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“Undercover Economist” for Financial Times to speak at APM Conference in June

FUTURE PM EVENT NEWS

Reported by Miles Shepherd in UK 

3 April 2013 – London, UK – The Association for Project Management (APM) has announced that the award-winning journalist and broadcaster, Tim Harford, will be speaking at the APM Project Management Conference on Thursday 13th June 2013. Tim will be joined in the line-up by another award winner, Lieutenant Colonel Martin Sturgeon, who picked up the Programme of the Year Award at the 2011 APM Awards. Conference information can be found at http://www.apm.org.uk/Conference.

tim-harfordTim Harford (pictured right) is a senior columnist for the Financial Times. His long-running column, “The Undercover Economist”, reveals the economic ideas behind everyday experiences, while a new column, “Since You Asked”, offers a sceptical look at the news of the week.

Tim’s first book, “The Undercover Economist” has sold one million copies worldwide in almost 30 languages. Among other titles Tim is the author of “Adapt“, which makes him the perfect choice to tackle the conference theme of the same name.

As a broadcaster, Tim has presented television and radio series for the BBC, most famously “More or Less” on Radio 4. His new Radio 4 series, which launched early in 2013, is called “Pop Up Economics“. He is an evangelist for the power of economics, wisely used, and has spoken at both TED and PopTech. Tim won the Bastiat Prize for economic journalism in 2006 with “More or Less” collecting awards from Mensa and HealthWatch.

Named one of the UK’s top 20 tweeters by The Independent, Tim has appeared on the Colbert Report, Newsnight, Marketplace, Planet Money, PM, Today, The One Show and many other popular radio and TV programs. His writing has been published by the leading magazines and newspapers on both sides of the Atlantic, including Esquire, Forbes, Wired, New York Magazine, the Guardian, the Sunday Times, the Washington Post and the New York Times.

Joining Tim in the conference programme is award-winning programme manager Lt Col Martin Sturgeon. Martin initiated, designed and managed the Ministry of Defence’s (MOD) Afghan National Security Forces Transformation Programme in Helmand Province, for which he subsequently won the APM Programme of the Year Award in 2011 and featured in a video case study.

Martin is an officer in the Royal Engineers with much of his early career spent at the practical end of project delivery in the Gulf, the Balkans and Afghanistan. Now working on the Materiel Strategy at MOD Abbey Wood, Martin’s more recent work has been focused at the programme and portfolio level.  He led the review of the SRO Role in Defence, where he advocated the formalised application of portfolio management in the MOD. He then led the resulting ‘P3M Workstream’ within the Defence Reform Programme, developing a portfolio management model for defence. The significance of his work was recognised in 2012, with his appointment as a ‘World Fellow’ of Yale University.

Impressive speaker line-up

Tim and Martin add to the already impressive speaker line-up that includes HS2 Ltd chairman Doug Oakervee CBE, Shard project director Robert Deatker and National Audit Office director Tim Banfield.

Taking place at Kings Place in London (http://www.kingsplace.co.uk/about-kings-place/your-visit/travelling-to-kings-place) the conference theme of Adapt! will reflect on 2012 as the coming of age year for project management and asks; what now? The APM Conference will call on the profession to adapt its thinking to address the growing expectations of society. A society with a growing intolerance to failure and that expects a world in which all projects succeed.

Adapt! will focus on flexibility, resilience and evolution. Topics 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, Prof. Eddie Obeng, Dr. Edward Hoffman, Richard Noble OBE and Jeremy Beeton.

To see why the APM Project Management Conference has a long-held reputation for agenda setting content featuring the country’s most innovative and groundbreaking projects watch interviews with speakers from last year’s conference including Virgin Galactic, London 2012, NASA and Crossrail at http://www.youtube.com/playlist?list=PL94C4508A65E5FA48.

For more about the APM 2012 conference, go to http://www.apm.org.uk/Conference or to register: http://www.apm.org.uk/event/apm-project-management-conference-2013.

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

April 25 Webinar: The Value of Volunteering with PMI

PM PROFESSION NEWS

Reported by Ana María Rodríguez, Argentina

The PMI Nuevo Cuyo Chapter invites to join this one-hour webinar in which the values, Benefits and key concepts of volunteering with the Project Management Insitute (PMI) will be presented.

Volunteering is the motor that moves the Project Management Institute work on all the countries. Mr Pablo Lledó, Past President of Nuevo Cuyo Chapter and an active volunteer of PMI will answer the following questions:

  • Why do we volunteer?
  • What do I get as a PMI volunteer? Benefits of volunteering
  • Which is PMI volunteer structure? How many volunteers are helping globally?
  • Which is the volunteer career path?
  • Alternatives for volunteering with PMI, locally and globally

¿Cuándo? Thursday April 25th, 7pm Argentina (GMT – 3). Webinar on Adobe Connect Plataform.  Webinar to be offered in spanish. Register on http://www.pminuevocuyo.org/eventodetalle.php?key=aak=&tipo=proximos

For more information:  Andrés Sananes, CAPM®: [email protected] 

Wideman Website updates announced for March 2013

PM PEOPLE NEWS

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

In their Part 1, our Guests Ginger Levin and LeRoy Ward introduce the need for A competency model for program managers, and show what Max-Widemanthat model looks like.

Part 1 of our Paper this month has An issue with organizational “Levels” [in] Managing the Institutional Context for Projects, and comments on a paper by Peter Morris and Joana Geraldi published in the Project Management Journal, December 2011.

Having Trouble with the Latest PM Lingo? In Musings we propose an expansion of current trending in project management acronym naming that makes the intent of the more frequently used ones more transparent.

If 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.

PMO of the Year Award to be transferred from PM Solutions to PMI in 2013, nominations open until 1 June for this year’s award

PM PROFESSION NEWS 

30 March 2013 – PM Solutions and the Project Management Institute (PMI®) have announced an agreement to transfer the PMO of the Year Award program to PMI for the 2013 Award and beyond. The PMO of the Year Award will thus be added to PMI’s group of professional awards, and opens exposure of the program to a much larger group.

pmo-of-the-yearThe PMO of the Year Award honors a PMO that has demonstrated superior organizational project management abilities by adding value to its organization through its support of successful strategic initiatives.

The award recognizes a PMO that has established a vision for value delivery and has had a positive and clear impact on business results. The submission deadline for the 2013 PMO of the Year Award is 1 June 2013.

Eligibility includes:

  • All corporate and government PMOs are eligible for nomination. More than one PMO from an organization can participate as the award is to the PMO, not the organization.
  • Enterprise PMOs as well as IT PMOs, New Product Development PMOs, or other Business Unit PMOs are eligible to participate.
  • PMI affiliation is not required.

Not Eligible: Submissions from third-parties on behalf of a PMO are not eligible. Individuals or organizations that have failed to comply with PMI policies and procedures, including but not limited to PMI’s Code of Ethics and Professional Conduct, will not be considered.  Consulting, Training, or other third-party providers are not permitted to submit an entry on behalf of an organizations PMO.

More information and applications at http://www.pmi.org/en/About-Us/Our-Professional-Awards/PMO-of-the-Year-Award.aspx.

Winners will be announced and awards presented at the 2013 PMO Symposium, now scheduled for 10-13 November 2013 in San Diego, California, USA.  For more, go to http://copevents.pmi.org/pmosymposium 

New book by Russell and Shane Archibald applies Project Management to Leading and Managing Innovation

PUBLISHING NEWS

New book outlines “what every executive team must know about project, program and portfolio management”

29 March 2013 – A new book has been authored and published by Russell Archibald and Shane Archibald titled Leading and Managing Innovation: What Every Executive Needs Must Know about Project, Program and Portfolio Management.  Project management pioneer Russell Archibald, Fellow of both PMI in the United States and APM in the UK, is one of the best known authorities in the field of professional project management.  Shane Archibald is the Managing Principle of Archibald Associates, a project management advisory firm based in the United States. Info at http://leadingandmanaginginnovation.com/

leading-managing-innovationThe information in this book provides a clear understanding and comprehensive perspective of the management discipline called Project Management. It is intended to help readers give excellent direction to executives and managers with the assurance that a vital capability in this field of management – how to manage innovation – moves any endeavor to successful outcome.

According to the book, a project is the best – perhaps only – method of achieving innovation.   Simply throwing an idea on the table at a staff meeting and seeing if anyone will start making it happen will not get the job done. Innovation begins in every case with an idea generated by an individual or a group of people collaborating to solve a problem, develop a new product or service, or to satisfy a customer need. Innovation is the process that transforms ideas into commercial value.

Transforming the idea into measurable reality is rarely, if ever, the result of one person’s effort; it requires a structured approach to bring together the skills and other resources needed for success.  A cohesive team is essential – much like an orchestra – to define the resulting project in terms of its objectives, scope, cost and other resources, and its schedule for completion. This is project management at the basic level.

This book provides the executive reader with an understanding of the characteristics of projects and programs and the principles of effectively managing them. Chapters 1 and 2 clearly and concisely explain the important differences in: Project management compared to on-going operations management, Transformational compared to delivery projects and programs, and Project-driven compared to project-dependent organizations.

Chapter 3 provides needed understanding about the wide range in the categories and characteristics of projects and programs that exist, and in Chapter 4 the capability required to manage projects and programs within portfolios is discussed. Chapter 5 conveys an understanding of the need for establishing Project Management Offices (PMOs) as well as the various responsibilities that can be assigned to those offices. Chapter 6 briefly describes the heart of good project management, namely the methods used to manage each individual project.

Based on the knowledge conveyed in those chapters, Chapter 7 provides senior executives with lists of what they must demand of their executive and management teams in order to achieve effective project, program, and portfolio management within their enterprises.  Chapters 8 and 9 provide useful background for executives: Chapter 8 discusses achieving and measuring maturity in project/program management and benchmarking their organization’s capabilities in this area against their competitors; and Chapter 9 conveys an understanding of the overall importance today of the discipline of project/program management around the world.  Finally, Chapter 10 provides a concise summary of the key points of information from each of the preceding chapters.

“This unique book provides a much required integrative view on innovation, project, program, and portfolio management. It should be useful to any executive who is concerned with promoting innovation and execution in the company. The executive demands listed in Chapter 7 are unique in the project management literature, and if combined with the corporate strategy, can produce excellence in selecting and executing innovative projects.”          Dr. Aaron Shenhar, PMI Fellow, Professor of Management at Stevens Institute of Technology, co-author of Reinventing Project Management: The Diamond Approach to Successful Growth and Innovation.

According to Paul Dinsmore, PMI Fellow, co-author of Enterprise Project Governance, and author of 19 other books on project management, “This book zeroes in on the symbiotic relationship that exists between projects and programs, and the innovations required for organizations to gain market share and prosper. It will give the reader a solid overview of fundamentals and how those basics can be applied productively in these increasingly challenging times.”

russell-archibaldRussell D. Archibald, PhD (Hon), MSc-ME, BSc-M, PMP, is a Founding Member and Fellow of PMI; Honorary Fellow of APM/IPMA in the UK, and Chairman Emeritus of Archibald Associates LLC.  Russ is a globally recognized author, consultant and lecturer on project management with a career spanning more than 65 years. Russ has broad international experience in engineering, operations, program and project management as Management Consultant (Archibald Associates, Booz-Allen-Hamilton, CPM Systems, Inc.), Corporate Executive (Bendix, ITT), and Military/Aerospace (USAF Senior Pilot, Hughes Aircraft, Aerojet-General.) He has consulted to a wide variety of large and small organizations in many industries worldwide.

Russ is a Fellow and Certified Project Management Professional (PMP) of the Project Management Institute (PMI®) (member No. 6, one of the five original founding trustees), an Honorary Fellow of the Association of Project Management (APM) in the UK, and is listed in Who’s Who in the World (1985). He is the author of Managing High Technology Programs and Projects (3rd edition, Wiley 2003) (published in four languages), co-author of Network Based Management Information Systems (PERT/CPM) (1967), and author of 12 chapters in 9 books edited by others. Russ has presented 70 papers over the years at PMI, International Project Management Association (IPMA), and other conferences in North and South America, Europe and Asia, and is widely published in periodicals on professional project management. He holds Bachelor of Science (University of Missouri 1948) and Master of Science (University of Texas, Austin 1956) degrees in Mechanical Engineering. As a pioneer in the field, Russ received an honorary Ph.D. in strategy, program, and project management from the Ecole Superieure de Commerce de Lille (ESC-Lille), France in 2005, and received the Jim O’Brien Lifetime Achievement Award from the PMI College of Scheduling in 2006. Personal website: www.russarchibald.com.

shane-archibaldShane C. Archibald, BSc, is Managing Principal of Archibald Associates LLC, a consulting firm based in Washington State, USA, that specializes in project and program management and control processes and systems. Shane has 20 years of experience in the development and implementation of advanced, integrated project management processes and systems on large, complex projects and programs in several industries and governmental agencies. Most recently, he implemented the first phase of Project Controls applications and procedures for a large international heavy equipment design-manufacture-installation corporation, including advanced planning, scheduling, cost management, contract management, change management, and risk management processes.  More at http://archibaldassociatesllc.com/

Leading and Managing Innovation: What Every Executive Needs Must Know about Project, Program and Portfolio Management, by Russell Archibald and Shane Archibald; ISBN: 0-7414-8289-4; ©2013; List Price: $41.95; Book Size: 5.5” x 8.5” , 139 pages; More information at http://leadingandmanaginginnovation.com/ 

April Briefings in Ascot and London to explain new CIOB Contract for Complex Projects

PM EDUCATION NEWS

28 March 2013 – The Chartered Institute of Building (CIOB) will offer two briefing meetings in April to explain their new Complex Projects Contract 2013 (CPC2013), the world’s first contract specifically aimed at the management of time in complex construction and engineering projects. Each event will provide short presentations from the authors explaining the new contract’s background, intended use, key themes and features, and major differences between this contract and other forms available.  All attendees will receive a FREE copy of the Contract Conditions, Appendices and User Notes.  Registration is required.  If you are in the construction industry in the UK, plan to attend one of these workshops:

ciob23 April 2013 – The Chartered Institute of Building Headquarters, Ascot, Berkshire – Light refreshments at 2:30; Briefing at 3:00 p.m., Afternoon Tea at 4:00 p.m. (The White House, Englemere, Kings Ride, Ascot, Berkshire, SL5 7TB)

25 April 2013 – Olswang LLP, London – Refreshments and coffee from 8:30 a.m., Briefing at 8:45 a.m. (90 Highborn Street, London, WC1 6XX)

Agenda for both one-hour sessions will include:

  • Introduction – Adam Constable Q.C., Keating Chambers
  • CIOB Research, background of new contract, availability – Keith Pickavance, Hill International, Past President of CIOB
  • Project Suitability and procurement strategy – Francis Ho, Olswang LLP
  • Time & risk management provisions, contrast with other standard forms – Keith Pickavance
  • Cost & risk management provisions, contrast with other standard forms – Nick Lane, Olswang LLP
  • Dispute resolution provisions and procedures – Adam Constable
  • Questions and summary

The Complex Projects Contract 2013 (CPC2013) focuses on managing time to ensure projects are delivered to specification on budget and without delays. Unlike existing contracts, which target failure through only through financial compensation or encouragement in the hope that improvement can be made, CPC2013 provides the procedures to enable parties to manage time (and cost) risk events in a modern and proactive fashion.  It is also the first standard form contract to cater for Building Information Modelling (BIM) and the future of collaborative design.

According to the CIOB, current standard forms of contract do not encourage, and in some cases actually inhibit, the competent management of time making them unsuitable for controlling the risk of time and cost escalation on complex projects.  According to CIOB research [1] 87% of complex building projects were late and of those delayed 60% were completed more than 6 months late.

The contract is part of the CIOB’s agenda to establish a culture of managing time in construction. In 2011 the Institute published the ‘CIOB Guide to Good Practice in the Management of Time in Complex Projects’ [2] which was followed by the CIOB Project Time Management Qualification [3] in 2012.  For further details about the new contract, please see http://www.ciob.org.uk/CPC.

Further information or to register, contact Julie-Anne Gyton at [email protected]; or Saul Townsend at [email protected].

The Chartered Institute of Building (CIOB) is at the heart of a management career in construction. Their focus is on those entering and already in a management career in construction, by delivering qualifications and certifications that meet the needs of a changing industry.  The CIOB works with members, employers, academia and governments across the globe to drive forward the science, practice and importance of management in construction. Further information is available by contacting Saul Townsend on [email protected] or +44 (0) 1344 630 766.

References: 

[1] http://www.ciob.org.uk/sites/ciob.org.uk/files/WEB-INF/files/documents/TM_summary_web.pdf 

[2] http://www.ciobstore.com/Product.asp?PID=6237 

[3] http://www.ciob.org.uk/ptmq 

Source: CIOB

Solar Power Projects in Chile to be financed by IDB and Canadian Climate Fund

PROGRAM/PROJECT NEWS 

Pozo Almonte and Calama Photovoltaic Project in the Atacama Desert will supply energy to the country’s mining industry 

28 March 2013 – The Inter-American Development Bank (IDB) has announced that it has approved a loan package for $41.4 million to private sector firms for the construction, operation, and maintenance of three photovoltaic solar power plants in the Atacama Desert in northern Chile. The financing consists of a loan for $20.7 million from the IDB’s ordinary capital and a loan for $20.7 million from the Canadian Climate Fund for the Private Sector in the Americas, which is administered by the Bank.

solar-powerThe plants in the Pozo Almonte and Calama Photovoltaic Project, which will have a peak generating capacity of 26.5 megawatts, will supply power to the Collahuasi and Codelco mining companies.

“This is one of the first large-scale solar energy projects in the region,” said Jean-Marc Aboussouan, chief of the Infrastructure Division of the IDB’s Structured and Corporate Finance Department, the Bank unit responsible for financing large-scale private sector projects.”This project has a lot of upside–it helps reduce the country’s carbon footprint and is in line with the priorities of both Chile and the Bank, as well as with the objectives of the Canadian Climate Fund.”

The project’s major benefits will be to help develop local energy sources to diversify Chile’s energy matrix, whose generating capacity is 75 percent dependent on imported fuels. It will also replace fossil fuels with a renewable energy resource for power generation for the mining industry, which consumes 18 percent of the country’s electricity and accounts for 19 percent of the country’s GDP, and reduce CO2 emissions by 56,000 tons annually.

The operation supports Chile’s National Energy Strategy, which aims to more than double the contribution of unconventional renewable energy to the country’s energy matrix in the next 10 years.  It is estimated that energy consumption in Chile will grow annually between 6 percent and 7 percent until 2020. The new IDB operation will help to bridge the gap between energy supply and demand by utilizing a local energy source that is clean, competitive, and abundant in the country, and can be developed quickly to boost growth of the Chilean economy.

The Structured and Corporate Finance Department (SCF) manages all IDB non-sovereign guarantee operations for large scale projects, companies, and financial institutions in Latin America and the Caribbean. The department plays a catalytic role, helping mobilize third party resources through partnerships with commercial banks, institutional investors, co-guarantors and other co-financing entities for projects with high development impact.

The Canadian Climate Fund for the Private Sector in the Americas is a fund established by the Canadian government and administered by the IDB to catalyze greater private sector investment in the field of climate change adaptation and mitigation.  See http://www.iadb.org/en/news/news-releases/2012-04-30/canadian-climate-change-fund-for-latin-america,9962.html.

More about the Pozo Almonte and Calama Photovoltaic Project in the Atacama Desert can be found at http://www.iadb.org/en/projects/project-description-title,1303.html?id=CH-L1069.

For more about IDB projects in Chile, go to http://www.iadb.org/en/countries/chile/chile-and-the-idb,1090.html.

Established in 1959, the Inter-American Development Bank (IDB) is a source of multilateral financing for sustainable economic, social and institutional development programs and projects throughout Latin America and the Caribbean.  More information about the IDB is at www.iadb.org.  For more about IDB projects, visit http://www.iadb.org/en/projects/projects,1229.html.

Source: Inter-American Development Bank

PM World Journal now available in Portuguese

PM PUBLISHING NEWS

27 March 2013 – Dallas, London, Sydney – The PM World Journal (PMWJ) can now be read in the Portuguese language by project managers and professionals in Brazil, Portugal and other Portuguese-speaking countries.  Portuguese is one of 58 languages available for translation of PMWJ content through the automated translator on the www.pmworldjournal.net website.

david pellsAccording to Managing Editor David Pells (pictured), “The language translator is pretty good for most languages.  Some translations are better than others, but the Portuguese translations should be quite accurate.”

“Unfortunately, the translator does not work with PDF files, which is too bad,” he adds.  “But we’re working on that.  If anyone knows how we can offer quick translations of PDF files, please let me know.”

The language translator can be found in the upper left of the website, just above the banner.  Just click on the button beside the words “Select Language”.   The language translator is intended to help more people around the world read the articles, papers and news stories on the PMWJ website.  If anyone has useful feedback on this feature, please contact [email protected].

The PM World Journal (PMWJ) is a global online publication produced by PM World in the United States, but created by a virtual team of contributors and editors around the world.  Each month, the PMWJ features dozens of articles, papers and stories about projects and project management in different countries and industries.  To see the latest edition and to subscribe, visit www.pmworldjournal.net.

SpaceX Dragon successfully completes 2nd trip to International Space Station, returns to Earth with precious Science Cargo

PROJECT NEWS 

26 March 2013 – Washington, DC – A Space Exploration Technologies Corp. (SpaceX) Dragon spacecraft successfully completed the company’s second cargo flight to the International Space Station on Tuesday, March 26, with a 12:36 p.m. EDT splashdown in the Pacific Ocean a few hundred miles west of Baja California, Mexico.

“The scientific research delivered and being returned by Dragon enables advances in every aspect of NASA’s diverse space station science portfolio, including human research, biology and physical sciences,” said Julie Robinson, International Space Station Program scientist. “There are more than 200 active investigations underway aboard our orbiting laboratory in space. The scientific community has eagerly awaited the return of today’s Dragon to see what new insights the returned samples and investigations it carries will unveil.”

spacexScience being conducted aboard the space station includes research on physical and biological processes that cannot be done anywhere else, applied research to improve lives on Earth, and exploration research to help humans move safely beyond Earth orbit.  Investigations included among the returned cargo could aid in food production during future long-duration space missions and enhance crop production on Earth. Others could help in the development of more efficient solar cells, detergents and semiconductor-based electronics.

Image, SpaceX just prior to splash down in Pacific Ocean, photo courtesy of NASA.

Among the returned investigations was the Coarsening in Solid-Liquid Mixtures (CSLM-3) experiment, which also launched to space aboard this Dragon. CLSM-3 studies how crystals known as dendrites form as a metal alloy becomes solid. The research could help engineers develop stronger materials for use in automobile, aircraft and spacecraft parts.  Dragon also is returning several human research samples that will help scientists continue to examine how the human body reacts to long-term spaceflight. The results will have implications for future space exploration and direct benefits here on Earth.

A boat will take the Dragon capsule to a port near Los Angeles, where it will be prepared for a return journey to SpaceX’s test facility in Texas for processing. Some cargo will be removed at the port in California and returned to NASA within 48 hours. This includes a freezer packed with research samples collected in the space station’s unique microgravity environment. The remainder of the cargo will be returned to Texas with the capsule.

Dragon is the only space station resupply spacecraft able to return a significant amount of cargo to Earth. The spacecraft lifted off from Cape Canaveral Air Force Station in Florida on March 1, carrying about 1,268 pounds (575 kilograms) of supplies and investigations. It returned about 2,668 pounds (1,210 kilograms) of science samples, equipment and education activities. The mission was the second of at least 12 cargo resupply trips SpaceX plans to make to the space station through 2016 under NASA’s Commercial Resupply Services contract.

SpaceX is one of two companies to build and test new cargo spacecraft under NASA’s Commercial Orbital Transportation Services (COTS) program. Orbital Sciences Corp. of Dulles, Va., is the other company participating in COTS. A demonstration flight of Orbital’s Antares rocket and Cygnus spacecraft to the station is planned for later this year.

NASA initiatives such as COTS and the agency’s Commercial Crew Program are helping develop a robust U.S. commercial space transportation industry with the goal of achieving safe, reliable and cost-effective transportation to and from the space station and low Earth orbit. In addition to cargo flights, NASA’s commercial space partners are making progress toward a launch of astronauts from U.S. soil in the next few years.

While NASA works with U.S. industry partners to develop and advance these commercial spaceflight capabilities, the agency also is developing the Orion spacecraft and the Space Launch System (SLS), a crew capsule and heavy-lift rocket to provide an entirely new capability for human exploration. Designed to be flexible for launching spacecraft for crew and cargo missions, SLS and Orion will expand human presence beyond low Earth orbit and enable new missions of exploration in the solar system.

Created in 1958, the National Aeronautics and Space Administration (NASA) is America’s focal point for research, development and exploration of outer space.  For over 50 years, NASA has been leading the world in the development and usage of advanced program and project management.  Additional information about NASA can be found at www.nasa.gov. For more information about the International Space Station, visit: http://www.nasa.gov/station.  For more information about NASA’s commercial space programs, visit: http://www.nasa.gov/commercial

Source: NASA 

Image: courtesy of NASA

Project Management Multiplicity – groundbreaking new book of research results published in Denmark

PM RESEARCH / PUBLISHING NEWS 

25 March 20013 – Copenhagen, Denmark – A groundbreaking new book on current trends and future possible directions in project management has been published in Denmark, based on the result of researchers at several leading universities and institutions in the country.  Project Management Multiplicity – Current Trends, is edited by Prof Jan Pries-Heje, Head of Studies for the Master of Project Management at Roskilde University, and published in cooperation with the Danish Project Management Association.

project-management-multiplicityFrom the back cover: Current and future project management is characterized by a multiplicity of approaches.  PROJECT MANAGEMENT MULTIPLICITY provides an overview of the most current research on project management, including:

  • How has our focus in projects changed during the last decades?
  • Should projects be seen as chains of events or as points of interaction?
  • What is the outcome of using project management tools?
  • How is uncertainty in projects perceived and what can be done?
  • How can Scrum be used as a new way to organize projects?
  • How can project management be taught?

Project Management Multiplicity – Current Trends includes the following chapters:

  1. Project Management Multiplicity: Current Trends, by Jan Pries-Heje
  2. 40 Years of Danish Project Management: From Engineering Manager to Business Developer, by Hans Mikkelsen and Jens Ove Riis
  3. Rethinking Project Management in Denmark, by Per Svejvig
  4. Projects and Company Development: Effectiveness and Productivity, by Hans Mikkelsen and Jens Ove Riis
  5. Projects and Company Development: Orchestration and Energy, by Hans Mikkelsen and Jens Ove Riis
  6. Organizing for the Unexpected: Project Organizing as Chains or Hubs?, by Jesper Schlamovitz
  7. Conceptualizing Perceived Uncertainty in Project Work, by Sabine Madsen and Jan Pries-Heje
  8. Scrum: A New Perspective on Project Management, by Lene Pries-Heje and Jan Pries-Heje
  9. The Use of Tools in Project Management and the Perceived Success Criteria of Projects, by Peter G. Harboe, Karin Glavind and Lisbeth Skytte
  10. A Communications Approach to Teaching Project Management, by Constance E. Kampf
  11. Current Trends and Future Directions, by Peter G. Harboe, Sabine Madsen and Per Svejvig

According to Professor Pries-Heje: “This book is an attempt to gather current state-of-the-art research on project management from multiple university colleges in Denmark… Multiple means many.  Today there are many projects, many project managers, many researchers studying projects, many organizations that are focused on project management, and many universities making projects and project management part of their curriculum.  In this sense, Denmark is no exception, as you will see in this book; research in project management or research using projects as the object of analysis takes place at all universities in Denmark.”

Project Management Multiplicity – Current Trends, Jan-Pries-Heje, editor; published by Samfunds Litteratur, 2013, ISBN 978-87-593-1712-9; soft cover, 233 pages; information at http://www.samfundslitteratur.dk/Visning-af-titel.242.0.html?&cHash=ccb279871d08cca26476a35d4d6c53da&ean=9788759317129

Source: Danish Project Management Association

http://www.rd.danskprojektledelse.dk/

UN Group calls for International Coordination to address Threat from Space Objects

OTHER NEWS AFFECTING PROJECTS & PM

24 March 2013 – Vienna, Austria – A United Nations (UN) team has called for international cooperation to face the threat of near space objects.  This came in the wake of the meteor impact in Russia that shattered windows over a wide area, injuring hundreds and terrifying thousands of people.

image“If the proposed coordination mechanism was in place, then at minimum it would have allowed for more observation and better understanding and education of the population on what to expect rather than having a surprise effect with people not knowing what was happening,” Sergio Camacho, Chairman of the Action Team on Near-Earth Objects of the UN Office for Outer Space Affairs (UNOOSA), said at a press conference in Vienna on 25 February.

Mr. Camacho’s team, also known as Action Team 14, recommended the formation of an International Asteroid Warning Network (IAWN), which would pool together the expertise of the world’s many existing scientific agencies and organizations to discover and track objects and generate early warnings of potential impacts. It also recommended forming advisory groups for disaster mitigation and for combining the technological resources of all space-faring nations to develop protocols that may include collision-prevention missions.

The group emphasized the value of finding hazardous near-earth objects, or NEOs, as soon as possible in order to better understand their orbits. This would help to avoid unnecessary NEO “threat mitigation missions” should it be deemed necessary, it said.

Near-Earth objects made headlines in February, not only with the meteor impact in the Russian region of Chelyabinsk, but also given the fly-by – on the same day – of an asteroid, widely described as being the size of an office building, that passed within 27,000 kilometres of Earth. UNOOSA has long been preoccupied with the issue, however,given the potential devastation of an object that size hitting the Earth and the enormous resources required to prevent a collision if the need arises.

“Already in 1995, UNOOSA organized the United Nations International Conference on Near-Earth Objects in New York to sensitize Member States about the potential threat of near-Earth objects, given the global consequences of their impact,” Mazlan Othman, Director of UNOOSA, said at the Vienna press conference.

Action Team 14 was established in 2001 by the UN Committee on the Peaceful Uses of Outer Space (COPUOS), in response to recommendation 14 of the Third UN Conference on the Exploration and Peaceful Uses of Outer Space (UNISPACE III) that was held in Vienna in 1999.

The team has been mandated to review ongoing efforts in the field of NEOs, identify gaps that could be filled by coordination and propose steps for such coordination in collaboration with specialized bodies. According to the team, an agreement by Juneshould still prove valuable. “No object larger than a kilometre is expected to pose a threat to Earth in the next few hundred years,” according to, Lindley Johnson, Executive of the Near Earth Object Observation Program of the United States National Aeronautics and Space Administration (NASA).

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. The UN Headquarters is in New York City, with other main offices in Geneva, Nairobi, and Vienna. More information at http://www.un.org/en/

Source: United Nations

New report on UK Transport Sector says Government has No Clear Vision for Future

INDUSTRY NEWS

23 March 2013 – London, UK – The British programme, project and change management consultancy Moorhouse has just published a new research report with some shocking conclusions.  Just a third (32%) of senior leaders in the transport sector feel that the UK Government has a clear vision for the future of the nation’s transport.  The  new research was released by Moorhouse on 13 March 2013.

uk-transport-sectorThe report, Navigating Uncertainty, found that just 18% believe this vision is very or extremely clear.  Nine out of ten (88%) indicate that Government policy significantly affects their strategy and investment decisions, and 85% believe that this lack of clarity has negatively affected their organisations.

The survey spoke to over 130 board members and their direct reports from a cross-section of transport and infrastructure organisations, overseeing a total spend on change and transformation projects worth £2.1bn.  Dissatisfaction is particularly high in the Rail and Aviation industries, most likely due to recent debates around High Speed 2 and air capacity in the South East. Only a third of respondents in the survey (33%) believe the transport sector is fairly or very effective at working with Government to help influence future transport policy. However, not a single respondent in the Aviation sector felt positively about their engagement with Government.

According to the report, only around one in five (22%) of respondents believed their Board is fully confident that the initiatives they have invested in will deliver the benefits they intend. Half (48%) of respondents feel their organisation lacks the ability to select the right mix of initiatives to deliver its strategy, and only one in five (22%) were making the decision to invest based on fully quantified benefits.

Organisations that feel they have stronger relationships with Government find they have greater clarity and understanding of the future direction for the UK transport sector. Consequently, these organisations felt better able to select where to invest money and resources, and more confident the benefits of these would be delivered.

Correspondingly, the data shows c£1.65bn across the surveyed projects was being invested in change programmes that lacked a comprehensive business case, and c£1.5bn without a proper evaluation on their return on investment. Those organisations that are less confident at selecting and prioritising which programmes and initiatives to invest in were spending on average 29% more on their change agenda, suggesting further mis-allocated investment.

Jason Byrne, Principal and Transport sector lead at Moorhouse, commented: “The UK’s transport sector is mired in uncertainty, as this data clearly shows. To remain competitive on a global scale, attract investment and create jobs, the UK needs a clear vision for the country’s transport network. Without clarity, the industry cannot make long-term strategic decisions, or understand where best to invest its resource. This lack of clear direction is grinding UK transport and infrastructure to a halt, and transport organisations risk wasting money by investing in the wrong areas or failing to adequately understand the benefits expected from these initiatives.”

Mr. Byrne continued: “To better mitigate this situation, transport organisations need to take a different approach to their major change initiative investments. They must adopt a more disciplined and benefits-led approach, build their internal capability for handling change and collaborate more closely with Government, regulators and the wider industry. Organisations working in the transport sector need to be more agile to better respond to Government infrastructure decisions when they are, in due course, made.”

Asked to set priorities and identify the single most important transport developments for the UK in the next 20 years, respondents cited:

  • A coherent air strategy in the South East
  • Cross-Rail
  • A coherent road building programme
  • High Speed 2 and its extension

Navigating Uncertainty is based on 133 telephone interviews with Board level (9%) and senior leaders reporting directly into the Board (91%) undertaken by Illuma Research in January and February 2013. Participating organisations included those in the passenger transport, logistics & freight, ports, and infrastructure industries, and those in the public sector.  The full report is available to download at www.moorhouseconsulting.com

Moorhouse helps organisations design and deliver successful transformation. They ensure clients effectively deliver their strategy by working with them to turn strategy into action, establish a programme and project management culture and provide out of the ordinary delivery.  Moorhouse work on some of the largest and most complex programmes in Europe and clients include BT, BA, BAA, MoD, DfT, GSK, Bupa Intl, RBS and Lloyds Banking Group.  Moorhouse has received a major national-level award in every year of their existence, including Association for Project Management (APM) Project Management Company of the Year awards. For more information visit www.moorhouseconsulting.com.

For comment, interview or an electronic copy of Navigating Uncertainty, please contact Paula Allerton at Moorhouse in UK at 0203 005 9853 or by email at  [email protected]

Source: Moorhouse

ARCADIS wins construction management contract for Aqaba New Port Project in Jordan

PM INDUSTRY NEWS 

23 March 2013 – ARCADIS has announced that it has won a contract with Aqaba Development Corporation in Jordan to provide construction management services and design reviews for their “Aqaba New Port Project”. ARCADIS works in a joint venture with the local company Dar Al Hadasah. Financials details were not disclosed.

aqaba-new-portThe Aqaba New Port Project is one of the most important projects within the Hasehmite Kingdom of Jordan, aiming at turning Aqaba into a regional maritime hub. Once the New Port has opened, it will incorporate a general cargo and roll-on, roll-off terminal, as well as grain and ferry terminals. The project is being implemented in four different construction contracts, of which three have commenced. The New Aqaba Port is scheduled to be in operation in 2014.

In 2006, Aqaba’s main port was relocated from the city center to an area to the south with deeper waters, while the land formerly occupied by the port was sold to developers to establish a mixed-use waterfront neighborhood and business district.

“ARCADIS already is present in the region for many years and has been involved earlier in the port of Aqaba”, says Frank Heezen, director ports and waterways at ARCADIS. “We were chosen because we are one of the few companies in the world that can handle big scale projects requiring international experience and local know-how.”

For more information please contact Joost Slooten at +31 (0) 20 2011083, or outside office hours at +31 (0) 6 27061880 or [email protected]

ARCADIS (EURONEXT: ARCAD), is a leading international consultancy, design, engineering and management services company active in infrastructure, water, environment and buildings. ARCADIS develops, designs, implements, maintains and operates projects for companies and governments. With 21,000 people and €2.4 billion in revenues, the company has an extensive international network supported by strong local market positions. ARCADIS supports UN-HABITAT with knowledge and expertise to improve the quality of life in rapidly growing cities around the world. www.arcadis.com

Source: ARCADIS

Building Successful Information Systems – new book by Michael Savoie published by Business Expert Press in USA

PUBLISHING NEWS

22 March 2013 – Business Expert Press (BEP) in the United States has published a new book by Michael Savoie Building Successful Information Systems: Five Best Practices to Ensure Organizational Effectiveness and Profitability. This book is part of BEP’s Information Systems Collection, Daniel Power, building-successful-informaiton-systemsUniversity of Northern Iowa and DSSResources.com, Editor.

This book helps organizations better utilize their information systems by helping managers understand the fundamental purpose of these systems within the business organization. It will help a reader analyze business processes with an eye toward how data is created, transferred, analyzed and used within the organization. From this understanding, one can then design, build and implement information systems that accurately reflect the flow of the business processes in the organization, adjust quickly to support critical functions, and provide efficient and effective value added services to employees to maximize the profitability of the company.

By providing a clear path to understanding and implementing an information system within an organization, the book has adopted a best practices approach that is built around five critical concerns that must be addressed prior to the implementation of any information system. Readers should have an understanding of what constitutes:

  • The Right Data: Whatever the information system can and needs to provide that enhances the performance of an organization. A manager trying to implement an information system must understand that the goal is not to provide more data but rather the appropriate data to the people performing different organizational functions.
  • The Right Place: Locating data wherever it is needed. For people working within the physical infrastructure of the company the right place may be on the company network. For field sales people, or suppliers within a company’s supply chain, or customers to whom the company wishes to provide access to certain data, an external network or cellular tower, or hot spot or cloud may constitute the right place. The considerations of both security and accessibility must always be taken into account in making data placement decisions.
  • The Right Time: Having the data available precisely when it is needed to aid in conducting successful transactions.
  • The Right Person: Ensuring that the right data and only that data are received by or accessible to the right person. The challenge with this aspect of data delivery is making sure that appropriate people receive all the data that is relevant to their role within the organization without receiving data that is extraneous to it.
  • The Right Format. For any information system to be successful, that system must be able to provide information that is requested in a format that communicates correctly not only the intended data but the intended message. To see more about the book, click here.

Dr. Michael J. Savoie is President and CEO of HyperGrowth Solutions, Inc., a company specializing in the integration of business and technology.  Dr. Savoie also serves as the Director of the Center for Information Technology and Management (CITM) in the School of Management at the University of Texas at Dallas. Dr. Savoie was the Center’s founder and has served as Director since 2001.  Dr. Savoie is a highly-decorated teacher (most recently 2012 Undergraduate Teacher of the Year) with over 25 years of University experience at both the undergraduate and graduate levels. 

Established in 2008, Business Expert Press is now used by hundreds of thousands of faculty, students and practitioners around the world. BEP is dedicated to developing collections of complementary titles within specific business disciplines and across topics of interest, now up to some 26 different business topics. BEP provides applied and concise books, eBooks and digital collections written by experts, partnering with dozens of course pack companies, digital platform providers, and eBook readers. More information at http://www.businessexpertpress.com/.

Building Successful Information Systems: Five Best Practices to Ensure Organizational Effectiveness and Profitability by Michel Savoie; published by Business Experts Press; Print Price: $39.95; Published December, 2012; Pages: 90; Print ISBN: 9781606494257; E-book ISBN: 9781606494264; information at http://www.businessexpertpress.com/books/building-successful-information-systems-five-best-practices-ensure-organizational-effectivenes. 

Source: Business Expert Press

World’s first Time Management Contract for Complex Projects announced by the CIOB

PM INDUSTRY NEWS

After two years in the making, on 23rd April 2013, the Chartered Institute of Building (CIOB) will publish the world’s first contract specifically aimed at the management of time in complex construction and engineering projects. It is also the first standard form contract to cater for Building Information Modelling (BIM) and the future of collaborative design.

time-management-contractThe Complex Projects Contract 2013 (CPC2013) focuses on managing time to ensure projects are delivered to specification on budget and without delays. Unlike existing contracts, which target failure through only through financial compensation or encouragement in the hope that improvement can be made, CPC2013 provides the procedures to enable parties to manage time (and cost) risk events in a modern and proactive fashion.

According to the CIOB, current standard forms of contract do not encourage, and in some cases actually inhibit, the competent management of time making them unsuitable for controlling the risk of time and cost escalation on complex projects. According to CIOB research [1] 87% of complex building projects were late and of those delayed 60% were completed more than 6 months late.

Speaking about the contract, Keith Pickavance, a Past President of the CIOB and lead author of CPC2013 said: “This is a modern day contract designed for the data age. It underlines and meets the need for a collaborative and competent approach to how risks are managed utilising transparent systems of data. It can be used with, or without, Building Information Modelling and has been drafted to work in any country and legal jurisdiction around the world.”

He adds, “The causes and consequences of delay are the single most common reason for uncontrolled loss and cost escalation in complex building and engineering projects, where the design is produced by the employer, or contractor.”

The contract is part of the CIOB’s agenda to establish a culture of managing time in construction. In 2011 the Institute published the ‘CIOB Guide to Good Practice in the Management of Time in Complex Projects’ [2] which was followed by the CIOB Project Time Management Qualification [3] in 2012.

This is not the first time the CIOB has been involved in developing forms of contract. Back in 1871 the Institute with RIBA published the very first standard form of construction contract.

There will be two briefing meetings in late April 2013 to coincide with the launch of CPC2013. For further details, please see http://www.ciob.org.uk/CPC.

Further information is available at:- Julie-Anne Gyton: [email protected]; Telephone Day +44 (0)1344 630765 Mob: +44 (0)7711 007269 or Saul Townsend : [email protected]; telephone Day +44(0)1344  630766   Mob: +44(0)787 9478 99

The Chartered Institute of Building (CIOB) is at the heart of a management career in construction. Their focus is on those entering and already in a management career in construction, by delivering qualifications and certifications that meet the needs of a changing industry.  The CIOB works with members, employers, academia and governments across the globe to drive forward the science, practice and importance of management in construction. Further information is available by contacting Saul Townsend on [email protected] or +44 (0) 1344 630 766.

References: 

[1] http://www.ciob.org.uk/sites/ciob.org.uk/files/WEB-INF/files/documents/TM_summary_web.pdf 

[2] http://www.ciobstore.com/Product.asp?PID=6237 

[3] http://www.ciob.org.uk/ptmq 

Source: CIOB

Energy Companies, AFD and IDB announce Northern Arc Project to bring more electricity to northern South America

PROGRAMME AND PROJECT NEWS 

Four energy companies, the AFD, and the IDB agree to explore electricity interconnection of Suriname, Guyana, French Guiana and northern Brazil

21 March 2013 – Four major international energy companies are joining forces with the Agence Française de Développement (AFD) and the Inter-American Development Bank (IDB) to explore an electrical interconnection among Suriname, Guyana, French Guiana, and the northern Brazilian states of Amapá (capital Macapá) and Roraima (capital Boa Vista).  The initiative has been dubbed the Northern Arc Project.

mouAs part of the Memorandum of Understanding (MOU) signed for the project on 15 March 2013, pre-feasibility studies will be planned to identify and evaluate electricity demand and power supply options. In addition, the studies will assess the political, institutional, regulatory, technical, economic, environmental and social implications of a potential electrical interconnection of the Northern Arc countries.

The partners, N.V. Energiebedrijven Suriname (EBS), Guyana Energy Agency (GEA), Électricité de France (EDF), Centrais Elétricas Brasileiras S.A. (Eletrobras), the AFD, and the IDB will obtain recommendations from the studies on the best alternatives to satisfy the electricity needs of the region along with a plan detailing critical action areas for the short, medium, and long-term development of the project.

The Northern Arc Project has the potential to improve the quality of life of people living in the Northern Arc area of South America. Electricity supply systems are isolated from each other and have difficulty providing clean and reliable energy at competitive prices. Infrastructure development in the context of this project would contribute to the sustainable integration of the Northern Arc countries and provide the basis for increasing economic growth and the social well-being of the region. Furthermore, the project would increase the countries’ energy security and the reliability of the electricity supply.

The Northern Arc Project is framed within the IDB’s Latin America and the Caribbean Sustainable Energy for All initiative (LAC SE4ALL). The objective of the LAC SE4ALL initiative, which is coordinated with the United Nations (UN) SE4ALL global initiative, is to end energy poverty in the Latin American and the Caribbean Region, by providing universal access to modern energy, expanding renewable energy generation and implementing energy efficiency measures. During the Rio+20 meetings in June 2012, the energy/electricity utilities companies of the Northern Arc countries that were present acknowledged the Northern Arc Project as an important contribution to the LAC SE4ALL initiative.

For more information about this project, contact Matías Bendersky, IDB Office of Outreach and Partnerships, at [email protected] or Sylvia Larrea, IDB Energy Infrastructure and Environment Sector, at [email protected]. 

More about the LAC SE4ALL at http://www.iadb.org/en/topics/energy/lac-se4all,6854.html

Established in 1959, the Inter-American Development Bank (IDB) is a source of multilateral financing for sustainable economic, social and institutional development programs and projects throughout Latin America and the Caribbean.  More information about the IDB is at www.iadb.org.  For more about IDB projects, visit http://www.iadb.org/en/projects/projects,1229.html.

Source: Inter-American Development Bank

Invitation for Workshop Proposals for 27th IPMA World Congress on Project Management in Croatia

PM EDUCATION NEWS 

21 March 2013 – Zagreb, Croatia – Organizers of the 27th IPMA World Congress on Project Management are inviting proposals for workshops to be presented at the congress.  The 27th IPMA World Congress,  under the title “Finding Balance and Moving Forward” will be held from 30 September to 03 October 2013 in Dubrovnik, Croatia.  Visit the 2013 congress website at http://www.ipma2013.hr/.

ipma-world-congressThe congress is being organized by IPMA and CAPM (the Croatian Association for Project Management – www.capm.hr), with the Civil Engineering Faculty of the University of Zagreb  www.grad.unizg.hr.

The International Cost Engineering Council (ICEC) – www.icoste.org and the “Baltazar Adam Krčelić” College of Business and Management (www.vspu.hr ) are also co-organizers.

IPMA and CAPM invite proposals for workshops by project management experts, consultants, educators and trainers for presentation at the 27th IPMA World Congress in 2013. Interested parties should visit http://www.ipma2013.hr/callforworkshops.aspx for more information.  Workshop proposals should be consistent with the theme of the congress or on a topic of high interest in today’s project management profession.

city-of-dubrovnikPlan to visit the City of Dubrovnik, the historical republic from 1358-1808 http://www.tzdubrovnik.hr, whose cultural monuments still bear witness to projects from past centuries.  The congress venues is the beautiful Valamar Resort Babin Kuk (http://www.valamar.com/hr/lacroma-hotel-dubrovnik). Don’t miss this opportunity to present a workshop at one of the most beautiful spots on the Adriatic Sea.

The Chair of the 27th IPMA World Congress in Dubrovnik is Mladen Radujković. The congress program director is Mladen Vukomanovic.  Visit the 2013 congress website at http://www.ipma2013.hr/.

Founded in 1965 and registered in Switzerland, International Project Management Association (IPMA) is the oldest global project management professional organization. IPMA is an international federation of more than 50 national project management societies in Africa, Asia, Europe and the Americas. The IPMA World Congress is one of the largest and most important gatherings of project management authorities and leaders each year. The president of IPMA for 2011 and 2012 is Mr Roberto Mori. The president-elect for 2013-2014 is Mr. Mladen Radujkovic. For more information about IPMA, navigate to www.ipma.ch or contact Stacy Goff at [email protected]

Source: IPMA

11th Edition of Kerzner’s classic Project Management textbook published in USA by Wiley

PM PUBLISHING NEWS 

20 March 2013 – New York – Wiley has announced the publication of Project Management: A Systems Approach to Planning, Scheduling and Controlling, 11th Edition by Harold Kerzner, PhD.  This updated edition of his best-selling project management “bible” for students and professionals has been carefully aligned with PMI’s latest release of their PMBOK Guide.

project-management-textbookThe book maintains the streamlined approach of prior editions and moves the content even closer to PMI’ Project Management Body of Knowledge (PMBOK). This new edition offers new sections on added value, business intelligence, and project governance. It includes 400 discussion questions and more than 125 multiple-choice questions, and serves as an excellent study guide for the PMP Certification Exam. In addition it provides 25 case studies covering a variety of industries, almost all of which are real-world situations drawn from the author’s practice.

Harold Kerzner, PhD, of Boynton Beach, Florida, USA is Senior Executive Director for Project Management at International Institute of Learning, Inc. (IIL) — a global learning solutions company offering professional training and consulting services worldwide. Dr. Kerzner’s profound effect on the project management industry inspired IIL to establish the Kerzner International Project Manager of the Year Award, which is presented to a distinguished PMP® or global equivalent each year. More recently, IIL donated $1 million to the Project Management Institute Educational Foundation (PMIEF) to establish the Dr. Harold Kerzner Scholarship Fund. 

John Wiley & Sons, Inc., based in New York, is one of the world’s largest publishers in the business, scientific, technical and professional fields. Wiley’s Scientific, Technical, Medical, and Scholarly (STMS) business, also known as Wiley-Blackwell, serves the world’s research and scholarly communities.   Wiley’s Professional/Trade (P/T) business serves professionals and consumers with books, subscription content, and information services, in all media, in targeted categories. Wiley Higher Education serves undergraduate, graduate, and advanced placement students, lifelong learners, and, in Australia, secondary school students.  To see their project management titles, visit http://www.wiley.com/WileyCDA/Section/id-350171.html.

Project Management: A Systems Approach to Planning, Scheduling and Controlling 11th Edition, by Harold Kerzner, PhD, published by Wiley;  ISBN: 978-1-118-022276; Hardcover,1264 pages; March 2013; List price = US$99.00; more at http://www.wiley.com/WileyCDA/WileyTitle/productCd-1118022270.html   

Source:  Wiley

Call for Papers continues through 15 April 2013 for 27th IPMA World Congress on Project Management in Croatia

CALL FOR PAPERS

 ipma-world-congress

19 March 2013 – Zagreb, Croatia – The Call for Papers for the 27th IPMA World Congress on Project Management, announced in January, will continue through 15 April 2013.  Abstracts from prospective authors and presenters are welcome.  The 27th IPMA World Congress,  under the title “Finding Balance and Moving Forward” will be held from 30 September to 03 October 2013 in Dubrovnik, Croatia, at the beautiful Valamar Resort Babin Kuk.

The congress is being organized by IPMA and CAPM (the Croatian Association for Project Management – www.capm.hr), with the Civil Engineering Faculty of the University of Zagreb  www.grad.unizg.hr,  the International Cost Engineering Council (ICEC) – www.icoste.org and the “Baltazar Adam Krčelić” College of Business and Management (www.vspu.hr ) as co-organizers.

IPMA and CAPM invite project management experts, leaders, practitioners and professionals worldwide to take part in the 27th IPMA World Congress in 2013 and contribute to development of the project management profession. Abstracts for paper presentations at the 27th IPMA World Congress are invited, in one of the following topic areas:

  •     Balance in Projects, Business, the Environment and Needs of Societies
  •     Balancing Project Management: Further Training & Professional Development
  •     Best Practices in Project, Programme, Portfolio Management: Balancing Towards Success
  •     Cost Engineering and Project Management
  •     Mega Projects and Complex Cost Management
  •     Project Management Challenges in the EU
  •     Project Management Contributions to Developments in the Tourism Sector
  •     Project Management Directions in the Public Sector
  •     Balancing of Competences within Project, Programme and Portfolio Management
  •     Balancing of Diversity in Project Management
  •     Executive’s Perspective of Balanced Portfolios of Projects and Programmes
  •     Theory meets Practice: Insights from research, moving practice forward
  •     Tools and Methods in Project, Programme and Portfolio Management

There are two types of submission; academic and professional papers. Academic papers will undergo a double-blind peer review (first abstract, followed by full paper) and indexed in relevant academic databases. Professional papers (first abstract, followed by full paper or/and presentation) will undergo review of the Congress Professional Panel and will not be indexed in relevant academic databases.  Selected professional papers may, however, be published in the PM World Journal.  Information for prospective authors can be found at http://www.ipma2013.hr/speakerszone.aspx

Important dates for abstracts and paper submissions include the following:

  • January 22, 2013 – Author registration opened
  • February 1, 2013 – Call for papers posted
  • April 15, 2013 – Abstracts acceptance closes
  • June 15, 2013 – Paper acceptance and author registration close
  • July 15, 2013 – Papers due to congress team
  • September 15, 2013 – Schedule to be posted

Plan to visit the City of Dubrovnik, the historical republic from 1358-1808 http://www.tzdubrovnik.hr, whose cultural monuments still bear witness to projects from past centuries.  The Chair of the 27th IPMA World Congress in Dubrovnik is Mladen Radujković. The congress program director is Mladen Vukomanovic.  Visit the 2013 congress website at http://www.ipma2013.hr/.

Founded in 1965 and registered in Switzerland, International Project Management Association (IPMA) is the oldest global project management professional organization. IPMA is an international federation of more than 50 national project management societies in Africa, Asia, Europe and the Americas. The IPMA World Congress is one of the largest and most important gatherings of project management authorities and leaders each year. The president of IPMA for 2011 and 2012 is Mr Roberto Mori. The president-elect for 2013-2014 is Mr. Mladen Radujkovic. For more information about IPMA, navigate to www.ipma.ch or contact Stacy Goff at [email protected]

Source: IPMA

Global Economic Losses from Emergencies top $100 Billion for 3rd Year

OTHER NEWS AFFECTING PROJECTS & PM

 19 March 2013 – Geneva, Switzerland – According to figures unveiled by the United Nations, some 310 disasters in 2012 killed more than 9,300 people and affected 106 million others, while causing $138 billion worth of damage, mainly in the United States, Italy and China. Thousands of people were killed in extreme disaster events in 2012 with more than $100 billion in property losses for a third year in a row, the United Nations Office for Disaster Risk Reduction (UNISDR) said, attributing the growing trend to increased exposure of industrial assets and private property to earthquakes, hurricanes and other extreme events.

major-disaters-2012“A review of economic losses caused by major disaster events since 1980 shows that since the mid-90s there has been a rise in economic losses and this has turned into an upward trend,” UNISDR Director, Elizabeth Longworth, told journalists in Geneva on 14 March.  “Despite no mega-disaster such as a major urban earthquake, economic losses are conservatively estimated in the region of $138 billion.”

Asia tops the list again as the most disaster-prone part of the world, both in terms of number of disasters and the number of victims. Typhoon Bopha, known locally as Typhoon Pablo, hit the island of Mindanao, Philippines, on 4 December packing winds of 160 mph (260 km/h). The Typhoon left 1,900 people dead or missing. More than 210,000 houses, vital public infrastructure, and vast tracts of agricultural land were severely damaged or destroyed.

The Americas accounted for 63 per cent of economic losses, mainly due to Hurricane Sandy and widespread drought, causing damages of $50 billion and $20 billion, respectively.  Europe was hit by two long cold waves at the beginning and end of the year killing almost 1,000 people. Drought and floods severely affected many regions of Africa.

Floods and droughts were responsible for nearly 80 per cent of the people killed or injured by disasters in 2012, according to the World Health Organization collaborating Centre for Research on the Epidemiology of Disasters (CRED) in Louvain, Belgium. However, since they mostly occurred in poorer countries, the economic losses were low.

“Even so, the floods of Pakistan cost nearly 2 per cent of its annual GDP which is a lot to recover,” the Director of CRED, Debby Guha-Sapir, said in a statement. “Disasters are a major problem in all poor countries and threats to global security. They should be taken seriously,” she added.

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

Source: United Nations