held to standards that the company boasts are ‘unreasonably high.’ The company’s winners dream up innovations. Losers leave or are fired in annual cullings of the staff — ‘purposeful Darwinism,’ one former Amazon human resources director said.”

Of particular importance is a quote in the article by Jeff Bezos, founder and CEO of Amazon:

 “As the company has grown, Mr. Bezos has become more committed to his original ideas, viewing them in almost moral terms, those who have worked closely with him say. “My main job today: I work hard at helping to maintain the culture,” Mr. Bezos said last year at a conference.”

The New York Times suggests that Amazon exemplifies the impact of Mr. Bezos’ deliberate choice of leadership style and workplace culture. To quote Mark Graban, author and healthcare expert – “You get what you expect and deserve what you tolerate.” Mr. Bezos is getting what he expects and deserves what he tolerates. Following this logic, if bullying is a tolerated behaviour, a disrespectful culture will evolve. Fear will be the primary motivator. The article alleges that is exactly how things work at Amazon.

More…

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About the Author

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Paul Pelletier

Vancouver, BC, Canada

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Paul Pelletier, LL.B., PMP, is a workplace respect consultant, corporate lawyer, project manager and executive. He works with organizations to prevent, manage and eliminate workplace bullying. His book “Workplace Bullying – It’s just Bad for Business” highlights how bullying is lethal to project management and business success. He also serves as a member of the PMI Ethics Member Advisory Group. He has published articles, presented webinars, workshops and been a presenter at many PMI events, including Global Congresses, Leadership Institute Meetings and Chapter events. Paul Pelletier can be reached at http://www.paulpelletierconsulting.com/ or [email protected]

Check Your Stress for Your Health and Your Career

COMMENTARY ARTICLE

By Rebecca Winson, J.D., PMI Fellow

Idaho, USA

 


Opening my email I noticed an article in my American Bar Association electronic magazine — an article on workplace stress. The writer noted that many attorneys suffer from stress due to the pressures of the workplace. This article had me thinking about the project and program managers (PM) with which I have worked. Workplace stress is common to most professions, but as budgets have tightened and time to market has shortened in many industries, the stress a project or program manager is placed or places on themselves is increasing. While it is true that a project or program manager does not generally have a client’s financial future in their hands or their life, there are times that in managing a strategic project or program, the PM may have the company’s future in their hands in whole or in part. The PM may even have the current future career path of the executive manager, sponsor, or hiring manager in their hands.

Within the past ten (10) years, the push to have a project or program always on schedule and on or under cost has grown. Organizations believe that agile project management will cut costs and shorten schedules. PMs with certification are deemed to be competent, even though legally the certification at best demonstrates capability to be competent and at worse that the PM is a great test taker and not capable of applying the knowledge in an actual project or program. Organizations seldom establish mentorships for entry-level PMs. Instead, the PM may serve as an assistant PM on a project or program, but with little insight into the thinking and planning of the PM. I have written on the need for mentorship in the past, but it is becoming more critical. The reason one calls the act of being a PM, practicing project management is because each situation is new and unique. Something or more than one something about the project or program will be different. To practice a profession as in one I am familiar means that one receives critical input from a more experienced practitioner. One has in the more experienced practitioner a party with whom ideas can be reviewed before instituting any action or change; someone to review documents including planning and reporting documents; and someone to share their lessons learned. Being able to have a mentor to be a guide can lower the workplace stress and life stress of less experienced PMs, and, well, those PMs such as me who have many years of experience.

PMs should also be trained to handle stress filled situations. Delivering bad news to senior or executive management should not be an opportunity to create a lessons learned database that never is shared. Stress will rise once the PM is aware of issues or realized risk. The sooner it is shared with the client or management before they hear it from reports or others the less stress will be induced over a long period of time. Further, the PM should understand when to come prepared to discuss next steps or when to arrange another meeting. None of these skills come in training to take a certification test. They are lessons that can be learned either on one’s own, which comes with risk of varying degrees; or the lessons may be learned from an experienced PM within the organization or outside. For example, preparing the client or management about what could be risks on an ongoing basis is one way to lessen the impact of that stress-filled meeting.

More…

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About the Author

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Rebecca Winston, JD

Former Vice-Chair, Chair, Fellow – PMI®

Idaho, USA

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Rebecca (Becky) Winston, Esq., JD, PMI Fellow, is a former Chair of the board of the Project Management Institute (PMI®). An experienced expert on the subject of project management (PM) in the fields of research & development (R&D), energy, environmental restoration and national security, she is well known throughout the United States and globally as a leader in the PM professional world. Becky has over 30 years of experience in program and project management, primarily on programs funded by the US government. She is a graduate of the University of Nebraska’s College of Law, Juris Doctorate (1980), in Lincoln, Nebraska and has a Bachelor’s of Science (BS) degree in Education from Nebraska Wesleyan University She is a licensed attorney in the states of Iowa and Nebraska, USA.

Active in PMI since 1993, Rebecca Winston helped pioneer PMI’s Specific Interest Groups (SIGs) in the nineties, including the Project Earth and Government SIGs, and was a founder and first co-chair of the Women in Project Management SIG. She served two terms on the PMI board of directors as director at large, Secretary Treasurer, Vice Chair (for two years), and Chair (2002). She was elected a PMI Fellow in 2005. She has served as a reviewer of the Barrie Student paper for the PMI Educational Foundation for several years. She is also a member of the American Bar Association and the Association of Female Executives in the United States.

Ms. Winston periodically serves as an advisor to organizations such as the National Nuclear Security Administration (USA), U.S. Department of Energy (DOE) and the U.S. Department of Homeland Security (DHS) on topics ranging from Program and Project Management to project reviews, risk management and vulnerability assessments. She has also been serving on the Air Force Studies Board for five years for the National Academies of Science, Engineering, and Medicine. Since 2008 she has also served in the capacity of Chair of the US Technical Advisory Group and Head of Delegation for Technical Committee 258: Project, Programme, and Portfolio Management, as well as serving on the various Working and Study Groups drafting guidance standards. She has extensive recent PM experience in the areas of alternative energy, national defense and security, and has worked closely with local, regional and national officials, including Congress and the Pentagon. She is also a global advisor to the PM World Journal and Library.

Becky can be contacted at [email protected].

 

The Project Manager We Know

ADVISORY

Overcoming Five Dysfunctions

By Almahdy Eltonsy

Cairo, Egypt

 


Project management is an art based on a core knowledge, as projects manager we all faced many situations that we wonder and say: “How I did that?? “.

The series of articles aim is to share what we tested many times in our daily work and life, we need to put a name over it.

My article(s) based on the ICB (IPMA Competence Baseline) linking it to real situations.

First, the ICB divides the competencies into 3 categories as shown.

pmwj46-May2016-Eltonsy-IPMA EYE



The details of the competencies are as follow:

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About the Author

pmwj41-Dec2015-Eltonsy-PHOTOAlmahdy Eltonsy

Cairo, Egypt

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

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

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

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

 

Project Stakeholder Management

ADVISORY ARTICLE

By Dr. T D Jainendrakumar

Madhyapradesh, India

 


What is Stakeholder Management?

Stakeholder management is the processes required to identify the people, groups, or organizations that could impact or be impacted by the project. Analyze stakeholder expectations and their impact on the project. Develop appropriate management strategies for effectively engaging stakeholders in the project decision and execution

Identify Stakeholders

This is the first process in this knowledge area coming under the initiation process group to

Identify all the people or organizations impacted by the project: e.g., Customers, Sponsors, Team Members, Suppliers (Internal & External), and Labor unions etc.

Identify Stakeholders: Inputs

    1. Project Charter (provides information about internal & external involved parties
    2. Procurement Documents (to find out parties involved in procurement and other details)
    3. Enterprise Environmental Factors(e.g., organizational culture, industry standards,… etc)
    4. Organizational Process Assets (stakeholders register templates, lessons learned, old project documents, … etc)

Identify Stakeholders: Tools & Techniques

  1. Stakeholder Analysis: gathering & analyzing information to determine stakeholder in 3 steps:
    • Identify all potential stakeholders & relevant information (roles, departments, interests, knowledge levels, expectations & influence levels).
    • Identify potential impact or support each stakeholder could generate (power-interest)
    • Assess how key stakeholders are likely to react or respond to various situations
  2. Expert Judgment: groups or individuals specialized in certain areas such:
    • Senior management
    • Subject matter experts
    • Industry groups and consultants
    • Professional and technical associations
    • Project managers with experience in similar projects
    • Identified stakeholders.
  3. Meetings (To identify stakeholders and their power & interest)

More…

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About the Author

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T D Jainendrakumar, PhD (hon)

India

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T D Jainendrakumar
, Hon’ PhD, MCA, PMP is an international PMP trainer, EX-Scientist/Principal Scientist/Joint Director, N.I.C, Ministry of Information and Communication Technology, Government of India. At present he is working as the head of the department, Department of Computer Science and Applications in the St. Joseph’s College of Engineering and Technology, Palai, Kerala, India.

He has over 25 years’ of extensive experience in the areas of IT Project management in e-governance at Ernakulam District Collectorate, District Courts of Kerala, Central Administrative Tribunal Ernakulam, Rajeev Gandhi National Drinking Water Mission (400 crore project), New Delhi and Principal Systems Analyst in National Informatics Centre, Madhya Pradesh State Centre especially in the following areas of specialization: IT practice management (Project Management Methodologies, Tools and techniques, Standards & Knowledge);IT Infrastructure Management (Project Governance, Assessment, Organizational Instructions & Facilities and Equipment’s); IT-Resource Integration Management (Resource Management, Training & Education, Career Development & Team Development);IT-Technical Support (Project Mentoring, Project Planning, Project Auditing and Project Recovery); and Business Alignment Management (Project Portfolio management, Customer Relationship Management, Vendor Management & Business performance management).

Teaching Project Management & ICT Subjects for professionals and post graduates. Holding a degree in Master of Computer Applications (MCA), a three year post graduate course dealing with software Engineering and Project Management from a premier institute Anna University Campus, Chennai, India.

He is a PMP of PMI USA since 2008. Resource person of PMI, you can see his name in the PMBOK 4th edition and 5th edition published by PMI, USA under the list of contributors for project management. Scored 4.11 out of 5 in the project management (2005) examination conducted by brainbench.com, secured a Masters Certificate in Project Management, and is one among the top scorers (First in India and 3rd position in the world in the experienced category).

Published paper in UNICEF in 1995, and published many international journal papers in PM World Today since 2008 having cumulative index factors more than 2 in the areas of specialization of Project Management & Information Technology.

Holding a Hon’ Doctorate from Cosmopolitan University, USA in Project Management & Information Technology. Presently working as an independent project management consultant and an International Project management (PMP) trainer. Provided PMP training to the senior officials of big MNCs like M/S. Earnest & Young and He is a visiting professor and sharing his knowledge and experience and to handle classes in Management Information Systems, Quality Management, Project Management and Software Engineering to some of the big universities. He can be contacted at [email protected].

To view other works by this author, visit his author showcase in the PM World Library at http://pmworldlibrary.net/authors/t-d-jainendrakumar/

 

How to Motivate Team

ADVISORY ARTICLE

How to Motivate Team for Project Success and Individual Career Success

By Sunitha Arvind Muralidharan

India

 


The Article has an insight on how team morale and motivation can play a key role in project success or failure.

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In today’s IT World with projects catering to various Clients requirements, the success of a project depends highly on how the team is motivated and in turn gives productivity for project goals. As a Project Manager we handle small or big teams catering to Client Requirements in such a scenario where you have a fast pace environment wherein the team on day in day out basis is catering to client’s demand then definitely team Morale and Motivation play a very high role for the success of project.

First and Important condition to understand as a Project Manager is that every person is motivated with different factors; some find good hike as motivation, some may find challenging role as motivating factor, some want to perform in the roles like managerial role, some will like analysis work or some will like purely technical work and they are competent in those fields and contribute towards highly technical piece of work. Hence it becomes very important for a project manager to analyze the person’s aptitude and interest before assigning him work. Having said that, there will be always situations wherein as a Project Manager we will not be able to implement actually the particular concept.  Then it is very important for the team and Project Manager to discuss openly the situation and the Project Manager should get the buy in from team.  If the team is ready to give its 100% then only project deliveries with quality will be guaranteed; otherwise the success rate of project becomes lower.

In Software product development or service related projects the main factors for motivation in a team are –

  • Every Member has clear roles and responsibility and Project Manager defines the roles matrix in the team where you have a hierarchy well defined to avoid daily chaotic situation in demanding projects.
  • Project Manager should have Clear Communication Channel within team where any difficulty faced like conflicts among peers, high pressure to deliver tight schedules, appraisal problems, etc. can be resolved- Unresolved issues always becomes a big issue and add on to failure of IT Projects.

Lack of candid communication among team and project managers results in demotivated and highly unpredictable team wherein there is no synchronous activities among the team members for the common project goal; as a Project Manager it is becomes a mandate to ensure synchronicity between team members toward the project goal.

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About the Author

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Sunitha Arvind Muralidharan

India

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Sunitha Arvind Muralidharan
is an IT Project Manager with 10 years of hands-on experience spanning Program, Project, PMO, Quality, Strategy, Product and Team Management. She has a diverse background in Technical and Managerial areas with experience in delivering business critical information system such as B2C web sites, ERP, Product, and Web Application. Received Best Project Management Excellence Award and Best Project Award for Business critical Projects delivered to Clients.

Sunitha can be contacted at [email protected]

 

 

Change Request (CR) KPI Dilution

ADVISORY ARTICLE

Change Request (CR) KPI Dilution – Masked PMO Governance Metric Reporting

By Dennis Wiggins

Georgia, USA

 


INTRODUCTION

We are learning that the Project Management discipline is an ever changing environment that crosses into multiple industries to drive organizations in their strategic directions. It is a very complex discipline that requires the experts to stay up to date with industry best practices, training and solutions.

Project Management Offices (PMO’s) are an overhead cost that is responsible for managing the funds of multiple cost and profit centers to achieve C-Level Executive’s direction for the Strategic Roadmap. As an overhead cost the PMO should have a primary objective of productivity improvement (i.e. reducing costs) for the resources implementing projects and programs for the PMO Portfolio. This means process improvement not only for the business unit implementing a project, but the PMO is responsible for process improvement as well! Costs for deficient processes are magnified by the number of projects in flight for the PMO Portfolio. This is the significance of Continuous Improvement within a PMO.

Because the project management discipline is dynamic in nature, it sometimes may require a change to be made to the project budget. We are learning that a significant number of projects are failing across multiple industries which implies that the “Triple Constraints” – Scope, Schedule & Costs are exceeding the budgeted costs and delivery timeframe for Sponsors and Stakeholders. It is our belief that this should only occur during changes in Scope by the Sponsors and Stakeholders. Several organizations have published information pertinent to the failure rate associated with Project Portfolio Management (PPM).

We as industry experts should take a methodical approach to the standardization of processes for PMO Governance.

CHANGE REQUEST (CR) KPI DILUTION –

MASKED PMO GOVERNANCE METRIC REPORTING

In this article we are going to tackle the Change Request (CR) KPI Dilution – Masked Metric Reporting. We are going to illustrate how the Change Requests dilutes the metric with an illustration of two (2) Change Requests to a project in flight in a comparison of Financial Accounting Vs Project Management Accounting.

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About the Author

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Dennis Wiggins

Georgia, USA

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Dennis Wiggins
has over 2 decades of experience in the information technology industry and is an expert in the Project Management discipline. He demonstrated his experience leading multi-million $ programs and projects in Information Technology.  In addition, he led a $250 million IT Portfolio Governance PMO for Bell South contracted through Accenture (Big 4). Leveraging his experience in multiple disciplines, he revamped the Executive IT Portfolio Reporting methodology reducing the cycle for reporting from 4 weeks to 1 week, increasing project management productivity and reducing the dollar burn rate.   Also, a lead in the PMO responsible for the domestic and international integration of approximately 75 trading applications in End-to-End (E2E) testing for security transactions for the Front Office, Middle Office and Back Office onto the Barclay’s platform.

He is a recipient of the Project of the Year Award by the PMI Atlanta Chapter for leading the design and development of the PPM Executive Command Center (PPM – ECC). This Project Portfolio Management (PPM) tool was presented at the Institute of Industrial Engineering (IIE) Conference & Expo and was evaluated a 2.9 out 3.0 which is equivalent to a 97% (A+). He understands the “PPM Big Picture” as this tool was designed and developed using the #2 product (Balanced Scorecard) listed in the Harvard Business Review – Top 6 Products providing PMO’s with a fully integrated, dynamic and robust Project Portfolio Management (PPM) solution with dashboards and analytics reporting.

He is a certified graduate of the world renowned General Electric Financial Management Program (GE FMP), Project Management Professional (PMP) and a Lean Six Sigma Black Belt (LSSBB).

Dennis Wiggins is a graduate from the State University at Old Westbury College with a Bachelor of Science in Business Management with a concentration in Finance.

He is the Founder and Chief Executive Officer of Executive Program Management Dashboards (aka Team Exec) providing leading edge training programs, and a value added re-seller providing cost effective industry solutions.

Company Website: http://www.exec-pm-dashboards.com/

Email: [email protected]

 

 

Communicating in Crisis

SERIES ARTICLE

Communicating Projects – The Series

By Ann Pilkington

The PR Academy

United Kingdom

 


Getting communication right in a crisis matters.

History is littered with examples of never-recovered share prices and products.

Andrew Griffin in his book on crisis management quotes a senior executive at Total, the French energy giant praised for its handling of a gas leak in 2012: “to take care of reputation, you have to take care of people …. first.” Organisations dealing with crises should view at all times what is happening through the lens of the victims.

Chris Tucker who delivers courses in crisis communication management blogged some time ago about how in a crisis, it’s important to work with, and learn to love, the lawyers:

“In a crisis the obvious instinct of a lawyer is to minimise the chance of any prosecution and any future compensation claims. That usually means telling the organisation to minimise any public statements. So there is an obvious clash with the classic PR crisis management principle of tell it all, tell it fast and tell the truth. The standard legal advice is relatively short-term when compared to the longer term view of reputation management taken by the PR professional.

“Make having a good relationship with the legal department a top priority before the crisis hits.”

Projects contain risk, we all learn on our project management courses, and the management of risk is something that project managers excel at. However, as a communicator coming into the project world, a big thing for me is that the identification of risk is often about risk to the project; there isn’t always enough attention paid to potential risks to the wider organisation’s reputation.

This is why it matters to have a communicator involved in risk identification, because he or she will have the reputation of the organisation in mind and may be sighted on issues elsewhere that could combine to make the perfect storm of a crisis.

More…

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Editor’s note: This series of articles on effective project communications is by Ann Pilkington, founding director of the PR Academy (UK) and author of the book Communicating Projects published by Gower in 2013. Ann is one of the UK’s leading experts on communications; she shares her knowledge with project managers and teams around the world in this series in the PM World Journal.

 




About the Author

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Ann Pilkington

United Kingdom

 

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Ann Pilkington
is the author of Communicating Projects published by Gower in 2013. She is a founding director of the PR Academy which provides qualifications, training and consultancy in all aspects of communication including change project communication and project management.

Information about Ann’s book, Communicating Projects, An End-to-End Guide to Planning, Implementing and Evaluating Effective Communication, can be found at http://www.gowerpublishing.com/isbn/9781409453192.

Ann can be contacted at [email protected]

To see previous articles by Ann Pilkington, visit her author showcase in the PM World Library at http://pmworldlibrary.net/authors/ann-pilkington/

 

The Enterprise PMO in Operations Business Management

SERIES ARTICLE

Series on Project Business Management and the PMO

By Darrel G. Hubbard, PE
President, D.G.Hubbard Enterprises, LLC

and

Dennis L. Bolles, PMP
President, DLB Associates, LLC

USA

 


Integrating Projects with Strategic Initiatives and Business Objectives

One of the primary goals of employing Enterprise-Wide Project Management (EWPM) is establishing an Enterprise Project Management Organization (EPMO) to implement a more effective and efficient business model, which focuses on completing the strategic initiatives and associated business objectives being set by executive management for the enterprise. Realizing this goal requires the enterprise’s projects to be aligned with those strategic initiative and related business objectives. The EPMO can be the effective ex­ecutive-level functional business organization in accomplishing this goal.

Merging the business aspects of project management processes with the enterprise’s existing opera­tional business processes requires performing an analysis of how the enterprise is currently developing its business strategies and accomplishing the related business objectives. The analysis must also determine those processes requiring modification to promote a management-focus on the business of attaining those initiatives and objectives.

The executive management of the enterprise must determine where the internal organizations are with respect to effectively employing enterprise-wide project management from a business perspective, and then create a clearly documented baseline against which business-oriented improvements can be measured. Two key points of understanding should be drawn from that baseline analysis. These points relate first to strategic and tactical planning and secondly to the planning and execution of projects, project-program, and project-portfolios. Those points are: 1) the enterprise has identifiable enterprise environmental factors that are related to achieving its vision and accomplishing its purpose, and 2) it has also developed organizational process assets that directly affect the ability to accomplish the business objectives and successfully perform the associated projects. To be useful, this baseline needs to include the:

  • EPMO business purpose for the enterprise;
  • EPMO vision/mission related to the enterprise;
  • EPMO functional organizational structure definition;
  • EPMO related Organizational Process Assets identification; and
  • EPMO related Enterprise Environmental Factors identification.

This management documented baseline is essential to:

  • Identifying where the operational business processes need to be modified;
  • Streamlining some of the project-related business operational management processes;
  • Identifying where the project management processes need to be modified;
  • Folding project management business-oriented project-processes into the current business-management operational-processes;
  • Overseeing the management of project-portfolio, project-programs, and projects from the corporate office level;
  • Having the capability to quantitatively demonstrate the added value of project management;
  • Integrating project management with operations management in an effective manner;
  • Institutionalizing project management as a core business management competency;
  • Controlling enterprise operational and administrative cost levels (and profits if applicable) while implementing the EPMO;
  • Showing, in a demonstrable way, the benefits gained from establishing an EPMO;
  • Achieving the highest project management maturity level consistent with the enterprise’s needs; and
  • Sustaining project management as a functional business organization.

The task of senior executives is first to analyze and then to understand how the management discipline of project management can interoperate with the other management disciplines within their enterprise and how project management can support business operations. This analysis task should:

  • Identify, with a project management focus, the key operational aspects of the enterprise;
  • Document which management aspects are only operations business management processes;
  • Document which management aspects are only project business management processes;
  • Determine which aspects require folding project business management oriented project processes into the project-related business management operational processes; and
  • Determine where within the enterprise and at which organizational levels to integrate project management with operations management.

Many of the management analysis techniques that support executives in maintaining control in a dynamic and changing environment are based on one premise: break the process or operation down into manageable pieces. This premise is founded on the concept of cascading analysis. The management technique takes the entire process or operation and dissects it into successively lower and lower levels of detail until management understanding is possible and control can be ensured. In most processes, this means until a level of detail is reached where the management actions and activities can be quantified. This analytical concept is used in many management areas including:

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Editor’s note: Bolles and Hubbard are the authors of The Power of En­terprise PMOs and Enterprise-Wide Project Management (PBMconcepts, 2014); A Compendium of PMO Case Studies – Volume I: Reflecting Project Business Management Concepts (PBMconcepts, 2012); and A Compendium of PMO Case Studies – Volume II: Reflecting Project Business Management Concepts (PBMconcepts, 2016). This series of articles is based on their books, research, courses and executive consulting experience.

 


 

About the Authors

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L.
Bolles, PMP

Michigan, USA

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Dennis Bolles
, PMP, President – DLB Associates, LLC, has over forty-five years of experience in multiple industries providing business and project management professional services. He assists organizations, as a Subject Matter Expert (SME) consultant, to achieve their business strategic objectives with the analysis of their business process improvement needs and development of business and project management capabilities.

He has been a member of the Project Management Institute (PMI) since 1985, received his PMP® certification in 1986 (#81), and is a founding member of the PMI Western Michigan Chapter, serving on its Board of Directors and in several positions since its 1993 inception.

Bolles performs speaking engagements and assists Project/Program/Portfolio Organizations (PMOs) start-up teams begin the planning and implementation processes; conducts on-site organizational project management capability assessments; provides virtual and periodic on-site support for development of business and project management methodologies, policies, procedures, processes. systems, tools, and templates for organizational governance and corporate strategy; assists in the implementation of a project business management methodology that integrates strategic planning, business objective development, portfolio management, program management, and project management processes to achieve strategic objectives and maximize operational efficiency enterprise-wide through the development and management of Project Management Organizations.

Bolles served as the PMI Standards Project Manager who led the project core team to a successful completion and on-time delivery of the Project Management Body of Knowledge (PMBOK®) Guide Third Edition in 2004. He has served on and has contributed to multiple PMI Standards bodies over the past 20 years.

He is a published author of many project management articles, is a PMI Congress/ Symposium/Chapter speaker, and author of Building Project Management Centers of Excellence, AMACOM, NY, 2002. He is the co-editor of The PMOSIG Program Management Office Handbook, JRoss, 2010. He is the co-author with Darrel G. Hubbard of The Power of Enterprise-Wide Project Management: Introducing a Business Management Model Integrating and Harmonizing Operations Business Management and Project Management, hardcover – AMACOM, NY, 2007, now in paperback, revised, and retitled The Power of En­terprise PMOs and Enterprise-Wide Project Management – PBMconcepts, MI, 2014, and of A Compendium of PMO Case Studies – Volume I: Reflecting Project Business Management Concepts, PBMconcepts, MI, 2012 and of A Compendium of PMO Case Studies – Volume II: Reflecting Project Business Management Concepts, PBMconcepts, MI, 2015. He can be contacted at [email protected] and at LinkedIn at http://www.linkedin.com/in/dlballc01. Visit the http://www.pbmconcepts.com/ for information about current and future book projects.

To view other works by Dennis Bolles, visit his author showcase in the PM World Library at http://pmworldlibrary.net/authors/darrel-g-hubbard/

 

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Darrel G. Hubbard, P.E.

California, USA

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Darrel G. Hubbard
is President of D.G.Hubbard Enterprises, LLC providing executive consulting and assessment services. He has over 50 years of experience in consulting, line management, and technical positions. He has served as a corporate executive officer; managed the due diligence processes for numerous mergers and acquisitions; managed information technology, proposal, accounting, and project control organizations; was a program manager on engineering projects; was a project manager on commercial projects; and a designated “key person” under government contracts. He has also held executive positions in, and was professionally licensed in, the securities and insurance industries.

He assists organizations, as a Subject Matter Expert (SME) consultant, to achieve their en-terprise’s strategic business and tactical objectives. He provides analysis of their man-agement structures, business processes, general business operations, and project man-agement capabilities, while supplying specific recommendations on business, methodology, and process improvements. Mr. Hubbard also assists companies, as an out-side third party, with the intricacies of the due diligence process in their merger and acquisition activities. He also supports companies in the managerial development and establishment of their Project/Program/Portfolio Organizations (PMOs) and provides work­shops and seminars focusing on the business management aspects of project management.

Mr. Hubbard holds a bachelor’s degree in mathematics and physics with a minor in chemistry from Minnesota State University at Moorhead. He is a registered Professional Engineer in Control Systems in California. Mr. Hubbard joined the Project Management Institute (PMI) in 1978 (#3662), is a charter member of the PMI San Diego Chapter, and was deputy project manager for the Project Management Body of Knowledge (PMBOK®) Guide Third Edition ANSI Standard by PMI. He was the Exhibitor Chairperson for the 1993 PMI North American Congress/Seminar/Symposium, is a published author of many articles, a presenter at several PMI Congresses and other Project Management Symposiums, and a guest speaker at PMI and IIBA Chapter meetings. Darrel is also a Life-Member of the International Society of Automation (ISA).

He is a contributing author to The AMA Handbook of Project Management, AMACOM, 1993 and The ABCs of DPC: A Primer on Design-Procurement-Construction for the Project Manager, PMI, 1997. He is the co-author with Dennis L. Bolles of The Power of Enterprise-Wide Project Management: Introducing a Business Management Model Integrating and Harmonizing Operations Business Management and Project Management, hardcover – AMACOM, NY, 2007, now in paperback, revised, and retitled The Power of Enterprise PMOs and Enterprise-Wide Project Management – PBMconcepts, MI, 2014, and of A Compendium of PMO Case Studies – Volume I: Reflecting Project Business Management Concepts – PBMconcepts, MI, 2012 and of A Compendium of PMO Case Studies – Volume II: Reflecting Project Business Management Concepts, PBMconcepts, MI, 2016. He can be contacted at [email protected] and LinkedIn at http://www.linkedin.com/in/DarrelGHubbard Visit http://www.pbmconcepts.com/ for information about current and future book projects.

To view other works by Darrel Hubbard, visit his author showcase in the PM World Library at http://pmworldlibrary.net/authors/darrel-g-hubbard/