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Interview with Manon Bradley

 

Marion Bradley

Development Director of the Major Projects Association, UK

 

Interviewed by Ömer Berkay Dağlı
Istanbul, Turkey

Manon Bradley is the Development Director of the Major Projects Association the purpose of which is to improve the initiation and delivery of major projects.  Over the past 13 years Manon has been involved in every aspect of delivering that vision: from the production of thought leadership publications to the development of the Major Projects Knowledge Hub.  She has a keen understanding of the barriers to major project success.  Her knowledge of the systemic issues underlying the root causes of major project delivery and initiation is founded on more than a decade of involvement with members, PhD researchers and communication with members throughout the supply chain.

This knowledge led her to establish the Major Projects Association’s Gender Balance initiative which frames the issue of diversity as a challenge for the whole sector to improve performance.  Through this approach the Association has been able to engage a very male-dominated group of business leaders in a tough conversation, enabling them to take ownership of their own responses.  In this capacity Manon also Chairs the Infrastructure Client Group Equality, Diversity and Inclusion group.

As a competitive drug-free power-lifter Manon is used to being in male-dominated environments such as infrastructure. In the 14 years that she has been competing she has won 13 World Championships, 9 European Championships and held 6 World Records and a host of British titles and records.

She is a keen writer and a practiced speaker and Chair.  She has written on topics in a number of online publications including “Infrastructure Intelligence”, “The Guardian” and in online publications as well as via her own blog “Passionate about Powerlifting” and she has contributed to a number of events as speaker and Chair including the Women in Construction Summit 2018; the 2018 Oxford Literary Festival; All Party Parliamentary Group on Infrastructure panel on The Feminist City and the Global Engineering Congress (Oct 2018).



INTERVIEW


Ömer Berkay Dağlı (Dağlı):
Dear Manon, first of all, thank you very much for accepting my invitation to make an interview. Please introduce yourself for PM World Journal readers, and firstly how did you get involved with Project Management?

Manon Bradley (Bradley): Thank you.  I am not a project manager; I suppose I am what you would call an Association professional.  I joined the Major Projects Association in 2005 to run the day-to-day business which I still do now – although that day-to-day business has grown phenomenally since that time. 

Dağlı:           What has been your most fulfilling experience as a project and program manager?

Bradley:       My most fulfilling experience in this space has been to see the impact of the work I am doing in diversity.  I have seen the conversations around diversity and gender balance move from dark corners to be more main stream.  I suspect that now every Board has diversity as an item on its Agenda whereas 10 years ago that was not the case. 

Dağlı:           Could you tell me more about the Major Projects Association?

More…

To read entire interview, click here

 

How to cite this interview: Dağlı, Ö. (2018); Interview with Manon Bradley; PM World Journal, Vol. VII, Issue XII (December). Available online at https://pmworldjournal.net/wp-content/uploads/2018/12/pmwj77-Dec2018-Dagli-Manon-Bradley-Interview.pdf



About the Interviewer


Ömer Berkay Dağlı

Istanbul, Turkey

 

 

 

Ömer Berkay Dağlı is currently a Project Manager at Entech & Semar Engineering and Marine Solutions Company. He recently graduated with an MSc Management from Southampton Business School, University of Southampton. Previously, he served as an Officer on Watch for over 30 months on board chemical tankers, based in different routes around the world where he served as Third and Second Officer. He completed his graduation in Marine Transportation Management dual diploma with honours from both Istanbul Technical University, Turkey and State University of New York Maritime College, USA in 2014. His major fields of study are project management, logistics and inter-modal transportation. His research interests include global project management, leadership, uncertainty management, programme and portfolio management, strategic PM, IT Project Management, PM governance, stakeholders, project control and PM in the transportation and logistics industries.  Omer served as a research intern for the PM World Library during January 2018, completing the program in record time.  He can be contacted at [email protected]

 

 

Interview with Nieto-Rodriguez

 

Diversity Can Be an Asset

Interview with Antonio Nieto-Rodriguez

Past Chairman, Project Management Institute
Visiting Professor, Duke University, USA

Interviewed by Yu Yanjuan
Journalist, Project Management Review: PMR (China)


Journalist’s Introduction

Antonio Nieto-Rodriguez (www.antonionietorodriguez.com) is a visiting Professor of Duke University’s Corporate Education and IE Business School, and past Chairman of the Project Management Institute (PMI). He is the author of “The Focused Organization” (Taylor & Francis) and currently working on his next book, “The Project Revolution” (LID), that will be published early 2019.

Antonio is the creator of concepts such as the Hierarchy of Purpose, featured by Harvard Business Review, or the Project Manifesto; which argue that projects are the lingua franca of the business and personal worlds from the C-suite to managing your career or relationships.

His research and global impact in modern management been recognized by Thinkers50 with the prestigious award “Ideas into Practice”.  Antonio is also a much-in-demand speaker at events worldwide. Over the past 15 years, he has presented at more than 160 conferences around the world.

Born in Madrid, Spain, and educated in Germany, Mexico, Italy and the United States, Antonio is an Economist with an MBA from London Business School and Insead’s International Director Program. He is fluent in five languages.


Interview

Project Management Has Strategic values

Q1.      Why did you choose project management as your career? Is it a coincidence or a deliberate choice? What are the setbacks and highlights in your career?

Antonio Nieto-Rodriguez (Nieto-Rodriguez):           My first job in a project was a mere coincidence. Just after joining PricewaterhouseCoopers in 1997, I was asked to join an SAP implementation project at a large energy corporation. My role was in the project support office, basically ensuring that project team members would send their timesheets at the end of the week so that the project leader could have good estimates about the budget consumption. It was probably not the nicest job, but a great learning experience. After several projects, I decided to focus my career on project management. I launched the first global research on project management (PwC Boosting Business Performance through Project Management) and became PwC’s Global Lead Practitioner in Project and Change Management. Despite the focus, I had several setbacks in my career, including being fired, mostly because senior leaders, didn’t see and understand the value of project management. For the big executives it was a tactical discipline, not strategic.

Despite the setbacks, I was determined to convince executives of the strategic value of project management and make a career in this amazing field.

Looking backward at my achievements, I can say that so far I have managed to accomplish my two ambitious goals. I am especially proud of the recognition by Thinkers50 as one of the most influential management thinkers in the world, and the first project management expert ever to obtain this recognition. Also, having been the global Chairman of the Project Management Institute in 2016 was a great highlight in my career. I could see the passion of thousands of project management volunteers around the world. And I also had the pleasure to deliver a keynote in the HR congress in Shenzhen. I was truly impressed by the importance that China gives to project management.

Leadership is an Evolving Discipline

Q2.      In the era of artificial intelligence and digital transformation, which type of leadership style will be highly recommended?

More…

To read entire interview, click here

 

Editor’s note: This interview was first published in PMR, Project Management Review magazine, China.  It is republished here with the permission of PMR. The PM World Journal maintains a cooperative relationship with PMR, periodically republishing works from each other’s publications. To see the original interview with Chinese introduction, visit PMR at http://www.pmreview.com.cn/english/

How to cite this interview: PMR (2018). Diversity can be an Asset. Interview with Antonio Nieto-Rodriguez; Project Management Review; republished in the PM World Journal, Vol. VII, Issue XI – November. Available online at https://pmworldjournal.net/wp-content/uploads/2018/11/pmwj76-Nov2018-Yanjuan-Nieto-Rodriguez-Interview.pdf

 



About the Interviewer


Yu Yanjuan

Beijing, China

 




Yu Yanjuan
, Bachelor’s Degree, graduated from the English Department of Beijing International Studies University (BISU) in China. She is now an English-language journalist and editor working for Project Management Review Magazine and website. In the past, she has worked as a journalist and editor for China Manned Space Agency website and Student English Times. She once worked part-time as English teacher in training centers. For work contact, she can be reached via email [email protected] or Linkedin https://www.linkedin.com/in/yanjuan-yu-76b280151/.

Interview with Ou Lixiong

 

PM has shifted from ‘Management of Projects’ to ‘Management by Projects’

Interview with Ou Lixiong

Professor, Northwestern Polytechnical University
Executive Vice President, PMRC
Vice President, IPMA
China

Interviewed by Yu Yanjuan

Journalist, Project Management Review: PMR (China)


Journalist’s Introduction

‘For/By People, Goal/Objective Orientation, Flexible/temporary organization, Uncertainty/change management, Stakeholders satisfaction’. These are the five key phrases that Professor Ou Lixiong used to describe project management in his eyes.

Dr. Ou Lixiong, works as a professor in Northwestern Polytechnical University. He is Vice President of IPMA, and Executive Vice President of Project Management Research Committee, China (PMRC).

Working as a professor, author, researcher, trainer and consultant, Professor Ou Lixiong has been in the profession of project management for three decades. At first sight, you may be impressed by his handsome looks, but by having in-depth conversations with him or by listening to his lectures, you will be amazed by his forward-looking insight, persistence, global perspective and research spirit.

His research focuses on contemporary project management theory and body of knowledge, organizational project management (OPM), project management competence and performance evaluation, mega-programme management.

He is the first to put forward the concept of OPM in China, OPM theory framework and application models. He has also published the textbook titled ‘Organizational Project Management’.

Based on Shenzhou spacecraft programme management practice, he has proposed ‘Shenzhou project management maturity model’ that is of Chinese characteristic and universal applicability.

He is also a participant in the formulation of IPMA OCB and ICB. He has made great efforts in promoting the development of project management in China and around the globe.

‘Life is to be fantastic because of persistence’ is the belief and motto that drives Professor Ou Lixiong forward along the 30-year journey. Faced with all kinds of distractions and temptation, he is firm in carrying on the research of project as a discipline and promoting Project Management development and application in China, which may not be beneficial in terms of money. That’s because what matters most to him is spiritual satisfaction.


Interview

Part 1: PM with Chinese Perspective

Q1.      PMRC is the only multi-industry project management professional/academic organization in China. What are the goals and future strategic direction of PMRC?

Ou Lixiong (Lixiong): PMRC is the only multi-industry project management non-profit professional organization in China and it will continue to fulfill its tenet as it has always done in the past. It is committed in promoting the advancement of project management discipline in China and the professionalization and internationalization of project management in China.

PMRC’s recent priority is the creation of the ‘Science of Project’ (named as ‘PROJECTICS’) and establishment of ‘Chinese Project Management School’.

Q2:      Earlier this year, PMRC initiated a survey in an effort to know how much China is project-oriented. Would you please share the survey results with us? Have you noticed any differences between China and western countries in terms of projectification?

Lixiong:           The research actually forms a part of a bigger project being undertaken by IPMA called Projectification and its Impact on Societies. Our research objective was to investigate the level of projectification in China and we found that China’s current projectification level is at 42.7%, which is significantly higher than the numbers obtained in Germany, Norway and Denmark. The results also find that each industry has its own unique characteristics in regards to Projectification.

Q3:      You have been promoting establishing China’s own Body of Knowledge in project management, which is echoed by many experts. Why is it so important? Please share the progress of the work with us.

More…

To read entire interview, click here

 

Editor’s note: This interview was first published in PMR, Project Management Review magazine, China.  It is republished here with the permission of PMR. The PM World Journal maintains a cooperative relationship with PMR, periodically republishing works from each other’s publications. To see the original interview with Chinese introduction, visit PMR at http://www.pmreview.com.cn/english/

How to cite this interview: PMR (2018). PM has shifted from ‘Management of Projects’ to ‘Management by Projects’. Interview with Prof Ou Lixiong; Project Management Review; republished in the PM World Journal, Vol. VII, Issue XI – November.  Available online at https://pmworldjournal.net/wp-content/uploads/2018/11/pmwj76-Nov2018-Yanjuan-Lixiong-Interview.pdf

 



About the Interviewer


Yu Yanjuan

Beijing, China

 

 

 

Yu Yanjuan, Bachelor’s Degree, graduated from the English Department of Beijing International Studies University (BISU) in China. She is now an English-language journalist and editor working for Project Management Review Magazine and website. In the past, she has worked as a journalist and editor for China Manned Space Agency website and Student English Times. She once worked part-time as English teacher in training centers. For work contact, she can be reached via email [email protected] or Linkedin https://www.linkedin.com/in/yanjuan-yu-76b280151/.

 

Interview with Darren Dalcher

 

Project Management will Continue to Grow

Interview with Prof Darren Dalcher

Founder and Director
National Centre for Project Management
Professor, Lancaster University Management School, UK


Interviewed by Yu Yanjuan
Journalist, Project Management Review: PMR (China)

Darren Dalcher is Professor of Project Management, and founder and Director of the National Centre for Project Management. He works to foster interactive dialogue about the integration of successful practice with theoretical research in the management of projects.

He is an experienced academic with a successful track record of consulting and working with businesses, charities and governmental organisations. Passionate about solving real world problems, he has built a reputation as leader and innovator in the area of practice-based education and reflection in project management and information systems and has designed and developed the UK’s first professional doctorate in project management, alongside an extensive suite of executive and professional masters programmes and diplomas.

Darren is the Editor of two project management book series published by Routledge and Editor-in-Chief of a leading software engineering journal published by Wiley, reflecting his hybrid interest in the connection between technology and its successful management. He has amassed the world’s largest collection of failure stories, which he uses as a basis for refining the notion of sustainable success. His aim is to refresh and rejuvenate management and leadership practice through the breaking of silos, the sharing of transdisciplinary ideas and the co-creation of new innovations and insights. His research focuses on rethinking project success, reshaping the notion of agility and developing a longer term perspective on usage, benefits, and value in artefacts, systems and projects.

Prof Dalcher’s key interests: The improvement of project practice, project excellence, strategic initiatives, managing change, systems engineering, decision making, narratives of success and failure, continuous improvement and development, the future of information, agile methods and the evolution of life cycles.



Interview

 

Q1.      You’ve said that culture really matters. In the context of globalization, what are the keys to dealing with multi-cultural project environment?

Darren Dalcher (Dalcher):     Diversity is a tremendous asset for problem solving, for identifying options and for making decisions. Our strength is often in our differences, which can open new opportunities for innovation and renewal.

In a connected world, collaboration will continue to hold the key to our shared and enduring success. Globalization means the blending across cultures, perspectives, religions and experiences, offering the potential to benefit from other points of views. The keys to dealing with collaboration revolve around: trust, respect, fairness, transparency, sharing and open communication, and the recognition of differences in terms of values, norms and practices.


Q2
.      As founder and Director of the National Centre for Project Management in UK, from your perspective, what’s the necessity and significance of building a nation-level project management organization?

Dalcher:          There are many conversations that are needed around projects and their impacts. Not least, is the ability to create a dialogue between informed practice and relevant research and reach across the various silos and perspectives. The management of projects holds the potential to link strategy, stakeholders, benefits, usage of assets, facilities and capabilities. Being able to have these conversations, share new insights and identify new problems and challenges is essential to the developing maturity of the discipline of project and programme management.


Q3
.      In the fast-paced society featured by digitalization, how can an enterprise manage change in the era of VUCA?

Dalcher:          Change management is where we start to consider people and their needs and the impacts that our projects can have. The success of most of our endeavours is measured by the rates of people using them, and/or the money and benefits that those uses bring to the organization or to society. Change management can leverage our change efforts and therefore merits attention to the people impacted by change. A fast-paced society would require new modes for dealing with large change.

People, and society at large, seem to be in constant state of searching for improvements. In every generation, people appear to have been part of an unprecedented march towards improving, adopting new technologies, industrialising and the like. So we shouldn’t be fazed by the impact and scale of changes around us.

We are operating in increasingly uncertain and unprecedented times. In order for change to be successful, we need to bring people with us and get them to change previous behaviour patterns and embrace new assets, technologies and ways of doing things. They need to learn to use them, often in new ways. We need a series of experiments in order to learn, but we need our change subjects to be part of the conversation and to take a lead in shaping these experiments, so that we are able to change behaviours and embrace change. We should learn quickly and make rapid adjustments. We should start with the end in mind and ask what steps could take us there, and ask lots of questions.

More…

To read entire interview, click here

 

Editor’s note: This interview was first published in PMR, Project Management Review magazine, China.  It is republished here with the permission of PMR. The PM World Journal maintains a cooperative relationship with PMR, periodically republishing works from each other’s publications. To see the original interview with Chinese introduction, visit PMR at http://www.pmreview.com.cn/english/

How to cite this interview: PMR (2018). Project management will continue to grow. Interview with Prof Darren Dalcher; Project Management Review; republished in the PM World Journal, Vol. VII, Issue X – October. Available online at https://pmworldjournal.net/wp-content/uploads/2018/10/pmwj75-Oct2018-Yanjuan-Dalcher-Interview.pdf

 



About the Interviewer


Yu Yanjuan

Beijing, China

 

 

 

Yu Yanjuan, Bachelor’s Degree, graduated from the English Department of Beijing International Studies University (BISU) in China. She is now an English-language journalist and editor working for Project Management Review Magazine and website. In the past, she has worked as a journalist and editor for China Manned Space Agency website and Student English Times. She once worked part-time as English teacher in training centers. For work contact, she can be reached via email [email protected] or Linkedin https://www.linkedin.com/in/yanjuan-yu-76b280151/.

 

 

Interview with Wang Xiaojin

 

 

Project Management Is a Way of Thinking

Interview with Wang Xiaojin

Professor, Yunnan University
Kunming, Yunnan Province, China

Interviewed by Yu Yanjuan

Journalist, Project Management Review: PMR (China)

 

Journalist’s notes

How does it feel to stick to one thing with passion for 35 years?

“It is a pleasant pursuit journey of self-improvement by deepening and expanding around a single focus”, replied Professor Wang Xiaojin, without hesitation.

Wang Xiaojin, Doctor of Philosophy, PMP, now works as a professor of Yunnan University in China, senior project management trainer and consultant. 2018 is his 35th year in project management profession.

For him, project management is not merely a career to make a living, but a way of life. His bond with project management has lasted so long that it seems to have penetrated into every corner of his life. Project management way of thinking enables him to form the habit of running and helps him in dealing with almost everything. There is no doubt that project management has turned into a capable magic stick in his hands.

As an active witness, participant and promoter of project management development in China, he has made considerable contributions. Since 1996, he has been doing research on PMBOK Guide in an effort to promote the application of PMBOK Guide in China. He has participated in the Chinese translation validation since the 3rd edition of PMBOK Guide and is a reviewer of the final exposure drafts of the 4th, 5th and 6th editions of PMBOK Guide. He is the Chair of the Chinese Translation Validation Committees (CTVC) of PMBOK Guide 4th and 5th edition.

He is also an accomplished expert academically. His Ph.D research paper Dimensions and Current Status of Project Management Culture won the 2001 PMI International Student Paper of the Year Award. He has written books such as Project Management Methodology, articles like Project Management: From Traditional to Agile Approach, and papers like Cultural Barriers to the Use of Western Project Management in Chinese Enterprises. Five of his academic papers have been published in Project Management Journal and International Journal of Project Management. Since publishing his first book at the age of 30 in 1992, he has published more than 20 books in China.

“To approach the sky-high ambition through standing on solid ground, and to create good luck through creating challenges” is the life motto of Professor Wang Xiaojin. In my view, his 35-year profession journey is a perfect interpretation of this motto.


 

Interview

Part 1: 35 Years in, with and for Project Management

 

Q1: 2018 is the 35th anniversary of your project management career. What are the key milestones in your 35-year journey in this profession?

Wang Xiaojin (Xiaojin):          During my 35-year project management career, I always reached an important milestone about every 5 or 6 years. Some of the milestones are: 1983, starting the career; 1989, my first paper (on construction management) published; 1992, my first book (on construction claims management) published; 1997, obtaining project management master degree; 2002, obtaining Ph.D degree in project management. For youths, it is very important to realize an important career milestone every 5 or 6 years.

It is in September 1983 that I started the career at the age of 20. When I firstly got involved in project management, I even didn’t know the term “Project Management”. My first job is the administration of international construction contracts, which I did for about 6 years. After that, I worked on construction cost and finance management, and began to explore the much broader area of construction project management. This exploration directly led to an important decision: going to a foreign university to study Project Management Course. At that time, no university in China offered such a course.

In March 1996, I went to RMIT University, Australia, to study the master degree course of project management. During this period, I studied the draft of the PMBOK Guide and the first edition of the PMBOK Guide. Approaching the completion of my study, I came to realize that project management can be applied in almost all industries, not just in the construction industry, and that project management is not just a set of technical tools but also a new way of thinking. Then, I decided to explore and do research on the project management way of thinking.

In late 1998, I started my Ph.D degree study at Victoria University, Australia, with the research topic of Project Management Culture. I believed that project management practitioners should have their own professional culture, including some important work-related values and beliefs. Through the survey of Australian project management professionals, I established the model of project management professional culture consisting of Professional Commitment, Project Team Integration, Work Flexibility, and Work Performance. Thanks to this research, I was very lucky to win the 2001 International Student Paper of the Year Award of PMI Educational Foundation, and became the first non-North-American winner of this award.

Having obtained my Ph.D degree, I immediately returned to China and joined Yunnan University to continue my project management career. Practicing, researching, teaching, and writing in the area of project management are my lifelong career pursuits.

Q2: You were appointed to work in Lubuge Project Construction Management Bureau (LPCMB) after college graduation in 1983. What does that work experience mean to you?

More…

To read entire interview, click here

 

Editor’s note: This interview was first published in PMR, Project Management Review magazine, China.  It is republished here with the permission of PMR. The PM World Journal maintains a cooperative relationship with PMR, periodically republishing works from each other’s publications. To see the original interview with Chinese introduction, visit PMR at http://www.pmreview.com.cn/english/

How to cite this interview: Yanjuan, Y. (2018). Project Management Is a Way of Thinking, Interview with Wang Xiaojin; Project Management Review (China); republished in PM World Journal, Vol. VII, Issue IX – September. Available online at https://pmworldjournal.net/wp-content/uploads/2018/09/pmwj74-Sep2018-Yanjuan-Xiaojin-Interview.pdf



About the Interviewer


Yu Yanjuan

Beijing, China

 

 

 

Yu Yanjuan, Bachelor’s Degree, graduated from the English Department of Beijing International Studies University (BISU) in China. She is now an English-language journalist and editor working for Project Management Review Magazine and website. In the past, she has worked as a journalist and editor for China Manned Space Agency website and Student English Times. She once worked part-time as English teacher in training centers. For work contact, she can be reached via email [email protected] or Linkedin https://www.linkedin.com/in/yanjuan-yu-76b280151/.

 

Interview with Thomas Walenta

 

Project Management Is about Reducing Uncertainties

Interview with Thomas Walenta, PMI Fellow

Member of Board of Directors
Project Management Institute

Interviewed by Yu Yanjuan
Journalist, Project Management Review: PMR (China)

 

Journalist’s Introduction

Several months ago, I read an interesting article titled “Projects & Programs Are Two Different ‘Animals’ ”, in which project managers are compared to lions while program managers are compared to elephants. Deeply impressed by the vivid description, I decided to probe more about the author behind the article: Thomas Walenta

Thomas Walenta, PMI Fellow, member of PMI Board of Directors, former President of PMI Frankfurt Chapter (1998 to 2005), global advisor for PM World Journal, former Program Manager for IBM, is a leading expert in delivering value to business through project and program management. According to his friends and workmates, he is helpful, devoted, competent, open, passionate, professional and motivating.

In the interview, Thomas Walenta shares with us his perspectives, experiences and observations about project management profession. He explained why he took up project management profession in spite of being a maths major; he released the secrets of high-performance PMO; he emphasized the importance of lessons learned; he put people at the core of management… There are some golden sentences that have enlightened me and will surely inspire the global readers.

Interview

Part 1: Lessons Learned

PMR:      In 1988, you decided to abandon your technical skills to take up the career of project management. Why?

Thomas Walenta (Walenta):     At that time, being 34 years old, I just had finished my first significant project successfully. When thinking about what had been learned from that, I recognized that the most important factor for success was how you deal with the people involved:

  • a good and frequent exchange with the customer PM, trying to understand his constraints and problems and trying to help him,
  • an irregular but positive relationship with the customer sponsor
  • my regular and clear communication events (a monthly all-hands meeting, weekly status meetings, reports), which instilled discipline and awareness
  • collaboration with subcontractors, honoring contractual commitments while integrating work results by all participants efficiently

I liked the positive feedback and I thought by myself, what would be easier: maintaining a technology acumen, or building on people skills continuously acquired and tried. For me, the answer was clear: working with people will be always required while technology is changing quickly and also has a wide range of options nobody can capture. And, maybe most importantly, I focused on my new priority and cut off any ties to technology. It was a decision with consequences that I never regretted.

PMR:       As a program manager yourself, what leadership style do you adopt and how do you assess your own leadership style?

Walenta:     In general I adopt a servant leadership style with my team based on ethical values and beliefs.  I use the PMI Code of Ethics and Professional Conduct as a base for that. In certain situations (crises, conflicts) I use a more authoritative style, but where does the authority come from? It comes from being accepted as the leader by previous ethical behavior instilling trust. Sometimes the team even demands more guidance from me, e.g. being guided more closely in problem solving or keeping timelines and agendas, and I try not to offer this to them, since it would mean to manage, not to lead, and take the challenge away to improve themselves.

As a program manager specifically, in a business stakeholder environment, I am more blunt, direct and persistent, trying to establish a powerful position and finding allies. This may include pre-meeting conversations. But I avoid common behaviors like being dishonest or bullying others also in these circumstances. Having worked a lot with Japanese, I understand and focus on relationship building and reaching consensus and establishing a reputation.

In any international environment it is key to be aware of the cultural specifics and prepare accordingly.

PMR:     You’ve noted that “lessons learned” is the right thing to do in PM. Would you please explain it?

More…

To read entire interview, click here

 

Editor’s note: This interview was first published in PMR, Project Management Review magazine, China.  It is republished here with the permission of PMR. The PM World Journal maintains a cooperative relationship with PMR, periodically republishing works from each other’s publications. To see the original interview with Chinese introduction, visit PMR at http://www.pmreview.com.cn/english/

 



About the Interviewer


Yu Yanjuan

Beijing, China

 

 

 

Yu Yanjuan, Bachelor’s Degree, graduated from the English Department of Beijing International Studies University (BISU) in China. She is now an English-language journalist and editor working for Project Management Review Magazine and website. In the past, she has worked as a journalist and editor for China Manned Space Agency website and Student English Times. She once worked part-time as English teacher in training centers. For work contact, she can be reached via email [email protected] or Linkedin https://www.linkedin.com/in/yanjuan-yu-76b280151/.

 

Interview with Lin Shaopei

 

PM Talents Are Nutrition of Economic Growth

Interview with Prof Lin Shaopei

Institute of Engineering Management

Shanghai Jiaotong University, Shanghai, China

 

Interviewed by Yu Yanjuan

Journalist, Project Management Review: PMR (China)

Journalist’s Introduction

Lin Shaopei is a professor of the Institute of Engineering Management, Shanghai Jiaotong University in China. For his extraordinary contribution to PM profession, he was awarded the Lifetime Achievement Award of PMI (China) in 2012, the Excellent Service Award of ICE in 2015 and the Service Achievement Award of PMI GAC in 2016. He has published nine books and more than 200 papers in Chinese and international journals, conferences covering a variety of disciplines, including AI, engineering, economics, system engineering, computational mechanics, computer application, and fuzzy mathematics applications, etc.

Having been in this profession for over three decades, Professor Lin Shaopei takes PM promotion and talent cultivation as his obligation. Though he majored in Science engineering in college, he changed his career to project management to “follow the tide” in 1980s. In his eyes, life itself is about identifying trends and adapting yourself to the tendencies. It turned out that he made a successful career transformation as he has become a distinguished figure in project management.

As a journalist, I’m impressed by Professor Lin Shaopei’s enthusiasm for this profession and professional spirit. Though in his eighties, he is still active in devoting himself to studying project management in VUCA era. During the interview, he was busy with an exchange visit in Israel but he delivered what he had promised so that the interview article can be published on time, to which I owe my sincere gratitude. In my eyes, Professor Lin Shaopei is a gentleman with universal love as he puts prosperity of the country and the profession before his own fame and interests. It’s the honor of our PM community to have such dedicated promoters as Professor Lin Shaopei.

Interview

PMR:      You’ve noted that prosperity of a nation depends on economic growth and the growth of economy depends on projects. Would you please elaborate on this view?

Lin Shaopei (Shaopei):           The project is the economic cell of society. Without best practices and successful projects, there will be no economic prosperity of a nation. In other words, if you want the cells of your body to be stronger, you need to have nutrition and physical exercise. For a country, if you want the projects to be successful, you really need PM talents and favorite social environment. Here, PM talents are similar to nutrition and favorite environment such as government policies, soundness of legislation system as well as prosperous market potentiality etc., is like physical exercise for growing the cells.

PMR:      Under the One Belt and Road Initiative, more Chinese enterprises will “go out”. In terms of risk management, would you please offer them some tips? What are the major causes for overseas project failure?

Shaopei:          During my five years’ theoretical and practical site visit’s investigation (2010-1014) in the Sino-UK joint research project on the overseas construction and investment behavior of Chinese enterprises, I have had a deep understanding about this problem and concluded that besides the conventional political, economic, legislative, cultural, technical and management risks, the failure of Chinese enterprises are caused by their decision makers who have stepped into the “Decision Traps”. There are nine decision traps, namely:

  1. Trap of mis-understanding(by fickleness and extreme
  2. Trap of lost control (by chaos in thinking philosophy)
  3. Trap in mis-direction (by blind judgment)
  4. 4. Trap in lack of investigation (by great determination under less information)
  5. Trap in mis-judgment (by experientialism and dogmatism)
  6. Trap in moral insufficiency (by swindle and failure in good faith)
  7. 7. Trap in learning insufficiency (less leadership by lack of diligence)
  8. Trap in irresponsibility (by less professional ethics)

Moreover, the implicit risks are more severe than the explicit risks mentioned above. The problem lies in its implicitness, severity and difficulty in removal. The implicit risks can be moved only if the “soft power” of the enterprises and its staffs would be approached to the international market standard. The “soft power’ is not only to be represented by the military and economic potentialities, but more importantly by the market behavior of enterprises as well as the personal qualification of its staffs.

PMR:      As you have emphasized, in practice we should combine western project management knowledge with China’s actual situation. Would you like to explain more on this topic?

More…

To read entire interview, click here

 

Editor’s note: This interview was first published in PMR, Project Management Review magazine, China.  It is republished here with the permission of PMR. The PM World Journal maintains a cooperative relationship with PMR, periodically republishing works from each other’s publications. To see the original interview with Chinese introduction, visit PMR at http://www.pmreview.com.cn/english/

 



About the Interviewer


Yu Yanjuan

Beijing, China

 





Yu Yanjuan
, Bachelor’s Degree, graduated from the English Department of Beijing International Studies University (BISU) in China. She is now an English-language journalist and editor working for Project Management Review Magazine and website. In the past, she has worked as a journalist and editor for China Manned Space Agency website and Student English Times. She once worked part-time as English teacher in training centers. For work contact, she can be reached via email [email protected] or Linkedin https://www.linkedin.com/in/yanjuan-yu-76b280151/.

 

 

China Brings Cultural Strengths into PM

 

Interview with Stacy Goff

CEO of ProjectExperts®
Co-Founder & Past President, IPMA-USA
Former Vice President & Honorary Fellow, IPMA


Interviewed by Yu Yanjuan
Journalist, Project Management Review: PMR (China)

PMR Introduction

Stacy A. Goff, IPMA Level D®, PMP®, the PM Performance Coach, is CEO of ProjectExperts®, a USA-based global Portfolio, Program, and Project Management consulting, coaching and training company. A Project Management practitioner since 1970 and consultant since 1982, he helps improve Enterprise, Department, Project Team, and personal PM effectiveness and Performance.

An insightful consultant and dynamic speaker, Goff presents at major global congresses and conferences, and offers workshops of interest to Executives, Managers, Program and Project Managers and leaders, technical staff, and individual contributors. His Project Management tools and methods are used by government agencies, enterprises and other consultancies on six continents.

A prolific writer, his articles appear on ProjectExperts.com, IPMA-USA.org, and PM World Journal, and are translated on other websites around the world. His Change Agents blog is a popular section of the IPMA-USA.org website. His industry vision is sought by others: He wrote Chapter 9, Visions for the PM Software Industry, for Project Management Institute’s book, Project Management Circa 2025. He co-authored the chapter on Project Communication for IPMA-Germany’s advanced Project Competence Baseline.

Goff has co-founded professional associations and chapters, and participated in standards development teams. He is co-founder and recent President of IPMA-USA, and was the 2011-2014 Vice President of Marketing and Events for IPMA, the International Project Management Association. In 2015, he was named an IPMA Honorary Fellow. He has also served as a member, chapter co-founder, and contributor (articles, book chapters, webinars) for PMI, Project Management Institure, since 1983.

Mr. Goff brings a results-oriented approach to Personal, Project, Program, and Portfolio Management; thus his tagline, the PM Performance Coach. His insight for the needed PM Competences and his grasp of the secrets to organizational performance translate to improved business results.



Interview

Project Management Review (PMR):     You were an amateur race car driver. Have you applied PM knowledge in driving race cars?

Stacy Goff (Goff):       The experience of driving race cars and having a PM background is a two-way street—it offers benefits in both directions. First, I was successful as an amateur race driver because, in part, of my project management experience. I was always better-prepared than most other drivers; I was able to strategize, prioritize, and more intensely focus than others; it was easier to convince sponsors to support our effort; and we always attracted a strong team.

Second, as you suggest, racing improved my project insights: the excitement, risk and intensity of “driving at speed” gave me a much deeper understanding of the secrets of high-performance. And this was not just my own high-performance efforts, but also, those of my team.

PMR:   In one of your articles, you have made comparisons about different PM certifications. What’s your attitude towards certifications (their role, necessity, etc.)?

Goff:    Yes, the article you mentioned, Comparing PM Certifications: Which Is Best For You?, evaluates the top certifications in the world of project and program management. These range from exam-based certifications, to those that require professional assessment of demonstrated competences in actual initiatives. In the article, I identified three criteria for evaluating PM certifications: A. Prerequisites; B. Breadth of Coverage; and C. Rigor of Assessment.

To write the article, I used independent research that evaluated a wide range of PM certification offerings, scoring each certification against the criteria above. I cross-multiplied the three criterion’s normalized scores to form what I named “The Certification Effectiveness Cube”. The key to each certification’s appropriateness (and thus necessity) is whether it matches the role, and level of experience, of the certificant, and of the certification.

Each PM certification has a target audience, and a purpose for that audience. Some, such as those that use multiple-choice exams, are often designed for an entry-level audience: Those who are just beginning their career in project management. They do very little for more advanced practitioners.

Other certifications, with stronger prerequisites, higher breadth of coverage, and greater rigor, are targeted towards advanced audiences. These require more than memorizing for an exam; they require demonstrated competence or results in actual projects or programs.

There are many other certifications beyond those I evaluated. Are they necessary? Perhaps! Three audiences for whom a PM certification might be most-needed include:

More

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Editor’s note: This interview was first published in PMR, Project Management Review magazine, China.  It is republished here with the permission of PMR. The PM World Journal maintains a cooperative relationship with PMR, periodically republishing works from each other’s publications. To see the original interview with Chinese introduction, visit PMR at http://www.pmreview.com.cn/english/

How to cite this interview: Yanjuan, Y. (2018).  China Brings Cultural Strengths into PM, Interview with Stacy Goff, Project Management Review, China, Republished in PM World Journal, Vol. VII, Issue VII – July.  Available online at https://pmworldjournal.net/wp-content/uploads/2018/07/pmwj72-Jul2018-Yanjuan-Interview-with-Stacy-Goff.pdf



About the Interviewer


Yu Yanjuan

Beijing, China

 

 



Yu Yanjuan
, Bachelor’s Degree, graduated from the English Department of Beijing International Studies University (BISU) in China. She is now an English-language journalist and editor working for Project Management Review Magazine and website. In the past, she has worked as a journalist and editor for China Manned Space Agency website and Student English Times. She once worked part-time as English teacher in training centers. For work contact, she can be reached via email [email protected] or Linkedin https://www.linkedin.com/in/yanjuan-yu-76b280151/.

 

 

 

PM Competence Is Key Growth Driver of Developing Countries

 

Interview with Ding Ronggui

Dean of Department of Management Science and Engineering Research Institute School of Management, Shandong University

Shandong, China

Interviewed by Yu Yanjuan

Journalist, Project Management Review: PMR (China)

Journalist’s Introduction

When it comes to project management in China, there is a name that we can’t miss: Ding Ronggui. Ding Ronggui, Doctor of Engineering, is Professor, Doctoral Supervisor and Dean of Department of Management Science and Engineering Research Institute, Shandong University School of management

Praised as the “spokesman and salesman of China wisdom in project management”, Professor Ding Ronggui has been devoted to promoting China wisdom in project management. Reading his articles and books including a wide variety of quotations from Chinese Literature, I’m amazed by his profound knowledge and thought-provoking observations. His newly published book Taiji Logic: Chinese Wisdom for Project Governance has been well-received by readers. It offers new insights into how Taiji Logic facilitates project governance. The book is just one example of how he draws project management wisdom from Chinese culture.

As a professor and consultant, he attaches great importance to the interaction of theory and practice. He insists on improving and perfecting his project management thinking in practice. Standing at the forefront of project management research, he is capable of explaining professional terms in simple, vivid and interesting language

As a PM enthusiast, he enjoys doing creative work and communicating with people from diverse cultural and knowledge backgrounds. In his eyes, projects are the platform for stakeholders to carry out cooperation and project management means achieving unique or even challenging accomplishments by uniting all possible forces. That’s why he chooses PM as his career. He takes great delight in doing what he loves.

Benjamin Franklin has said, “In this world, nothing can be said to be certain, except death and taxes.” Professor Ding Ronggui takes this quote further by saying that, “In fact, there is a third thing that is certain and unavoidable. That is, we all live in projects.”  I hope that with commitment and efforts from talent like Professor Ding Ronggui, we will all live happily and successfully in projects one day.


 

Interview

Part 1: PM and Chinese Culture

Project Management Review (PMR):    As the person who coined the terms “project thinking” and “project mindset”, would you please introduce effective ways of project thinking?

Ding Ronggui (Ronggui):        As effective project managers, they should have three fundamental competencies, including the competency of understanding project information, the competence of identifying and integrating project resources and the competence of transforming conceptions into project deliverables. To possess the three competencies, project managers should have effective ways of project management thinking.

Project thinking includes system thinking and dialectical thinking.

Many problems result from lack of systems. For projects, we need to establish a system, which is the balance between partial and overall goals. Different aspects of a thing are interconnected. An important aspect in system thinking is stakeholder thinking.

Projects are unique, new, dynamic and temporary. All things are unitary and opposing. That’s why we need dialectical thinking. In project management, there are lots of dialectical thinking viewpoints. For example, we shouldn’t rely on people, but systems including people.

China-style project management takes root in system thinking and dialectical thinking. And Taiji thinking integrated the two thinking ways.

PMR:   You are hailed as the “spokesman and salesman of China wisdom in project management”. From your perspective, what’s the impact of Chinese culture on project management?

Ronggui:         The key to management is to build relationship between people. The approach of building such relationships and its effectiveness are closely associated with culture. It’s not sufficient to rely on hard rules especially for innovative projects with diverse stakeholder backgrounds. Soft culture-specific management style and leadership art are more useful and important.

If we compare hard rules to bricks for building a house, culture will be the gap between them. Therefore it’s important to take culture into consideration in project management. Compared with western cultures, Chinese culture focuses more on human sympathy and interpersonal relationship and even those subtle unspeakable emotions. “Finalizing a project and thus making a group of friends” is common among Chinese project managers, which shows the importance of culture.

More…

To read entire interview, click here

 

Editor’s note: This interview was first published in PMR, Project Management Review magazine, China.  It is republished here with the permission of PMR. The PM World Journal maintains a cooperative relationship with PMR, periodically republishing works from each other’s publications. To see the original interview with Chinese introduction, visit PMR at http://www.pmreview.com.cn/english/

How to cite this interview: Yanjuan, Y. (2018).  PM Competence Is Key Growth Driver of Developing Countries, Interview with Ding Ronggui, Project Management Review, China, Republished in PM World Journal, Vol. VII, Issue VII – July.  Available online at https://pmworldjournal.net/wp-content/uploads/2018/07/pmwj72-Jul2018-Yanjuan-Interview-with-Professor-Ronggui.pdf



About the Interviewer


Yu Yanjuan

Beijing, China


 


Yu Yanjuan
, Bachelor’s Degree, graduated from the English Department of Beijing International Studies University (BISU) in China. She is now an English-language journalist and editor working for Project Management Review Magazine and website. In the past, she has worked as a journalist and editor for China Manned Space Agency website and Student English Times. She once worked part-time as English teacher in training centers. For work contact, she can be reached via email [email protected] or Linkedin https://www.linkedin.com/in/yanjuan-yu-76b280151/.

 

 

People Outweigh Methods and Tools

Interview with Reinhard Wagner

Chairman of Executive Council
International Project Management Association
Honorary Chair, German Project Management Association

Interviewed by Yu Yanjuan
Journalist, Project Management Review: PMR (China)
http://www.pmreview.com.cn/english/

 

Journalist’s notes

For more than three decades he has been dancing with projects and walking in pace with project management. Having participated in the development of project, programme and portfolio management standards, he always stands in the frontier of project management and follows the footsteps of change. His footprints spread across diverse sectors as Air Defense, Automotive Engineering, and Machinery, as well as various not-for-profit organizations. Who is he? Yes, he is Chairman of the IPMA Council and Past President of IPMA. Talking about project management, he has many “gold sentences”.

Introduction to Reinhard Wagner

Reinhard Wagner has been active for more than 30 years in the field of project- related leadership, in such diverse sectors as Air Defense, Automotive Engineering, and Machinery, as well as various not-for-profit organizations. As a Certified Projects Director (IPMA Level A), he has proven experience in managing projects, programmes and project portfolios in complex and dynamic contexts. He is also an IPMA Certified Programme and Portfolio Management Consultant, and as such supports senior executives in developing and improving their organizational competence in managing projects. For more than 15 years, he has been actively involved in the development of project, programme and portfolio management standards, for example as Convenor of the ISO 21500 “Guidance on Project Management” and the ISO 21503 “Guidance on Programme Management”. Reinhard Wagner is Past President of IPMA and Chairman of the Council, Honorary Chairman of GPM (the German Project Management Association), as well as Managing Director of Tiba Managementberatung GmbH.

 



Interview

Q1. As 2018 Chairman of the IPMA Council, would you please tell us what measures IPMA will take to promote the development of project management in China?

Reinhard Wagner: IPMA´s vision is “promoting competence throughout society to enable a world in which all projects succeed”, which we will continue to set into practice in China through our member association Project Management Research Council (PMRC). PMRC is networking in China through many associated regional PM Associations and Universities, providing education and training, offering certification, performing research and — what is most important to us — spreading the idea of good practices through our Young Crew (YC) to young professionals in China. This year, PMRC will conduct a joint research project with IPMA, analyzing the degree to which China is project-oriented. In Germany for example, more than one third of the Gross Domestic Product (GDP) was created through projects. Trends show further increases in Germany. What about China? We could assume that the project-orientation is the same, but we need facts and figures for comparison. Thus, IPMA helps to benchmark and develop the project management in its member associations.

Q2. As John Chapman writes, “Projects can be a battle at times. There are finite resources available, multiple projects running at the same time with varying priorities, and business as usual constraints…”, the life of project managers is hard. Do you agree with that? In your opinion, how can project managers deal with challenges?

Reinhard Wagner: I agree with the statement of John, but isn´t this exactly why we are doing projects? If a task were easy, just repetition and thus boring, we would not be satisfied, right? A short survey revealed what project managers are looking for: a challenging task is the No. 1 reason for people to take responsibility of a project. A project manager needs to be a certain type of personality, someone that is striving for the extra mile, looking for challenges and maybe also the adventure… It´s certainly nothing for people with an attitude of a 9 to 5 job. We need to carefully balance the challenges, not to overdo it with the project, but use them to learn, to grow and make our way forward on our journey…

Q3. Having worked in the field of project management for over three decades, what changes have you observed

More…

To read entire interview, click here

 

Editor’s note: This interview was first published in PMR, Project Management Review magazine, China.  It is republished here with the permission of PMR. The PM World Journal maintains a cooperative relationship with PMR, periodically republishing works from each other’s publications. To see the original interview with Chinese introduction, visit PMR at http://www.pmreview.com.cn/english/

 

 

PPP Should Return to Its Original Goals

Interview with Dr. Wang Shouqing

Professor and Chief Expert
Center for Public-Private Partnership
Tsinghua University, China

Interviewed by Yu Yanjuan
Journalist, Project Management Review: PMR (China)

 

Journalist’s notes

Public Private Partnership (PPP) has witnessed roaring growth in China since 2014. What does PPP mean in China? What are the challenges behind the PPP heat? What factors should PPP participants pay special attention to? What about the future of PPP in China?

With those questions in mind, we are so honored to have an interview with Dr. Wang Shouqing, professor in Tsinghua University, Chief Expert at Center for Public-Private Partnership (PPP), Tsinghua University. Hailed as “PPP Godfather”, he has been dedicated to PPP research, teaching, training and practice in China for more than two decades. His efforts and selfless dedication for promotion of PPP have paid off with fruitful academic accomplishments. We extend sincere gratitude and respect to him for his generosity to share forward-looking views with us and for his commitment and devotion to promote regulated PPP practice in China.

 



Interview

Q1: As a top expert on PPP, would you please offer us a brief introduction to PPP in China?

Wang Shouqing: By definition, PPP in China is slightly different from that in other countries. In China, PPP means cooperation between government and social capital (official term, including both private and government-owned companies which have independent debt liability).

By the end of 2017, total investment of PPP since 2014 has amounted to 18,200 billion, making China the largest PPP market in the world. I believe we should promote PPP step by step on a gradual basis. Though regulated PPP is one of the best delivery approaches of public projects, we are not supposed to take it as a master key to all projects.

Due to the large population and developing stage of China, the PPP market in China is huge and will be long lasting if PPP meets the central government’s objectives of applying PPP, e.g. to provide more and better public goods/services, solve government budget constraint and reduce government debt, improve efficiency and achieve Value for Money.

Q2: Aside from difference in definition, are there other differences between PPP in China and PPP in western countries?

Wang Shouqing: According to my observation, they also have different understandings about PPP principles and essentials. For example, PPP in China puts more emphasis on process while PPP in western countries is more results-driven. Our financing for PPP projects is mainly based on credit (corporate finance) while in western nations PPP is mainly on project finance. In China, we don’t have a unified governing body for PPP. In the initial stage of PPP development, local governments take PPP approach for almost all (if not all) public projects while  PPP is just one of various approaches for public projects in the west.

Q3: What are the challenges or barriers that PPP faces in China? In which direction should we make more efforts?

More…

To read entire interview, click here

 

Editor’s note: This interview was first published in PMR, Project Management Review magazine, China.  It is republished here with the permission of PMR. The PM World Journal maintains a cooperative relationship with PMR, periodically republishing works from each other’s publications. To see the original interview with Chinese introduction, visit PMR at http://www.pmreview.com.cn/english/

 

Interview with Darren Dalcher PhD, HonFAPM

Honorary Professor at the University of Kent
Founder and Director of the National Centre for Project Management, UK (NCPM)
Editor-in-Chief, Journal of Software: Evolution and Process
Editor, Advances in Project Management

 Interviewed by Ömer Berkay Dağlı
Southampton, United Kingdom

Prof. Darren Dalcher is the founder and Director of National Centre for Project Management. He has built a reputation as leader and innovator in the area of practice-based education and reflection in project management and has worked with many major industrial, commercial and charitable organisations and government bodies. He has been named by the Association for Project Management (APM) as one of the top 10 “movers and shapers” in project management in 2008 and was voted Project Magazine’s “Academic of the Year” for his contribution in “integrating and weaving academic work with practice”. Following industrial and consultancy experience in managing IT projects, Professor Dalcher gained his PhD in Software Engineering from King’s College, University of London.  Professor Dalcher has written over 200 papers and book chapters on project management and software engineering. He is Editor-in-Chief of the Journal of Software: Evolution and Prcoess. He is the editor of the book series, Advances in Project Management, published by Routledge and of a companion series Fundamentals of Project Management. He is an Honorary Fellow of the APM, a Chartered Fellow of the British Computer Society, a Fellow of the Chartered Management Institute, and the Royal Society of Arts, A Senior Member of the Institute for Electrical and Electronics Engineers, a Senior Fellow of the Higher Education Academy and a Member of the Project Management Institute (PMI), and the British Academy of Management. He is a Chartered IT Practitioner. He is a Member of the PMI Academic Member Advisory Group and of the APM Research Advisory Group and is currently involved in editing the next edition of the APM Body of Knowledge.  Prof Dalcher is an academic editorial advisor for the PM World Journal.

Ömer Berkay Dağlı (Dağlı): Dear Prof. Dalcher, first of all, thank you for this opportunity to have an interview with you. Could you please introduce yourself to PM World Journal readers?

Prof. Darren Dalcher (Dalcher):     Thank you very much for arranging this interview. I suppose I could introduce myself as an author, teacher, researcher and editor who is passionate about projects and the wider impacts that they have on society. I have been working in this space for around 30 years sharing and co-creating knowledge with practitioners, challenging the existing boundaries and the bodies of knowledge and trying to find relevant and applicable insights in other disciplines and domains.

Dağlı:           In one of your articles, you mentioned a quote from Marry Shelly, ‘‘Nothing is so painful to the human mind as a great and sudden change’ As an experienced project manager do you think this pain is the ultimate challenge for organizations too? Could you briefly tell us what project management means for you related to this thought?

Dalcher:       Yes, of course. Over the years we have learned that change can engender strong feelings, resistance and protests when it is imposed on people. Words such as pain and anguish are used when people describe their responses to and feelings about change that is introduced, leading to attempts to fight, block and otherwise undermine the change initiatives. Even the choice of words would suggest a strong reaction that in turn leads to resistance. Organisations are made up of many individuals with their own agendas and that same pain, and the same attempts to block, or arrest change, operate at that level too. It was recently reported that one of leading reasons for CEOs losing their job is their inability to deliver intended change and this has primarily to do with the impact that the change has on individuals.

If I could change the terminology, ever so slightly, in answering your question about personal meaning; for me, the management of projects means an informed attempt to bring people on board, when devising new enterprises and endeavours and bringing in innovation. It is about identifying needs, getting participants involved, delivering assets and new capabilities in a fashion that will enable users to utilise them in beneficial ways. The beneficial use will then contribute to realising the value from the proposed change.

Dağlı:           I know you have a lot of tasks on your plate. However, I want to ask you about National Centre of Project Management (NCPM). Could you tell us about this centre with an explanation of general structure and function

More…

To read entire interview, click here

 

How to cite this interview: Dağlı, Ö. (2018); Interview with Prof Darren Dalcher; PM World Journal, Vol. VII, Issue 6 – June. Retrieved from https://pmworldjournal.net/wp-content/uploads/2018/06/pmwj71-Jun2018-Dagli-Darren-Dalcher-Interview.pdf



About the Interviewer


Ömer Berkay Dağlı

Southampton Business School
Southampton, United Kingdom

 

 


Ömer Berkay Dağlı
is currently a Masters Candidate at Southampton Business School, University of Southampton, based in UK for the academic year 2017-2018. Previously, he has served as an Officer on Watch for over 30 months on board chemical tankers, based in different routes around the world where he served as Third and Second Officer. He completed his graduation in Marine Transportation Management dual diploma with honours from both Istanbul Technical University, Turkey and State University of New York Maritime College, USA in 2014. His major fields of study are project management, logistics and inter-modal transportation. His research interests include global project management, leadership, uncertainty management, programme and portfolio management, strategic PM, PM governance, stakeholders, project control and PM in the transportation and logistics industries.  Omer served as a research intern for the PM World Library during January 2018, completing the program in record time.  He can be contacted at [email protected]

 

 

Interview with Joel Carboni, PhD

President and Founder – GPM Global and the IIPSD
President – IPMA-USA

 

Interviewed by Ömer Berkay Dağlı
Southampton, United Kingdom

Joel Carboni, PhD, KStG, GPM®, IPMA Level B® is a leading figure on sustainable project management. He is a graduate of Ball State University and holds a Ph.D. in Sustainable Development and Environment. He has over 20 years’ experience in portfolio, program and program management working in Municipal Government, Big Five Consulting, Banking, and Higher Education. He is the founder of Green Project Management (GPM Global) and is the President of IPMA-USA.

As an author and an actor on the international sustainable development movement he is the GPM Global representative to the United Nations Global Compact, a founding signatory of the UN’s Business for Peace Initiative, signatory to the call to action on Anti-Corruption, Caring for Climate, and one of only fourteen listed supporting organizations of the UN Principles for Responsible Management Education Initiative (PRME). He is a frequent speaker at project management and sustainability symposiums, congresses, and conferences all over the world.

Joel is the architect of the GPM PRiSM Methodology, The GPM P5™ Standard for Sustainability in Project Management, Co-Architect of the Portfolio, Program and Project Materiality Assessment Model (PSM3), and Advisor to the IPMA Individual Competence Baseline 4th Version (ICB4).  Also Dr. Carboni is the first recipient of an IPMA Achievement Award for “Applying sustainable principles to project delivery” in October of 2013. He is a Certified Senior Project Manager (IPMA Level B®), Certified Green Project Manager (GPM®) and PSM3™ First Assessor.

 


Ömer Berkay Dağlı (Dağlı): Dear Dr. Carboni, first of all, thank you for agreeing to have an interview with me. It is very important for me to welcome a knowledgeable and experienced project manager like you. Could you please introduce yourself to PM World Journal readers?

Joel Carboni (Carboni): Hi Omer, Thank you for the opportunity to chat. I fell into project management by accident as many do.  I live in Detroit, here in the U.S., am married and have two great kids. I feel like the airport is my second home though as much as I travel.  I have spent the past nine years trying to advance sustainable practices and have put my suitcase down in over 50 countries.

Dağlı:           Related with these changes in your life, in one of your interviews (Pasian, B. 2017)[1], you mentioned that project management is the only discipline that focuses entirely on change. Could you briefly tell us what project management means for you related with this thought?

Carboni:       Projects are essentially change. Whether it is a new skyscraper changing the look of a city skyline, two corporations merging into one, or the redesign of a car, project management is a common thread.  To me, project managers are the protagonists to change.

Dağlı:           What is it that you are most proud of after working in this field for so long? Please share with us some unforgettable lessons learned in your career?

Carboni:       I have had the great fortune to work in several industries in different types of projects which has given me unique perspectives, proving invaluable.  When developing methods and standards, I am able to draw from a wide spectrum of projects and take into consideration how my work would be viewed through the lens of different types of project managers.  In terms of lessons learned… I would say that if I could go back in time and share one thing with a younger version of myself it would be to elevate the importance of benefits realization over time, cost, and scope.

I know saying this opens a can of worms, but I can say that from my experience in the field, executives understand benefits and for project management to ascend into a mature profession, we need to of course hold true to our roots but at the same time evolve to become more business focused.

Dağlı:           I know you’ve been on a lot of tasks together. Among these, I think it should be the IPMA-USA presidency that takes your most time. Could you tell us about this task with the explanation of general structure and function of IPMA?

More…

To read entire interview, click here

 



About the Interviewer


Ömer Berkay Dağlı

Southampton Business School
Southampton, United Kingdom

 

 

 Ömer Berkay Dağlı is currently a Masters Candidate at Southampton Business School, University of Southampton, based in UK for the academic year 2017-2018. Previously, he has served as an Officer on Watch for over 30 months on board chemical tankers, based in different routes around the world where he served as Third and Second Officer. He completed his graduation in Marine Transportation Management dual diploma with honours from both Istanbul Technical University, Turkey and State University of New York Maritime College, USA in 2014. His major fields of study are project management, logistics and inter-modal transportation. His research interests include global project management, leadership, uncertainty management, programme and portfolio management, strategic PM, PM governance, stakeholders, project control and PM in the transportation and logistics industries.  Omer served as a research intern for the PM World Library during January 2018, completing the program in record time.  He can be contacted at [email protected]

 

[1] Pasian, B. 2017. Thoughts on Climate Change and Project Management. Project Management Research and Practice, 4, 5462. http://dx.doi.org/10.5130/pmrp.v4i0.5462

 

 

Interview with Caterina La Tona, BCS, PMP, PfMP

Chair, PMI Board of Directors, 2015-2020

Interviewed by İpek Sahra Özgüler
Istanbul, Turkey

Caterina La Tona’s career spans more than 30 years, serving multiple industries and characterized by successive global roles, setting strategy and delivering cornerstone initiatives. She is now an advisor, focused on realizing business transformation with IT executives and teams. As HP Executive Director, Ms. La Tona led the global transition/transformation and program/project management (PPM) capability, driving predictability and repeatability. People and process development were prime goals. Ms. La Tona strengthened the PPM job family to reflect success profiles and implemented a single global method and lessons learned process. As Transformation Executive for the EDS Manufacturing, Industrial and Energy Industry Group, she drove business results with IT executives through transformation advisory services and critical change initiatives. All facets of the business were affected, requiring strong leadership, integration and collaboration.

Ms. La Tona’s former roles included positions in global portfolio management, contract negotiations and global manufacturing/engineering function management. The breadth of Ms. La Tona’s experience positioned her to write and speak to diverse groups globally. Topics have included women in leadership, global project/program management, portfolio management, successful transition/transformation and management of change. She has traveled extensively, working with local teams, sharing knowledge and advancing objectives.

Ms. La Tona holds a Bachelor of Computer Science degree with honors from the University of Windsor and attended Thunderbird-American Graduate School of International Management’s program focused on managerial issues in the global enterprise. She is a founding member of the Project Management Institute (PMI) Global Executive Council and has supported multiple PMI initiatives over the years. She has been a mentor for 12 years at EDS, HP and with the Michigan Council of Women in Technology. Ms. La Tona enjoys cross country skiing, hockey and travel.

 


 Ipek Sahra Özgüler (Özgüler):          It appears that you have a wealth of experience working with different organizations worldwide. Can you provide some background on what your specific role is with the organizations you work with?

Caterina La Tona (La Tona):      My career has revolved around roles with global clients that want to be able to acheive their strategies and execute transformation initiatives successfully. These initiatives are critical to their ability to compete and their ability to deal with disruption. Today, disruption is the new normal.  Organizations that succeed are able to quickly adapt to the changing market, geopolitical and technological conditions. Whether you are the disruptor — or the one being disrupted — you must continue to innovate to stay relevant. While organizations have always had to deal with disruptions, the difference with today’s disruptions is the speed in which they come.

Helping organizations deal with critical challenges to successfully achieve their strategies and goals is my focus. The way that organizations do that is through change and tranformation. I’ve had the unique opportunity to work with a lot of different companies across a lot of different industries to help them successfully navigate the transformation required.

To enable organizations to transform successfully, I must be able to bring the breadth of my knowledge, background, experiences and the toolkit of what I’ve learned over the years to the table. A critical part of that is the ability to assess an organization’s culture, readiness for change, sponsorship and strategic alignment. As I look at embarking on a transformation, being able to say what will work for that particular organization is critical. It is a mistake to assume the same approach, tools and processes that worked for one organization will work for all. It’s really a blend of art and science, understanding the organization, their strategy, their culture and the magnitude of the change.

As I think about my career and what my focus has been, it’s been about helping organizations realize their vision through their strategic objectives. Each and every project was a stepping stone for those organizations and the ability to enable that is very rewarding.

Özgüler:          What do you look for when you evaluate an organization’s sponsorship?

La Tona:          Essentially, how actively engaged their executive sponsors are on a project. I’ve had experience with actively engaged executive sponsors — and executive sponsors that are not properly engaged with a project. The difference is drastic.

Actively engaged executive sponsors help organizations bridge the gap between influencers and implementers to significantly increase collaboration and support, boost project success rates and reduce risk. Having an engaged sponsor ensures continued alignment between the strategy and the benefits the project is expected to realize.

Research continues to show that investing in actively engaged executive sponsors is a top driver of projects meeting their original business goals. In fact, in the 2018 Pulse of the Profession® survey, a global survey conducted by PMI that uncovers the latest trends in project management, organizations with a higher percentage of projects with actively engaged executive sponsors reported 40 percent more successful projects than those with a lower percentage of projects with sponsors.

I was asked recently how you determine who should be your executive sponsor. I suggest your executive sponsor should be the executive who has the most to gain from your project succeeding. That will help ensure they are actively engaged given their stake in its success.

More…

To read entire interview, click here

 



About the Interviewer


İpek Sahra Özgüler

Istanbul, Turkey

 



İpek Sahra Özgüler
graduated from the Istanbul University with a Bachelor of Science degree in Computer Engineering and from Middle East Technical University with an MSc degree in Software Management. As a project manager, she has more than 10 years’ experience in various areas such as portfolio management, program management, project management, software management, business analysis. She became a certified PMP in January, 2012 and a certified SCRUM Master in 2014.

She has managed a variety of projects across manufacturing, defence, FMCG (Cola Cola), insurance (Euler Hermes), audit (Deloitte), telecommunication, ICT and aviation sectors and gained broader insights. In addition, she has worked as international correspondent for the PM World Journal since 2014.

İpek is based in Isanbul and can be contacted at [email protected].  Her portfolio is published at the http://ipeksahra.strikingly.com/.

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

 

 

Interview with David L. Pells

Managing Editor
PM World Journal

Interviewed by Yu Yanjuan
Journalist, Project Management Review: PMR (China)

Journalist’s notes

PM World Journal is an influential professional eJournal for program and project management. Lots of scholars, students, PM practitioners in China regard it as a reliable source for trends and updates in the field of project management. The journal enjoys great popularity in China.

I feel honored to have an interview with David L. Pells, Managing Editor of the PM World Journal. With over 35 years of experience in project management, David L. Pells shares generously with us his thought-provoking viewpoints and insightful observations about the profession. On behalf of PMR, I extend sincere gratitude to David L. Pells.

Notes from David Pells

Dear Spring (Yu Yanjuan), Thank you for this opportunity to share my thoughts and perspectives with your readers in China. I have followed the PMR since it began publication and want to congratulate you and your editorial team for supporting the advance of professional project management in China.  I am honored to be interviewed.

Introduction of David Pells

David L. Pells is Managing Editor of the PM World Journal, a global eJournal for program and project management, and Executive Director at the PM World Library. He is also the president and CEO of PM World, the virtual organization behind the PM World Journal and Library, and president of PM World Services, a U.S. firm providing high level PM advisory services for major government programs.

David is an internationally recognized leader in the field of professional project management with more than 35 years of experience on a wide variety of programs and projects, including engineering, construction, defense, transit and high technology, and project sizes ranging from several thousand to ten billion dollars. He continues to act in advisory roles for several global programs and organizations. He has been an active professional leader in the United States since the 1980s, served on the board of directors of the Project Management Institute (PMI®) twice, and founded and led the Global Project Management Forum, a series of meetings of international PM professional leaders from around the world, during the 1990s. David was awarded PMI’s Person of the Year award in 1998 and Fellow Award in 1999. He is an Honorary Fellow of the Association for Project Management (APM) in the UK, of Project Management Associates (PMA – the national PM society of India), and of the Russian Project Management Association SOVNET. David has published widely, speaks at conferences and events worldwide.

 


 

Interview

Q1. You have more than 35 years of experience in project management; what changes have happened in PM?

David L. Pells (Pells):  In 35 years there have been many, many changes in the project management field. When I began to work in major projects in the mid-1970s, such important concepts as critical path planning, work breakdown structure (WBS), earned value management (EVM), quality assurance (QA), resource leveling and others were already well developed. The first big disruptive change that I remember was not directly associated with project management per se, but rather the advent of the personal computer in the early 1980s. This was followed immediately by Microsoft and other companies introducing project planning tools that anyone could use on a desktop PC.  Microsoft recognized the growing importance of projects in many industries, created MS Project and integrated it with the MS Office suite of business applications. Whereas previously project planning, scheduling and cost control tasks were often performed by specialists, now anyone could use similar tools and manage (or at least try to manage) their own projects.

The second really disruptive change was the publication of the Guide to the Project Management Body of Knowledge by the Project Management Institute (PMI), followed soon thereafter by PMI’s Project Management Professional (PMP) certification.  These two PMI products began to drive growth in both PMI membership as well as industry recognition of project management. When I served on the PMI Board of Directors from 1995-1997, we began to see the rapid, almost exponential, growth in both certifications and membership. This growth has continued, with PMI membership now well over 400,000 worldwide. Combined with PMP certificate holders, PMI serves more than one million. PMI, APM in UK, AIPM in Australia, IPMA, AACE, CPM and other professional organizations added more standards and more certifications; the combination of these products and growing numbers of associations, members, chapters and stakeholders has resulted in widespread recognition of projects and project management in many organizations and countries.

The third change, a trend really, was the growth of PM professional organizations in many countries. By the time we held the first Global PM Forum in New Orleans in 1995, there were more than 30 professional PM societies worldwide. Now there are more than 80; if you count construction management associations, probably more than 200. Over the last 30 years, the PM profession has grown, expanded and matured. Combined with PM standards, tools, publications, education and training, these organizations have spurred widespread recognition of project and project management across nearly all industries and locations. Many of these organizations offer competing standards, qualifications, products and services, but together they represent a very significant trend (resulting in change). Project management is now well established in most industries and countries.

The 4th major change was the recognition that such soft skills as communication, teamwork, leadership, stakeholder engagement and similar issues were just as important, perhaps more so in many cases, than skills and knowledge about scope, schedules, costs, quality, procurement and other engineering or scientific-oriented aspects of PM.  Whereas the largest PM professional associations all had standards and certifications by the year 2000, they all began to incorporate these soft skills into the professional products and messages. The field of human psychology rocked the PM landscape. Emotional Intelligence made its appearance in the PM field. With economic and industrial globalization came the need for more cultural awareness and knowledge, and Cultural Intelligence. Now we often see “project leadership” emphasized rather than project management, with the soft skills headlining

The 5th big change (trend in some locations) is the increasing awareness by government leaders that professional project and program management can lead to very serious improvements in managing public programs, projects and organizations. The best example may be in the UK where the national government began issuing program and projects management standards in the late 1990s (PRINCE2, MSP, etc.), the creation of the current Major Projects Office and the recent Charter awarded to APM.

Q2. What’s your biggest harvest after working in this field for so long? What is it that you are most proud of? Please share with us some unforgettable lessons learned in your career.

 

More…

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Editor’s note: This interview was first published in PMR, Project Management Review magazine, in China in March 2018.  It is republished here with the permission of PMR.  To see the original version with Chinese introduction, click here.

 

 

Interview with Elizabeth Russell, FAPM

Wessex Branch Chair
Association for Project Management (APM), UK

Interviewed by Ömer Berkay Dağlı
Southampton, United Kingdom

Elizabeth Russell has been active for more than 25 years in project, programme and PMO management. A Fellow of the Association for Project Management (FAPM), she is a certified PRINCE2 and MSP practitioner with ITIL V2. Her career started in IT as a software developer/systems analyst, moving through team leader, project and programme manager. As a PM, she covered IT infrastructure and networks then progressed to span multiple business sectors including the re-role of a prison, the London Bikes expansion, and various corporate projects including bids and divestment.

As a Project Management professional, Elizabeth has been an APM member since 2007 and a Fellow since 2014. Her commitment to the development of Project Management as a profession of first choice and in the rise of its Professional status through the APM is reflected through serving on the local Branch committee, currently as Chair, previously judging on the annual awards and serving on the national Branch Steering Group.

She is passionate about project management and enabling a culture and environment where hard work and experience is enhanced by people who really care about what they do and have the support in place to enable them to excel.



Ömer Berkay Dağlı (Dağlı):
        Dear Elizabeth, first of all, thank you very much for accepting my invitation for an interview. Please introduce yourself for PM World Journal readers, and firstly how did you get involved with Project Management?

Elizabeth Russell (Russell):       Project management was something that I became aware of as I progressed as a software developer, through either working on my colleague’s small projects or managing my own, often in parallel, it was a part of everyone’s role. I then moved into a large corporate and realised that there was a team of people who just did either project management or business analysis. Working with them as a team leader on larger projects opened my eyes to the skill set and potential and I realised that I wanted to be a project manager.

I learnt my trade by under-studying the project managers I admired and asking them to mentor me, ultimately to sponsor me when an opening came up in their team. A lot of my colleagues questioned me on my choice, concerned that I was moving into a profession they saw as thankless and stressful. But I have always been passionate about the role and knew it was ideal for me.

My path has been a classic rise through a technical, then team leader background, but also I have sought out every opportunity to progress. I once attended a presentation entitled “What’s love got to do with it” where they talked through the skill sets people attributed to a PM.  At the end we were told the answer, Passion!  You can be good at anything if you try hard enough, but you need passion to be that extra special. I am proud to have persuaded various employers to include that word in role and job specs as I believe anyone can do project management, but it takes an extra something to be a successful project manager.

Dağlı:           What was your most fulfilling experience as a project or program manager?

 

More…

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About the Interviewer


Ömer Berkay Dağlı

Southampton Business School
Southampton, United Kingdom

 



Ömer Berkay Dağlı
is currently a Masters Candidate at Southampton Business School, University of Southampton, based in UK for the academic year 2017-2018. Previously, he has served as an Officer on Watch for over 30 months on board chemical tankers, based in different routes around the world where he served as Third and Second Officer. He completed his graduation in Marine Transportation Management dual diploma with honours from both Istanbul Technical University, Turkey and State University of New York Maritime College, USA in 2014. His major fields of study are project management, logistics and inter-modal transportation. His research interests include global project management, leadership, uncertainty management, programme and portfolio management, strategic PM, PM governance, stakeholders, project control and PM in the transportation and logistics industries.  Omer served as a research intern for the PM World Library during January 2018, completing the program in record time.  He can be contacted at [email protected]

 

 

Interview with Jesus Martinez-Almela

IPMA President

Interviewed by İpek Sahra Özgüler
Istanbul, Turkey

Jesus Martinez Almela, Agricultural and Biosystems Engineer has been active for more than 30 years in the field of Engineering Projects, Programmes and Portfolio Management. Certified Projects Director (IPMA Level A) and IPMA DELTA as well. Developer and owner of five patents of inventions for treatment and valorisation of animal wastes in Spain, Italy and USA. Involved for more than 20 years at international level focussing on the America’s and European markets in the fields of research, engineering, lecturing and consultant activities in Agribusiness Sector, Rural and Local Development and Social-non-for-profit Organisations. Jesus is Vice President of AEIPRO-IPMA Spain and Worldwide President of IPMA – International Project Management Association.

 



İpek Sahra Özgüler
(Özgüler): Dear Jesus. Please introduce yourself for PM World Journal readers.

Jesus Martinez-Almela (Almela): I like to identify myself as an evangelizer, a devote evangelizer for our profession, from other side am Agricultural and Biosystems Engineer active for more than 30 years in the field of Engineering and Project, Program and Portfolio Management. Certified Projects Director (IPMA A) and IPMA DELTA as well. Developer and owner of 5-five invention patents for treatment and valorization of animal wastes in Spain, Italy and the United States.

Since 1987 I have managed over 500 Projects and Programs in various sectors (environmental protection, agriculture, sustainable food production, industrial manufacturing, renewables energies and rural development as well). Project Director for 6 R+D projects in collaboration with various universities and research centers throughout Spain, Europe, Japan and the United States (1999-2007), the research projects focus on the optimization of animal and organic wastes technologies for stage separation, the development of new NDN systems, anaerobic digestion, and gasification of animal by-products. In 2009 I founded Bioagroprojects Biotech Programs & Portfolio Management. Across Bioagroprojects I direct programs and projects worldwide in various sectors in multicultural and complex environments, for engineering and consultancy services as coaching for the professional competence development.

Under the IPMA LACC Program (2007-2017) I contribute to the establishment of 15 IPMA MA’s and his CB’s in Latin America countries (Mexico, Peru, Guatemala, Costa Rica, Panama, Ecuador, Colombia, Dominican Republic, Argentina, Uruguay, Chile and Bolivia) and actually promoting other 5 IPMA MA’s project in Paraguay, Nicaragua, Honduras, El Salvador and Cuba as well. As VP Membership I contributed as well in the creation of IPMA MA’s from Algeria, Morocco and Kenya. In Spain I am currently the Chairman of the Spanish Certification Body of AEIPRO-IPMA Spain. Also I am lecturer and international speaker in several Universities and Institutions Worldwide. I was rewarded since the year 1999 with 6-six international prizes in my areas of professional expertise in different countries worldwide. İn IPMA I was IPMA CVMB validator, international assessor, UE Task Force Member, LACC Program Manager and E&T board member from 2005 to 2012. Vice President for Education, Training & Young Crew during 2013-2014 and reelected for the same position including VP Membership 2015-2017. Elected IPMA President in September 2017 for 2018-2020 mandate.

Özgüler: How did you get involved with IPMA?

More…

To read entire interview, click here

 



About the Interviewer


İpek Sahra Özgüler

Istanbul, Turkey

 



İpek Sahra Özgüler
graduated from the Istanbul University with a Bachelor of Science degree in Computer Engineering and from Middle East Technical University with an MSc degree in Software Management. As a project manager, she has more than 10 years’ experience in various areas such as portfolio management, program management, project management, software management, business analysis. She became a certified PMP in January, 2012 and a certified SCRUM Master in 2014.

She has managed a variety of projects across manufacturing, defence, FMCG (Cola Cola), insurance (Euler Hermes), audit (Deloitte), telecommunication, ICT and aviation sectors and gained broader insights. In addition, she has worked as international correspondent for the PM World Journal since 2014.

İpek is based in Isanbul and can be contacted at [email protected]. Her portfolio is published at the http://ipeksahra.strikingly.com/.

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

 

 

Interview with Rich Maltzman

Author, Educator, PMO Leader
Co-founder of EarthPM, LLC

Interviewed by İpek Sahra Özgüler
Istanbul, Turkey

Rich Maltzman, PMP, is a 40-year veteran of the telecom industry, with the last 30 years in a Global PMO role, where he has helped build competency models, career paths, curricula, mentorship, and certification programs for project managers and aspiring project managers. He’s also a professor of project management and MBA courses at Boston University and Clark University. He focuses on the converting weaknesses into strengths while teaching students how to apply learned skills to everyday situations, and to help ‘accidental’ project managers become intentional project managers.

Rich is the co-founder of EarthPM, LLC, a U.S. company devoted to integrating sustainability thinking into project management. In this role, he has offered a view of project management that considers “thinking through the end of the project” to focus on benefits realization and a triple bottom line focus.

With engineering degrees (BSEE from the University of Massachusetts, an MSIE from Purdue University) business certificates (mini-MBA from Wharton and a Masters Certificate in International Business Management granted jointly from Indiana University’s Kelley School of Business and INSEAD of France), Rich has blended the technical, strategic, and business elements of project management that must work together.

His published works include many articles and the following books (co-authored): ​Green Project Management (2012); Project Workflow Management: A Business Process Approach (2014); Driving Project, Program, and Portfolio Success: The Sustainability Wheel (2015); and Bridging the PM Competency Gap (2017).

 



Today, my special guest is Richard Maltzman, 2011 Cleland award-winning co-author of Green Project Management and several other books on PM competency and facilitating great project meetings.

Ipek Sahra Özgüler (Özgüler): Dear Richard, please introduce yourself for PM World Journal readers.

Rich Maltzman (Maltzman): Well, as you have said, I have co-written several books, and yes, one of them won the Cleland Award, which is PMI’s singular literature award, given annually – we snagged that in 2011 for our book on the intersection of PM and sustainability in 2011. However, I also keep busy with a full-time job at a major telecom in their Global PMO and in creating and teaching both undergraduate and graduate courses at Boston University and Clark University.

Özgüler:          So – what’s in that book, what do you think helped it win the Cleland Award?

Maltzman:      The book is not about managing wind farms or projects to save whales. Although the focus is on “green”, it’s about how project managers can (and should) expand their thinking beyond their end of the projects. We’re not saying they’re responsible for operating the project’s product – just that they should consider that long-term, steady-state when they plan the project. The book won the award either because it was a relatively new idea and brought meaningful innovation and thought leadership to project management, or because it has a picture on its cover of a tree that grows money. Sometimes I think it was the latter.

Özgüler:          How do project managers maximize resources and get most out of limited budgets?

Maltzman:      I’d give you an answer from a composite of the books I’ve written and co-written, as well as from my teaching at the University level: it’s about connecting benefits realization to the project objectives. This may not only assure that you’re focused on the right things, it may also get your budget expanded, because you’ve better illustrated your value.

Özgüler:          What are proven techniques and best practices in green project management?

More…

To read entire interview, click here

 



About the Interviewer


İpek Sahra Özgüler

Istanbul, Turkey

 



İpek Sahra Özgüler
graduated from the Istanbul University with a Bachelor of Science degree in Computer Engineering and from Middle East Technical University with an MSc degree in Software Management. As a project manager, she has more than 10 years’ experience in various areas such as portfolio management, program management, project management, software management, business analysis. She became a certified PMP in January, 2012 and a certified SCRUM Master in 2014.

She has managed a variety of projects across manufacturing, defence, FMCG (Cola Cola), insurance (Euler Hermes), audit (Deloitte), telecommunication, ICT and aviation sectors and gained broader insights. In addition, she has worked as international correspondent for the PM World Journal since 2014.

İpek is based in Isanbul and can be contacted at [email protected]. Her portfolio is published at the http://ipeksahra.strikingly.com/.

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

 

 

Interview with Dr. Ramesh Vahidi

MSc Project Management Programme Leader
Southampton Business School, University of Southampton, UK

Interviewed by Ömer Berkay Dağlı
Southampton, United Kingdom

Dr. Ramesh Vahidi leads the MSc in Project Management (PM), which she designed upon joining Southampton University in 2012. She holds a PhD in PM from the former School of the Built and Natural Environment at Northumbria University and a dual MSc (Distinction) in International PM from Northumbria University and Chalmers University in Sweden. She gained her original BEng and MEng degrees in Industrial Engineering respectively from Iran University of Science and Technology and Sharif University of Technology. Between her degrees, she worked with a number of major companies in different industries, namely IT and management consulting in power industry, manufacturing and industrial research. She held project manager, project consultant, project auditor and senior analyst positions in a number of programmes/projects. Following an interest in practical and fundamental research on PM theories, she returned to academia in 2006 for her further degrees, which set the ground for her academic career since. Her fully sponsored PhD research on ‘Conceptual framework for trade-off decisions in projects’ was granted one of the first PhD awards of the Major Projects Associations (MPA) in 2010 for its impact on the practice of major projects. She is a fellow of HEI and a full member (MAPM) of the Association for Project Management (APM) and has been a committee member of their Wessex Branch and HEI representative since 2012. She has presented, chaired and reviewed for national and international conferences on project management and technology management. She is involved in research projects for PM professional bodies.



Today, we have a successful and enthusiastic guest who is educating future project managers; Dr. Ramesh Vahidi. She designed and leads
the MSc in Project Management Programme in University of Southampton since 2013.

Ömer Berkay Dağlı (Dağlı): Dear Dr. Vahidi. First of all, thank you very much for accepting the interview request which is also the first experience of mine. Please introduce yourself for PM World Journal readers, and firstly how did you get involved with Project Management?

Dr. Ramesh Vahidi (Vahidi): Thank you for having me and I am glad to be your first interviewee! From the start of my career, I mainly worked on various projects and programmes due to the nature of my initial backgrounds, i.e. Industrial Engineering. And in terms of academic involvement, after working in several companies, I returned to academia for studying project management (PM) with some burning questions, basically around the relations between and relevance of theories and practice. I actually have been finding this field more and more interesting as I proceed!

Dağlı: As the Programme Leader of Project Management MSc Programme, what is your role?

Vahidi:         It involves a wide range of responsibilities in different areas. It basically started with curriculum design (modules and the MSc programme). Thereafter, on a regular basis, it includes making and supporting admission decisions; holding inductions for the new cohort; keeping the programme contents and specifications updated; preparing annual reports; attending and contributing to School’s Postgraduate (PG) Programme Boards; responding to external examiner’s reports; working with admin and quality colleagues to run the programme and ensure its quality; monitoring the cohort’s progress and taking action if required; supporting and responding to various students’ requests; and working with colleagues to keep our library resources updated.

As the main aim of the role is enhancing students’ experience, some important though less tangible aspects of the role are trying to keep students motivated and encouraging them to do their best and preparing them for their future careers. These could take different forms such as creating various opportunities for linking them to the professional world and enhancing their employability as far as possible.

Dağlı:           I know that you designed the program, what was the most challenging and enjoyable thing in this process?

Vahidi:         I generally enjoy doing things from scratch as we do in projects! Now that I look back, doing the comprehensive market study, designing the programme for marketability and embedding contemporary PM approaches into the design were the most enjoyable and interesting parts of the process.

Of course, I could not say that going through the paper work for approval was as enjoyable as the design itself! After all these, the big challenge was waiting to see whether the programme could recruit enough and then could work well in practice or not.

Dağlı:           Could you tell me more about the Programme you lead and the University of Southampton?

More…

To read entire interview, click here

 



About the Interviewer


Ömer Berkay Dağlı

Southampton Business School
Southampton, United Kingdom

 



Ömer Berkay Dağlı
is currently a Masters Candidate at Southampton Business School, University of Southampton, based in UK for the academic year 2017-2018. Previously, he has served as an Officer on Watch for over 30 months on board chemical tankers, based in different routes around the world where he served as Third and Second Officer. He completed his graduation in Marine Transportation Management dual diploma with honours from both Istanbul Technical University, Turkey and State University of New York Maritime College, USA in 2014. His major fields of study are project management, logistics and inter-modal transportation. His research interests include global project management, leadership, uncertainty management, programme and portfolio management, strategic PM, PM governance, stakeholders, project control and PM in the transportation and logistics industries. Omer served as a research intern for the PM World Library during January 2018, completing the program in record time. He can be contacted at [email protected]

 

 

 

Interview with Süleyman Çavuşoğlu

President, PMI Turkey Chapter

Interviewed by İpek Sahra Özgüler

Istanbul, Turkey

Süleyman Çavuşoğlu has been born in Konya, 1973. After primary school he went to Konya Meram Anatolian High School. He finished university education at Yildiz Technical University Computer Sciences and Engineering department. During his university years he started to work as software developer. After the years he worked as software developer, he started to work for Turkcell in 2000. Until 2013 May, he worked as respectively, System Support Expert/Developer, Business Analyst/Project Manager, Project Manager, Project/Program Manager for Turkcell. Between 2013 and 2014 he worked as Project/Program Management Consultant at Turk Telekom, Between June 2014 and March 2016 he worked as Senior Project/Program Manager for Mirsis Information Technologies. Since March 2016, he is working as Expert Project Manager for Turk Telekom.

Süleyman Çavuşoğlu has been certified as PMP since 2005. In 2012, he joined PMI TR Chapter. He was volunteer Project Manager of PMBOK5 Turkish Translation Translation Project. Within PM TR Chapter, he served as Assistant Director of Governance&Finance in 2013. He was elected as director in the elections held in December 2013. Between 01 January 2014 and 31 December 2015, he served as Istanbul Professional Development Activities Director for PMI TR Chapter. He was elected for PMI TR Board in December 2015. Between 01 January 2016 and 31 December 2017, he served as Professional Development, Education, Certification Vice President for PMI TR Chapter. In 2017 he was elected as Presindent Elect, successor president of PMI Turkey. Since 1 January 2018 he is the President of PMI Turkey Chapter.

Süleyman Çavuşoğlu is married, and has two sons at the ages of 15 and 8.

 



Ipek Sahra Özgüler (Özgüler):
  Dear Süleyman, first of all thank you very much for the interview. Please introduce yourself for PM World Journal readers.

Süleyman Çavuşoğlu (Çavuşoğlu):      Thank you İpek. I have a B.S. degree in computer engineering. After working for nine years as a software engineer, I switched my career to project management. Since then I have been working as a Project/Program manager in one of leading telecommunication companies in Turkey. My project teams have been ranged from 10 to 250 people and budget up to 10M$. In September 2005 I got my PMP certification and since 2012 I have been a volunteer of PMI Turkey Chapter.

Özgüler:       How did you get involved with PMI Turkey Chapter?

ÇavuşoğluThank you İpek. I have a B.S. degree in computer engineering. After working for nine years as a software engineer, I switched my career to project management. Since then I have been working as a Project/Program manager in one of leading telecommunication companies in Turkey. My project teams have been ranged from 10 to 250 people and budget up to 10M$. In September 2005 I got my PMP certification and since 2012 I have been a volunteer of PMI Turkey Chapter.

I attended PMI EMEA Global Congress for the first time in 2012, in Marseille. I saw there how immense PMI was. I met with Mr. Tolga Özel, 2012 President of PMI Turkey Chapter, there and he invited me to join PMI Turkey Chapter. The immensity of PMI and the invitation that I got, inspired me to be part of PMI. When I returned back to Turkey, I started to attend PMI Turkey Chapter’s monthly events. A few months later, President Tolga Özel and President-Elect Ms. Gamze Karayaz offered me a volunteer project management position in PMI Turkey Chapter. The project was translation of PMBOK5 into Turkish. When I accepted the offer, my PMI Turkey journey has started.

Özgüler:       You are President of PMI Turkey Chapter. Could you give detail information about your role?

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About the Interviewer


İpek Sahra Özgüler

Istanbul, Turkey

 



İpek Sahra Özgüler
graduated from the Istanbul University with a Bachelor of Science degree in Computer Engineering and from Middle East Technical University with an MSc degree in Software Management. As a project manager, she has more than 10 years’ experience in various areas such as portfolio management, program management, project management, software management, business analysis. She became a certified PMP in January, 2012 and a certified SCRUM Master in 2014.

She has managed a variety of projects across manufacturing, defence, FMCG (Cola Cola), insurance (Euler Hermes), audit (Deloitte), telecommunication, ICT and aviation sectors and gained broader insights. In addition, she has worked as international correspondent for the PM World Journal since 2014.

İpek is based in Isanbul and can be contacted at [email protected]. Her portfolio is published at the http://ipeksahra.strikingly.com/.

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