Project Management Report from Istanbul


AfterDynamics 2016 International Project Management Congress”, the speakers explain their points of view

By İpek Sahra Özgüler

Istanbul, Turkey



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After “Dynamics 2016 International Project Management Congress, the speakers explain their points of view


BUGRAHAN SIRIN, Country Dırector, HPP Internatıonal Archıtects:

As an architectural firm, the ultimate output of our production process, which we call design or planning, is a set of blueprints which later leads to the realisation of a built product. Since we have to presume and estimate the situations on paper years or months ago before even the physical activity starts, we highly depend on assumptions and decision processes which we can base our gestures. That process of decision making, which in Turkey in most cases directly relate to a hand full of people at the client side, directly effects the quality of the product. That process has to be managed by professionals who understands the essentials of all parties. This is where we, as architects experience the role of project management tool at most beneficial.

In Dinamikler 2016 conference in Istanbul, Ms.Akin has invited us and two other main parties of a particular real estate development project onto the stage. We, as the architects, the client as the initiator and the general contractor firm as the realisation partner have presented their unique experiences focusing on this built product of AND office building. It was especially very interesting to see how each individual presented the same topic with completely different vocabulary and intonation. It was influential and refreshing. Being closed in your own circle of creativity, once you may loose the connection to that very needed partners you desperately have to cooperate in order to realise your plans.

Both Dinamikler 2016 conference and Ms.Akin as the host of the closing session has proved to remind us a basic virtue; the magical tool of communication.


DENIZ SARAL, PhD, Professor of Business, Faculty of Economics and Administrative Sciences, OKAN University:


I looked up this topic recently on PMI’s website and came across two major articles; one by Rita Mulcahy (RMC Project Management, Inc.) and another by Cynthia K. West, PhD (VP, Project Insight). They suggest a long list of culprit factors ranging from senior management meddling (they have no business in interfering in our project!), failure to understand the impact of changes (this very unfamiliar subject in management), lack of project visibility (does anybody know what we are doing here?), unclear project objectives (oh, so that’s what you meant!) to project team not involved in planning (how did this come about?) and too much focus on charts for control (Gantt Charts, PERT/CPM Network Diagrams shall tell the truth, nothing but the truth, as long as the project is alive!). In addition, PMI says only 26% of attempted projects succeed!


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About the Author

İpek Sahra Özgüler

Istanbul, Turkey



İpek Sahra Özgüler
graduated from the Istanbul University with the Bachelor of Science degree in Computer Engineering and from Middle East Technical University with an MSc degree in Software Management. She became a certified PMP in January, 2012 and a certified SCRUM Master in 2014. She works as international correspondent at PMWJ. Before joining PMWJ, she worked for global multinational companies and leading local companies such as Coca Cola, Deloitte, Turkcell Superonline,Havelsan and TAV IT. Over the years, she has gained extensive experience in managing various medium and large scale projects, programs and portfolios.

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