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Rajat Baisya wins Bloomberg UTV Best Professor Award

EDUCATION NEWS

3 February 2013 – New Delhi, India – Professor Rajat Baisya, academic advisor to PM World and member of the IPMA Research Management Board, has received an award for ” Best Professor of Marketing Management” from Bloomberg UTV in Mumbai, India.  According to the letter of notice received by Prof Baisya on 18 January 2013:

“The Bloomberg UTV B-School Excellence Awards will recognize institutions that are innovative modern & industry related curriculum.  The awards are well researched and chosen by an independent jury and a panel of professionals who believe in nurturing Talent and in recognizing the best of the best… I am pleased to share with you that the Jury has decided to honour you with the Award for Best Professor in Marketing Management.  The Award is in recognition of leadership, development, Marketing an institute and industry interface of Business school.”  Jonathan Peters, Founder, Stars of Industry Group and Dr. R. L. Bhatia, Project Director, B-School Affaire, Bloomberg TV India.

The award will be presented to Prof Baisya at the Bloomberg UTV B-School Excellence Awards on 17th February, 2013 at Taj Lands End, Bandra, Mumbai, India from 1:00 p.m. onwards.

prof-rajat-k-baisyaProf. (Dr.) Rajat Baisya ([email protected]) holds a Ph.D. in Chemical Engineering with over thirty years of industrial experience having worked in large Indian as well as in Multinational corporations covering all functional areas of management. He served as a Senior Professor in the areas of Marketing and Strategic Management and also of International Business and Project Management at Indian Institute of Technology Delhi and as the Head of the BusinessSchool at IIT Delhi. He was President and CEO of Emami Group of Companies, Senior Vice President Business Development of Reckitt Benckiser India Ltd., General Manager (Projects) of Goetze India Ltd. and Controller–Corporate Planning of United Breweries Group. He has also been associated with companies like Escorts Ltd., Best Foods International (Unilever Group) and Parle-Bisleri Group in a senior management capacity.

With over 350 research publications and four books to his credit. Prof. Baisya has served as a member of Research Management Board of International Project Management Association (IPMA), Switzerland and as Lead Assessor of IPMA Project Excellence Award. He is a member of the editorial advisory board of PM World Today. He serves on the board of many private and public companies and in many Government committees. He is the editorial board member of many National and International journals. He was the Visiting Professor at ENPCInternationalBusinessSchool, Paris as well as at NPU, Xian, China. He is also an Adjunct Professor at Indian Institute of Management, Rothak. He is the Founder President of Project & Technology Management Foundation (a non-profit society, http://www.ptmfonline.com/). He is a certified Management Consultant working for many global corporations in India and abroad. Prof. Baisya is a Fellow of Institute of Engineers (India) and also of Indian Institute of Chemical Engineers.

February updates announced for Wideman Project Management Website

PM PROFESSION NEWS

3 February 2013 – Vancouver, BC, Canada – Max Wideman has announced updates to his popular project management website, www.maxwideman.com.  According to Max:

Our Guest, Gregory Downing observes that “When half of college graduates can’t find jobs, and those of us who do have jobs can barely pay the bills, the system is clearly broken. So, the only solution is to shift to a whole new way of thinking about work and wealth.” Gregory offers 15 surprisingly simple laws that can help anyone become a successful entrepreneur” in his New American Dream.

The search for a Global System for Categorizing Projects is still on but in Musings we point out that managing the technology is not the same as managing the project. In Papers we try to answer the question: What are the fundamental differences between project work and operations work (if any)?

In our Project Management 101 course, Lesson 10 describes in simple basic terms Achieving Project Success.

max widemanIf you are looking for answers, guidelines or templates, check out Max’s Issacons – “Issues and Considerations” – that are presented in bullet form for quick and easy reference by project managers.

Have you seen Max’s book A Management Framework for Project, Program and Portfolio Integration?  For information or to order a copy, visit http://www.maxwideman.com/papers/framework_book/intro.htm.  Do you have a project management question? Find the answer at: http://www.maxwideman.com.

Max Wideman is one of the world’s best-known project management authorities. An engineer and professional project manager, his experience includes systems, social and environmental projects, as well as design and engineering projects. He is a Fellow of the Project Management Institute, of which he is past president and chairman and for which he led the development of the 1987 version of the Project Management Body of Knowledge. He is also a Fellow of the Institution of Civil Engineers (UK), the Engineering Institute of Canada, and the Canadian Society of Civil Engineering. His personal web site at http://www.maxwideman.com is a source of superior project management knowledge and information. It is free to the public.

APM Announces Date & Venue for 2013 Annual Conference

FUTURE PM EVENTS 

Reported by Miles Shepherd in UK 

1 February 2013 – London, UK – The Association for Project Management (APM), the UK’s national project management body, has announced that their annual conference will be on 13 June 2013 at Kings Place Conference Centre, 90 York Way, London, N1 9AG, UK.  To again be chaired by Prof. Darren Dalcher, the event will allow APM members and the public to meet, share experiences and hear from industry and professional leaders.  Early bird pricing is available for booking until 31 March 2013.  Info at http://www.apm.org.uk/event/apm-project-management-conference-2013.

apm-conferenceWhat now for project management? That’s the question being asked at the APM Project Management Conference 2013. The conference, called simply Adapt! reflects on 2012 as the coming of age year for project management and asks; what now?

Last year the profession saw the successful delivery of the London 2012 Olympic Games; the completion of Europe’s tallest building, the Shard; the successful testing of Europe’s largest hybrid for the world’s first 1000 mph car, Bloodhound; the start of tunnelling for Crossrail; introduction of the 4G telecommunication network in the UK; and completion of the TV Digital switchover programme. All significant projects, with a global impact, delivered largely by British project professionals.

And so to 2013; what now? The APM Project Management Conference 2013 will call on the profession to adapt its thinking to address the growing expectations of society. A society that has a growing intolerance to failure and that expects a world in which all projects succeed.  Adapt! will focus on themes of flexibility, resilience and evolution. Themes that reflect the new benchmarks that 2012 set, the growing demands of customers and the “more for less” culture which is challenging how we think and act.

The programme, created again by conference chairman Professor Darren Dalcher, will build on the conference’s reputation for attracting some of the world’s most influential and thought provoking speakers including Sir Peter Gershon, Eddie Obeng, Edward Hoffman, Richard Noble OBE and Jeremy Beeton.

The event this year moves to the award winning King’s Place Conference Centre, the home of the Guardian newspaper and Network Rail and within walking distance of London’s King’s Cross Station. Building on the success of 2012, where 94% of attendees said they would look to attend in 2013 and with delegates describing the conference as “a source of inspiration, innovation and new ideas”, it will feature an expanded capacity exhibition.

The APM Project Management Conference has a reputation for agenda setting content featuring some of the UK’s most innovative and groundbreaking projects.  To see interviews with speakers from last year’s conference including Virgin Galactic, London 2012, NASA and Crossrail – go to http://www.youtube.com/playlist?list=PL94C4508A65E5FA48.

Founded in 1972, the APM is a registered charity in the UK with around 19,500 individual and 500 corporate members.  APM’s mission is: “To develop and promote the professional disciplines of project and programme management for the public benefit.”   The APM is dedicated to the development of professional project, programme and portfolio management across all sectors of industry and beyond. APM, with branches throughout the UK and in Hong Kong, is the UK national representative in the International Project Management Association (IPMA).  More information at http://www.apm.org.uk

Source: Association for Project Management

International Centre for Complex Project Management publishes first eBook

PUBLISHING NEWS

1 February 2013 – Canberra, Australia – The International Centre for Complex Project Management (ICCPM) has announced the publication and availability of an eBook by Michael Cavanagh.  This electronic-only book, Ethical Issues in Complex Project and Engineering Management, is the first of many now being planned by ICCPM.

icpmEthical issues in complex project and engineering management was written by Rev Michael Cavanagh and is available for purchase on Amazon.  The book is a discussion of ethics in complex project and engineering management, covering ethical tensions, process and product ethics and a discussion on thinking ethically. Ethical dilemma scenarios are also provided for consideration.  Visit http://www.iccpm.com/content/first-e-book-available.

According to Stephen Hayes, ICCPM Managing Director, “Ethical Issues in Complex Project and Engineering Management by Reverend Michael Cavanagh and is the first in what we hope will be a long line of ICCPM eBooks. We already have a number of budding eBook authors who have promised us material on various subjects related to complexity. Watch the website towards the end of February for the 2013 publishing schedule.”

Michael Cavanagh is the author of Second Order Project Management, published by Gower in 2011.  In his 40-year career, he has worked as a programmer, systems analyst, project manager, department head and consultant in a number of business sectors.  In recent years, he has focused on the transfer of knowledge and wisdom in an organisational context.  His work on experiential learning has led to research and consulting on systems thinking, forensic analysis of major project failures, ways in which project lessons can be derived, and corrective process improvement.  He is based in the UK.

The International Centre for Complex Project Management (ICCPM) is a not-for-profit organisation working to advance knowledge and practice in the management and delivery of complex projects. ICCPM was formed in 2007 based on an initiative launched in 2005 by Australian, UK and US Government bodies and defence industry organizations aimed at improving the international community’s ability to successfully deliver very complex projects and to manage complexity across all industry and government sectors.  ICCPM was formed to provide global leadership to achieve this exciting objective.  ICCPM works with partners and the international community to fund, facilitate and conduct applied research that advances knowledge and practice in the management of complex projects.  For more information about ICCPM, visit www.iccpm.com.

Source: ICCPM

Combined Conferences in July offer Project Managers unique opportunity to network with Industrial Managers

FUTURE EVENTS

31 January 2013 – ADINGOR (Asociación para el Desarrollo de la Ingeniería de Organización) and ABEPRO (Associaçâo Brasileira de Engenharia de Produçâo) have decided to organize jointly the international conferences: 7th International Conference on Industrial Engineering and Industrial Management (XVII Congreso de Ingeniería de Organización) CIO 2013 and the XIX International Conference on Industrial Engineering and Operations Management, ICIEOM 2013.

icieom

The CIO&ICIEOM 2013 International Conference theme is: “Managing Complexity: Challenges for Industrial and Operations Management”.  It aims to provide a forum to disseminate, to all branches of industries, information on the most recent and relevant research, theories and practices in Industrial Engineering, Management and Operations. The CIO&ICIEOM 2013 will be hosted by the INSISOC Group in Valladolid, Spain from 10-12th July 2013.

The mission of the Conference is to promote links between researchers and practitioners from different branches to enhance an interdisciplinary perspective of industrial engineering and management. It will be a conference of very high standard, built on the experience of previous editions of CIO and ICIEOM conferences.

According to Tom Taylor, President of the Association for Project Management (APM) in the UK, “I am pleased to see that CIO/ICIEOM 2013 is continuing its important work and successful international journey. For July 2013 it will be in Valladolid, Spain – a great location in every sense. I hope to be there; hope my paper will be accepted! The standards are high.  And the entertainment, hospitality and networking will be excellent as well.”

The CIO&ICIEOM 2013 Conference will be a unique opportunity for networking, and to enjoy a high quality scientific programme and exciting social programme. We are looking forward to meeting you in Valladolid in 2013. For more information, visit www.cio2013.org  or contact  [email protected].   

New Book by Kit Oung from Gower aims to help organizations reduce energy consumption

PM PUBLISHING NEWS

31 January 2013 – London, UK – Gower Publishing in UK has announced the publication of a new book that may be of interest to many project-oriented organizations and program managers, Energy Management in Business: The Manager’s Guide to Maximising and Sustaining Energy Reduction, by Kit Oung. The book is featured in Gower’s series of books on sustainability and the green economy.

energy-management-in-businessAccording to the book’s publicity: Implementing energy reduction programmes stretches the capabilities and know-how of responsible managers. This book offers distilled practical concepts with real life case studies chosen to build insight, illustrate and allow managers and engineers to relate to a broad range of energy reduction opportunities.

We take energy for granted, like the air we breathe. We need to engage employees with energy management in two ways. In a more general sense, for those using energy for normal working practices, awareness and behaviour change are key. For those with more direct influence over energy using systems, engagement is also fundamental.

Energy Management in Business places the process firmly in the context of commercial and industrial business practice. The book is an excellent companion for any organisation seeking ISO 50001 certification and a reduced energy consumption, as well as those that simply wish to better understand the options, strategies and risks that every business now faces.

Kit Oung is a practicing energy consultant specialising in energy and carbon reduction strategies using low-cost high-return opportunities and energy management systems. He has 15 years’ experience in energy auditing and implements energy reduction projects for blue chip multi-national companies including petrochemical, specialty chemical, pharmaceutical, food and beverage and large commercial properties across five continents.

Kit is a British Standards Institute expert where he regularly reviews and provides inputs to various energy and environmental standards. He chairs two international standards committees in developing energy auditing standards.

Energy Management in Business: The Manager’s Guide to Maximising and Sustaining Energy Reduction, by Kit Oung, published by GOWER; January 2013, 278 pages, hard cover, ISBN 978-1-4094-5245-4; List price = £40.50; For further information and free chapters: http://www.gowerpublishing.com/isbn/9781409452454

Other Gower Sustainability in Business titles:  http://www.gowerpublishing.com/pdf/leaflets/Sustainability-Green-Economic-12.pdf

Founded in 1967 and based in the UK, Gower is an independent publisher, widely recognized as a specialist in project management books and resources. Gower’s publishing programme includes a range of over 1000 titles from classic business and project management books through to the most challenging and cutting edge topics. Gower’s expert authors are continually developing new titles and are drawn from respected academic institutions and industries worldwide.  Gower’s project management home page can be found at  www.gowerpublishing.com/projectmanagement

Editor’s note: Readers of the PM World Journal receive discounted pricing from Gower.  For more, visit https://pmworldjournal.net/?page_id=2212 or contact [email protected].  

Prof Hans Georg Gemünden to be new editor of Project Management Journal

PM PEOPLE NEWS

30 January 2013 – The Project Management Institute (PMI®) has announced that starting with the April issue of Project Management Journal®, Hans Georg Gemünden will be the new editor of the Project Management Journal.  Christophe Bredillet, MBA, PhD, DSc retires after serving eight years as editor of the Journal.

george-gemundenDr. Gemünden holds the chair in Technology and Innovation Management at the Technical University, Berlin, Germany. From 1988 to 2000 he led the Institute for Applied Business Administration and Corporate Management at the University of Karlsruhe.

He has served as chair of the Technology and Innovation Management Division of the Association of University Professors of Management, and chair of the Scientific Board of the German Innovation Survey of the German Ministry of Technology and Education. He has authored several books and a number of articles in the fields of technology and innovation management, corporate management, organization, marketing, human resource management and accounting.

Professor Gemünden has co-organized the project management track at several EURAM conferences. His specific areas of current interest are the research of radical innovations and innovation networks; service innovations particularly in the fields of telemedicine, entrepreneurship, and strategic project management; as well as lead users and lead markets.

In their news release, PMI thanked Dr. Bredillet for his eight years of service, as well as his leadership and support of the Journal as it grew and increased its value. The Institute welcomes Prof. Dr. Gemünden as he begins the next part of the Journal’s journey to excellence in communicating the state-of-the-art in project management research, technique, theory and practice.

For more about the Project Management Journal, visit http://www.pmi.org/Knowledge-Center/Publications-Project-Management-Journal.aspx?ll_p=PMI&[email protected]&ll_c=2806&ll_mi=5590&ll_j=6405

PMI is the world’s largest project management member association, representing more than 650,000 practitioners in more than 185 countries. PMI advances the project management profession through global standards, credentials, chapters, virtual communities, academic research and publications. For more information, visit  www.PMI.org, www.facebook.com/PMInstitute, and on Twitter @PMInstitute.

Hill International Promotes 22 Executives Around the World

PM PEOPLE NEWS

29 January 2013 – Marlton, New Jersey, USA– Hill International has announced the promotion of 22 executives to Senior Vice President and Vice President throughout the company worldwide.

david-l-richter“We are fortunate to have a world-class management team that is committed to making Hill the best professional services firm in the global construction industry,” said David L. Richter (pictured), Hill’s President and Chief Operating Officer.  “I congratulate all of these executives on their promotions and thank them for their hard work and contributions to Hill’s success.”

John A. Arnold of Hill’s Athens, Greece office has been promoted to Senior Vice President and International Corporate Counsel. Arnold has more than 30 years of experience in construction, construction law and engineering.  He holds a law degree from the University of Kent at Canterbury, and he is an English Solicitor as well as a qualified Civil Engineer.

Tracy M. Doyle of Hill’s Marlton, New Jersey office has been promoted to Senior Vice President with Hill’s Construction Claims Group.  Doyle has more than 20 years of business development experience in the construction industry.  She holds a B.A. in economics from Colgate University.

Robert A. Ferguson, CCPM, LEED AP, of Hill’s Houston, Texas office has been promoted to Senior Vice President and Southern Regional Manager with Hill’s Project Management Group.  Ferguson has nearly 20 years of experience in project management and has managed Hill’s Southern Region project management operations for the past four years.  Ferguson holds a B.S. in business management from the University of Phoenix and he is a LEED Accredited Professional.

Vincent D. Gallagher, P.E., P.L.S., P.P., of Hill’s Philadelphia, Pennsylvania office has been promoted to Senior Vice President and Director, Federal Transit Group.  Gallagher has more than 30 years of experience in project management, primarily on transportation projects.  He holds a B.C.E. in civil engineering from Villanova University and is a registered Professional Engineer in Delaware, Louisiana, Nevada, New Jersey, Pennsylvania and Texas.  He also is a registered Professional Land Surveyor in Pennsylvania and a registered Professional Planner in New Jersey.

Gregg D. Metzinger of Hill’s Marlton, New Jersey office has been promoted to Senior Vice President of Global Recruiting and Staff Augmentation.  Metzinger has more than 30 years of experience in human resources, recruiting, staff augmentation and employee relations.  He holds a B.S. in personnel and labor relations and an M.B.A. in personnel management from La Salle University.

John P. Paolin of Hill’s Marlton, New Jersey office has been promoted to Senior Vice President of Marketing and Corporate Communications. Paolin has more than 20 years of experience in marketing and public relations within the construction industry.  He holds a B.S. in marketing from St. Joseph’s University and an M.B.A. from Rutgers University.

Matthew F. Baillie, LL.M., MRICS, of Hill’s Edinburgh, Scotland office has been promoted to Vice President and Executive Director with Hill’s Construction Claims Group.  Baillie has more than 30 years of experience in construction law and claims.  He holds a Master of Laws degree, with a specialty in construction law, from the University of Strathclyde in Glasgow and is a member of the Royal Institution of Chartered Surveyors.

Gary Blackburn of Hill’s Leeds, UK office has been promoted to Vice President and Executive Director with Hill’s Construction Claims Group. Blackburn has over 24 years of experience in construction and construction claims. He holds a B.Sc. in quantity surveying from Salford University, a Masters of Law degree with a specialty in construction law from Robert Gordon University at Aberdeen, a post-graduate diploma in arbitration from the College of Estate Management at Reading and is an accredited expert. He is also a member of the Chartered Institute of Arbitrators.

Katherine L. DeBari of Hill’s Marlton, New Jersey office has been promoted to Vice President with Hill’s Information Technology Department.  DeBari has more than 25 years of experience in strategic planning, business process design, management, accounting and controls. She holds a B.S. in business management from Elizabethtown College and is a member of the American Society for Quality.

George E. Duda, P.E., of Hill’s Philadelphia, Pennsylvania office has been promoted to Vice President with Hill’s Project Management Group.  Duda has more than 30 years of experience in project and construction management, engineering analysis and design, resolution of construction claims and litigation support.  He holds B.S. and M.S. degrees in civil engineering as well as an M.S. in engineering geology from Drexel University.  Duda is a registered Professional Engineer in New Jersey and Pennsylvania.

James Duncan of Hill’s Doha, Qatar office has been promoted to Vice President with Hill’s Project Management Group.  Duncan has more than 30 years of experience in the engineering and construction industry.  He holds a B.E. in civil and structural engineering from Sheffield University and is a member of the Institution of Civil Engineers and the Chartered Institute of Building.

Benjamin Highfield, FCIArb, of Hill’s Dubai, UAE office has been promoted to Vice President with Hill’s Construction Claims Group.  Highfield has more than 10 years of experience in claims and delay analysis, arbitration, contract administration and civil engineering.  He holds a B.Sc. in civil engineering from Manchester University and is a Chartered Engineer. Highfield is a member of the Institution of Civil Engineers and a fellow of the Chartered Institute of Arbitrators.

John L. Lindell of Hill’s New York City office has been promoted to Vice President with Hill’s Project Management Group.  Lindell has more than 25 years of experience in construction and construction management, construction documentation, contract negotiation and administration, permitting and procurement.  Lindell specializes in the management of major commercial, residential and hotel construction projects.

Stephen L. MacLennan, P.E., of Hill’s San Ramon, California office has been promoted to Vice President with Hill’s Project Management Group. MacLennan has more than 35 years of experience in engineering, construction and project management. He hold a B.S. in engineering technology from California State University at Sacramento. MacLennan is a registered Professional Civil Engineer in California and he is a member of the American Society of Civil Engineers.

Timothy P. McGoldrick, FRICS, FCIArb, of Hill’s Daresbury, UK office has been promoted to Vice President and Executive Director with Hill’s Construction Claims Group.  McGoldrick is an accredited mediator with more than 25 years of experience in the construction industry. He holds a B.Sc. in quantity surveying from Thames Polytechnic in London and he is a fellow of both the Royal Institution of Chartered Surveyors and the Chartered Institute of Arbitrators.

Kenneth C. Olup, P.E., of Hill’s Bethel Park, Pennsylvania office has been promoted to Vice President with Hill’s Project Management Group. Olup has 25 years of experience in managing bridge and highway projects.  He holds both a B.S. in civil engineering and an M.B.A. from the University of Pittsburgh.  Olup is a registered Professional Engineer in Pennsylvania.

Christopher Pedersen, FRICS, FCIArb, of Hill’s Dubai, UAE office has been promoted to Vice President with Hill’s Construction Claims Group.  Pedersen has over 30 years of experience in claims analysis, arbitration, contract administration, surveying and procurement.  He holds a B.Sc. in quantity surveying from Kingston Polytechnic and a Master’s degree in arbitration and dispute practice from Kingston University. Pedersen is a fellow of both the Royal Institution of Chartered Surveyors and the Chartered Institute of Arbitrators.

Charles B. Porter, CCM, CCP, LEED GA, of Hill’s Bethel Park, Pennsylvania office has been promoted to Vice President with Hill’s Project Management Group. Porter has nearly 40 years of experience in project and construction management. He holds a B.S. in building construction technology from Pennsylvania State University and an M.B.A. from California University of Pennsylvania. Porter is a Certified Construction Manager, a Certified Commissioning Professional and a LEED Green Associate.

Russell V. Pritchard, Jr., CCM, of Hill’s Spokane, Washington office has been promoted to Vice President with Hill’s Project Management Group. Pritchard has nearly 35 years of experience in project and construction management.  He holds a B.S. in forest resource management from Ohio State University and an M.S. in construction management from Texas A&M University.  Pritchard is a Certified Construction Manager.

Michael J. Severs of Hill’s Riyadh, Saudi Arabia office has been promoted to Vice President with Hill’s Project Management Group.  Severs has nearly 30 years of experience in project management.  He holds a B.A. in architecture from Leeds Metropolitan University and a Diploma in architecture from Humberside College. Severs is a member of the Royal Institute of British Architects.

Philip D. Shenton of Hill’s Daresbury, UK office has been promoted to Vice President with Hill’s Finance Department.  Shenton has more than 15 years of experience in finance and accounting and their applications within the construction industry.  He holds a B.A. in accounting from the University of Central Lancashire.

Konstantine Tonas of Hill’s Granite Bay, California office has been promoted to Vice President with Hill’s PCI Group subsidiary.  Tonas has more than 10 years of experience in software marketing and sales in the construction industry.  He holds a B.A. in physics from the University of California at Davis.

Hill International (NYSE:HIL), with 3,500 employees in 110 offices worldwide, provides program management, project management, construction management and construction claims and consulting services. Engineering News-Record magazine recently ranked Hill as the 8th largest construction management firm in the United States. For more information on Hill, visit www.hillintl.com.

Source: Hill International

Prime Minister David Cameron calls for new British Referendum on EU membership

OTHER NEWS AFFECTING PROJECTS & PM

European instability increases with Cameron’s call for ‘in-out’ referendum

28 January 2013 – London, UK – British Prime Minister David Cameron delivered a long-awaited speech on Britain’s relationship with the European Union (EU) on Wednesday, 23 January.  Many in Britain are calling for withdrawal from the EU, putting pressure on the prime minister and the current government in London to change the relationship.  This is apparently exactly what David Cameron is proposing.  In his speech, he called for a new referendum on EU membership if his party retains power after the 2015 elections.

prime-minister-david-cameronIn his speech at Bloomberg in central London, Cameron set out his vision for Britain and its place in the EU.   He explained that three major challenges exist for the EU:

  • problems in the Eurozone which lacks the right governance and structures
  • a crisis of European competitiveness as other nations in the world soar ahead
  • a gap between the EU and its citizens which represents a lack of democratic accountability that is felt acutely in Britain

‘Fundamental, far reaching change’ is needed, explained the Prime Minister – built on principles of competitiveness, flexibility, power flowing back to member states, democratic accountability and fairness.

His call: “The next Conservative Manifesto in 2015 will ask for a mandate from the British people for a Conservative Government to negotiate a new settlement with our European partners in the next Parliament…It will be an in-out referendum.

“Legislation will be drafted before the next election. And if a Conservative Government is elected we will introduce the enabling legislation immediately and pass it by the end of that year. And we will complete this negotiation and hold this referendum within the first half of the next parliament.

“It is time for the British people to have their say. It is time to settle this European question in British politics.”

Expressions of concern and irritation were immediately issued by leaders across Europe.  If the referendum comes to pass, and Britain withdraws from the EU, it will have serous ramifications in Britain, Europe, the United States and the global economy.

To read the full speech, go to http://www.number10.gov.uk/news/eu-speech-at-bloomberg/ or to see it at  http://www.number10.gov.uk/news/david-cameron-eu-speech/ . News coverage of the speech and responses was worldwide.

Photo courtesy of openeuropeblog.blogspot.com

Editor’s note: the withdrawal of Britain from the EU would seriously affect many programs, projects and project-oriented organizations, on both side of the English Channel and the Atlantic Ocean.  It will also have a serious impact on global financial markets and the global economy.  This issue should be followed closely by leaders of the project management profession, as so many project managers and teams could be affected.

 

Reducing Supply Chain Barriers Could Increase Global GDP More Than Removing All Import Tariffs

OTHER NEWS AFFECTING PROJECTS & PM

28 January 2013 – According to a major new report, reducing supply chain barriers could increase global GDP and world trade much more than reducing all import tariffs.  The report was released on 23 January by the World Economic Forum in Davos, Switzerland in collaboration with Bain & Company and the World Bank.

enabling-tradeEnabling Trade: Valuing Growth Opportunities finds that if all countries reduce supply chain barriers halfway to global best practice, global GDP could increase by 4.7% and world trade by 14.5%, far outweighing the benefits from the elimination of all import tariffs. In comparison, completely eliminating tariffs could increase global GDP by 0.7% and world trade by 10.1%. Even a less ambitious set of reforms that moves countries halfway to regional best practice could increase global GDP by 2.6% and world trade by 9.4%.

Economic gains from reducing supply chain barriers are also more evenly distributed across countries than the gains associated with tariff elimination. Regions that stand to benefit in particular under these scenarios are sub-Saharan Africa and South East Asia. Such large increases in GDP would be associated with positive effects on unemployment, potentially adding millions of jobs to the global workforce.

According to the report, lowering supply chain barriers is effective because it eliminates resource waste and reduces costs to trading firms and, by extension, lowers prices to consumers and businesses. Supply chain barriers can result from inefficient customs and administrative procedures, complex regulation and weaknesses in infrastructure services, among many others. The supply chain is the network of activities involved in producing and getting a product to consumers, and spans the manufacturing process as well as transport and distribution services.

Enabling Trade: Valuing Growth Opportunities was initiated by the Forum’s Global Agenda Councils on Logistics & Supply Chains and Global Trade & FDI. The report provides a wealth of information regarding how policies can create unnecessary supply chain costs and inefficiencies based on 18 case examples spanning multiple industries and regions. The case examples highlight that clusters of policies jointly impact supply chain performance; that a concerted approach is needed to cut across different policy domains; that there may be specific tipping points that need to be achieved for reductions in supply chain barriers to have a significant impact on trade; and that small and medium enterprises (SMEs) tend to face proportionally higher supply chain barriers and costs.

The report recommends that governments create a focal point to coordinate and oversee all regulation that directly impacts supply chains; that public-private partnerships be established to undertake regular data collection, monitoring and analysis of factors affecting supply chain performance; and that governments pursue a more holistic, supply-chain-centred approach towards international trade negotiations to ensure that trade agreements have greater relevance for international business and do more to benefit consumers and households.

“The Forum’s Enabling Trade programme has endeavoured to highlight the fundamental attributes that enable a country to facilitate trade,” said Børge Brende, Managing Director, World Economic Forum. “Through a vivid repository of case studies, which provide an on-the-ground view of everyday barriers that companies face along trade lanes, this report shows that removing barriers to supply chains can enhance economic competitiveness and generate significant welfare benefits and jobs for countries.”

“The case studies show that countries can lose their competitive advantage in terms of factor costs, if the costs associated with their supply chain barriers are high,” said Mark Gottfredson, Partner, Bain & Company. “The lesson for companies is the importance of understanding supply chain barriers and how the associated costs and delays can erode other sourcing advantages. For example, a case study on the apparel industry illustrates how delays at the border, inconsistent application of regulations, and infrastructure issues completely offset significant labour cost advantages for many countries.”

“Supply chain barriers are more significant impediments to trade than import tariffs,” said Bernard Hoekman, Director of the World Bank’s International Trade Department, who is also the Chair of the Forum’s Global Agenda Council on Logistics & Supply Chains.  “Lowering these barriers will reduce costs for businesses, and help generate more jobs and economic opportunities for people.”

Some examples cited in the report include the following:

  • In Brazil, managing customs paperwork for exports of agricultural commodities can take 12 times longer than in the European Union (a full day versus a couple of hours).
  • In Madagascar, supply chain barriers can account for about 4% of total revenues of a textile producer (through higher freight costs and increased inventories), eroding the benefits of duty-free access to export markets.
  • Obtaining licenses and lack of coordination among regulatory agencies in the US lead to delays in up to 30% of chemical shipments for one company – each late shipment costs US$ 60,000 per day.
  • In Russia, product testing and licensing in the computer sector can lead to high administrative costs and delay time-to-market anywhere from 10 days to eight weeks.
  • Local content requirements, rule-of-origin restrictions and pilferage at the border, can increase costs by 6-9% of consumer technology products in the Middle East and North Africa.
  • India’s Preferential Market Access regulation, which provides preference for locally produced high-tech products in government procurement, could increase costs by 10%, over the cost of imports.

For more information or to read the full report, go to http://www.weforum.org/reports/enabling-trade-valuing-growth-opportunities.

The World Bank is a source of financial and technical assistance to developing countries around the world.  Since 1947, the World Bank has provided financing for more than 11,000 projects in over 100 countries.  For more information, visit www.worldbank.org. To learn more about past and current IBRD projects, visit http://web.worldbank.org/WBSITE/EXTERNAL/PROJECTS/0,,contentMDK:21790401~menuPK:5119395~pagePK:41367~piPK:51533~theSitePK:40941,00.html

The World Economic Forum is an independent international organization committed to improving the state of the world by engaging leaders in partnerships to shape global, regional and industry agendas.  Incorporated as a foundation in 1971, and based in Geneva, Switzerland, the World Economic Forum is impartial and not-for-profit; it is tied to no political, partisan or national interests. http://www.weforum.org.

Sources: The World Bank and World Economic Forum

Turkey grows to second largest market for EBRD Project Financing in 2012

OTHER NEWS

26 January 2013 – London – The European Bank for Reconstruction and Development (EBRD) has announced that Turkey became the bank’s second largest market for investments in 2012.  Turkey, where the EBRD commenced operations only in 2009, has seen the Bank’s investments grow to reach an annual total of €1.049 billion in 2012, in 28 projects. This makes Turkey the second-largest country of operations for the EBRD in terms of annual business volume.  Russia remained the EBRD’s biggest country of operations with over €2.5 billion invested in 2012.

erbd-projects-graph

The total EBRD portfolio in Turkey has exceeded €2.6 billion in 76 projects, the total value of which is €8.2 billion – which means that every euro from the EBRD was supplemented by 2.2 euros from other sources of investment.  Turkey is also the fastest-growing EBRD market, reaching today’s levels of investment up from €150 million in 2009 – the first year of its operations in Turkey. (see chart)

Most of the EBRD investments in Turkey – 96 per cent – have been in the private sector with the remainder in municipal infrastructure projects without sovereign guarantee.

Among the biggest EBRD projects signed in Turkey last year are the Kirikkale closed-cycle gas turbine (EBRD investment over €151 million), Istanbul Ferries privatisation project with IDO and TASS (€115 million), Eurasia tunnel under the Bosporus (€112 million), and two €100-million projects –one to finance construction of the Bares wind farm in Balikesir and the other to support expansion of Turk Telecom’s broadband network in eastern parts of Anatolia . Substantial investments were also made through a number of energy-efficiency credit lines intermediated through Turkish banks to medium-sized enterprises.

“EBRD investment in Turkey has been growing at an increasing pace reflecting the country’s economic dynamism and potential”, said Mike Davey, EBRD Director for Turkey. “There is significant role for the EBRD to play across the full spectrum of Turkey’s economic landscape – from a family-owned company that makes frozen yoghurt to the construction of a new air terminal, the EBRD not only helps growth directly but also demonstrates to other investors the business and financing opportunities Turkey presents.”

In 2013, the EBRD will hold its Annual General Meeting of the Board of Governors in Istanbul on 10-11 May. The event will bring together political leaders, EBRD officials and entrepreneurs from all 34 countries where the Bank is active.

For more information about EBRD projects in Turkey, go tohttp://www.ebrd.com/pages/country/turkey.shtml

The European Bank for Reconstruction and Development (EBRD) was established in 1991 to nurture the private sector in central and eastern Europe and ex-soviet countries. Today the EBRD uses investment to help build market economies and democracies in countries from central Europe to central Asia. The EBRD is the largest single investor in the region and mobilizes significant foreign direct investment beyond its own financing. Owned by 61 countries and two intergovernmental institutions, the EBRD provides project financing for banks, industries and businesses. The EBRD invested €8.7 billion in 388 individual projects in 2012. For more information about the bank, visit http://www.ebrd.com/index.htm

Source: EBRD – Based on EBRD news story by Svitlana Pyrkalo on 23 January 2013

Project Stakeholder Management by Pernille Eskerod and Anna Lund Jepsen published by Gower

PM PUBLISHING NEWS

25 January 2013 – London, UK – Gower Publishing in UK has announced the publication of a new project management book, Project Stakeholder Management, by Pernille Eskerod and Anna Lund Jepsen.  The book is featured in Gower’s Fundamentals ofProject Management Series.

project-stakeholer-management

According to the Gower book information, carrying out a project as planned is not a guarantee for success. Projects may fail because project management does not take the requirements, wishes and concerns of stakeholders sufficiently into account. Projects can only be successful though contributions from stakeholders. And it is the stakeholders that evaluate whether they find the project successful – an evaluation based on criteria that go beyond receiving the project deliverables. More often than not, the criteria are implicit and change during the project course. This is an enormous challenge for project managers. The route to better projects, say Pernille Eskerod and Anna Lund Jepsen, lies in finding ways to improve project stakeholder management.

To manage stakeholders effectively, you need to know your stakeholders, their behaviours and attitudes towards the project. The authors give guidance on how to adopt an analytical and structured approach; how to document, store and retrieve your knowledge; how to plan your stakeholder interactions in advance; and how to make your plans explicit, at the very least internally. A well-conceived plan can prevent you from being carried away in the ‘heat of the moment’ and help you spend your limited resources for stakeholder management in the best way. To make this plan, you need to agree on the objectives of your stakeholder strategy and ways to achieve them.  Project Stakeholder Management offers tactics and tools founded on established marketing communications theory as well as strategic management for doing just that.

This book is part of Gower’s Fundamentals of Project Management Series.

Pernille Eskerod is Professor within the Project Management at Department of Leadership and Corporate Strategy, University of Southern Denmark. She has undertaken research within project management for more than 20 years. She has published a large number of articles on the issue in, among others, International Journal of Project Management and Project Management Journal. Pernille Eskerod has tested her research ideas and results on many students and practitioners in the field as she has taught a vast number of courses in Project Management.

Anna Lund Jepsen is Associate Professor, Department of Environmental and Business Economics, University of Southern Denmark. Her research has mainly been within consumer behaviour and marketing communications. Together with Pernille Eskerod, she has done research and published within Project Management.

Project Stakeholder Management,  by Pernille Eskerod and , published by GOWER; January 2013, 120 pages, soft cover, ISBN 978-1-4094-0437-8; List price = £26.50; More information and free chapters can be found at http://www.gowerpublishing.com/isbn/9781409404378

Other Gower Project Management titles:http://www.gowerpublishing.com/pdf/catalogues/Project-Management-2013-ROW.pdf

Founded in 1967 and based in the UK, Gower is an independent publisher, widely recognized as a specialist in project management books and resources. Gower’s publishing programme includes a range of over 1000 titles from classic business andproject management books through to the most challenging and cutting edge topics. Gower’s expert authors are continually developing new titles and are drawn fromrespected academic institutions and industries worldwide.  Gower’s project management home page can be found at  www.gowerpublishing.com/projectmanagement

Editor’s note: Readers of the PM World Journal receive discounted pricing from Gower.  For more, visit https://pmworldjournal.net/?page_id=2212 or contact [email protected].

UN General Assembly creates new working group for Sustainable Development

OTHER NEWS AFFECTING PROJECTS & PM

24 January 2013 – The United Nations (UN) General Assembly has established a newworking group that will focus on the design of a set of sustainable development goals (SDGs) to promote global prosperity, reduce poverty and advance social equity and environmental protection.  The announcement was made in New York on 22 January.

un-general-assembly

The 30-member working group, which will consist of representatives of countries from all regions, will prepare a report containing a proposal on the SDGs that the 193-member Assembly will consider and act on at its 68th session, which begins in September. Participation in the working group will be facilitated by a rotational procedure within the regions.

The working group is a direct result of the commitment made by governments at the UN Conference on Sustainable Development (Rio+20) in June to establish a set of action-oriented, concise and easy to communicate goals to help advance sustainable development. The Rio+20 outcome document, entitled “The Future We Want” also calls for the goals to be integrated into the UN’s development agenda beyond 2015.

The SDGs seek to guide countries in achieving targeted outcomes within a specific time period, such as on universal access to sustainable energy and clean water for all, and will build on the anti-poverty targets known as the Millennium Development Goals (MDGs) after their 2015 deadline.

The MDGs have been instrumental in driving down poverty rates and increasing access to education, healthcare, water and sanitation, but progress has not been uniform and the UN is currently ramping up efforts to help countries achieve the goals by the target date.

“The Future We Want has broadened the scope for global action for people and the planet,” said the UN Under-Secretary-General for Economic and Social Affairs, Wu Hongbo.  “Sustainable development goals that build on the successes of the Millennium Development Goals, and that apply to all countries can provide a tremendous boost to efforts to implement sustainable development and help us address issues ranging from reducing poverty and creating jobs to the pressing issues of meeting economic, social and environmental aspirations of all people.”

Assembly President Vuk Jeremic said that he would engage closely with Member States to ensure that the process to create the SDGs becomes a top priority and that the work of the newly established group is at the centre of the Assembly’s attention.

“This is a moment for us to imagine the future, and to decide on new ways to address global challenges – to truly define the ‘world we want,’ and the UN we need to make such a vision a reality,” Mr. Jeremic said.

In December 2012, the Assembly passed a resolution outlining a series of steps to implement other aspects of the Rio+20 outcome document, including preparations for the establishment of a new high-level political forum, advancing action on the 10-year programme for promoting more sustainable patterns of consumption and production, and implementing steps to develop a sustainable development financing strategy, among others.

The United Nations is an international organization established in 1945 to facilitatecooperation in international law, international security, economic development, social progress, human rights, and world peace. Currently with 193 members states, the UN andits specialized agencies meet regularly throughout the year. More information athttp://www.un.org/en/

Invitation for 2014 PMI Research Proposals
to open 1 February

PM RESEARCH NEWS

23 January 2013 – Newtown Square, Pennsylvania, USA –  The Project Management Institute (PMI®) has announced that it’s call for proposals for 2014 academic research grants will open on 1 February 2013.

pmi-logoPMI annually solicits for research proposals on topics related to project, program, or portfolio management, with funding provided to selected recipients. The Call for Proposals for 2014 funding will be open between 1 February and 25 April 2013. Proposal submission guidelines will be posted on 1 February 2013 at http://www.pmi.org/Knowledge-Center/Research-Submit-Sponsored-Research-Proposal.aspx.

PMI seek proposals from scholars, both within and outside the field of project management, including management, organizational psychology, sociology, education, linguistics and others. Proposed research must have a direct application to some aspect of the project management body of knowledge or its practice. In addition, PMI encourages proposals on research involving multi-disciplinary teams of investigators or teams consisting of academics and practitioners, who bring new ways of thinking and related bodies of literature to the field.

PMI is the world’s largest project management member association, representing more than 650,000 practitioners in more than 185 countries. PMI advances the project management profession through global standards, credentials, chapters, virtual communities, academic research and publications. For more information, visit  www.PMI.org, www.facebook.com/PMInstitute, and on Twitter @PMInstitute.

Project Management Institute Announces 2013 Academic Research Grant Recipients

PM RESEARCH NEWS

22 January 2013 – Newtown Square, Pennsylvania, USA – The Project Management Institute (PMI®) has announced, the world’s largest not-for-profit membership association for the project management profession, announced that it will fund four new academic research projects as part of its 2013 PMI Sponsored Research Program.

pmi-logoAccording to PMI’s news release on 18 January, organizations’ increased demands for skilled project management talent and programs have created a critical need for related research and education programs. This year’s grantees were selected from a pool of more than 120 applications based on their ability to provide new knowledge that will help project managers and organizations improve performance, drive innovation and increase competitive advantage for long-term success. They are:

Ann Ledwith, PhD, University of Limerick (Ireland) – A Typology Framework for Virtual Project Teams – Dr. Ledwith’s study seeks to develop a typology framework for virtual project teams that will help future researchers classify the phenomena of virtual teams into distinct types. It will explore possible empirical evidence of patterns in virtual teams and whether there are existing correlations and trends between virtual team demographics, such as company type and size, industry size, location and various team typologies. The study will also look into the impact that identified team typologies may have on the performance of virtual project teams.

Antonie Jetter, PhD, Portland State University (United States) – Project Management for Ambidexterity: Process Choices in the Fuzzy Front End of New Project Development – Dr. Jetter’s study explores organizational ambidexterity of new product development on the project level. The project aims at developing a general model for selecting alternative project process models in the early stages of new product development and providing recommendations for how to implement these explorative project processes along traditional linear project management practices within the same organizations.

Liselore Havermans, MSc, University of Amsterdam (The Netherlands) – Development Paths of Project Managers – Ms. Havermans’ research investigates distinct types of learning experiences that drive the development of project managers. The study aims to extend and improve current theory on the professional development of project managers and highlight opportunities to improve the development of project management practitioners.

Ralf Müller, MBA, DBA, PMP, BI Norwegian Business School (Norway) – Organizational Enablers for Project Governance – Dr. Müller’s project is focused on developing a framework for project governance in organizations of varying sizes, industries and geographies. The results will allow practitioners to adapt successful enablers and governance practices to improve the effectiveness and efficiency of their organizations. Moreover, the results will enable the expansion of the existing PMI foundational standards by adding organizational enablers for best practices in project governance.

The call for proposals for 2014 funding opens 1 February and closes 25 April 2013. Visit http://www.pmi.org/Knowledge-Center/Research-Submit-Sponsored-Research-Proposal.aspx for more information.

PMI is the world’s largest project management member association, representing more than 650,000 practitioners in more than 185 countries. PMI advances the project management profession through global standards, credentials, chapters, virtual communities, academic research and publications. For more information, visit  www.PMI.org, www.facebook.com/PMInstitute, and on Twitter @PMInstitute.

Media contacts: Carey Leamard, PMI at [email protected] or Megan Maguire Kelly, PMI at [email protected].

Source: PMI

German Association for Project Management elects Reinhard Wagner as new chairman of Executive Board

PROFESSION NEWS

22 January 2013 – Munich, Germany – The GPM German Association for Project Management has announced the election of the Executive Board by members of the association.  Reinhard Wagner (46) has been chosen as new Chairman of the Executive Board of GPM

The eight new members of the Executive Board of the GPM German Association for Project Management, who will develop the association further on, include the following persons with their remits noted:

Reinhard Wagner: Chairman of the Executive Board and IPMA Vice President

Andreas Frick: Development of Products and Vice Chairman of the Executive Board

Stefan Derwort: GPM Regions

Dr. Claus Hüsselmann: Project Business

Wilhelm Mikulaschek: Certification and IPMA Delegate

Prof. Dr. Steffen Rietz: Development of Project Management

Prof. Dr. Yvonne Schoper: Research and IPMA Substitute

Prof. Dr. Harald Wehnes: Education

)- Reinhard Wagner, Prof Dr. Harlad Wehnes, Prof Dr. Yvonne Schoper, Stefan derwort, Prof. Dr. Steffen Rietz, Andreas Frick, Wilhelm Mikulaschek, Dr. Claus Hüsselmann

Photo: new GPM Executive Board (left to right): Reinhard Wagner, Prof Dr. Harald Wehnes, Prof Dr. Yvonne Schoper, Stefan derwort, Prof. Dr. Steffen Rietz, Andreas Frick, Wilhelm Mikulaschek, Dr. Claus Hüsselmann

The central goal of the new Chairman of the Executive Board of GPM is to promote the strengthening of project management skills and the use of professional project management practices in business and society. He also represents the GPM and the German interests in the global International Project Management Association as Vice President, R&D/Awards.

Reinhard Wagner stated: ”Germany is an export nation, building on the competitiveness of its companies. Our Automotive manufacturers and suppliers for example are well known for their great products and “German Engineering”.  But this is not enough in an increasingly complex world. The integrative competence of project and program managers is a success factor getting more and more attention. Thus, the strengthening of PM competence on all levels, starting from the team level up to the top management level is a decisive factor which GPM is dedicated to.”

GPM is the leading professional association for project management in Germany. With currently nearly 6,000 members from all areas of business, academia and public institutions, GPM is the largest network of project management experts on the European continent.

GPM was founded in 1979 with the primary goal to promote, develop, systematize, standardize and disseminate the application of project management in Germany. It is the German member of the International Project Management Association (IPMA), which includes over 55 Member Associations.

GPM constantly releases new products on the PM market, strengthening its business and professional work. It offers over 250 regional events annually and numerous of special events. All events are open to members and non-members. For example GPM organizes the annual PM Forum in Nuremberg with over 850 project managers. Several keynote speakers present visionary topics and projects.

Practitioners from leading German companies present their experience in project management in many topic streams and discuss them with the participants.  The promotion of project management in business, politics and society is a major concern of GPM. Numerous professional events, different studies on project management, the various GPM Awards, the qualification and certification of persons and organizations as well as the publications help to reach that aim and lead to the high reputation of GPM, even beyond the country’s borders.

GPM is involved in PM standards, e.g. DIN and ISO.  More information can be found at www.gpm-ipma.de

Prof Jean-Pierre Debourse, Project Management Educator Exemplar, passes away in France

PEOPLE NEWS

21 January 2013 – Lille, France – Professor Jean-Pierre Debourse, PhD,  Professor Emeritus and Director of Research at the University of Littoral (ULCO) in Dunkirk, France has passed away.  Well known throughout the European project management community, Prof Debourse was former dean of the ESC Lille (now SKEMA) School of Management where he supported the development of the graduate program in Strategy, Programme and Project Management, one of the world’s most successful and widely recognized graduate schools for project management.

jean-pierre-debourseJean-Pierre Debourse, PhD, MSc was Professor Emeritus and Director of Research, the University of Littoral (ULCO), Dunkirk, France; Founder and Director of a research laboratory on Entrepreneurship and Project Management at ULCO, integrated in the LEM-National Scientific Research Center (CNRS) with team members from 7 Universities; former Dean, ESC Lille School of Management and Professor Emeritus, the University of Lille. With over 40 years of experience in Project Management and Project Management Education, he was a founder of one the first PM Master Degree programs in Europe in 1979, a founder of the Regional Development Agency of the North-Pas de Calais Region, an analyst for the Regional Council of Northern France of the projects competing for the Channel Tunnel, and former CEO of Fonds Régional de Garantie.

From La Voix Du Nord in France (translated from the French)

Jean-Pierre Debourse was first a teacher and management specialist.  Associate of Science in Management, he co-founded the University of Science and Technology of Lille and created many university programs. Decorated in 2004 with the Legion of Honor, Jean-Pierre spent 32 years leading the business school in Lille (ESC, which would become Skema) and IAE. Founder of the Regional Development Agency (RDA), also chair of the salon distance selling and originator of funds to support solutions for regional security problems.

Ambassador for a region he loved deeply, he also loved Cap Gris Nez, birds, old books, good food and rose gardens; considered rightly as one of the finest connoisseurs of the great northern families in France, he cultivated discretion and humility that earned him honors all his life.  Born in Hazebrouck under bombardment in 1940, bachelor’s degree at 16, he ran at 17 a night shift of 250 workers at the cannery Flanders Steenbecque.

The entrepreneurial spirit always led his life.  He passed away at his home in Lille, France after a long illness at the age of 73.

Editor’s note: A tribute to Professor Debourse will be published in the February edition of the PM World Journal.  Anyone wishing to contribute should contact [email protected].

EBRD finances record number of projects in 2012

OTHER NEWS

21 January 2013 – London, UK – The European Bank for Reconstruction and Development (EBRD) has announced that it financed a record number of projects in 2012, providing strong support in a particularly difficult environment for the countries where it invests.  According to preliminary estimates, the EBRD invested €8.7 billion in its traditional area of operations in 2012, financing an unprecedented 388 individual projects. That compared with an investment volume of €9 billion in 2011 in 380 projects.

sir-suma-chakrabarti“Economic conditions have been particularly challenging in most of the countries where we invest,” said EBRD President Sir Suma Chakrabarti (pictured right). “With a record number of investments, the Bank has proven once again to be a reliable partner. It will continue to work hard to help restore a path of sustained economic growth in the future.”

On top of the investments in its traditional region, the EBRD also launched its expansion into the southern and eastern Mediterranean in 2012, making commitments worth €181 million in six projects.  The Bank has begun investing in Egypt, Morocco, Jordan and Tunisia, supporting the process of economic modernisation in the wake of political changes in the Middle East and North Africa.  By 2015, EBRD expects to invest up to €2.5 billion a year in this new region.

Looking ahead to 2013 and beyond, the EBRD will put a strong emphasis on financing projects that can prepare the way for recovery and more robust growth in the future.  Countries in central, southern and eastern Europe have been hit especially hard by the most recent turmoil in the eurozone. The EBRD is aiming to invest €4 billion in this region alone in the next two years as part of a wider joint action plan together with the World Bank and the European Investment Bank.

In 2012, Russia remained the single largest recipient of investments, with an estimated annual business volume of €2.6 billion, 30 per cent of the total. Turkey, where the EBRD began investing only in 2009, saw investments of €1.0 billion.

In the EBRD’s Early Transition Countries (*), the least advanced countries where the Bank invests, financing remained a strong €1.06 billion, up five per cent from the previous year.

The number of projects in the western Balkans remained high at 64, after 65 in 2011, for a total volume of €663 million, after €987 million in 2011.

Investments under the EBRD’s Sustainable Energy Initiative, which finances energy efficiency projects and promotes the development of renewable energy sources,  totalled an estimated €2.3 billion, accounting for 26 per cent of total EBRD financing in 2012.

The Bank expects to have made a 2012 net profit of around €1 billion, after €173 million in 2011.

*The Early Transition Countries are Armenia, Azerbaijan, Belarus, Georgia, Kyrgyz Republic, Moldova, Mongolia, Tajikistan, Turkmenistan and Uzbekistan.

The European Bank for Reconstruction and Development (EBRD) was established in 1991 to nurture the private sector in central and eastern Europe and ex-soviet countries. Today the EBRD uses investment to help build market economies and democracies in countries from central Europe to central Asia. The EBRD is the largest single investor in the region and mobilizes significant foreign direct investment beyond its own financing. Owned by 61 countries and two intergovernmental institutions, the EBRD provides project financing for banks, industries and businesses. For more information, visit http://www.ebrd.com/index.htm

Source: EBRD

Don’t miss 4th Annual Scottish Project Management Conference in Edinburgh on 17 April 2013

FUTURE PM EVENTS

Reported by Miles Shepherd in UK

20 January 2013 – Edinburgh, Scotland – The Scotland Branch of the Association for Project Management will hold their 4th annual Scottish Project Management Conference, with the theme Delivering the vision – Clarity of purpose and successful delivery of projects, on Wednesday 17th of April 2013 at the Edinburgh Corn Exchange, 11 Newmarket Road, Edinburgh, EH14 1RJ, Scotland.  For information, visit http://www.apm.org.uk/event/scottish-conference-2013-delivering-vision.

The 4th Annual Scottish Conference in 2013 will focus on how projects and project teams ensure clarity of what they are setting out to do and clearly communicate what they will deliver. This is a fundamental for all projects.  The conference will therefore focus on how diverse teams maintain their vision of delivery and how that is practically translated into reality.

bloodhound super sonic carThe keynote speaker will be Richard Noble of the Bloodhound Super Sonic Car project.

Creating a jet and rocket powered car that can hit 1,000mph in a matter of seconds isn’t just about Britain retaining the land speed record, Bloodhound SSC provides a stimulating topic for schools with the aim to produce the next generation of engineers, scientists and project managers.

Richard Noble OBE will underline the importance for his engineers having a full understanding of project management, as it ultimately impacts project cost. Richard said: “In our project we don’t have managers, so everybody is doing their own project management. The problem is some are very good at it and some of them aren’t.”

“We have a very high level of fixed costs and all the time I drum into them the fact that if you make a mistake and we are delayed by one day then that is £12,000 gone.” Richard stressed that in order to avoid this then everybody should be given the required project management skills.

Other speakers and topics on the agenda will include the following:

Gordon Dewar, Chief Executive, Edinburgh Airport  – Upping the tempo: Delivering change in Scotland’s busiest airport – Gordon was part of the Global Infrastructure Partners (GIP) team which bought Edinburgh Airport from BAA in July last year. He will speak on the challenges of establishing Edinburgh Airport as a more dynamic, competitive player in the global aviation industry. These challenges include leading change within a high profile and fast moving operational environment whilst never compromising on quality of service or standards of safety and security.

Graeme McNaught, Project Planning Manager, Selex – How we ensure successful projects – This session will take a look at how Selex ES creates and maintains an environment conducive to project success. The discussion will include an overview of Selex ES, its product portfolio and the projects therein. Then how Selex ES continues to innovate in order to maintain and grow market share. This can only be achieved by having a clear vision for the company’s strategy, understanding the needs of the customer base and the ability to execute a comprehensive plan of action at all levels of the business. The session will delve into the organisational and operational environment that Selex ES has evolved over the years to maximise the success of the business, and deliver world class products and services to its customers.

Dr Richard Blanchfield, Uk Delivery Manager, NorthConnect KS – NorthConnect: Delivering Scotland’s sustainable future – The NorthConnect interconnector with Norway will play a crucial role in securing Scotland’s vision as a leader in renewable power, by connecting Scottish wind and wave developments with Norway’s hydro-storage potential. With increasingly uncertain power supplies in the coming decade, this sort of integration of energy markets will be essential for the European vision of a renewable and sustainable future for our society.  In his position as UK Delivery Manager for the project over the last two years, Richard’s primary aim has been to keep the project team aligned with that vision to meet the project objectives, in an environment where political and regulatory risks pose a constant threat to its viability. The presentation will illustrate how the big picture and detailed work has been linked through stakeholder and other management techniques to keep the project delivery on track.

Paul Major, Program Framework – Start with the end in mind – engaging the audience is more important than creating the plan!  Our training, our job descriptions and even industry regulators might tell us that creating the “plan”, establishing governance, implementing policy and process are all the hallmarks of a great project.  Maybe they are, but are they the hallmarks of a successful project, one where the original vision, idea, dream or benefit was achieved?  When was the last time an end user (or sponsor for that matter) burst into your office and said “I hear you have a great project plan, a brilliant blueprint, a fantastic project initiation document, can you show me so I can tell all my team about it?” – Probably not often, or recently!

Afternoon sessions

The afternoon sessions of the conference will feature a number of round table sessions from a number of participants, including APM’s Governance, PMO, Value Management and Risk Specific Interest Groups. These sessions are designed as intimate opportunities to hear about the conference theme through the lens of each particular group.

Sponsorship and exhibition opportunities are available and details can be obtained by contacting Merry Wadlow ([email protected])

Founded in 1972, the APM is a registered charity in the UK with around 19,000 individual and 500 corporate members. The APM is dedicated to the development of professional project, programme and portfolio management across all sectors of industry and beyond. APM is committed to developing the profession through its three strategic themes: Development and maintenance of standards and knowledge; the promotion and application of those standards and knowledge; and Development and maintenance of the APM infrastructure.  APM, with branches throughout the UK and in Hong Kong, is the UK national representative in the International Project Management Association (IPMA).  More information at http://www.apm.org.uk

Source: Association for Project Management

US Company sanctioned by World Bank for procurement violations on airport project in Egypt

PM INDUSTRY NEWS

19 January 2013 – Washington, DC, USA – The World Bank Group announced on 10 January the debarment of ARINC Incorporated, a US-registered engineering and systems integration company, for a period 33 months following the company’s acknowledgment of a violation of the Bank’s Parocurement Guidelines in a Bank-financed Airports Development project in Egypt.

The 33-month debarment is part of a Negotiated Resolution Agreement between ARINC and the World Bank Group following an investigation by the World Bank Integrity Vice Presidency and the company’s readiness to cooperate during the investigation.

leonard-mccarthy“This case is an example of why integrity due diligence matters for the World Bank as well as for companies that are engaged in development projects,” said Leonard McCarthy, World Bank Integrity Vice President (pictured).  “We pursue our efforts to promote a culture of zero tolerance and effective compliance in collaboration with companies and governments as part of the Bank’s goal to ending poverty,” he added.

Under the Agreement, ARINC commits to cooperate with the World Bank’s Integrity Vice Presidency and continue to improve its corporate compliance program.  This debarment qualifies for cross-debarment by other Multilateral Development Banks (MDBs) under the Agreement of Mutual Recognition of Debarments that was signed on April 9, 2010.

The World Bank Integrity Vice Presidency (INT) is responsible for preventing, deterring and investigating allegations of fraud, collusion and corruption in World Bank projects, capitalizing on the experience of a multilingual and highly specialized team of investigators and forensic accountants.  For more information about fighting corruption on world bank projects and successes in 2012, go to  http://web.worldbank.org/WBSITE/EXTERNAL/EXTABOUTUS/ORGANIZATION/ORGUNITS/EXTDOII/0,,contentMDK:20542001~pagePK:64168427~piPK:64168435~theSitePK:588921,00.html#

Source: United Nations