Towards a Culture of Innovation

How Agile and Organizational Change Management Contribute to the Success of Culture Change

 

SECOND EDITION

By Katharina Kettner, PhD

Canada & USA

 



It is not the strongest of the species that survive, nor the most intelligent, but the ones most responsive to change.
(Charles Darwin)


Same goes for organizations in the jungles, swamps, and rough seas of the global economy, dealing with the constant need to adapt to technological and economic changes. Even – and especially – industries and regions on the periphery of change now feel the pressure to innovate to respond to markets, industry regulations, and customer demands.[1] So how does one achieve that goal?

As a young consultant I was approached by the newly appointed VP of Innovation and Creativity for a large tech company to discuss a concept for some changes he wanted to make. He explained to me that it was high time for the company to become more creative and innovative, and that he couldn’t understand how the employees, who were so creative in their cottages, clubs, and allotments, were “withholding creativity and innovative spirit from the company”.

That was around the turn of the century and two decades later I am still puzzled by this leader’s perspective. This company’s employees were – and still are – recruited for superior technological and engineering skills, for exact analysis, and precise measurement. Moving an organization with 10000+ employees worldwide towards a culture of creativity is not an easy feat.

Fast forward into the 21st century and I am doing an impact analysis on a project. In OCM (Organizational Change Management) stakeholder impact analyses often start with the primary source of information (key stakeholder, business lead, SME) stating “not much of a change really, we’re just introducing a few new standards and procedures”. In this case, with some careful question technique it turned out that this change will affect hundreds of employees working in operations and require them to assess risks autonomously and in cross-functional teams across deeply ingrained silos. The mutual conclusion at the end of the interview is that the change of mindsets and behaviors is actually quite large.

Far beyond initiatives that introduce bean bags and bright colors to common rooms, this is what Culture Change looks like. It’s quite technical on the surface, but is actually about touching mindsets and changing the way an organization has been working for decades, sometimes longer.

Culture is the answer to the question “how we do things around here” and all its underpinning mindsets. Culture is an iceberg[2]: Behaviors, artifacts, policies, industry standards, logos, the way of dressing etc. are visible and above the water line. Values, beliefs, informal communication (water cooler talks, rumours etc.) are below and can only be reached via behaviors. Norms are around the water line: Dress code is a good example, it may be “unwritten law” or stated explicitly.

To the members of a culture, the invisible factors are deeply rooted, often they are not consciously aware of them[3]. Without holistic Organizational Change Management, based on experience and including factors such as stakeholder engagement and organizational culture, many of the “invisibles” will go unnoticed in organizations, leaving leaders wondering why nothing is moving forward.

Despite the fact that executives and business consultants tend to avoid the word culture, awareness for Organizational Culture is in fact on the rise. Surveys and research show that executives, managers, and co-workers place a great deal of importance on their organizational culture, even if it may not be readily admitted in everyday life.

 

Figure 1: http://www.strategyand.pwc.com/media/file/Strategyand_Cultures-Role-in-Enabling-Organizational-Change.pdf [4]

A useful model to categorize company culture is the grid of Trompenaars/Hampton-Turner[5] (see diagram). It characterizes organizational culture without going into too much detail:

More…

To read entire paper, click here

 

Editor’s note: Second Editions are previously published papers that have continued relevance in today’s project management world, or which were originally published in conference proceedings or in a language other than English.  Original publication acknowledged; authors retain copyright.  This paper was originally presented at the 12th Annual UT Dallas Project Management Symposium in May 2018.  It is republished here with the permission of the author and conference organizers.

How to cite this paper: Kettner, K. (2018). Towards a Culture of Innovation: How Agile and Organizational Change Management Contribute to the Success of Culture Change; presented at the 12th Annual UT Dallas Project Management Symposium, Richardson, Texas, USA in May 2018; published in the PM World Journal, Vol. VII, Issue VIII – August. Available online at https://pmworldjournal.net/wp-content/uploads/2018/08/pmwj73-Aug2018-Kettner-towards-culture-of-innovation-utd-paper.pdf

 



About the Author


Katharina Kettner, PhD

Canada / USA

 

 

 

As an innovative Sr. Organizational Change Manager with over 25 years of experience in designing and implementing programs for corporate clients in Europe and Canada, Katharina Kettner has been involved in large transformations (IT, M&A, reorg), including enterprise & portfolio CM and strategic planning. She also worked with start-ups, artists and in patent projects. Katharina is well-versed in waterfall & agile, a strong facilitator, and an expert in organizational culture & leadership development. She holds a PhD in Communication & Media, a certificate in Economy & Business Studies (Strategic Management & Leadership), and certifications in PRINCE2, Scrum, PROSCI ADKAR, and Business Process Management. She has published articles and a book on OCM Best Practices in IT projects published by gpm-ipma and is active in professional networks.

Dr. Kettner can be contacted at [email protected].

 

[1] One example for this phenomenon is the insurance industry, where the term Insuretech has been coined, https://www.techopedia.com/definition/33220/insuretech . Several large consultancies have explicitly included this industry in their strategies to cater for the wave of innovation & technology and its current needs & trends, i.e. speed to market, deep innovation, micro innovation etc., large conferences are devoted to the topic: http://insuretechconnect.com

[2] Often cited, one of the earliest mentions in: Edward T. Hall Beyond Culture by Anchor Books, 1977

[3] Trompenaars

[4] Strategy& (formerly Booz & Company), Culture’s role in enabling organizational change, November 2013, accessed on April 10, 2018. Respondents’ organizational level: 12% C-suite 17% Director 24% Manager 47% Other.

[5] Trompenaars Seven Dimensions of Culture https://sevendimensionsofculture.wikispaces.com/Trompenaars%27+Seven+Dimensions+of+Culture
For more info watch https://www.youtube.com/watch?v=aS1K_rl8PrQ&feature=player_embedded

 

 

Driven to Distraction

Surviving Information Overload in the Age of Connectivity

 

SECOND EDITION

(Conference Paper)

Vince Yauger, AIA, CCCA, CCM, LEED AP, PMP

University of Texas at Dallas

Richardson, TX, USA

 



ABSTRACT

We live in an age of connectivity, the consequence of which is we work in an environment filled with constant interruptions and distractions. If not properly managed, instant access to information can bog down project managers, resulting in decreased efficiency and increased project risk. Most Project Managers deal with multiple projects, so the ability to stay current with project metrics is critical to project success. Yet the sheer magnitude of information can be overwhelming.

In this paper, we explore tools to effectively sift through this mountain of details, focusing on what is most important to the success of your projects.

DEALING WITH INFORMATION OVERLOAD

The rate of technological advancement over the last thirty years is overwhelming. Contrast changes in communication in the table below:

Office Communication in 1978 Office Communications in 2018
  • Letters (snail mail)
  • Phone (VOIP, LL, cell, etc.)
  • Facsimiles
  • Video calls (Skype, etc.)
  • Routing Slips (courier)
  • Email (multiple accounts)
  • Phone Conversations (land lines)
  • Teleconferencing
  • Face-to-Face (meetings, etc.)
  • Videoconferencing
 
  • Texting
 
  • Instant Messaging
 
  • Social Media Alerts
 
  • Letters (snail mail endures)
 
  • Face-to-Face (meetings, etc.)

While the benefits of modern technology are unquestionable, an unintended consequence of instant access to all this data is “information overload.” This proliferation of helpful technology provides helpful tools that can quickly become demanding taskmasters.

Ask yourself these questions:

  • Do you feel like you’re always on call?
  • Do constant interruptions disrupt your work flow?
  • Do you check work email even when not at work?
  • What does “time off” mean to you?
  • Do you ever think “if I don’t do it, it won’t get done?”
  • Is your phone a time-saving or time-wasting device?

Modern meetings often include both computer and cell phone usage. How effective do you think the communication is in meetings where everyone is distracted by their cell phones? Is anyone really paying attention? If not, what is the point of meeting in the first place?

Ever had someone in a meeting answer their cell phone, then say “I can’t talk now – I’m in a meeting?” Are you taking full advantage of the capabilities of your smart phone? Like, say, voicemail? If it’s critical that you take the call, you could step outside before answering the phone. While response by Text is a more discreet way to deal with inability to answer calls, it still involves you being distracted in meetings.

Information overload can be further complicated by ineffective or political management. Many employees currently in management roles (leadership) advanced up from the PM ranks. They may have great technical skills but lack leadership training and experience. How many PM’s typically receive HR and employee management training? Technical skills alone may not prepare you for leadership.

SOME INCONVENIENT TRUTHS

  • The fate of the free world does not depend upon you being immediately accessible by phone or email at all times
  • You work with flawed human beings – you are also one of them
  • Every team is dysfunctional – some are just better at it than others
  • Technology is here to stay – your sanity hangs on your ability to manage information efficiently

More…

To read entire paper, click here

 

Editor’s note: Second Editions are previously published papers that have continued relevance in today’s project management world, or which were originally published in conference proceedings or in a language other than English.  Original publication acknowledged; authors retain copyright.  This paper was originally presented at the 12th Annual UT Dallas Project Management Symposium in May 2018.  It is republished here with the permission of the author and conference organizers.

How to cite this paper: Yauger, V. (2018). Driven to Distraction: Surviving Information Overload in the Age of Connectivity; presented at the 12th Annual UT Dallas Project Management Symposium, Richardson, Texas, USA in May 2018; published in the PM World Journal, Vol. VII, Issue VIII – August. Available online at https://pmworldjournal.net/wp-content/uploads/2018/08/pmwj73-Aug2018-Yauger-Driven-to-Distraction-utd-paper.pdf

 



About the Author


Vince Yauger, AIA, CCCA, CCM, LEEP AP, PMP

Texas, USA

 




Vince Yauger
has 37-years’ experience in design and construction, working as a project manager for both private industry and the government sector. His construction experience covers a broad spectrum of building types, ranging from small residences to multi-million dollar multi-family high-rise, airport terminals, and higher education projects. Vince currently serves as the Senior Resident Construction Manager for the North and East Texas Regions of the University of Texas System Office of Facilities Planning and Construction – managing new construction and major renovation projects at the University of Texas at Dallas campus since 2007.

Vince earned a Bachelor of Environmental Design (Architecture) from Texas A&M University, with additional graduate studies in Architecture and Management. He holds multiple professional certifications:  Project Management Professional (2011), CSI – Certified Construction Contract Administrator (2006), CMAA – Certified Construction Manager (2017), LEED Accredited Professional (2004), and Registered Architect (1999 – Texas).

Past speaking engagements include the 2017 UT PM Symposium, one of several keynote address at the 2015 UTD PM Symposium, 2016 Virtual Construction and Field Technology Conference, UTD Applied Project Management Forum, 2013 Texas Society of Architects Convention, 2013 UTD Facilities Management Conference, and multiple UT System OFPC annual conferences. He also serves as a guest lecturer for UTD’s PM core curriculum program, speaking to groups of foreign graduate students visiting UT Dallas, and conducting construction site tours on campus.

Vince Yauger can be contacted at [email protected]

 

 

The Job of the Project Manager

 

SECOND EDITION

Robert Youker

(Formerly of the World Bank Institute)  

Maryland, USA

 



Introduction

For any organization and for any project manager it is vitally important to know what are the specific duties or Terms of Reference for the Project Manager, what tasks he or she must perform and what is their authority and responsibility that should be documented in a Project Brief or Project Charter. Yet in the literature of Project Management there are few references or specific examples of these much needed details. This paper presents examples of three key documents relating to the Project Managers job. The contents are appropriate in any project where a fairly high degree of “ceremony” is required to keep proper track of all responsibilities. While these three documents serve different purposes, there are obviously overlaps, as well as similarities and differences between them:

  1. The Project Manager’s on-the-job tasks
  2. A list of duties or Terms of Reference and
  3. A Project Charter defining organizational relationships.

Document #1 is a list of tasks organized by the typical sequence of activities on a project. The list has been derived from the titles of twelve modules contained in a training package on Managing the Implementation of Development Projects developed for the World Bank Institute. The list assumes that the Project Manager was not appointed until the start of the Implementation Phase and so has not previously been involved in project preparation activities.

Document #2 is a sample list of the Duties or Terms of Reference (TOR) for a Project Manager. It is less detailed than the on-the-job tasks list and is organized by topic rather than by chronology. The content would vary by organization and specific project but the basic content would be the same. The list should be useful in recruiting Project Managers and defining their job responsibilities, typically in a job description.

Document #3 is a sample of a Project Charter defining the authority and responsibility of a Project Manager. It is primarily intended to establish the role and responsibility of the Project Manager vis-à-vis the functional managers in the organization in a matrix structure. Again the details would be different for different organizations and specific project situations.

I hope that these three documents will serve as drafts for organizations preparing their own Checklists, Terms of Reference and Project Charters.

Document #1: On-the-job tasks for the Project Manager

This Document #1 is a list of tasks organized according to the typical sequence of activities on a project. The list assumes that the Project Manager was only appointed at the start of the Implementation Phase and so is not familiar with any of the previous activities. Hence, the heading for the first step is to study the existing documentation and find out what the project is all about.

As I said, these documents are part of the World Bank Institute’s, Managing the Implementation of Development Projects, and it is available as a Resource Kit for Instructors on CD-ROM. For information please contact John Didier at [email protected]. The kit is divided into Modules each of which include very detailed list of tasks that form useful checklist for the Project Manager, the project team and the rest of the organization including functional managers.

The twelve Modules are as follows and their respective detailed activities are presented in subsequent pages:

  1. Understanding the Project and Project Management
  2. Structuring the Project Organization
  3. Building the Team
  4. Analyzing the Project Context
  5. Refining Objectives, Scope, and Other Project Parameters
  6. Preparing the Work Breakdown Structure (WBS)
  7. Planning and Scheduling with the Critical Path Method
  8. Obtaining Management Approval and Support
  9. Designing Control and Reporting Systems: Cost, Time, Resources, and Scope (including Performance and Quality)
  10. Organizing Procurement
  11. Executing and Controlling the Work
  12. Terminating the Project.

Module 1: Understanding the Project and Project Management

This Module’s activities are:

More…

To read entire article, click here

 

Editor’s note: Second Editions are previously published papers that have continued relevance in today’s project management world, or which were originally published in conference proceedings or in a language other than English.  Original publication acknowledged; authors retain copyright.  This paper is an update of a paper prepared for the June 2002 IPMA Conference in Berlin. It contains content from various training materials developed for the World Bank. The current paper is copyright to Robert Youker, © 2007. Republished with author’s permission.

How to cite this paper: Youker, R. (2018). The Job of the Project Manager; Proceedings, IPMA 2002 World Congress, Berlin, Germany; republished in the PM World Journal, Vol. VII, Issue VIII – August.  Available online at https://pmworldjournal.net/wp-content/uploads/2018/08/pmwj73-Aug2018-Youker-job-of-project-manager-second-edition.pdf

 



About the Author


Robert Youker

World Bank (retired)
Maryland, USA

 

 

 

 

Robert (Bob) Youker is an independent trainer and consultant in Project Management with more than forty years of experience in the field.  He is retired from the World Bank where he developed and presented six week project management training courses for the managers of major projects in many different countries. He served as the technical author for the bank on the Instructors Resource Kit on CD ROM for a five week training course on Managing the Implementation of Development Projects.  He has written and presented more than a dozen papers at the Project Management Institute and the International Project Management Association (Europe) conferences many of which have been reprinted in the Project Management Institute publications and the International Journal of Project Management (UK).

Mr. Youker is a graduate of Colgate University, the Harvard Business School and studied for a doctorate in behavioral science at George Washington University.  His project management experience includes new product development at Xerox Corporation and project management consulting for many companies as President of Planalog Management Systems from 1968 to 1975.  He has taught in Project Management Courses for AMA, AMR, AED, ILI, ILO, UCLA, University of Wisconsin, George Washington University, the Asian Development Bank and many other organizations. He developed and presented the first Project Management courses in Pakistan, Turkey, China and Africa for the World Bank.

A few years ago Mr. Youker conducted Project Management training in Amman, Jordan financed by the European Union for 75 high level civil servants from Iraq who implemented the first four World Bank projects in Iraq. He is a former Director of PMI, IPMA and asapm, the USA member organization of IPMA. Most recently he has been consulting for the US Government Millennium Challenge Corporation on project management training in Africa.  Bob can be contacted at [email protected]

To see more works by Bob Youker, visit his author showcase in the PM World Library at http://pmworldlibrary.net/authors/robert-bob-youker/

 

 

Project Management at Top Business Schools

 

SECOND EDITION

By Marco Sampietro

SDA Bocconi School of Management, Milan, Italy

and

Antonio Nieto-Rodriguez

Visiting Professor at Duke CE, Durham, USA

 



Abstract

If we summarize what all companies and organizations around the world do, we can state that they perform two types of activities: they execute processes to produce, sell, and distribute products and services, and they implement projects to ensure that the organization survives and keeps growing in the mid and long term. Based on this reasoning, leaders, such as managers and executives, should possess process and Project Management competencies. Many current and future managers and executives go to learn the skills needed to lead a business at Business Schools. In fact, Business Schools are particularly relevant as they are well known for creating the next generation of leaders and for strengthening the competencies of existing leaders. The main question is: are Business Schools teaching Project Management? Since Business Schools all around the world are almost countless, we decided to focus on top Business Schools. From a methodological perspective, we started by defining and identifying “Top” Business Schools. In order to do that we took the leading sources of Business School rankings as inputs. In particular, we considered global rankings, avoiding regional or national rankings. We listed all the Business Schools present in the rankings and removed duplicates. The final list was made up of 197 Business Schools. We then explored their websites in order to identify and analyze:

  • Project Management courses in MBA programs,
  • Project Management courses in Online MBA programs,
  • Project Management courses in Executive MBA programs,
  • Project Management courses in Specialized Masters,
  • Certificates in Project Management,
  • Open Executives Programs in Project Management

Results indicate that Project Management courses are not very frequent among Business Schools and differences can be found depending on the type of training programs.

Key words: Project Management, Business Schools, rankings

JEL code: M54

Introduction

All the companies and organizations around the world do execute processes to produce, sell, and distribute products and services, and they implement projects to ensure that the organization survives and keeps growing in the mid and long term. While most traditional organizations are process-based, it is hard to find an organization that does not perform projects as well.

Yet, over the past decade, organizations have been relying more and more on projects. The reason is quite simple, in fact, access to broader and cheaper information, fierce competition and customer preferences have:

  • Shortened product life-cycles by about 25% (Roland Berger, 2012) and 50 percent of annual company revenues across a range of industries are derived from new products launched within the past three years (Inform, 2012), that is, new products become obsolete much faster and ask for replacements or enhancements more frequently.
  • Reduced the possibility to have best seller products. The long-tail effect (i.e. sales less concentrated on a few products) has pushed for an increase in the product variety, which is more than doubled in the past 15 years (Roland Berger, 2012).

As a result, new products or services have to be developed more frequently and processes have to be improved and updated (significant process improvements, such as digitalization, or business model transformation, represent huge transformation projects) more often as well.

The bottom line is that organizations perform more project compared to the past and not having the competencies to successfully manage projects can be detrimental to the current performance and to the ability of the organization to succeed in the long term. As pointed out by many authors (Archibald and Archibald 2015, West 2010, Englund and Bucero 2006, Love and Love 2000, Pinto and Slevin, 1988), project success is not only influenced by Project Managers and Team Members but also from middle and top management roles who can support projects activing as project sponsors or can design an organization that supports the proper management of projects. Based on this reasoning, leaders, such as managers and executives, should possess Project Management competencies. Many current and future managers and executives go to learn the skills needed to lead an organization at Business Schools. In fact, Business Schools are particularly relevant as they are well known for creating the next generation of leaders and for strengthening the competencies of existing leaders. The main question is: are Business Schools teaching Project Management?

More…

To read entire article, click here

 

Second Editions are previously published papers that have continued relevance in today’s project management world, or which were originally published in conference proceedings or in a language other than English.  Original publication acknowledged; authors retain copyright.  This paper was originally presented at the most recent Scientific Conference on Project Management in the Baltic States at the University of Latvia in Riga in April 2018.  It is republished here with the permission of the authors and conference organizers

How to cite this paper: Sampietro, M. & Nieto-Rodriguez, A. (2018). Project Management at Top Business Schools; Proceedings of the 7th Scientific Conference on Project Management in the Baltic States, University of Latvia, Riga, Latvia, April 2018; republished in PM World Journal, Vol. VII, Issue VIII – August.  Available online at https://pmworldjournal.net/wp-content/uploads/2018/08/pmwj73-Aug2018-Sampietro-Nieto-Rodriques-project-management-at-top-business-schools.pdf

 



About the Authors


Marco Sampietro, PhD

SDA Bocconi School of Management
Milan, Italy

 

 

Since 2000 Marco Sampietro has been a professor at SDA Bocconi School of Management, Bocconi University, Milan, Italy. SDA Bocconi School of Management is ranked among the top Business Schools in the world (Financial Times Rankings). He is an Associate Professor of Practice at SDA Bocconi School of Management and teaches Project Management at the MBA – Master of Business Administration and GEMBA – Global Executive Master of Business Administration. He is also responsible for the following executive education courses: Project Management, Agile Management and Team Leadership. He is also a Faculty Member at SDA Bocconi Asia Center, the Indian subsidiary of SDA Bocconi School of Management.

Since 2001 he has been a contract professor at Bocconi University where he teaches Project Management and Project and Team Management. In 2008 and 2009 he has been Vice-Director of a Master Degree in IT Management at Bocconi University. He is also Contract Professor at
the Milano Fashion Institute where he teaches Project Management. Some of his international experiences are: speaker at the NASA Project Management Challenge 2007, 2008, and 2011, USA; speaker at the PMI Global European Congress, 2010; speaker at the IPMA-GPM Young Crew  Conference, 2008, Germany; Visiting Professor at IHU-International Hellenic University, Greece and Visiting Instructor at the University of Queensland, Australia.

He is author or co-author or editor of 11 books on project management and 7 books on IT management. Finally, he is an author of internationally published articles and award-winning case studies.

Dr Sampietro can be contacted at: [email protected]

 


Antonio Nieto-Rodriguez

Belgium

 

 

 

 Antonio Nieto-Rodriguez (www.antonionietorodriguez.com) is the world’s leading champion of Project Management and Strategy Implementation. He is the creator of concepts such as the Hierarchy of Purpose, featured by Harvard Business Review, or the Project Revolution; which argue that projects are the lingua franca of the business and personal worlds from the C-suite to managing your career or relationships.

Antonio’s research and global impact in modern management has been recognized by Thinkers50 with the prestigious award “Ideas into Practice”.

A seasoned practitioner, he has held senior executive roles at major corporations, currently, he is Director of GSK Vaccines’ Global Project Management Office. Antonio is the former chairman of the Project Management Institute and co-founder of its Brightline Initiative.

His next book, “The Project Revolution: How to Succeed in a Project-Driven World”, endorsed by Alan Mulally, Roger Martin, Rita McGrath, Marshall Goldsmith… will be published by LID early 2019. Previously he authored the best-selling book “The Focused Organization” and contributed to several other books.

Antonio is a much in demand keynote speaker at events worldwide. Over the past 15 years, he has presented at more than 160 conferences around the world, including European Business Forum, Global Peter Drucker Forum, Gartner PPM Summit…

A pioneer and leading authority in teaching strategy execution and project management to senior executives; he is visiting professor at some of the world’s top Business Schools: Duke CE, Instituto de Empresa, Solvay, Vlerick, Ecole des Ponts, and Skolkovo.

Born in Madrid, Spain, and educated in Germany, Mexico, Italy and the United States, Antonio has an MBA from London Business School and is fluent in six languages. He can be reached via email: [email protected]

 

 

The Relevance of Project Success Criteria

and Requirements in Project Management

 

SECOND EDITION

By Ágnes Csiszárik-Kocsir, habil. PhD

Associate Professor, Óbuda University

Budapest, Hungary

 



Abstract

Projects have become key players in national economies today. Projects are concrete manifestations of investments, there are no investments without projects, and without them the economy can not grow substantially. However, projects are unsuccessful in many cases, because they aren’t prepared in time, don’t achieve the required performance they expect from them. A common cause of project failure is a poor planning process, budgetary problems, the missed investment calculations, or the omission of sustainability, relevance, and feasibility.

These expectations are expressed in every project management course, all of the literature dealing with the projects, but the project actors don’t give the required relevance to them. The aim of this paper is to examine the above-mentioned triple success criteria system based on the opinion of Hungarian companies, in addition to measuring the elements of a classical project triangle.

Key words: project success, project management, primary research, SME

JEL code: O10, M10

Introduction

Projects are always temporary arrangements that are established for pre-set objectives. Success for a project means achieving the objectives, but the road to success is paved with various risks and difficulties. Therefore in many cases the expected success of a project turns into failure. Several organizations have already tried to estimate the number of unsuccessful projects. An organization called Wellingtone (n.d., a.) defined the project as such a change-inducing endeavour that has to meet three criteria for the sake of success:

  • Alignment to the strategy of the project promoter,
  • Must have priority over other initiatives, which are in competition with the project for scarce resources,
  • Must have a positive impact in the future.

Based on some surveys, 70% of the projects fail due to inadequate planning. The most common mistakes are the underestimation of the budget and the insufficient management of risks. The failed projects will not be able to contribute to the increase of the investment ratio and to the promotion of the economic growth. Hence the failed projects will always appear as a loss or damage, for which the organization wasted the resources in vain. These effects also show up at the level of the national economy as a loss in the form of lost growth.

The above cited organization also interpreted success in three dimensions:

  • Successful project management that is capable of delivering the predefined result on time and within the budget, in which setting up the correct milestones has a huge role,
  • Successful project, which reaches the pre-set business goals,
  • Successful enterprise, which is able to approach the strategic goals, meeting the expectations of all actors (owners, managers, employees, other stakeholders).

The organization provided methodological recommendations as well (n.d., b.) for the sake of achieving the project’s success. Based on their theory there are six steps leading to the success of the project: preparation, planning, communication, monitoring, controlling and review.

The annual project management survey conducted by the organization examines the key factors along the project characteristics, through which success is measureable and the tendencies can be determined too. The results are summed up in the diagram below.

More…

To read entire article, click here

 

Second Editions are previously published papers that have continued relevance in today’s project management world, or which were originally published in conference proceedings or in a language other than English.  Original publication acknowledged; authors retain copyright.  This paper was originally presented at the most recent Scientific Conference on Project Management in the Baltic States at the University of Latvia in Riga in April 2018.  It is republished here with the permission of the authors and conference organizers

How to cite this paper: Csiszárik-Kocsir, A. (2018). The Relevance of Project Success Criteria and Requirements in Project Management; Proceedings of the 7th Scientific Conference on Project Management in the Baltic States, University of Latvia, Riga, Latvia, April 2018; republished in the PM World Journal, Vol. VII, Issue VIII – August. Available online at https://pmworldjournal.net/wp-content/uploads/2018/08/pmwj73-Aug2018-Csiszárik-Kocsir-Relevance-of-Project-Success-Criteria.pdf

 



About the Author


Ágnes Csiszárik-Kocsir

Budapest, Hungary

 

 

 

Professor Ágnes Csiszárik-Kocsir works as an associate professor of Finance at the Óbuda University, Keleti Faculty of Business and Management. She is a doctor of Management and Business Administration. She received her Ph.D. degree from Szent István University Management and Business Administration PhD School in 2010. Title of her dissertation is “The education funding aspects at local governments”. After it, she did her habilitation in 2017 at University of Kaposvár.  She worked at Central European University as a project manager and a visiting professor from 2004 till 2007. She managed several research projects in that time, and she was responsible for the finances of the projects.

From 2007 she is a professor at Óbuda University. Her research fields are financing and the crisis. In recent years she had several research projects in connection with her courses: financial culture, corporate financing, investment funding, project management and the project financing. She was a visiting professor in Romania, and in Poland (CEEPUS Award and Erasmus+ scholarships).

She has more than 220 national and international publications, articles and conference proceedings as well. She helped in organizing more than 20 conferences, and she is a member of editorial boards in  national and international journals (Lépések, The Macrotheme Review, Journal of Competiveness, Journal of Financial Management and Accounting), and she is a review board member in 2 international journals (Journal of Process Management – New Technologies International, International Journal of Trade). From 2015 she is an editor of the “Business Development in the 21th Century” book published by the Óbuda University. In 2009 she was the Young Researcher of the Year at Óbuda University.

Ágnes can be contacted at [email protected].

 

 

Does Your Project Have a Pulse?

 

SECOND EDITION

By Lon Roberts, Ph.D.

Principal Partner
Roberts & Roberts Associates

Texas, USA

 



Abstract:
Are your projects vibrant and alive—a breeding ground for innovation and creative thinking? Or, are they better described as zombie projects—brain-dead creatures that plod along but are devoid of life and vitality? And more to the point, does it really matter one way or another, assuming the job gets done? The author of this paper defends the position that creativity and innovation are essential in contemporary projects, despite the fact that they create special challenges for project leaders—especially those who take comfort in routines and highly-scripted plans. Distilling lessons learned from his research, the author offers a set of principles for seeding creativity and innovation by creating a project environment that fosters a healthy curiosity on the part of individuals and project teams. The paper ends with a valedictory challenge to project leaders to become curiosity-curators for their projects.

Few would argue with the assertion that a healthy curiosity is a good thing, but not everyone agrees on what constitutes a healthy curiosity. As a case in point, consider an experiment that a young man who would later become one of the history’s greatest scientists and mathematicians conducted on himself.

When he was a student at Cambridge University in the 1660s, Isaac Newton was curious about the nature of light and color. While some of his contemporaries speculated that color is an inherent property of the light itself, there were others who argued that the perception of color is due to the optical characteristics of the eye. To satisfy his curiosity—in other words, to bridge the gap between what he knew and didn’t know—Newton used himself as a guinea pig. Newton took a narrow, pointed object called a “bodkin” and inserted it beneath his lower eyelid and under his eye in order to test how changing the pressure on the back of his eye (with the aid of the bodkin) would affect his perception of color. The following illustration is an excerpt taken from one of Newton’s notebooks. It documents how he carried out this rather risky and cringe-inducing experiment.


Though it’s questionable whether or not the outcome of this experiment succeeded in answering the original question to young Newton’s satisfaction, it’s clear that he was willing to take greater personal risks than most of us would engage in to satisfy his curiosity. Newton’s curiosity was intense, but in this case, not so healthy.

The Color of Wonder: Perceptual Curiosity

The innate urge to fill the gap between what we know and don’t know is called perceptual curiosity, since it often involves observation or other forms of sensual perception. Perceptual curiosity was the force that compelled Newton to conduct his risky eye experiment—to act on the urge of his curiosity to bridge the gap between what he knew and didn’t know about the optics of light and color—to experience, with his own senses, how manipulating the pressure on his eyeball with the bodkin affected his personal perception of light and color.

Perceptual curiosity is what compels us to seek novelty and also explore outliers. Often these outliers go unnoticed, or they’re simply written off because they are outside the norm. But, to a scientist, an analyst, a problem solver, or a project leader who understands the importance of paying attention to anomalies, outliers are the source of considerable curiosity. In the words of the Nobel Prize winning physicist, Richard Feynman, “The thing that doesn’t fit is the thing that is most interesting.” And when the “thing that doesn’t fit” captures our attention, curiosity kicks in by asking—explicitly or implicitly—the “Why?” or “Why Not? questions that impel us to seek answers…

More…

To read entire paper, click here

 

Editor’s note: Second Editions are previously published papers that have continued relevance in today’s project management world, or which were originally published in conference proceedings or in a language other than English.  Original publication acknowledged; authors retain copyright.  This paper was originally presented at the 12th Annual UT Dallas Project Management Symposium in May 2018.  It is republished here with the permission of the author and conference organizers.

How to cite this paper: Roberts, L. (2018). Does Your Project Have a Pulse? Paper presented at the 12th Annual UT Dallas Project Management Symposium, Richardson, Texas, USA in May 2018; published in the PM World Journal, Vol. VII, Issue VIII – August. Available online at https://pmworldjournal.net/wp-content/uploads/2018/08/pmwj73-Aug2018-Roberts-does-your-project-have-a-pulse-utd-paper.pdf

 



About the Author


Dr. Lon Roberts

Texas, USA

 

 

 

 

Dr. Lon Roberts is a principal partner with Roberts & Roberts Associates, where he is a speaker, seminar leader, and management consultant. He has held positions with E-Systems/Raytheon, Alliance for Higher Education, and Texas State Technical College. His areas of expertise include data analytics, measurement systems, project leadership, and process reengineering.

Lon has authored numerous articles and four books, and he has been a frequent contributor to Defense AT&L magazine. He earned a Ph.D. from the University of Oklahoma and B.S. and M.S. degrees from Oklahoma State University.

Lon’s interest in the phenomenon we call “curiosity” stems from his work as a science educator/entertainer. He routinely conducts science-magic shows for schools, libraries, scouting events, private parties, and corporate events, such as awards ceremonies and retreats.

Lon Roberts’ Contact Information

[email protected]  | www.R2assoc.com

[email protected]  | www.sciencefunguy.com

 

 

Case Study: Portfolio Management in the 2020 Census Program

 

SECOND EDITION

Susan Hostetter and Sherri Norris

U.S. Census Bureau

Washington, DC, USA

 



Executive Summary

The Decennial Census is the United States oldest and most comprehensive source of information about the U.S. population.  Most people know that the Census Bureau manages this very large, complex, multi-billion-dollar program and are familiar with the program and its purpose but they don’t understand that, while the 2020 Census will be conducted on April 1 2020, the planning, staging and operations of the Census happen over a timespan of more than 10 years. This case study will focus on the Portfolio Management structure that the 2020 Census Program has in place to select and manage the many investments needed to conduct such a large and complex operation. It will profile the types of investments, the governance and processes used to select, initialize and manage those investments and the investment and budget challenges affecting the 2020 Census Program.

In this paper, we will present:

  • The current structure of 2020 Census Program portfolio management
  • Our 2020 Census Portfolio Management questionnaire, a tool designed to gather information about 2020 Census portfolio management programs
  • Feedback from professionals involved with 2020 Census portfolio management processes

Key findings include:

  • Portfolio management is being actively practiced by the 2020 Census Program.
  • Decisions are being made by the 2020 Census Program governance structure.
  • Key processes are at different level of maturity.
  • Overall, stakeholders believe that portfolio management processes work reasonably well.

Introduction

In this paper, we describe the current 2020 Census Program portfolio management processes and the maturity of those processes.  Figure 1 shows governance structure for the 2020 Census Program. From its charter (U.S. Census Bureau, 2018), the 2020 Census Portfolio Management Governing Board (PMGB) provides key oversight and decision-making support for the 2020 Census Program. It oversees 2020 Census Program investments and escalates matters to the Executive Steering Committee (ESC) when appropriate or when a specified threshold is met for cost, risk, or impact has been reached. Currently, most 2020 Census Program Governance Meetings meet weekly, but as 2020 operations ramp up meeting frequency will increase with additional operations-focused meetings added. Weinberg (2012), discusses 2010 census management challenges, many of which help inform 2020. In our interview discussions and other research, we learned that a 2020 census program management plan, focused on the operational phase, will document procedures and provide information on how decisions are made and will be resolved regarding the 2020 Census. Once out of the approval phase, it will document key project management processes including risk management, schedule management, issue management, and change management.

More…

To read entire paper, click here

 

Author’s note: This paper is released to inform interested parties of ongoing operations and to encourage discussion of work in progress. Any views expressed on operational issues are those of the authors and not necessarily those of the U.S. Census Bureau.

Editor’s note: Second Editions are previously published papers that have continued relevance in today’s project management world, or which were originally published in conference proceedings or in a language other than English.  Original publication acknowledged; authors retain copyright.   This paper was originally presented at the 5th Annual University of Maryland PM Symposium in May 2018.  It is republished here with the permission of the authors and conference organizers.

How to cite this paper: Hostetter, S. & Norris, S. (2018). Case Study: Portfolio Management in the 2020 Census Program; Proceedings of the 5th Annual University of Maryland Project Management Symposium, College Park, Maryland, USA in May 2018; republished in the PM World Journal, Vol. VII, Issue VIII – August.  Available online at https://pmworldjournal.net/wp-content/uploads/2018/08/pmwj73-Aug2018-Hostetter-Norris-portfolio-management-in-2020-census-program.pdf

 



About the Authors


Susan Hostetter

Washington, DC, USA

 

 



Susan Hostetter
, PMP, is a project management professional with over twenty years’ experience with Federal Statistical programs. Ms. Hostetter has been instrumental in standing up and managing risk management, project management, portfolio management, strategic planning, and performance management processes for large survey and Census programs. She has a Master’s Degree in Management with a Project Management emphasis from the University of Maryland’s University College, a Master’s Certificate in Program Management from George Washington University and a Bachelor’s Degree in Business Administration from Mary Baldwin University. Susan can be reached at [email protected].

 


Sherri Norris

Washington, DC, USA

 

 



Sherri Norris
is a project management and statistical professional with over twenty years of public policy, project management and operations experience. Ms. Norris has coordinated and implemented schedule, requirements, performance management, and governance processes for survey and Census Programs. She has a Public Policy Master’s Degree in Justice: Law and Society from American University, a Master’s Certificate in Program Management from George Washington University and a Bachelor’s Degree in Criminal Justice from University of Delaware. Sherri can be reached at [email protected].

 

 

Mindful Leadership

What is it? How can I apply it to my programs and projects?

 

SECOND EDITION

by Sandra Menzies, MS, ASQ-CQA, ASQ-CQM/OE, PMI-PMP

Center for Biologics Evaluation and Research
U.S. Food and Drug Administration

Washington, DC, USA

 



Abstract

It’s a typical day.  You get-up, read the news, listen to the TV or radio, rush to get out of the house for your busy day at work.  Traffic is a snarl all the way into work.  As you travel, you are listening to the radio or a book to try and relax before work.  Once you get into work, there are emails awaiting your review and response, people are stopping at your door to ask questions or just wanting to chat, you have more meetings than work hours, and multiple tasks that need to be completed right now.  You do not have time to think or prepare.  All you want to do is, STOP!  Have you felt this way? What can you do?

This paper reviews the benefits of being a mindful leader.  It discusses how mindfulness helps you focus, cultivate being present (an external awareness) and the ability to pause (an internal awareness).  Being focused helps leaders minimize multitasking and pay attention to what is important.  Being present allows leaders to observe what is going on around them and actively listen to what is being said, so they can separate our self from a situation and reflect, thus allowing our inner knowledge to emerge.  When we pause we create space, so we can learn to respond and reframe a story instead of reacting in stressful situations.  In addition, managers who demonstrate and encourage the practice of mindfulness create an engaging and interactive team environment.

Mindful Leadership

Have you found yourself focusing on a meeting you had yesterday and what you could have done better or how the team could have reached a better solution?  Or maybe you find yourself worrying about tomorrow and what could go wrong even when you have planned for various contingencies.  This reflection is often not about learning and growing but about judging yourself and your abilities as a leader.  Mindfulness is defined as the practice of being present or being aware of your current situation, your emotions, and how you are feeling at any given time and in any given situation without judgement.  Mindfulness helps you focus on the tasks you need to accomplish right now so you can manage your project through all phases from initiation through closure.  Mindfulness also helps you be present and aware of what you can accomplish in this moment and acknowledge what is within your limits and current control.

Forbes defines leadership as “a process of social influence, which maximizes the efforts of others towards the achievement of a goali.”  Great leaders exhibit characteristics such as:  being focused, direct, clear in how they respond, creative, trustworthy, engaging, reliable, humble, understanding, self-aware, grounded, etc.  A mindful leader is “someone who embodies a leadership presence by cultivating focus, clarity, creativity, and compassion in the service of others.ii”  Great leaders are mindful leaders.

Having a mindfulness practice helps you focus, cultivate presence (an external awareness) and the ability to pause (an internal awareness).  Frequently our minds wander; we tune-out when we need to focus. How many times have we reached the end of an hour and wondered, “What have I spent my time on?”, “What have I accomplished?”  Maybe you get distracted by emails, news bulletins, comments from others, or pop-ups on your phone.  Many consider these activities multitasking.  Multitasking is defined as the ability to perform multiple tasks at the same time.  Earl Miller, a professor of neuroscience at MIT, shows that people appear to handle more than one task at a time, yet he or she actually switches between the tasks very rapidly.  This rapid-fire switching is a distraction that decreases productivity, causes mistakes, and limits creativityiii.  The lack of attention to a given task results in the task taking longer to complete and being more prone to errorsiv.  Dr. Miller recommends the following steps to counter multitasking and help you focus: block out periods of time to focus and eliminate as many distractions as possible such as putting away your smartphone, turning off extra screens, and shutting down your email.  If all else fails, take short breaks and move around.  Through a practice of mindfulness, you begin to learn how to let those distractions go and decide how you want to focus your time and attention to detail, so you can cultivate presence and the ability to pause.

More…

To read entire paper, click here

 

Editor’s note: Second Editions are previously published papers that have continued relevance in today’s project management world, or which were originally published in conference proceedings or in a language other than English.  Original publication acknowledged; authors retain copyright.  This paper was originally presented at the 5th Annual University of Maryland PM Symposium in May 2018.  It is republished here with the permission of the author and conference organizers.

How to cite this paper: Menzies, S. (2018). Mindful Leadership – What is it? How can I apply it to my programs and projects?; Proceedings of the 5th Annual University of Maryland Project Management Symposium, College Park, Maryland, USA in May 2018; republished in the PM World Journal, Vol. VII, Issue VIII – August.  Available online at https://pmworldjournal.net/wp-content/uploads/2018/08/pmwj73-Aug2018-Menzies-mindful-leadership-second-edition.pdf

 



About the Author


Sandra Menzies

Washington, DC, USA

 

 

 

Sandra Menzies, MS, ASQ-CQA, ASQ-CQM/OE, PMI-PMP has been a senior member of ASQ since 2001 and a member of PMI since 2015. With over 25 years of experience, Ms. Menzies has held quality-related and project management positions at Biocon, Inc.; Otsuka Maryland Research Institute; TherImmune Research Corporation; and the Food and Drug Administration (FDA).  Ms. Menzies is also Stephen Minister and Leader, yoga instructor, and a mindfulness advocate and practitioner. Ms. Menzies currently uses her knowledge of mindfulness to manage large, complex projects to improve internal business processes at the FDA. She can be contacted at [email protected].

 

 

 

Implementing Change in Organizations

A Manager’s Guide

 

SECOND EDITION

By Robert Youker
(Formerly of the World Bank Institute)

Maryland, USA

 



Introduction

Workers in organizations are often faced with the problem of introducing change to procedures that may impact the status quo.  Some simple changes result in strong resistance, causing additional problems for management.  Other changes are usually accepted as worthwhile improvements.  The purpose of this paper is to define why some changes are resisted, while others are accepted, and to describe how managers can use procedures that may result in substantially higher rate of acceptance of proposed changes.  This will include a model for analyzing ways to improve the methods for introducing change in a given situation.

Although the change can be of any type, this article will focus on changes in administrative systems.  Examples of administrative systems would include the installation of a formal system of analysis of capital investments, using the discounted cash flow technique for calculating the return on investment; or the introduction of a system of development project planning and control based on the critical path method of network diagramming (CPM/PERT).  Both types of new administrative systems would require changes in the way some of the organization’s personnel carry out their daily work.

The history of the introduction of administrative system changes is replete with failures.  Some new systems were never implemented, while others had model initial success but then died out over time.  For example, a study by Davis [3] indicated that only 55% of the major construction firms in the USA were effectively using CPM.  A study of corporate models in management science indicated that only 3% had been implemented [12]. Each reader, I am sure, can think of several examples of systems that have been developed and not fully implemented.

More…

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Editor’s note: Second Editions are previously published papers that have continued relevance in today’s project management world, or which were originally published in conference proceedings or in a language other than English.  Original publication acknowledged; authors retain copyright.  This paper was originally published in the Project Management Quarterly in March 1983.  It is republished here with the author’s permission.

How to cite this paper: Youker, R. (1983). Implementing Change in Organizations (A Manager’s Guide); Project Management Quarterly, March 1983, p. 34-40; republished in the PM World Journal, Vol. VII, Issue VII – July. Available online at https://pmworldjournal.net/wp-content/uploads/2018/06/Youker-Implementing-Change-in-Organizations-PMQ-March-1983.pdf



About the Author


Robert Youker

World Bank (retired)

 

 

 

 

 Robert (Bob) Youker is an independent trainer and consultant in Project Management with more than forty years of experience in the field.  He is retired from the World Bank where he developed and presented six week project management training courses for the managers of major projects in many different countries. He served as the technical author for the bank on the Instructors Resource Kit on CD ROM for a five week training course on Managing the Implementation of Development Projects.  He has written and presented more than a dozen papers at the Project Management Institute and the International Project Management Association (Europe) conferences many of which have been reprinted in the Project Management Institute publications and the International Journal of Project Management (UK).

Mr. Youker is a graduate of Colgate University, the Harvard Business School and studied for a doctorate in behavioral science at George Washington University.  His project management experience includes new product development at Xerox Corporation and project management consulting for many companies as President of Planalog Management Systems from 1968 to 1975.  He has taught in Project Management Courses for AMA, AMR, AED, ILI, ILO, UCLA, University of Wisconsin, George Washington University, the Asian Development Bank and many other organizations. He developed and presented the first Project Management courses in Pakistan, Turkey, China and Africa for the World Bank.

A few years ago Mr. Youker conducted Project Management training in Amman, Jordan financed by the European Union for 75 high level civil servants from Iraq who implemented the first four World Bank projects in Iraq. He is a former Director of PMI, IPMA and asapm, the USA member organization of IPMA. Most recently he has been consulting for the US Government Millennium Challenge Corporation on project management training in Africa.  Bob can be contacted at [email protected]

To see more works by Bob Youker, visit his author showcase in the PM World Library at http://pmworldlibrary.net/authors/robert-bob-youker/

 

 

Digital Transformation

through Product and Project Innovation Management

 

SECOND EDITION

By Curt Raschke

Richardson, Texas, USA

 



Technology Transformation and Innovation

The phrase “Digital Transformation” has become so ubiquitous in so many different contexts that the only commonality seems to be its use as a marketing concept to sell computer hardware, software and / or consulting services. It seems to have become an all-purpose generic “transformation” encompassing “agile transformation,” “cloud transformation,” “IoT transformation,” “big data transformation,” “as a service transformation,” “mobile application transformation,” “business intelligence transformation,” “process automation transformation,” “DevOps transformation,” etc.

The multitude of white papers, presentations, advertisements, webinars and blogs on the subject generally assert that through the proper mix of digital technologies and capabilities, companies can “transform” their business models, business processes, organizational structures, employee engagement, customer experience, etc. This literature also, unfortunately, generally fails to give much actionable direction on how to accomplish these desired goals. So how, then, can a company or organization decide how and when to utilize the many available digital tools to significantly grow its business and / or improve internal customer satisfaction?

Fortunately, while many digital technologies are indeed new, technology driven “transformations” are not, and provide useful “lessons learned” that can be applied to the question of how to best exploit the newest digital technologies. Examples of such “transforming” technologies in the last 200 years include steam, electricity, telegraphy, telephony, internal combustion, radio, powered flight, photography, television, computers, and the internet; each of which “transformed” businesses and eventually society.

While each of these transformational technologies were very different, in every case, the actual transformations occurred through the innovative products (goods and services) enabled by the technology that delivered services not previously available. The first lesson learned, then, is that all technology transformations actually occur not directly through the technology but through the use of products (goods and services) enabled by the technology, and the transformational value is through the service experience provided. The second lesson learned is that transformational products are very innovative either in how the product is used or in how the service is delivered; that is, transformation and innovation are inextricably linked.

Digital (Product) Transformation

Based on the history of these previous technology transformations, a simplified explanation of digital transformation might be along the lines of: Creation and widespread usage of innovative software enabled products that provide valuable, previously unavailable services to a broad range of customers and end users. Looking at digital transformation in terms of software enabled products and services makes it easier for businesses to choose which digital tools to invest in and estimate how their business models, organizational structures, employee engagement, etc. will have to change to accommodate the new products. This approach also allows a company to leverage the extensive body of knowledge on product development and product lifecycle management to achieve its specific goals.

The first question a company should ask, then, when contemplating digital “transformation”, is not what digital technologies it should embrace, but rather what customer base does it want to serve and what needs or desires do the customers and end users have that are not presently met by existing products? Once the first question is answered, the second question is to ask specifically which technologies should be developed or acquired to enable goods and services that satisfy the unmet customer and end user needs and for which the customer is willing to pay enough to generate adequate financial return.

Too often, when companies contemplate digital transformation by focusing primarily on technology options, rather than the customer and end user needs, they inevitably end up using the technology to lower costs, respond to competitive products, or extend existing product lines; all of which may make good business sense but are hardly transformational. No, meaningful business transformation requires the deployment of transformational products that are both significantly innovative in how the goods and services are used or delivered and provide significantly greater value than existing products. Such product innovation, in turn, drives changes to business processes, organizational structures, employee skill sets, etc., with the degree of change determined by the degree of innovation needed.

The third lesson learned, then, is that innovative products by themselves are necessary but not sufficient. The innovation must be carefully identified and managed so that the product enabled by the innovation provides significant value to both the vendor and the customer; the customer must be willing to pay enough for the product to generate adequate financial return on investment for the vendor. As will be discussed, this innovation management has both a product dimension and a project dimension.

More…

To read entire paper, click here

 

Editor’s note: Second Editions are previously published papers that have continued relevance in today’s project management world, or which were originally published in conference proceedings or in a language other than English.  Original publication acknowledged; authors retain copyright.  This paper was originally presented at the 12th Annual UT Dallas Project Management Symposium in May 2018.  It is republished here with the permission of the author and conference organizers.

How to cite this paper: Raschke, C. (2018).  Digital Transformation through Produce and Project Innovation Management; 12th UT Dallas Project Management Symposium, Richardson, TX, USA, May 2018; PM World Journal, Vol. VII, Issue VII – July. Available online at https://pmworldjournal.net/wp-content/uploads/2018/07/pmwj72-Jul2018-Raschke-digital-transformation-utd-conference-paper.pdf



About the Author


Curt Raschke, PhD

Texas, USA

 

 



Curt Raschke
is a product development thought leader, innovative project manager and business process change agent helping global high technology companies adapt their products, projects and processes to changing market opportunities. He also teaches an Executive MBA course on “Effective New Product Introduction” at the UT Dallas Center for Intelligent Supply Networks on using innovative product introductions as the basis for sustainable competitive advantage. Curt founded the UT Dallas Applied Project Management Forum in 2004 and served as Chair of the Project Management Institute’s New Product Development Specific Interest Group for five years. He has a Ph.D. in Solid State Physics with PMP and Lean Six Sigma certifications. He can be contacted at [email protected]

 

 

Agile Quantitative Risk Management

 

SECOND EDITION

By Susan Parente

S3 Technologies, LLC

New York and Washington, DC, USA

 



ABSTRACT

In today’s world of fast paced technology and continually changing requirements and project scope, the need for Agile Project Management has greatly increased. This calls us to ask, how do standard critical project management methodologies like Risk Management fit into Agile Practices.

What is Agile Risk Management and when does it make sense to use it? How does Quantitative Risk Analysis relate to Agile and how it is incorporated into Agile Practices, will be evaluated? Recommendations for implementing Agile Risk Management will be provided along with best practices and how organizations are applying this into practice.

The nuances of how risk management is incorporated into agile practices are what generate project success. When requirements and environmental conditions are in flux, our ability to anticipate risk and plan for it, is critical to managing projects with agility.

OVERVIEW

The objectives of this paper on Agile Quantitative Risk Analysis are to explain what Agile risk management is, discuss risk analysis for Agile and provide recommendations for implementing Agile quantitative risk management. Lastly, the objective of this paper is to present risk as an opportunity to successful Agile project management!

With Agile project management replacing traditional project management in many organization and on many projects, it is important to understand how quantitative risk management is done in Agile projects.

WHAT IS AGILE?

In discussing Agile risk management, it is important to first clarify what we mean by Agile. Agile is a set of principles that guide teams and guide product development. It is a culture shift not a particular methodology or framework, but it consists of a number of methodologies and frameworks. Agile is a great solution for some types of projects but may not be the best solution for all projects. Agile entails open communication between teams, stakeholders, and customers. Agile is different from traditional project management in a number of ways, which will be detailed below.

Agile guidance consists of the Agile Manifesto and its 12 Principles, see the site www.agilemanifesto.org for the 4 values of Agile and its 12 Principles. Although Scrum is the most common framework of Agile, it is not by far the only framework. There are also other aspects of a project that make it an Agile project, versus a traditional project. These may include one or more of the following: rolling wave planning, iterative or incremental delivery, rapid and flexible response to change, and/ or open communication. Examples of Agile methodologies or frameworks include: Scrum, XP (eXtreme Programming), Lean and Test-driven Development (TDD), Kanban, and many others.

Why should you use Agile principles and practices for project management? Agile principles and practices are used to manage change, improve communication, reduce cost, increase efficiency, provide value to customers and stakeholders, and decrease project risk. One should consider an Agile approach when 1 or more of the following conditions are present:

  • Uncertainty (particularly in requirements and changing conditions)
  • Complexity (in content, integration, stakeholder management, or solution)
  • Innovation (new technology, content, or system)
  • Urgent (high priority or short timeline)

COMPARING TRADITIONAL TO AGILE

The triple constraint (time, cost, and scope) operates differently in traditional project management and Agile project management. Often quality is show in the middle of this triangle and Risk may be show as a cloud around the triangle, or in the background, as it is shown in figure 1 below.

More…

To read entire paper, click here

 

Editor’s note: Second Editions are previously published papers that have continued relevance in today’s project management world, or which were originally published in conference proceedings or in a language other than English.  Original publication acknowledged; authors retain copyright.  This paper was originally presented at the 5th Annual University of Maryland PM Symposium in May 2018.  It is republished here with the permission of the author and conference organizers.

How to cite this paper: Parente, I. S. (2018). Agile Quantitative Risk Analysis, presented at the 5th Annual University of Maryland Project Management Symposium, College Park, Maryland, USA in May 2018; published in the PM World Journal, Vol. VII, Issue VII – July.  Available online at https://pmworldjournal.net/wp-content/uploads/2018/07/pmwj72-Jul2018-Parente-agile-quantitative-risk-analysis-umd-paper.pdf



About the Author


Susan Parente

Washington, DC/ New York, USA

 

 

 

Susan Parente, PMP, PMI-RMP, PMI-ACP, PSM I, CSM, CSPO, CISSP, CRISC, RESILIA, ITIL, MS Eng. Mgmt. is a principal consultant at her company, S3 Technologies, LLC. She is a project engineer, consultant, speaker, author, and mentor who leads large complex IT software implementation projects, and the establishment of Enterprise PMOs. She has 19+ years’ experience leading software and business development projects in the private and public sectors, including a decade of experience implementing IT projects for the DoD and other federal government agencies. Ms. Parente is also an Associate Professor at Post University in CT. She has a BS in Mechanical Engineering from the University of Rochester in NY and has a MS in Engineering Management from George Washington University in DC. She also has a number of certifications, most of which she teaches and she is a CMMI and ISO 9001 Practitioner.

Ms. Parente is a Principal Consultant at S3 Technologies, LLC. Her company’s focuses on revitalizing projects through the use of risk management and implementing Agile practices. S3 Technologies does this by teaming with clients, stakeholders and vendors and using risk management and project agility to deliver project successes. Ms. Parente trains and mentors project managers in the areas of project management, agile project management, and risk management. She has developed a methodology which she uses to implement risk management programs for both small and large clients and is currently completing her manuscript for a book on implementing risk management.

Susan can be contacted at [email protected]

To view other works by Susan Parente, visit her author showcase in the PM World Library at https://pmworldlibrary.net/authors/susan-parente/

 

 

Applying 1970 Waterfall Lessons Learned

Within Today’s Agile Development Process

 

SECOND EDITION

Johnny D. Morgan, PhD

Washington, DC, USA

 



ABSTRACT

While working for TRW in 1970, Dr. Winston Royce published an IEEE paper that described the waterfall development process.  In his paper he stated “I believe in the concept but the implementation described is risky and invites failure.”   He then “presents five additional features that must be added to this basic approach to eliminate most of the development risks.”   This paper reviews these five additional features recommended in 1970 and describes how they are incorporated into today’s agile development process to reduce agile project development risks.

Key Words: Agile, architecture, design, Manifesto for Agile Software Development, project management, software development, waterfall, Winston Royce

This paper is based on empirical observations, current literature, and engineering and project management experiences.

INTRODUCTION

Since the publishing of the Manifesto for Agile Software Development in 2001, many books and journal articles have been published that first characterizes the waterfall software development process and then identifies process steps that attempt to separate and uniquely characterize agile development practices as different and better.   In many cases, each of these publications either references or directly draws the basic waterfall development process shown in Figure 1 and then attempts to make a comparison of historical project management concepts and agile project management concepts.  For example, one publication states:

“In the historical approach, which locks the requirements and delivers the product all in one go, the result is all or nothing.  We either succeed completely or fail absolutely.  The stakes are high because everything hinges on work that happens at the end…of the final phase of the cycle, which includes integration and customer testing…In the testing phase of a waterfall project, the customers get to see their long-awaited product.  By that time, the investment and effort have been huge, and the risk of failure is high.  Finding defects among all completed project requirements is like looking for a weed in a cornfield…The following list summarizes the major aspects of the waterfall approach to project management:

  • The team must know all requirements up front to estimate time, budgets, team members and resources…
  • The customer and stakeholders may not be available to answer questions during the development period, because they may assume that they provided all the information during the requirements-gathering and design phases…
  • The team needs to resist the addition of new requirements or document them as change orders, which adds more work to the project and extends the schedule and budget…
  • Full and complete customer feedback is not possible until the end of the project when all functionality is complete.” (Layton and Ostermiller 2017)

More…

To read entire paper, click here

 

Editor’s note: Second Editions are previously published papers that have continued relevance in today’s project management world, or which were originally published in conference proceedings or in a language other than English.  Original publication acknowledged; authors retain copyright.  This paper was originally presented at the 5th Annual University of Maryland PM Symposium in May 2018.  It is republished here with the permission of the author and conference organizers.

How to cite this paper: Morgan, J. D. (2018). Applying 1970 Waterfall Lessons Learned Within Today’s Agile Development Process; presented at the 5th Annual University of Maryland Project Management Symposium, College Park, Maryland, USA in May 2018; published in the PM World Journal, Vol. VII, Issue VII – July.  Available online at https://pmworldjournal.net/wp-content/uploads/2018/07/pmwj72-Jul2018-Morgan-applying-1970-waterfall-lessons-umd-paper.pdf



About the Author


Johnny D. Morgan, PhD

General Dynamics Information Technology
Washington, DC, USA

 




Dr. Johnny Morgan
has 38 years of systems engineering and project management experience.  While serving in the United States Navy and then employed with IBM, Lockheed Martin and currently General Dynamics, he has assisted numerous Department of Defense and Intelligence Community customers in the management and execution of their information technology portfolios.   Supplementing his experience, he has received a Bachelor’s degree in Computer and Information Sciences from the University of Florida, a Master’s degree in Systems Management from the University of Southern California, and a Doctorate degree in System Engineering from the George Washington University.   Dr. Morgan has also earned numerous industry certifications including the Project Management Institute’s Project Management Professional and the International Council on Systems Engineering Expert System Engineering Professional certifications.

Dr. Morgan can be contacted at [email protected]

 

 

Innovation Ecosystem Management

Leadership in Project Management and Business

 

SECOND EDITION

By Darrel G. Hubbard, PE, President & CEO
D.G.Hubbard Enterprises, LLC
California, USA

and

Peter W. Rogers, CEO
P17 Group LLC and Senior Consultant
The Experience Praxis Group, Inc.
Georgia, USA

 



INTRODUCTION

Innovation, within business and project management, is strategically positioned ideas implemented to create business value and benefits for the enterprise. A significant difference exists between the concepts of innovation and creativity. Creativity, in a business context, is the ideation process of forming and relating ideas. But ideas are useless unless implemented. Therefore, it is not how many ideas a company has, but how many ideas are transformed into reality. That requires innovation, which is the process of turning an idea into a producible, marketable, and valuable form. Innovation in business and project management is about practical creativity, which is about making a new idea useful.

Why is innovation so important today in the management of businesses and the management of projects? Quite simply because innovation—incremental, disruptive, and transformational—fuels and sustains business growth. It is the force that assists an enterprise in adapting and staying alive. Transformational digital innovation has moved the world marketplace and industries out of the Third Industrial Revolution into the Fourth Industrial Revolution of digital disruption.

The Third Industrial Revolution, known as the Information Age, is considered the time-period from about 1970 to the year 2000. That era shepherded in the proliferation of computer-chips, the introduction of the personal computers, the beginnings of automation technologies, and the ability to technologically transfer information quickly. This revolutionized operations almost everywhere from manufacturing, to management, mass media, health, governmental institutions, and entertainment.

The Fourth Industrial Revolution, the era of Digital Transformation commonly called “Industry 4.0,” arrived with the advent of the 21st century. Klaus Schwab, in his 2016 book, The Fourth Industrial Revolution[40], has opined that digitalization, emerging technologies, and broad-based-innovation will revolutionize everything. He noted that “major technological changes are on the brink of fueling momentous change throughout the world.”

Industry 4.0 refers to the current trend of extensive automation and data exchange in manufacturing, production, and services. The oncoming Digital Transformation being driven by Industry 4.0 isn’t something evolutionary: it’s revolutionary. It includes a wide range of current and future business related functionality, such as: cyber-physical systems; Internet of Things; Internet of Robotic Things; Internet of Systems; Location of Things; cloud computing; cognitive technologies and computing; predictive analytics; device interoperability; information transparency; decentralized decision-making; artificial intelligence; consumer software applications; smart manufacturing; ubiquitous mobile supercomputing; intelligent robots; self-driving cars; neuro-technological brain enhancements; genetic editing; technological convergence; integration of operational technology with information technology; combining big data and materials science; bi-directional assistance between humans and machines; software-defined infrastructure; converged infrastructures; DevOps; and Blockchain.

By applying and embedding smart and connected technology, Industry 4.0 is transforming enterprises, economies, jobs, and even society. It is characterized by a fusion of technologies that is blurring the lines between the physical, digital, societal, and biological spheres. It is creating digital enterprises that are both interconnected and capable of more informed decision-making and that can communicate, analyze, and use data to drive intelligent actions within our physical world. Industry 4.0 is driving the integration of digital and physical technologies across all areas of business, society, production, mobility, and communications. It represents broad and pervasive industrial, business, and societal shifts that must be dealt with comprehensively, if enterprises are to survive as a minimum and hopefully thrive. All revolutions are disruptive. Industry 4.0 is no exception by portending tremendous opportunity for new products and services, better ways to serve customers, new types of jobs, and wholly new business models. It has the potential to fundamentally alter the way we live, work, and relate to one another. In its scale, scope, speed, and complexity, the transformations will be unlike anything humankind has experienced before.

Scope, systems impact, and velocity are three reasons why today’s innovation driven transformations represent not merely a prolongation of the Third Industrial Revolution but rather the arrival of a distinct Fourth. The speed of current breakthroughs has no historical precedent. When compared with the three previous industrial revolutions, Industry 4.0 is evolving at an exponential rather than a linear pace. Moreover, it is disrupting almost every industry in every country. And the breadth and depth of these changes foreshadow the transformation of entire systems of production, management, governmental operations, enterprise governance, line-organizations, and whole enterprises. No public or private enterprise will be immune. Resistance is futile. Enterprises that ignore it will end up befuddled in bankruptcy court.

Major disruptions are happening in multiple industries, and no enterprise is too big to have the proverbial rug pulled out from under it.  It used to be about the big eating the small; now the fast annihilate the slow. An IDC report “FutureScape: Worldwide CIO Agenda 2016 Predictions[23]” emphasized that, “One-third of the top 20 firms in industry segments will be disrupted by new competitors within five years,” and that it’s a matter of “transform or perish.” Innovation in the marketplace is fast and sustained. Today, companies such as Amazon, Apple, Google, Microsoft, Uber, Facebook, eBay, Tesla, Netflix, RedHat, Walmart, and Mayo Clinic are disrupting their markets with innovative approaches within their business arenas.

More…

To read entire paper, click here

 

Editor’s note: Second Editions are previously published papers that have continued relevance in today’s project management world, or which were originally published in conference proceedings or in a language other than English.  Original publication acknowledged; authors retain copyright.  This paper was originally presented at the 12th Annual UT Dallas Project Management Symposium in May 2018.  It is republished here with the permission of the author and conference organizers.

How to cite this paper: Hubbard, D. G. & Rogers, P. W. (2018). Innovation Ecosystem Management Leadership in Project Management and Business; presented at the 12th Annual UT Dallas Project Management Symposium, Richardson, Texas, USA in May 2018; published in the PM World Journal, Vol. VII, Issue VII – July. Available online at https://pmworldjournal.net/wp-content/uploads/2018/07/pmwj72-Jul2018-Hubbard-Rogers-innovation-ecosystem-management-leadership.pdf



About the Authors


Darrel G. Hubbard, P.E.

California, USA

 

 

 

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

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

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

He is a contributing author to The AMA Handbook of Project Management, AMACOM, 1993 and The ABCs of DPC: A Primer on Design-Procurement-Construction for the Project Manager, PMI, 1997. He is the co-author with Dennis L. Bolles of The Power of Enterprise-Wide Project Management: Introducing a Business Management Model Integrating and Harmonizing Operations Business Management and Project Management, hardcover – AMACOM, NY, 2007; revised and retitled in paperback, The Power of Enterprise PMOs and Enterprise-Wide Project Management – PBMconcepts, MI, 2014; A Compendium of PMO Case Studies – Volume I: Reflecting Project Business Management Concepts – PBMconcepts, MI, 2012; and A Compendium of PMO Case Studies – Volume II: Reflecting Project Business Management Concepts – PBMconcepts, MI, 2016.

Darrel can be contacted at [email protected] and on LinkedIn at http://www.linkedin.com/in/DarrelGHubbard. Visit the PBMconcepts website at www.PBMconcepts.com for information about current and future book projects.

 


Peter W. Rogers

Georgia, USA

 

 



Peter
Rogers is CEO of P17 Group LLC, and Senior Innovation Consultant at The Experience Praxis Group, Inc. He has over 40 years of experience in consulting, training, and executive management. He has served on boards of directors; and as head of an enterprise PMO; master facilitator; master trainer; master scheduler; lead consultant; portfolio, program, and project manager; adjunct professor and guest lecturer at Florida International University and several other colleges and universities; and speaker. Peter has founded and launched four of his own successful companies, and contributed to the startup and success of several other companies, including one that went public on NASDAQ.

Peter works with CEOs, top teams, other leaders, and managers in the space between strategy development and implementation to assure that organizations have the optimal structure, culture, and project/work delivery systems to achieve their goals and strategies. He assists with organizational restructuring and shifting culture to include a ‘culture of innovation’, and innovative and growth mindsets. He has provided these services to many Fortune 500 companies, including Microsoft, Starbucks, Chevron, Hewlett Packard, Boeing, PACCAR, Weyerhaeuser, Abbott, and others.

Peter holds a bachelor’s degree in biological oceanography, and masters’ degrees in economics and marine policy, all from the University of Washington, Seattle, Washington. He joined the Project Management Institute (PMI) in 1985 and was a work stream lead as a member of the core team of PMI’s Organizational Project Management Maturity Model (OPM3) project. He is a published author of several articles, a presenter at various project management symposiums, a keynote speaker, and a guest speaker at various functions. He has recently spoken at conferences in Dallas, Singapore, Shanghai, Prague, Noosa, and other locations on topics ranging from business agility and Agile, managing culture, managing innovation, to influencing, presenting, and emotional intelligence.

He is co-author of Project Management Made Simple and Effective, Dog Ear Publishing, IN, 2016, and contributing author to Business Innovation Results: How to Avoid 5 Innovation Traps the Doom Bottom-Line Results, Dog Ear Publishing, IN, 2017; Turn Great Ideas into Reality: Develop and Present a Winning Business Case, Dog Ear Publishing, IN, 2011; and Passing the PMI Scheduling Professional (PMI-SP) (c) Certification Exam the First Time, Dog Ear Publishing, IN, 2017.

Peter can be contacted at [email protected] and [email protected], and on

LinkedIn at https://www.linkedin.com/in/peter-rogers-982a7214/

 

 

Risk Management Made Easy

 

SECOND EDITION

By Susan Parente

Washington, DC and New York, USA

 



ABSTRACT

Many people know and understand risk management but are struggling to integrate it into their project management processes. How can you seamlessly incorporate project risk management in an effective way for your projects?

The focus of this paper is on effective and efficient implementation of risk management within project teams. This paper discusses how to implement an effective risk management program. Successful strategies will be discussed to address common problems and challenges encountered while implementing project risk management within an organization.

OVERVIEW

The objectives of this paper on Risk Management Made Easy are to define and provide an overview of risk management, discuss the risk management process (including identification, assessment, response planning, execution, monitoring, documentation and communication), and lastly focus on how risk management directly applies to projects.

The goal of this paper is to provide readers with a framework on risk management for implementing on projects.

RISK MANAGEMENT DEFINED

The Triple Constraint. The project management triple constraint (iron triangle) consists of: scope, time and cost (denoting the management of these project aspects). Often quality is shown in the middle of this triangle and Risk may be show as a cloud around the triangle, or in the background, as it is shown in figure 1 below.

Figure 1. The Triple Constraint

Fundamentally, only 2 of the 3 aspects of the triad can be selected (or detailed). The third is then determined by the aspects which are selected. This is particularly critical when changes occur to the project. The project performance baseline includes the baselines for these 3 project objectives: the scope baseline, the schedule baseline and the cost baseline. If any aspect of the approved project performance baseline is modified (through a change request, or otherwise), then at least one of the other 2 baselines will be effected. For example, if the project schedule is reduced by a month, either the budget must be increased, the scope of work schedule must be adjusted or the scope of the work must be decreased to meet the project objectives.

The other project objective of quality (also known as customer satisfaction) must be met but as a best practice is never changed to accommodate a change to time, scope or cost. What a customer requires to be satisfied is what they require. A customer will not generally agree to less than their interpretation of good project quality, even if the budget or schedule is reduced, or the project scope is increased.

Risk Defined. A Risk is an uncertain event or condition, which if it occurs, has a positive or negative effect on at least one objective. A risk is denoted using the properties of probability and impact. Probability is the likelihood of a risk occurring. It is the possibility of a project objective not being met using the current project plan. Impact is the consequence of a risk occurring. It details the penalty incurred, if the project objective, associated with the risk, is not obtained.

Risk exposure is calculated by multiplying a risk’s probability of occurring times the impact (usually denoted in days or dollars).

Probability x Impact = Risk Exposure

As shown in figure 2 below, increased probability and/ or impact increase the exposure of a risk.

More…

To read entire paper, click here

 

Editor’s note: Second Editions are previously published papers that have continued relevance in today’s project management world, or which were originally published in conference proceedings or in a language other than English.  Original publication acknowledged; authors retain copyright.  This paper was originally presented at the 5th Annual University of Maryland PM Symposium in May 2018.  It is republished here with the permission of the author and conference organizers.

How to cite this paper: Parente, S. (2018); Risk Management Made Easy, paper presented at the 5th Annual University of Maryland Project Management Symposium, College Park, Maryland, USA in May 2018; published in the PM World Journal, Vol. VII, Issue 6 – June. Available online at https://pmworldjournal.net/wp-content/uploads/2018/06/pmwj71-Jun2018-Parente-risk-management-made-easy-umd-conference-paper.pdf



About the Author


Susan Parente

Washington, DC/ New York, USA

 

 

 

 

Susan Parente, PMP, PMI-RMP, PMI-ACP, PSM I, CSM, CSPO, CISSP, CRISC, RESILIA, ITIL, MS Eng. Mgmt. is a principal consultant at her company, S3 Technologies, LLC. She is a project engineer, consultant, speaker, author, and mentor who leads large complex IT software implementation projects, and the establishment of Enterprise PMOs. She has 19+ years’ experience leading software and business development projects in the private and public sectors, including a decade of experience implementing IT projects for the DoD and other federal government agencies. Ms. Parente is also an Associate Professor at Post University in CT. She has a BS in Mechanical Engineering from the University of Rochester in NY and has a MS in Engineering Management from George Washington University in DC. She also has a number of certifications, most of which she teaches and she is a CMMI and ISO 9001 Practitioner.

Ms. Parente is a Principal Consultant at S3 Technologies, LLC. Her company’s focuses on revitalizing projects through the use of risk management and implementing Agile practices. S3 Technologies does this by teaming with clients, stakeholders and vendors and using risk management and project agility to deliver project successes. Ms. Parente trains and mentors project managers in the areas of project management, agile project management, and risk management. She has developed a methodology which she uses to implement risk management programs for both small and large clients and is currently completing her manuscript for a book on implementing risk management.

Susan can be contacted at [email protected]

 

 

Program Benefits Management

An International Best Practice the U.S. Government Could Use

 

SECOND EDITION

By Wayne Abba, David Pells, Miles Shepherd

USA and UK

 



ABSTRACT

Benefits Realization Management (BRM) has been incorporated into several international standards for program management, including The Standard for Program Management from the Project Management Institute (PMI) in the United States and Managing Successful Programmes (MSP) from the UK government (first published in 1999). MSP in the UK has been updated and replaced by Guidelines on Programme Management (2010) and Guide for Effective Benefits Management in Major Projects (Oct 2017). Policies and Guides related to BRM have also been issued by national and regional governments in Australia and New Zealand, as leaders have recognized the value of measuring program and project outcomes and benefits in addition to traditional measures such as scope, schedule and cost.

Professional bodies in the UK and Australia have focused attention on BRM in articles, blogs, conferences, papers and standards.  While PMI devoted its entire suite of “Pulse of the Profession” and “Thought Leadership” papers to benefits realization in 2016, and has published some conference papers on the topic, there is little evidence of BRM being implemented in the United States.  Among US federal agencies, almost nothing!  Why is this?  What is the purpose of a program or project?  Why is a project launched, funded or performed?  What is the purpose of all of the projects and programs in a portfolio? What benefits will be gained and for whom?  What value will be created? BRM gets to the heart of these questions.

This paper briefly explains BRM concepts and implementation issues, drawing on experience, guidance and documents in the UK and other countries.  Its applicability for use in US government agencies is then explored.  Effective BRM does not replace traditional project management processes and tools, but rather provides a basis for linking strategies, projects, programs, performance and outcomes.  If anything, it can make earned value management and other proven project management methodologies more effective, while also promoting agility and stakeholder value.

A VERY SHORT INTRODUCTION TO BRM

According to PMI, program management includes the following five core domains: strategy alignment, benefits management, stakeholder management, governance and life cycle management.  Program benefits management is the program management domain that defines, creates, maximizes and delivers the benefits provided by the program. The Purpose of Program Benefits Management is to focus program stakeholders (program sponsors, program manager, project managers, program steering committee and others) on the outcomes and benefits to be provided by the various activities conducted during the program.  (PMI 2017)

The sixth edition of the APM Body of Knowledge  lists benefits management as one of the core areas addressed under the heading of scope management, thus reflecting the assertion that the planned objectives of projects can ‘be defined in terms of outputs, outcomes and benefits.’ The APM Body of Knowledge asserts that delivering benefits is the primary reason for organisations to undertake change. (Dalcher 2017)

There is no other purpose in doing a programme than to deliver value and benefits. This is the true measure of a programme’s success… research shows that for programmes to be more successful, they need to have a clear purpose, be strategically aligned with a recognized need and (have) a strong financial case.  Programme[1] benefits management is the practice that brings this together. (Hudson 2017)

Some Definitions

Benefit – Gains and assets realized by the organization and stakeholders as the result of outcomes delivered by the program. (PMI 2017). The measurable improvement resulting from an outcome perceived as an advantage by one or more stakeholders; ex. Improved services (OGC 2007)

Benefit Management – The identification, definition, tracking, realisation and optimisation of benefits within and beyond a programme. (OGC 2007)

Benefits Realisation – A process to make benefits happen and also to make people fully aware of them throughout the entire process. (Serra 2016)

Outcome – The result of change, normally affecting real-world behaviour and/or circumstances; the manifestation of part or all of the new state conceived in a programme’s blueprint. (OGC 2007)

Basic BRM Concepts

According to PMI, a benefit is an outcome of actions and behaviors that provide utility, value or positive change.  Some benefits are relatively certain and easily quantifiable (for example, creation of physical products or services, achievement of financial goals, etc.).  Other benefits may be less quantifiable, for example, improved employee morale, enhanced reputation, customer satisfaction, etc.) Benefits may not be realized until completion of a program, or may be realized in an iterative fashion as projects with the program produce incremental results. (PMI 2017)

Most books and papers dealing with BRM, for example Serra (2016), describe five phases or sets of activities involved in benefits management: benefits identification, benefits analysis and planning, benefits delivery, benefits transition and benefits sustainment.

More…

To read entire paper, click here

 

How to cite this paper: Abba, W., Pells, D., Shepherd, M. (2018); Program Benefits Management: an International Best Practice the U.S. Government Could Use; presented at the 5th Annual University of Maryland Project Management Symposium, College Park, Maryland, USA in May 2018; published in the PM World Journal, Vol. VII, Issue VI (June). Available online at https://pmworldjournal.net/wp-content/uploads/2018/06/pmwj71-Jun2018-Abba-Pells-Shepherd-program-benefits-management-umd-paper.pdf



About the Authors


Wayne F. Abba

Niceville, FL, USA

 

 

Wayne F. Abba is an executive advisor and principal of Abba Consulting, an independent management consulting firm based in Niceville, Florida. Mr. Abba is an internationally-recognized spokesperson for program management using Earned Value Management (EVM). With over 35 years’ experience in program analysis and a worldwide reputation as a leader in acquisition improvement, he was integrally involved in the complete reengineering of Dept. of Defense contract cost and schedule management policies and implementation and was awarded the Packard Award for Excellence in Acquisition in 1998. He retired in 1999 as Senior Program Analyst in the Office of the Under Secretary of Defense for Acquisition and Technology. His clients have included the Social Security Administration, the Federal Aviation Administration, the Agency for International Development, the US Navy, the National Nuclear Security Administration, the National Science Foundation and several national laboratories. He was a part-time research analyst at the Center for Naval Analysis (2007-2016). He has been an advisor to the Office of Management and Budget, the Government Accountability Office, the National Science Foundation and other US and foreign government agencies. Since 2007, he has been a senior program management advisor to the National Nuclear Security Administration at the U.S. Department of Energy. He is also a member of the Board of Directors of the Graduate School Japan (2012 – present.) He is currently President of the College of Performance Management, a non-profit association dedicated to the advancement of EVM and other program performance management disciplines. Wayne can be contacted at [email protected]

To view other works by Wayne Abba, visit his author showcase in the PM World Library at https://pmworldlibrary.net/authors/wayne-abba/

 


David L. Pells

Addison, TX, USA

 

 

 

David L. Pells is the President of PM World Services, Inc., a program/project management (P/PM) services firm based in Texas. He is also president of PM World, Inc., a project management information services and publishing firm. He has 40 years of P/PM-related experience in a variety of industries, programs and projects, including engineering, construction, energy, transit, defense, nuclear security and high technology, and project sizes ranging from thousands to 10 billion dollars. Mr. Pells is a Fellow and past member of the Board of Directors of the Project Management Institute (PMI®), the world’s largest PM professional organization. He was founder and Chair of the Global Project Management Forum (1995-2000) and the American Project Management Forum (1996-1998). Mr. Pells was awarded PMI’s Person-of- the-Year Award in 1998 and highest award, the PMI Fellow Award, in 1999. He is an Honorary Fellow of the Association for Project Management (UK), Project Management Associates (India) and Russian Project Management Association. He has bachelor’s and master’s degrees in business administration.  David has been a senior program management advisor to the National Nuclear Security Administration at the U.S. Department of Energy since 2007, and has conducted program management reviews and provided consulting services at several U.S. national laboratories over the last ten years. He is a globally recognized author and Managing Editor, PM World Journal and PM World Today (2005 – Present). David can be contacted at [email protected]

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

 


Miles Shepherd

Salisbury, England, UK

 

 

 

Miles Shepherd has more than 30 years’ experience in project and program management gained in Government and international environments in the fields of defence, information technology, nuclear engineering, transport, standards development and quality management.  He has taken leadership roles in projects for the UK Government, British Armed Services, Taiwanese Armed Services and the European Commission.  His expertise has been developed on a variety of programs including decommissioning of nuclear reactors in the UK and Eastern Europe.  He has undertaken assignments in rail safety and business development projects, a collaborative project for the European Commission to strengthen Governmental accreditation capabilities in Eastern European countries, and the development of post graduate project management education in USA, UK, Taiwan and Romania.  He is currently a senior program management advisor for the National Nuclear Security Administration at the U.S. Department of Energy (2007 – present).

He has held significant posts with the Association for Project Management (Vice President, and past Chairman) and the International Project Management Association (Chairman of Council and Past President).  Since 1990, Miles has been a speaker at international project management conferences and meetings in Austria, Belgium, Canada, China, Colombia, Germany, Hungary, Iceland, India, Ireland, Italy, Norway, Russia, Sweden, Ukraine and the United Kingdom.

Miles acted as an Associate Lecturer and research supervisor for the Open University and Honorary Senior Research Fellow at University College, London.  He is a Visiting Scholar at University College, London and Visiting Fellow at Bournemouth University.  Mr. Shepherd is managing director for MS Projects, Ltd., providing executive PM consulting, quality management, auditing and academic development work; he is an ISO qualified Lead Auditor and acts as Director for Europe, Middle East and Africa for Business Development Institute International.  He is also Chair of the Board of Directors for General Estates Ltd, a property and asset management firm in UK.  Miles has a BS in Management Systems, Post Graduate Certificates in IT Strategy and Project Management as well as various government and industry certifications.  He is a Global Advisor and International Correspondent for UK for the PM World Journal.

Miles can be contacted at [email protected]

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

 

[1] Both spellings, program and programme, are used in this paper to accurately reflect the references from other countries.

 

 

The Royal Wedding – What a Project!

Project Management for Weddings and a Tribute to my Wife the Project Manager

 

SECOND EDITION

By David L. Pells

Addison, Texas, USA

 



Introduction

On Friday 29 April 2011, Prince William of the British Royal Family, son of Prince Charles and the late Lady Diana, grandson of Queen Elizabeth II, married Catherine Middleton in Westminster Abbey Cathedral in London.  It was a spectacular wedding, with all the pomp and circumstance of his father’s famous wedding to Lady Di over thirty years ago.  The wedding was attended by 1,900 invited guests, including royalty, political leaders from around the world, celebrities, personal friends and family members.  While several hundred thousand people lined the streets of London in celebration, and in Hyde Park and Trafalgar Square to watch the proceedings on big screens, an estimated 2 billion worldwide watched via satellite and television coverage. [1]

Since the official engagement was announced in November 2010, following their vacation together in Kenya the month before, [2] many in the project management community recognized the forthcoming royal wedding as a project of tremendous personal, royal and national significance.  In the months leading up to the wedding, as various aspects of the occasion emerged and as anticipation and excitement grew, it became clear that this was a large and complicated project, one that required much planning and control.  And according to Royal staff and those who have been previously involved in royal events, who were interviewed by various media, nothing was to be left to chance.

And the wedding was picture perfect!  It was spectacular!  It was a great success!

Wedding planning has become a well-established business in many countries.  But do wedding planners use modern project management techniques and principles?  Since weddings tend to be such large and important events in most lives, I thought it might be interesting to address these questions in an editorial.  That was especially true after watching the royal wedding with my wife and discussing our own wedding eleven years ago (and our wedding anniversary next week.).  In addition, my daughter Camille may be getting married soon, so I thought I should study up!

The Royal Wedding – Some PM Considerations

First, I want to commend the British Royal Family for such a successful project.  While I am sure most of the arrangements for the marriage of Prince William and Kate Middleton will remain secret, there was clearly some effective project management employed.

More…

To read entire article, click here

 

Editor’s note: In lieu of the Prince Harry’s upcoming wedding in the UK, we thought it might be interesting for some readers to see this article about Prince William’s wedding in 2011 which was published in the PM World Today eJournal. Project management issues once again apply to this new royal wedding (project).

How to cite this article:
Pells, D. (2011), The Royal Wedding – What a Project, PM World Today, May 2011. https://pmworldjournal.net/wp-content/uploads/2018/05/pmwj70-May2018-Pells-Royal-Wedding-Editorial-May2011-Second-Edition.pdf



About the Author


David L. Pells

Managing Editor, PMWJ
Managing Director, PMWL

 

 



David L. Pells
is Managing Editor of the PM World Journal (www.pmworldjournal.net) and Managing Director of the PM World Library (www.pmworldlibrary.net). David is an internationally recognized leader in the field of professional project management with more than 35 years of experience on a variety of programs and projects, including engineering, construction, energy, defense, transit, technology and nuclear security, and project sizes ranging from thousands to billions of dollars. He occasionally acts as project management advisor for U.S. national laboratories and international programs, and currently serves as an independent advisor for a major U.S. national nuclear security program.

David Pells has been an active professional leader in the United States since the 1980s, serving on the board of directors of the Project Management Institute (PMI®) twice.  He was founder and chair of the Global Project Management Forum (1995-2000), an annual meeting of leaders of PM associations from around the world. David was awarded PMI’s Person of the Year award in 1998 and Fellow Award, PMI’s highest honor, in 1999. He is also an Honorary Fellow of the Association for Project Management (APM) in the UK; Project Management Associates (PMA – India); and Russian Project Management Association.  Since 2010 he is an honorary member of the Project Management Association of Nepal.

Former managing editor of PM World Today, he is the creator, editor and publisher of the PM World Journal (since 2012).  David has a BA in Business Administration from the University of Washington and an MBA from Idaho State University in the USA.  He has published widely and spoken at conferences and events worldwide.  David lives near Dallas, Texas and can be contacted at [email protected].

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

 

 

Everything I know about project time management

I learned in sports car racing

 

SECOND EDITION

By Stacy Goff

Colorado, USA

 



Introduction

The parallels between managing a successful project (including meeting due dates) and managing a successful amateur sports car racing campaign are striking. In this article, we explore those parallels, and the insights to be gained even by those who have never experienced life “at speed”.

Background: for six years, from 1975 through 1981, the author raced in Sports Car Club of America’s West Coast circuit. While this was amateur racing, we began with a Fiat 124 Spyder, and competed with some professional teams, who were funded by the car factories. The rationale: excel on the track on the weekend, and buyers will flock to the showrooms to buy the cars the following week. And it worked!

We were often successful competing with professional teams, but our greatest success came from a more-level playing field when we switched to Showroom Stock. In this class, cars had no modifications but increased tire pressure. The Great Racing Rabbit (left, ‘at speed’) set lap records on every track we ran, and was undefeated in three years of the toughest competitions West of the Mississippi. From these experiences we can distill the essence of managing project time.

The Edge Moves

Life on the edge on a closed-course racetrack (one with left and right turns, plus plenty of vertical curves) is an emotional high—approaching self-actualization, for some people. And yet, the more you practice, and the more you understand your abilities and those of your car, the faster you go. What was the very edge of control last weekend is your starting-point for optimization this weekend.

Preparations during the week certainly help. Making minor adjustments or major expenditures for new racing tires could significantly improve performance.

Our preparations were focused on the major events, with consistent-enough individual event success hopefully leading to a season championship. Our success measures and strategies were clear to all. Risks (threats and opportunities) applied both to us and our competition.

Through it all, the edge continued to move, until each new improvement had only minor impact on our success—we had hit the wall. Then we tried radical new approaches to go faster. Some of our innovations didn’t work at all; others did not work well at first, but opened the doors to new opportunities in the non-stop quest for speed.

Some race drivers don’t know where lies the edge. They never fail, so they don’t know what it feels like. Worse, they never learned how to recover from a failure. The secret we discovered was to fail small, to fail safe. Some fail big: Dead drivers never learn. So our first lesson to learn from racing in Project Time Management is to learn how to fail small so you know where your edge lies…

More…

To read entire paper, click here

 

Editor’s note: Second Editions are previously published papers that have continued relevance in today’s project management world, or which were originally published in conference proceedings or in a language other than English. Original publication acknowledged; authors retain copyright. This paper was originally published in 2008 and posted on the IPMA-USA (asapm) website. It is republished here with the permission of the author. 2008 reader reactions are included at the end of this version.



About the Author


Stacy A. Goff

ProjectExperts®
Colorado, USA

 

 

Stacy A. Goff, PMP®, IPMA Level-D®, the PM Performance Coach, is CEO of ProjectExperts®, a global Program and Project Management consulting, methods, tools and Learning consultancy.

A co-founder and past President of IPMA-USA, Stacy has been an officer in IPMA®, the International Project Management Association. In 2015, he was named an IPMA Honorary Fellow. As well, he has contributed to the success of the Project Management Institute since 1983.

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

His Project Management tools and methods are used by enterprises and consultancies on six continents. By 2000, his workshops had helped over 45,000 people improve their project success. He combines his PM Process insights with sensitivity for the human aspects of projects.

The result: Measurably increased project performance.

Stacy can be contacted at [email protected] or visit http://www.projectexperts.com/

All trademarks are the property of their registered owners.

 

Clean Water as a Human Right!

Implications for Project Management

 

SECOND EDITION

By David Pells

Managing Editor, PMWJ

Addison, Texas, USA

 



On July 28, 2010, the United Nations General Assembly approved a motion making access to clean water a basic human right.  Although the motion was non binding on member countries, and 41 countries did not vote for the resolution, it was nonetheless significant.  Access to clean water is now considered a human right, along with access to food and a non-violent environment.  So what does this have to do with project management?  With nearly a billion people without access to clean water and nearly 2.5 billion without clean toilets and wastewater treatment, for one thing it means massive investment in water related projects in coming years.

But there are many other considerations as well, for example, the economics, politics and social impact of water-related projects in some parts of the world.  Even in some parts of the Northern Hemisphere, where water is generally more plentiful, there are water shortages – for example, in California where agricultural use of available water is now resulting in potential problems.

At the same time, on a planet that is 80% covered with water, it seems ironic that there are shortages.  The old adage, “water water everywhere, but not a drop to drink” comes to mind.  So what are the issues?

I have been thinking about water off and on since reading the announcement about the UN vote in late July.  It seems that there has been nothing written about this in the project management field, and very little in the press, even though access to clean water is widely recognized as a global social and economic issue.  In some countries, the lack of clean water is already at a crisis level.

I am not an engineer, scientist or expert on water or wastewater topics.  Nevertheless, I have had some experience in this industry.  One of my first jobs as a teenager, summer work after high school and before leaving home for university, I worked for the city engineer in my small home town.  He was responsible for maintaining all city utilities and infrastructure, including roads, lighting, wastewater (sewers) and water system.  I learned to mix chemicals for the water plant, clean and maintain the sewage treatment plant, and lay pipes and fire hydrants in a new residential development.  I have never forgotten those experiences over 40 years ago.

More recently during 1993-1995, I represented two Texas-based water technology companies that were pursuing project opportunities in Russia and the former Soviet Union.  One company was an engineering firm that specialized in the design of water and wastewater treatments plants, and in solutions for those types of projects.  The second company sold equipment for water and wastewater plants, including pumps, valves, piping, etc.  On their behalf, I met with Vodocanal executives in Moscow, Sochi and St. Petersburg, toured big water and sewage plants, discussed projects to build new facilities, and learned a great deal.  I learned that nearly every Russian town and city needed new or better water treatment facilities.  I also learned the hard way, becoming quite ill several times, that water borne diseases occur even in modern cities and hotels.

As I have gotten older, it seems that I drink more water.  And when I am traveling, I have become much more careful to have water with me, whether traveling by auto, air, train or taxi.  I have become more aware of the body’s need for water, both for survival and better health.  Water is a personal need, a very personal topic, not just an industrial, economic or social issue.  It deserves more attention.  Here in North America, and I think in most fully developed countries, water is taken for granted.  It’s considered free or cheap, because it is generally readily available.

This is a huge mistake, in my opinion.  So this month I want to discuss some aspects of the clean water issue that may often be overlooked, or unknown to too many in the project management profession.

Some Issues and Perspectives

Here are some issues that are discussed in more detail below:

  • The Human Rights Aspect
  • Global Demand – Water Projects as a Growth Field for PM
  • Water Projects as a Base Global Industry
  • Water Projects in Economic Development Programmes
  • Water Projects for Emergencies and Natural Disasters
  • Industrial Wastewater Treatment
  • The Supply Chain – Projects in Related Industries
  • Clean Water Technologies – R&D Projects
  • Complexity Issues – The non-technical factors
  • Economics of Water – other uses for water (industry, etc.)
  • The Politics of Water
  • The Ultimate Solution – Water & Energy
  • Drinking Water for Your Project Team
  • The Water Tower – An American Icon

Qualification: this paper is not a fully researched treatise but rather includes my personal observations and opinions.  If I err with facts, I think they will be close enough and the message should be clear.  Water is a huge global topic and we need to take it more seriously.

More…

To read entire paper, click here

 

Editor’s note 1: Although this paper was written more than seven years ago, the topic seems more relevant than ever.  All of the issues addressed still apply; if anything, the problems are more acute as climate change has led to more drought-stricken regions around the world.  And here in the United States, the recently headlined lead-tainted water system in Flint, Michigan has been a disaster, with serious local health, economic, legal and political repercussions.  The project management profession can play a unique role in solving these and other global problems.  Hopefully this paper will stimulate more thinking and action in that regard.

Editor’s note 2: Second Editions are previously published papers that have continued relevance in today’s project management world, or which were originally published in conference proceedings or in a language other than English.  Original publication acknowledged; authors retain copyright.  This paper was originally published in the December 2010 edition of PM World Today.  It is republished here with the author’s permission.



About the Author


David L. Pells

Managing Editor, PMWJ
Managing Director, PMWL

 

 

David L. Pells is Managing Editor of the PM World Journal (www.pmworldjournal.net) and Managing Director of the PM World Library (www.pmworldlibrary.net). David is an internationally recognized leader in the field of professional project management with more than 35 years of experience on a variety of programs and projects, including engineering, construction, energy, defense, transit, technology and nuclear security, and project sizes ranging from thousands to billions of dollars. He occasionally acts as project management advisor for U.S. national laboratories and international programs, and currently serves as an independent advisor for a major U.S. national nuclear security program.

David Pells has been an active professional leader in the United States since the 1980s, serving on the board of directors of the Project Management Institute (PMI®) twice.  He was founder and chair of the Global Project Management Forum (1995-2000), an annual meeting of leaders of PM associations from around the world. David was awarded PMI’s Person of the Year award in 1998 and Fellow Award, PMI’s highest honor, in 1999. He is also an Honorary Fellow of the Association for Project Management (APM) in the UK; Project Management Associates (PMA – India); and Russian Project Management Association.  Since 2010 he is an honorary member of the Project Management Association of Nepal.

Former managing editor of PM World Today, he is the creator, editor and publisher of the PM World Journal (since 2012).  David has a BA in Business Administration from the University of Washington and an MBA from Idaho State University in the USA.  He has published widely and spoken at conferences and events worldwide.  David lives near Dallas, Texas and can be contacted at [email protected] 

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

 

 

Considerations for Information Security in Projects

SECOND EDITION

By Neelov Kar

Dallas, Texas, USA

 



Abstract

Use of information in our daily life has become essential in the 21st century. Projects are planned and executed based on a plethora of information that has accumulated in the past or has been generated during the process. Information processing has become a part and parcel of any project, whether it is constructing a high rise condo, building a nuclear submarine, developing a new application, building a new hospital or manufacturing a self-driving car. On one hand information helps us to develop a sophisticated service but at the same time it becomes our responsibility to protect it from unauthorized access.

We deal with sensitive information such as intellectual property or personally identifiable information. For example, we cannot think of building a new hospital without an integrated information processing system that is interfaced with the medical devices used in different departments such as radiology or pathology etc., as well as the front office where patient registration happens. At every step of the way we are either receiving sensitive information from the patient or generating new information during the service or storing the information for future use.

During the project planning we must analyze the security exposer and should plan to protect the information. Some of the international standards define this as mandatory requirements.

The author would like to provide the basic requirements from different international standards such as ISO 27001, ISO 27018, PCI, SSAE16 and CSA STAR that are relevant for project initiation, planning, execution, control and closing phases.

Introduction

Information technology is part of our daily life. As a project manager we use social media, web based application and other IT tools to manage our projects. People are biggest risk for information security. We need to be careful about who we recruit and how we maintain the information security discipline in the team. We not only have to protect the project information but also need to analyze if there is any security vulnerability that can impact information security of the project. Here are some examples that can happen to your projects.

More…

To read entire paper, click here

 

Editor’s note: Second Editions are previously published papers that have continued relevance in today’s project management world, or which were originally published in conference proceedings or in a language other than English.  Original publication acknowledged; authors retain copyright.  This paper was originally presented at the 11th Annual UT Dallas Project Management Symposium in August 2017.  It is republished here with the permission of the authors and conference organizers.



About the Author


Neelov Kar

Dallas, Texas, USA

 

 


Neelov Kar
has been working as Account Manager (Client Executive) in Perot Systems since 1998, where he has been instrumental in opening new accounts and managing and expanding existing accounts at different client sites with different technologies and domain expertise. As an Account Manager/ Program Manager he has implemented multiple large projects on mainframe and client server environment.  He was also involved in recruiting and training/ mentoring the project managers and helped them in their career progression.

He is a PMP, RABQSA certified ISO 9000 Lead Auditor, ISO 14001 Lead Auditor, ISO 27000 Lead Auditor, ISO/IEC 20000 certified, Six Sigma Certified, CSA STAR certified and a Certified Quality Analyst.  Neelov can be contacted at [email protected]

 

 

Imperatives for Successful Collaboration in Virtual Teams

SECOND EDITION

Anil Wadhwa

Baker Hughes, a GE company

Houston, Texas, USA

 



Abstract

Collaboration is not only about working together—where everyone focuses on their individual roles—it also takes advantage of collective wisdom and accepts risks to foster creativity and achieve better-than-expected results. In other words, while working together is important for linear or incremental progress, collaboration is necessary to produce exponential or break-through outcomes.

Any professional collaboration within physical or virtual teams entails several phases of engagement after the initial work assignment is completed. While the team and group development model of forming, storming, norming, performing, and adjourning, first proposed by Bruce Tuckman in 1963, is still relevant, it is premised on teamwork in a physically cohabitated setting and employs traditional management principles. Despite advances in tele-communications and information technology, achieving collaboration in virtual team environments remains challenging because of factors such as the degree of virtuality, the virtual workplace, different time zones, interpersonal skills, cultural differences, and the emotional intelligence of the team leader. This leader is expected to manage the triple constraints of the project while allaying the fear and concerns of team members whom he might not have met or worked with previously. It is a daunting task to get the best out of virtual team members because it requires the effective use of various relationship-management techniques. Consequently, while the most important factor for achieving collaboration in a virtual team is effective communication, it is imperative to promote coordination, coopetition, and concurrence to maximize the team’s potential.

This paper examines several projects completed during 2013-2016 in which virtual team members were engaged. It discusses the challenges and outcomes of those projects and provides a detailed analysis using a competency-based model to help companies consistently achieve superior results.

1   Introduction

Collaboration, in simple and practical terms, can be defined as the action of working with someone to achieve a defined and common business purpose. The use of this noun has gained huge popularity since the early twentieth century when the Wright brothers collaborated to invent the first airplane and flew it successfully over a beach in North Carolina. Until then, all major inventions of the Industrial Age were largely credited to the individuals, e.g., Alfred Nobel, Louis Pasteur, Graham Bell, and Thomas Edison, to name a few. The central idea behind collaboration is co-laboring, which is also one of the reasons why organizations exist, i.e., to tap into the collective skillset, knowledge, and experience of a group of people to solve problems, innovate, and create intellectual property that would otherwise be difficult to achieve individually.

Global competition and the internet of things have compelled companies to innovate and transform their businesses at a pace not seen in the twentieth century. The need to innovate applies not only to traditional industries in technology, manufacturing and supply chain domains, but also to knowledge-based industries1 that rely on intellectual capabilities. Such needs require a diverse workforce that may or may not be co-located to foster new ideas, processes, and management techniques. The power of successful collaboration within virtual teams, across companies and geographies, is exemplified by two Fortune 500 companies – Apple and Boeing. The first, with the highest market capitalization in the world, relies on 100+ suppliers located in six continents, yet delivering a stunning 73 inventory turns in a year, i.e., one every five days. The latter uses more than two million parts manufactured in a dozen of countries to assemble a 787 Dreamliner, performing with unparalleled fuel efficiency and range flexibility.

Collaboration takes place in two primary forms, active or synchronous, and passive or asynchronous. In active collaboration, driven physically or remotely, the individuals interact directly and in real time, where responses and feedback are provided instantly. In the passive form, interaction is time-lagged, i.e., the information is shared electronically, and individuals read and respond at their convenience. The success of either form of collaboration is, however, not guaranteed and depends on the organizational culture, employee engagement, accountability matrix, social presence, training, and coopetition. In the following sections, some of the key imperatives for successful collaboration are examined, which applies to both forms, albeit in varying degrees.

More…

To read entire paper, click here

 

Editor’s note: Second Editions are previously published papers that have continued relevance in today’s project management world, or which were originally published in conference proceedings or in a language other than English.  Original publication acknowledged; authors retain copyright.  This paper was originally presented at the 11th Annual UT Dallas Project Management Symposium in August 2017.  It is republished here with the permission of the authors and conference organizers.



About the Author


Anil Wadhwa

Houston, Texas, USA




Anil Wadhwa, MBA, PMP
is a Vice President and Head of Remote Operations and Managed Services at Baker Hughes, a GE company. He has extensive domestic and international experience in upstream oil and gas industry spanning digital oilfield technologies, drill bits, well engineering, land rig operations, managed services and project management. Anil has a Bachelor’s degree in Mechanical Engineering from Jabalpur University and an MBA in Project Management from the University of Texas. He has managed many successful projects in operations, technology and product development. Anil is based in Houston, Texas.

Contact email: [email protected]