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Managing the Implementation of Development Projects – Resource Kit for Instructors and Students now available for free download from the World Bank

PM EDUCATION NEWS

2 June 2013 – Washington, DC, USA – The World Bank has announced the availability of a world-class teaching and learning program on Managing the Implementation of Development Projects, A Resource Kit on CD-ROM for Instructors and Practitioners – Course Syllabus and CD-ROM.    The entire resource kit can now be downloaded at no cost at https://openknowledge.worldbank.org/handle/10986/13630.

Originally developed by Bob Youker while he was still at the World Bank Institute and first published in 2006, the resource kit includes twelve modules with instruction and learning materials for both teachers and learners.  The kit was intended to support the World Bank’s “teach the teachers” approach to sharing knowledge and promoting project management principles in countries where the bank was financing development programs and projects.

managing-the-implementation-of-development-projectsFrom the WB website: This 12-module CD-ROM library of print-based learning materials is designed for classroom training of developing country project managers responsible for overseeing the implementation of development and other projects. Each module includes performance-based instructional objectives; module and session outlines with a timetable of activities; scripted lectures with corresponding visuals; case studies, exercises, and solution sets with teaching notes; self-assessment questions and answers; and selected readings. The resource kit provides enough information and practice to instill a solid understanding of the principles of project implementation and an awareness of good practices.

According to Bob Youker, “The good news is that the entire WBI training kit is now available free online at the World Bank website.  This is a big deal because the power points include a full script, so it is a personal training program as well as a free set of training materials. This is a valuable project management training resource that should be of interest in many countries.”

This project management training resource has a retail price of $50 US and is still available for purchase from Amazon and other book sellers.  To learn more or to download the resource kit, visit website: https://openknowledge.worldbank.org/handle/10986/13630

Wideman Website updates announced for June 2013

PM PEOPLE NEWS

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

max widemanThis month in Papers we are starting a new series of book reviews. In this Set #1, we review Kathy Schwalbe’s latest updates to her admirable An Introduction to Project Management. This is followed by a look at Pyzdek & Keller’s comprehensive description in The Six Sigma Handbook, and we conclude with Jerry Julian’s introduction of new concepts Facilitating Project Performance Improvement.

Our Guest Mark Kozak-Holland presents his case study describing how Meddling Stakeholders: the Titanic Project resulted in such a disastrous outcome.

With the help of a long LinkedIn exchange, our Musings this month answers the question: How Critical is the WBS to Project Scheduling?

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 (PMI®), 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 project management knowledge and information. It is free to the public.

IPMA Young Crew Announces Call for Nominations for the 2013 IPMA Young Project Manager of the Year

PM PROFESSION NEWS

All applications for submission are due by June 30, 2013.

31 May 2013: The Young Crew initiative, renown for being a vibrant and engaging network for young and emerging professional project managers, in collaboration with IPMA, the world’s first project management association; announces the call for nominations for the 2013 edition of its globally acclaimed IPMA Young Project Manager of the Year.

achievement-awardThis year, the Young Project Manager Award is now part of the IPMA Achievement Award category, resulting in it being renamed Young Project Manager of the Year. IPMA Achievement Award is a new category of IPMA Awards that provides the opportunity for industry recognition, at both the project and individual level.

The IPMA Young Crew is a community of young professionals who passionately promote the very essence of project management as a practice and process across all sectors of industry. The Young Crew is extremely keen to actively support the development of project leaders within the project management domain.

This award gives an insight into the rapidly increasing number of dynamic young professionals who have embraced project management as a profession, which has resulted in a rapidly growing number of emerging and young project managers worldwide. The award is aimed at recognizing the laudable achievements of young project professionals who have participated in or led the successful delivery of outstanding projects — Projects whose outcomes have remarkable effects towards improved service delivery, business transformation and social change.

The IPMA Young Project Manager of the Year Award is open to project managers between the ages of 18 to 35 at the time of applying; and who have worked or are currently working on a project for at least six months. The criteria for evaluation of the award is based upon the ICB® (IPMA Competence Baseline). Finalists will be chosen based upon the strength of their demonstrated competence development. Members and non-members of IPMA’s national associations are eligible to apply. Finalists and the winner of the award will each receive a financial sponsorship package to attend the IPMA Global Young Crew Workshop in Dubrovnik, Croatia in September 2013.

“Becoming part of IPMA Achievement Award represents a great result for Young Crew. This is the recognition of the quality achieved and delivered in the past editions of the award. This recognition is a unique motivation for the new generations of Project Managers to apply for the new edition and challenge themselves on an international global scale,” says Luca Cavone, a member of the Young Crew Management Board.

Round one of the award process, submission of nomination applications for the 2013 IPMA Young Project Manager Award will be accepted until midnight, June 30, 2013 ET.

To Apply: All information and material for application, including award process description, guidelines and submission form are available on the IPMA website: http://ipma.ch/awards/achievement-awards/young-project-manager/.

Applicants will be notified of their application status and further steps for consideration of the award in July.  Finalists for this year’s award will be selected by August 2013.

 ipma-young-crew About IPMA Young Crew: IPMA Young Crew is a key component of IPMA’s growth and development of the future leaders. We are an active and global network of young project management professionals and students aged 25 to 35, who believe in collaborative working, knowledge sharing and the building of a worldwide young professional project management community.

With over 20 member countries, the IPMA Young Crew strives to provide experiential learning through interaction and information exchange with young project managers.

About the IPMA Young Project Manager Award:  Introduced in 2006 at the IPMA Young Crew conference in Shanghai, China, the essence of the IPMA Young Project Manager Award is to recognize rising talent within project and program management domains; by honoring young project managers for their accomplishments early in their careers.  These honorees would have demonstrated invaluable impact to the profession and for the companies for whom they work, and are on the fast track to becoming project leaders and influencers on an international scale; having remarkably shown both the promise and potential for future leadership capability.

News Item by Tunde Ajia, IPMA Young Project Manager Award, [email protected]

IPMA Contact: Stacy Goff, VP Marketing & Events, s[email protected] 

Source: IPMA

Quality Tools for Managing Construction Projects – New Book announced by CRC Press

PM PUBLISHING NEWS 

31 May 2013 – CRC Press has announced the publication of a new book titled Quality Tools for Managing Construction Projects, by Abdul Razzak Rumane and Dar Alkuwait Alkhaleejia. Published in April, this new book provides significant information and guidelines on various types of quality tools used to manage construction projects.

quality-toolsAccording to the CRC release: Dealing with such a multi-layered and fungible intangible as quality during the design and construction process is difficult for all parties involved. To the architect, quality means an appealing and enduring design, but to the builder, it means understandable documents that, when acted upon, lead to an enduring, well-made structure. To the owner, it is the end result: a building that is not only fit for the purpose, but a positive addition to its surroundings. Reconciling these seemingly contrasting priorities requires processes that are embedded not just at the project level, but within the entire enterprise with designer, builder, and owner committed to integrating quality into all their business processes.

Quality Tools for Managing Construction Projects not only details the importance of developing a comprehensive management system, but provides the tools and techniques required to do so. The book examines the usage and applications of tools and techniques in different phases of a construction project, focusing on plan quality, quality assurance, and quality control. Following the construction cycle, Dr. Rumane delineates the quality tools and their application, ending with the implementation of quality systems throughout the entire design and construction cycle.

The book demonstrates how these tools can help in planning, executing, monitoring, and controlling a project—evolving project management into a system that ensures project deliverables consistently meet the defined scope on schedule and within budget. The author’s systems perspective recognizes and supports the ideal collaborative approach that modern design and construction projects need. Dr. Rumane then demonstrates that successful quality management is more than a series of handoffs between teams who’ve completed tasks. 

CRC Press is a premier publisher of scientific and technical work, reaching around the globe to collect essential reference material and the latest advances and make them available to researchers, academics, professionals, and students in a variety of accessible formats.  CRC’s mission is to serve the needs of scientists and the community at large by working with capable researchers and professionals from across the world to produce the most accurate and up to date scientific and technical resources.  To see their project management titles, go to http://www.crcpress.com/browse/?category=BUS14A

Quality Tools for Managing Construction Projects; by Abdul Razzak Rumane and Dar Alkuwait Alkhaleejia; published by CRC Press, © April 2013, 413 pages, hard cover, ISBN 9781466552142; List price = $99.95; For more information, go to http://www.crcpress.com/product/isbn/9781466552142

Source: CRC Press

World Bank announces Emergency Program to Help Jordanians Manage Impact of Syrian Refugees

PROGRAM/PROJECT NEWS 

31 May 2013 – Washington, DC, USA and Amman, Jordan – The World Bank announced on 23 May a special package of US$150 million in financial support to the Government of Jordan to help the authorities manage the impact of the Syrian civil war from which more than half a million people are estimated to have fled across Jordan’s border. The influx of refugees is affecting the livelihoods of Jordan’s host communities and access to public services and basic commodities is under pressure.

zaatari-refugee-camp“I visited the town of Mafraq and the Zaatari refugee camp,” said Inger Andersen, World Bank Vice President for the Middle East and North Africa. “I saw Jordan’s generous hosting communities struggling with the enormous inflows of people seeking shelter and protection. And at Mafraq I saw municipalities bursting at the seams. There is acute pressure on local authorities to maintain service delivery and that is where our funding can help.”

Andersen said World Bank assistance, not yet finalized, will take the shape of a program of emergency support to help the Jordanian authorities finance public service expenditures associated with the influx of refugees from Syria. The program could also be used to support household staples like bread and cooking gas. In addition the Bank will leverage donor support to strengthen service delivery in municipalities that are hosting the majority of Syrian refugees.

The World Bank’s commitment comes in recognition of the severity of the crisis facing Jordan. The growing number of refugees has resulted in Jordanians suffering, especially the poor and more vulnerable communities but increasingly the middle class too. There are stresses on the delivery of health and education services and on water supply and electricity. Competition for jobs has driven wages down while prices have risen for basic necessities, fuel and rental accommodation.

“Witnessing the agony of the Syrian people is heartrending but what we can all do now is step up and make sure that social tensions don’t grow among the various communities who are so generously hosting the refugees,” said Andersen. “The World Bank’s contribution is part of our broader program of engagement with Jordan in which we are helping build resilience to the current and future impacts of the regional crisis while supporting the country’s ongoing economic reform program.”

The emergency support program designed to help mitigate the impact of the Syrian refugee crisis on Jordanian citizens will be finalized with the Government of Jordan in the coming weeks.

The World Bank Group is one of the world’s largest sources of funding and knowledge for developing countries. It comprises five closely associated institutions: the International Bank for Reconstruction and Development (IBRD) and the International Development Association (IDA), which together form the World Bank; the International Finance Corporation (IFC); the Multilateral Investment Guarantee Agency (MIGA); and the International Centre for Settlement of Investment Disputes (ICSID). For more information, please visit www.ifc.org, www.worldbank.org, and www.miga.org.

Since 1947, the World Bank has provided financing for more than 11,000 projects in over 100 countries.  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

Source: The World Bank

NASA Landsat 8 Program Achieves Operational Milestone

PROGRAM/PROJECT NEWS 

New earth science satellite to collect hundreds of scenes daily from around the world 

30 May 2013 – Washington, DC – NASA has announced that it has transferred operational control of the Landsat 8 satellite to the U.S. Geological Survey (USGS) in a ceremony in Sioux Falls, South Dakota.  The event marked the beginning of the satellite’s mission to extend a four-decade record of monitoring Earth’s landscape from space. Landsat 8 is the latest in the Landsat series of remote-sensing satellites, which have been providing global coverage of landscape changes on Earth since 1972. The Landsat program is a joint effort between NASA and USGS.

nasa-ldcmNASA launched the satellite Feb. 11 as the Landsat Data Continuity Mission (LDCM).  Since then, NASA mission engineers and scientists, with USGS collaboration, have been putting the satellite through its paces — steering it into its orbit, calibrating the detectors, and collecting test images. Now fully mission-certified, the satellite is under USGS operational control.

“Landsat is a centerpiece of NASA’s Earth Science program,” said NASA Administrator Charles Bolden in Washington. “Landsat 8 carries on a long tradition of Landsat satellites that for more than 40 years have helped us learn how Earth works, to understand how humans are affecting it and to make wiser decisions as stewards of this planet.”

Beginning Thursday, USGS specialists will collect at least 400 Landsat 8 scenes every day from around the world to be processed and archived at the USGS Earth Resources Observation and Science Center in Sioux Falls. The newest satellite joins Landsat 7, which launched in 1999 and continues to collect images. Since 2008, USGS has provided more than 11 million current and historical Landsat images free of charge to users over the Internet.

“We are very pleased to work with NASA for the good of science and the American people,” said U.S. Interior Secretary Sally Jewell in Washington. “The Landsat program allows us all to have a common, easily accessible view of our planet. This is the starting point for a shared understanding of the environmental challenges we face.”

Remote-sensing satellites such as the Landsat series help scientists observe the world beyond the power of human sight, monitor changes to the land that may have natural or human causes, and detect critical trends in the conditions of natural resources.

The 41-year Landsat record provides global coverage at a scale that impartially documents natural processes such as volcanic eruptions, glacial retreat and forest fires and shows large-scale human activities such as expanding cities, crop irrigation and forest clear-cuts. The Landsat Program is a sustained effort by the United States to provide direct societal benefits across a wide range of human endeavors including human and environmental health, energy and water management, urban planning, disaster recovery, and agriculture.

With Landsat 8 circling Earth 14 times a day, and in combination with Landsat 7, researchers will be able to use an improved frequency of data from both satellites. The two observation instruments aboard Landsat 8 feature improvements over their earlier counterparts while collecting information that is compatible with 41 years of land images from previous Landsat satellites.

For more information about the Landsat mission, visit: http://www.nasa.gov/landsat

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.

Source: NASA 

Image: courtesy of NASA

Project Risk Analysis – New Book by Derek Salkeld published by Gower

PM PUBLISHING NEWS 

30 May 2013 – London, UK – Gower Publishing has announced the publication of a new book by Derek Salkeld, Project Risk Analysis: Techniques for Forecasting Funding Requirements, Costs and Timescales. Information about the book can be found at http://www.gowerpublishing.com/isbn/9780566091865

Risk and opportunity are inherent in projects and yet, whilst many organizations invest heavily in project management methodologies and processes in the hope of ensuring delivery on time and on budget, few project sponsors, project board members or managers understand the effect these might have.

project-risk-analysisThe approach taken in Project Risk Analysis is to show how the risk and opportunity in a project will affect its funding requirements and its business case outcomes, and to use this understanding to devise management controls that will benefit both the investor and the project manager.

Project Risk Analysis shows how to:

  • calculate the funding required for a project using risk methods that will generate answers that are more reliable than those provided by traditional estimating
  • devise risk management plans that will assure the intended outcome of the decision to invest in a project.

This is essential reading for anyone who has to deliver projects on time and on budget.

Derek Salkeld has been a risk analyst and risk manager for 20 years. He trained as a geophysicist and led a signal processing systems design team for a UK military systems manufacturer. He has extensive experience of multi-disciplinary engineering projects covering a wide range of assets including: the assessment of Network Rail’s IT investment programme; the development of an asset investment model of waste water treatment systems owned by the Water Service of Northern Ireland and the business case for the London Cross Rail system.  He was risk manager on both the recently opened London cable car and the East London Line projects.

Derek is currently advisor to London Underground Limited on its stations capital works programme and to Genesis Power on its Tekapo hydro-electric projects in New Zealand.   He is a doctoral research student at the University of Exeter researching risk management methods.

Founded in 1967 and based in the UK, Gower is an independent global 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 

More information & free chapters on Project Risk Analysis at: http://www.gowerpublishing.com/isbn/9780566091865 

ePUB and ePDF version information is available at the above links. 

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].

Source: Gower Publishing

Branding in a Competitive Marketplace – new book by IPMA Research Management Board member Rajat Baisya published in India

PM PUBLISHING NEWS

29 May 2013 – New Delhi, India – A new book by Professor Rajat Baisya has been published by Sage Publishing in India and is available online throughout the region.  Branding in a Competitive Marketplace is the latest title by Professor Baisya, Indian Institute of Technology, who is also a member of the IPMA research management board and an academic editorial advisor for the PM World Journal. Information about the book can be found here.

branding-in-a-competitive-marketplaceIn a fiercely competitive marketplace, brand marketers need innovative ideas and strategies that will make their brand stand out in a clutter and result in definite sales. Branding in a Competitive Marketplace discusses core issues in brand management—the concept of brand, its value, and its strategic management. It also covers brand extension, brand positioning, brand acquisition, and brand valuation and divestment as well as new models for successfully managing brands in a competitive business environment.

The book has numerous real-life examples from brands like Mortein, Kingfisher, Godrej, Canon, Ujala, and Nirula’s to illustrate its points. It also includes live cases to highlight the elements of branding that made those brands successful. These cases also show how marketers methodically projected their brand’s superiority over competitors’ and succeeded in winning the consumer’s mind-space. The book has been designed to provide brand marketers with systematic lessons on strategic thinking, strategic planning and strategic actions.

Major Highlights

  • A complete book covering the entire spectrum of BRANDING.
  • Peppered with a large number of relevant cases studies from Indian as well as International market.
  • Written in a lucid and accessible style.
  • Provides strategic directions and lessons for creating and developing brands.
  • Traces the reasons for failures in a competitive environment.
  • Provides systematic learning on strategic thinking, planning and action for the brand marketers.

Prof. (Dr.) Rajat K Baisya has served as a Senior Professor in Marketing, Strategic Management, International Business, and Project Management at the Department of Management Studies, Indian Institute of Technology, Delhi. He was the President and CEO of the Emami Group of Companies and Senior Vice President, Business Development of Reckitt Benckiser India Ltd. He has also been associated with companies like Escorts Ltd, United Breweries Group, Best Food International (Unilever Group) and Parle-Bisleri Group in very senior management capacities. He was a member of Research Management Board of International Project Management Association (IPMA), Switzerland and is on the editorial board of many international journals. He is the Chairman of Strategic Consulting Group Pvt. Ltd and Frontier Agro Industries Pvt. Ltd, and also a Director on the Board of North Eastern Development Finance Corporation Ltd. He has over 300 research publications and authored five books and is associated with numerous trade and professional bodies in India and abroad. He is the Founder President of Project and Technology Management Foundation. He is a consultant to many large Indian and multinational corporations.

prof-rajat-k-baisyaProfessor Baisya was the recipient of Gardner Award for the year 1974 and Dr J.S. Pruthi Award for the year 2001 for significant contribution to the processed food industry in India. He received the Commendation Award of National Institute of Management and Technology for 2002 for significant contribution in corporate turnaround strategy. He has recently won the Best Professor of Marketing Management Award from Bloomberg UTV.

Branding in a Competitive Marketplace; by Rajat Baisya; published by Sage publishers; ISBN : 9788132110590; 268 pages; List Price Rs 450, USD 11.00.  Information at http://www.sagepub.in/browse/book.asp?bookid=1836&Subject_Name=&mode=1

Natural Resources Can Fuel Africa’s Economic Transformation according to new African Economic Outlook 2013

OTHER NEWS AFFECTING PROJECTS & PM

29 May 2013 – Abidjan, Côte d’Ivoire – The African Development Bank (AfDB) has published its annual report on economic conditions and trends across the continent.  According to the African Economic Outlook 2013, released on 27 May, Africa’s agricultural, mining and energy resources could boost the continent’s economic growth and pave the way for a breakthrough in human development.

african-economic-outlookThe report is produced annually by the African Development Bank (AfDB), the OECD Development Centre, the Economic Commission for Africa (ECA) and the UN Development Programme (UNDP). According to this year’s report, the continent’s economic outlook for 2013 and 2014 is promising, confirming its healthy resilience to internal and external shocks and its role as a growth pole in an ailing global economy. Africa’s economy is projected to grow by 4.8% in 2013 and accelerate further to 5.3% in 2014.

The report shows this growth has been accompanied by insufficient poverty reduction, persisting unemployment, increased income inequalities and in some countries, deteriorating levels of health and education.

“Now is the time to step up the tempo of economic transformation, so that African economies become more competitive and create more gainful jobs”, say the authors of the report, adding that “widening the sources of economic activity is fundamental to meeting this challenge.”   The report argues that African countries must tap into their natural resource wealth to accelerate the pace of growth and ensure the process can benefit ordinary Africans.

“Growth is not enough”, said Mario Pezzini, Director at the OECD Development Centre. “African countries must provide the right conditions for turning natural resources into jobs, optimise their resource revenues through smart taxation and help investors and locals to make the most of linkages.”

According to the report, four key elements are needed to achieve that objective. Firstly, African countries should create the right conditions for such a transformation to take place, including infrastructure, education and the creation of larger and more competitive markets.  This will involve many programs and projects.

In the second instance, the primary sectors require sound land management, balanced and effective tax systems and the right mechanisms and incentives to cause an acceleration and diversification of the sources of growth.  In the agricultural sector for instance, transport, fertilizers and more resistant seeds are required for an increase in productivity. Africa has 24 per cent of the world’s agricultural land, but accounts for only 9 per cent of its production.

Thirdly, governments and investors must ensure that a fair share of the proceeds from natural resources and extractive industries accrue to society: for example, they should be invested in people’s capacities to take up new jobs in promising sectors.

Finally, the report suggests that African countries can foster change and economic diversification actively, for example through corridors of development around power, transport and communication lines. Stable and transparent use of budgets is key to achieving that goal.

“Now is the time”, said Mthuli Ncube, Chief Economist and Vice-President of the African Development Bank (AfDB), “After ten years of improved stability, sound macroeconomic policies and blossoming trade links, growth has made African nations freer than ever to choose their own development paths and implement active policies for economic transformation.”

Ultimately, transformation means opening opportunities so people can find jobs, create businesses, as well as invest in health, education and food security. In turn, higher levels of human development for all, including the most vulnerable, can accelerate the pace of economic transformation, leading to a virtuous cycle of growth and development.

“Among many other benefits, human development can help drive Africa’s structural transformation by speeding both the rate of innovation and uptake of new technologies,” said Pedro Conceição, Chief Economist at UNDP’s Regional Bureau for Africa. “But for this to happen, more attention should be paid to improving access to and quality of education and healthcare systems, transforming agriculture and fostering job creation in order to narrow income inequalities.”

For more information, go to http://www.africaneconomicoutlook.org/en/

The African Development Bank (AfDB) is a regional multilateral development finance institution established in 1964 to mobilize resources towards the economic and social progress of its Regional Member Countries. Headquartered in Abidjan, Côte d’Ivoire, the Bank promotes economic and social development in African states, providing financing for programs and projects across the continent.  For more information, visit www.adbg.org.

Source: African Development Bank

Jacobs and AMEC Alliance awarded Project Management Contract for Magnox Nuclear Decommissioning Program in UK

PM INDUSTRY NEWS

28 May 2013 – Pasadena, California, USA – Jacobs Engineering Group has announced that its VELA alliance with AMEC was awarded a contract by Magnox Limited to provide project management resources in support of Magnox’s decommissioning program in the United Kingdom.  Officials did not disclose the contract value, but noted that the Project Management Resource Partnership agreement is an extension of the Magnox Resource Transfer Protocol that was established with Jacobs and AMEC in 2011.

magnox-nulcearUnder the terms of the contract, the VELA alliance is providing project management expertise, skills development, coaching, and employment opportunities for Magnox employees.

Magnox Director of Projects Peter Burns said, “This agreement is a unique opportunity for the three companies to work together in an innovative way, and it gives Magnox the opportunity to balance its resourcing requirement for both the long- and short-term while investing in long-term career opportunities for our staff. Our aim is the retention of skills within the entire nuclear industry and this agreement will play a key role in achieving that aim.”

Jacobs Group Vice President Bob Irvin stated, “Jacobs and AMEC bring world class project management skills to this important program. Together with Magnox, we are pleased to blend a complementary set of skills, experience and capabilities together in support of Magnox’s decommissioning work in the UK.”

Clive White, President of AMEC’s Clean Energy Europe business, said: “Safely delivering innovative and cost-effective solutions for customers is AMEC’s primary focus and we are delighted to be working in a strong partnership to achieve that. The Project Management Resource Partnership is an important development for us in supporting Magnox during their transition from power generation to care and maintenance.”

Jacobs Engineering Group Inc. (NYSE: JEC) is one of the world’s largest and most diverse providers of professional technical services. With 2012 revenues of over $10 billion, Jacobs offers full-spectrum support to industrial, commercial, and government clients across multiple markets.  Services include scientific and specialty consulting as well as all aspects of engineering, construction, operations, maintenance and project management. Based in Pasadena, California, USA, Jacobs has more than 200 offices in over 25 countries. More at http://www.jacobs.com/

Source: Jacobs Engineering

The Risk Doctor David Hillson named Global Advisor for PM World Journal

PEOPLE NEWS

28 May 2013 – Dallas, London, Sydney – PM World has announced that Dr David Hillson, widely known throughout the world as The Risk Doctor, has been appointed a global advisor for the online PM World Journal (PMWJ).  Dr Hillson is an international risk consultant offering expert risk support across the globe, at both strategic and tactical levels. He is an Honorary Fellow of the Association for Project Management (APM) in the UK and a Fellow of the Project Management Institute (PMI®) in the United States.  He joins a select group of current and former leaders of the project management profession as a PMWJ global advisor.

Dr Hillson has worked in over 40 countries; his consultancy clients include major organisations in construction, telecommunications, pharmaceutical, transport, fast-moving consumer goods, energy, IT, defence and government. David also leads the team at Risk Doctor & Partners, based on his worldwide network with like-minded professional risk experts.

david-hilsonWith twenty-five years of risk consulting experience, David is recognised internationally as a leading thinker and practitioner in risk management, and he is a popular conference speaker and author on the subject. He has written nine books on risk, contributed to several others, and authored many papers, articles and briefings. He has made a number of innovative contributions to the risk process that have been widely adopted. David is well-known for promoting inclusion of proactive opportunity management in the risk process. His recent work has focused on using emotional literacy to manage risk attitudes (see www.risk-attitude.com), and he has also developed a scaleable project risk methodology (www.ATOM-risk.com).

Dr Hillson has received a number of awards in recognition of his risk management work. For example he was named Risk Personality of the Year in 2010-2011 by the Institute of Risk Management (IRM). He was the first recipient of this award, given to honour the individual who has made a significant global contribution to improving risk management knowledge, whose experience and expertise enables them to effectively promote the message of strong risk management, and who provides inspiration to their peers in the risk profession. He is a Fellow of the IRM and active in several of its SIGs.

Also in 2010, David Hillson was elected a PMI Fellow by the global Project Management Institute (PMI®) to recognise his sustained and significant contribution to advancing the field of risk management. He received the PMI Eric Jenett PM Excellence Award in 2011 and the PMI Distinguished Contribution Award in 2002. David is currently a leader in the PMI Risk Community of Practice. He has contributed to the risk chapter of the PMI Guide to the Project Management Body of Knowledge (PMBoK®) since 1998, and he was a core author of PMI’s Practice Standard for Project Risk Management (2009).

David became an Honorary Fellow of the UK Association for Project Management (APM) in 2008, marking his contribution to developing the discipline of risk management. He is current Deputy Chairman of the APM Specific Interest Group (SIG) on Risk Management, and he has co-edited three major risk guides for APM.

David was elected a Fellow of the Royal Society of Arts (RSA) in 2007 to contribute to its Risk Commission. He led the RSA Fellows project on societal attitudes to failure, and is editor of The Failure Files. He is also a Chartered Fellow with the Chartered Management Institute (CMI) and a member of the Institute of Directors (IOD), reflecting his broad interest in topics beyond his own specialty of risk management.

According to PMWJ Managing Editor David Pells, “We are honored to have David Hillson join our global advisory team.  He is one of the most accomplished authors and experts on the subject of project and program risk, and he’s very well known throughout the professional world. He brings a wealth of risk management knowledge and experience to our team, which is very exciting.”

David Hillson adds, “I have personally benefited from the insights and thought-leadership of many colleagues in the PMWJ global advisory team and it is an honour to join them in this role.  I look forward to working alongside them and the PMWJ team to provide continued excellence to the project and programme management community.”

The PM World Journal (PMWJ) is published monthly by PM World in the United States, but created by a virtual team of contributors and editors around the world.  The PMWJ features dozens of articles, papers, and stories about projects and project management in many countries and industries.  PM World is a virtual organization reflecting the 21st century reality of a connected world where individuals and organizations worldwide can collaborate for the creation, sharing and application of new knowledge.  To see the latest edition of the PMWJ, visit www.pmworldjournal.net.

Rural Electrification Program in Haiti to test Renewable Energy Solutions with IDB funds

PROGRAM/PROJECT NEWS 

$3 million in grants to test solar, hybrid, biomass and small-scale hydro solutions 

27 May 2013 – The Inter-American Development Bank (IDB) has announced that it will support a $3 million technical cooperation project to help the government of Haiti test different renewable energy solutions with the goal of expanding rural electrification.  The new project will finance feasibility studies and pilot projects to test models based on solar energy, sustainable biomass, and hybrid approaches combining more efficient uses of fossil fuels with renewable energy sources.

haiti-solarThe technical cooperation will also fund studies to determine the feasibility of introducing natural gas in Haiti, which relies heavily on imports of more expensive and polluting fossil fuels to generate electricity.  In addition, the project will assist the Haitian government in establishing an office for rural electrification and in developing regulations to promote the use of cleaner energy resources and energy efficiency for rural electrification.

“These studies will shed light on significant knowledge gaps. Our goal is to give the Haitian government a clear picture of what it will need to carry out a successful rural electrification plan using renewable energy sources,” said the project’s team leader, IDB energy senior specialist Christiaan Gischler.

Haiti has the lowest level of electrification in the Americas. In the countryside, over 70 percent of the population lacks access to electricity.

The resources for this technical cooperation will come from the Haiti Reconstruction Fund ($2 million), the IDB’s Sustainable Energy and Climate Change Initiative ($500,000) and the IDB-administered Korea Fund for Technology and Innovation ($500,000).  To learn more about IDB projects in Haiti, visit http://www.iadb.org/en/countries/haiti/hope-for-haiti,1001.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

The Keys to Our Success – new book by David Barrett and Derek Vigar published by Multi-Media Publications

PM PUBLISHING NEWS 

26 May 2013 – Oshawa, Ontario, Canada – Project managers are keen to learn from the best. So, David Barrett and Derek Vigar asked 25 of North America’s top experts in the field a straightforward question: “What is your best piece of advice for success in project management?

the-keys-to-our-successThe result is a new project management book, The Keys to Our Success: Lessons Learned from 25 of our Best Project Managers, published by Multi-Media Publications and available from Amazon and all leading book retailers. This book is a collection of the best stories, lessons, and takeaways that they gathered. 25 different industry leaders make compelling cases for why their “key” will help influence your project success:

  • The seven bullets of highly effective project managers
  • Why leadership must be taken, not given
  • The importance of becoming project “business-savvy”
  • Ways to generate meaningful client ownership
  • How great project managers make it fun
    …and 20 other differentiators that have helped these industry leaders stand out.

If you’re interested in what’s really important to differentiate and take the next step in your project management career, then this book is a fantastic opportunity to connect with trusted mentors, read honest advice from people who have been there, and strive to incorporate these keys to success into your practice.

david-barrettDAVID BARRETT is the founder and now Managing Director of ProjectWorld, ProjectSummit and BusinessAnalystWorld. He is the Program Director of the Masters Certificate in Project Management and The Masters Certificate in Business Analysis offered through the Schulich Executive Education Centre, Schulich School of Business and in partnership with nine other universities across Canada. He is the founder of ProjectTimes.com and BusinessAnalystTimes.com. He recently launched the new Canadian Leadership Summit. David is also a keynote and dinner speaker on various PM, BA and Networking topics. He is also the Director of PMPeople.com, a web site connecting project managers with Charities and Not-for-Profit organizations.

derek-vigarDEREK VIGAR is an Award-Winning Professor with the George Brown College School of Management. He leads the Project Management Specialization Stream and has taught over 5,000 students. His students would tell you that he is a dynamic speaker, passionate mentor, and deserving of a 97% teacher effectiveness rating, which is one of the college’s best. Last September he was recognized from 3,500 employees to receive the College Achievement Award in Innovation, largely for his efforts in facilitating partnerships, field education and innovative learning for his students so that they graduate with real applied project experiences.  He also is an active freelance project manager, having provided project management leadership to more than 40 different organizations. He’s built a successful practice by being that compelling hands-on professional who invigorates projects with expertise, experiences and of course a little fun along the way.

Multi-Media Publications Inc. is an independent publisher focused on delivering high quality books, ebooks, audiobooks, DVDs and interactive learning solutions. Using technology to its fullest advantage since 1988, Multi-Media Publications has been a pioneer in digital content delivery, offering many of its titles simultaneously in print and ebook formats.  The company maintains inventory in several countries in order to serve customers worldwide.  To learn more, visit http://www.mmpubs.com/.

The Keys to Our Success: Lessons Learned from 25 of our Best Project Managers;  by David Barrett and Derek Vigar; published by Multi-Media Publications, April 2013, 348 pages, soft cover, ISBN 9781554891627; List price = $29.95, e-Book $12.95; For more information, go to

http://www.mmpubs.com/the-keys-to-our-success-book-p-568.html

Source: Multi-Media Publications

Moorhouse publishes 2013 Barometer of Change, results of survey of FTSE, UK National and other large organizations

RESEARCH NEWS

Change-ready and Agile organisations are more likely to experience growth, according to latest survey by British consultancy Moorhouse

25 May 2013 – London, UK – The British programme, project and change management consultancy Moorhouse has published another report based on their survey of major firms in UK.  Organisations are placing too much emphasis on cost reduction and not enough importance on initiatives to fuel growth, according to new research released on 15 May 2013 by Moorhouse.

The 2013 Barometer on Change finds that over half (54%) of organisations have initiatives in place to reduce costs, compared to just 22% with initiatives aimed at improving performance. Less than a fifth (19%) claimed to be addressing new products or services. These initiatives are often not addressing the strategic challenges that the business faces, even though 82% of organisations believe they are focused on the right activities. For example, while 72% cited new products and services as a strategic challenge, just 19% said they had initiatives addressing this. While culture change was cited by 31% as a key challenge, just 13% have programmes in place to tackle this.

Organisations that have experienced higher growth in recent years (cumulative annual growth of above 5%) are more likely to have initiatives in place that engage staff or pursue growth. Organisations that have been less successful are more likely to be focused primarily on cost reduction. Those that remain agile and view themselves as “pro-change” are almost twice as likely to experience higher growth, compared to organisations which see themselves as “anti-change”.

The research spoke to over 200 Board-level directors and senior managers reporting directly into the Board at FTSE 250, UK multinational and public sector organisations, responsible for a total spend on change of £4.4bn.

stephen-vinallStephen Vinall, Managing Director of Moorhouse (pictured), commented on the findings: “Some UK businesses have become stuck in a mindset of cost reduction and internal efficiency drives with little focus on initiatives that will generate their competitive edge and position them well for growth. To achieve growth, organisations must look beyond cost cutting and at investing in the kinds of initiatives that will help support this ambition, such as accessing new markets or tackling regulatory-driven change. Savings being generated by cost reduction should be reinvested in these kinds of activities to help safeguard the future of the business.”

Organisations are still struggling to deliver their change initiatives: 42% identified a tendency to run over cost, and over half (53%) feel they run late. Once again, higher growth organisations are five times as likely to deliver “ahead of time” and 1.5 times as likely to be on budget. High growth businesses are also more likely to be tracking the benefits of an initiative to ensure that it is actually delivering on its promise after the actual project has completed.

Nine out of ten organisations in the survey may also have strategies that are trying to achieve conflicting goals: 90% claim to be differentiating themselves around at least two of the following competing priorities; creating the best products, having a highly efficient operation or being entirely customer-centric. Yet the initiatives they are focusing on as a business do not reflect this, and it is rare that organisations can be successful at more than one of these ambitions simultaneously.

Stephen continues: “Organisations are pulling themselves in opposing directions. A business cannot deliver the most bespoke service available to its customers while also being the most highly efficient; nor focus on either of these while developing the best products. You can’t be an Apple or Dyson while also being a Tesco or easyjet. To differentiate themselves clearly, organisations should pick one of these areas and make excelling in this their strategic priority that their change initiatives then clearly support. Whatever their context, every business has to be adept at turning its strategy into a realistic and achievable portfolio of programmes or initiatives.”

Sharing the strategy once it has been agreed is also causing problems. Despite three quarters (74%) believing their strategy is clear, around a fifth feel this has not been well communicated to staff (18%) or is not clearly understood by the rest of the business (22%). Confidence in the communication of strategy drops significantly from Board level respondents to those reporting into them. Yet high-growth businesses are 1.6 times as likely to have ensured their people understand the strategies they have in place.

High growth organisations are also better at adapting their strategy and remaining agile. Respondents from high growth organisations were one and a half times as likely to be “very” or “extremely” confident in their ability to cancel change initiatives if they no longer added value or supported the strategy. Three quarters (75%) of those in high growth organisations said they reviewed their strategy regularly, compared to just 55% in slower growth businesses.

Respondents also see the pace and pressure for change increasing: 65% say it has increased over the last three years, and 74% expect this to increase further. However, those organisations that are currently less capable at managing change are more concerned about the future pace of this. Organisations experiencing slow growth have greater fears about the future.

High growth organisations are also more likely to seek new skills to deliver their strategy: 60% felt they would need new skills, compared to 44% in organisations expecting less than 5% growth.

From this research, it is clear that higher growth organisations are better at:

  • Aligning their change initiatives to the broader strategic challenges facing the organisation, rather than simply focusing on cost reduction
  • Effectively engaging with employees to foster a pro-change attitude, as well as embracing new skills
  • Delivering initiatives effectively and being able to adjust their change portfolio based on relevant performance information

The 2013 Barometer on Change is available for download at the Moorhouse website: www.moorhouseconsulting.com

About the research

The 2013 Barometer on Change is based on 201 structured telephone interviews with senior level managers and directors at board level (19%) or who reported directly into the Board (81%). Interviews were conducted in March and April 2013 on behalf of Moorhouse by Illuma Research, a member of the Market Research Society.

About the survey sample:

Those surveyed were responsible for a spend on strategic change initiatives averaging £22m per organisation, representing a total spend on £4.4bn.

Respondents came from a range of industries including Telecoms, Media & technology (14%) Health & Pharma (10%), Transport and Distribution (9%), Financial Services (17%) Energy & Utilities (14%) Retail & FMG (21%), Public Sector (8%) and others (7%).

Organisation type:

  • FTSE 100: 7%
  • FTSE 250: 21%
  • UK-Headquartered non-FTSE 350: 27%
  • UK subsidiary of a multinational: 29%
  • Public Sector: 8%
  • Privately Owned: 8%

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 recruits only experienced, ‘upper quartile’ PPM specialists with a background of practice within a global management consultancy firm. They bring ‘Big Firm’ consultancy experience combined with the ethos, approach and ‘value for money’ of a small focused team.  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. For more information, visit www.moorhouseconsulting.com.

For comment, interview or an electronic copy of the 2013 Barometer on Change, please contact Amy Murphy at [email protected] or Paula Allerton at [email protected]

Source: Moorhouse

Project Management Tools and Techniques – New Book Now Available from CRC Press

PM PUBLISHING NEWS 

24 May 2013 – CRC Press has announced the publication of a new book titled Project Management Tools and Techniques: A Practical Guide, by Sater Carstens, Gary Richardson and Ronald B. Smith. This new book, published in April provides a practical understanding of the tools and techniques for planning and controlling projects.

project-management-tools-and-techniquesAccording to the CRC release: This book provides a practical understanding of the tools and techniques for planning and controlling projects. It emphasizes the difference between various tools and techniques and determines how these can be applied during different phases of the project lifecycle. This book presents not only an understanding of necessary project management tools and techniques but also videos to demonstrate the concepts.

If readers do not have the Microsoft Project software, they can still view the text and videos on the companion website known as the “Library” http://www.tech.uh.edu/projectnmotion/

CRC Press is a premier publisher of scientific and technical work, reaching around the globe to collect essential reference material and the latest advances and make them available to researchers, academics, professionals, and students in a variety of accessible formats.  CRC’s mission is to serve the needs of scientists and the community at large by working with capable researchers and professionals from across the world to produce the most accurate and up to date scientific and technical resources.  To see their project management titles, go to http://www.crcpress.com/browse/?category=BUS14A

Project Management Tools and Techniques: A Practical Guide; by Sater Carstens; Gary Richardson; Ronald B. Smith; published by CRC Press, © April 2013, 494 pages, hard cover, ISBN; List price = $119.95; For more information, go to http://www.crcpress.com/product/isbn/9781466515628

Source: CRC Press

Early Registration Open for 7th Annual UT Dallas Project Management Symposium – Register Now, Save Money

FUTURE PM EVENT NEWS 

24 May 2013 – Richardson, Texas, USA – Early registration is now open for the 7th Annual UT Dallas Project Management Symposium being held August 15-16, 2013, in Richardson, Texas, USA.  The theme for the 2013 symposium is “Project Management: Optimizing Value to Stakeholders.”  The conference is again being sponsored by the Project Management Program at The University of Texas at Dallas (UT Dallas), in cooperation with the PMI Dallas Chapter and PM World Journal.  Early Registration ends 15 July 2013.  For more, visit pmsymposium.utdallas.edu.

annual-utd-pm-symposium

The annual two-day project management conference focuses on topics relevant to industries in North Texas, including information technology, healthcare, telecommunications, public programs, energy, transportation and others.  This symposium has become one of the best regional project management conferences in the United States, and, at an early registration rate of $450, one of the best values for a full two-day professional conference.  It should be especially attractive to those seeking PDUs for PMP recertification.

The two-day Project Management Symposium will be held in the Naveen Jindal School of Management on the UT Dallas campus in Richardson, Texas, USA.  The symposium will include an opening ceremony and plenary session, professional paper presentations by 45 different speakers, panel discussions, lunches and coffee breaks, a networking reception and a closing plenary session with keynote speaker.   Attendees can receive 16 PDUs for attending.

If you are a project manager or project management professional living in North Texas or anywhere in the Central United States, plan to attend this world-class symposium.  More information can be found at pmsymposium.utdallas.edu.

The Project Management Program at UT Dallas provides application-oriented education for professionals with significant project, program or general management responsibilities. Established in the Executive Education Center in The UT Dallas Naveen Jindal School of Management, students have the option of earning a Graduate Certificate in Project Management, a Master of Science degree with an emphasis in project management, or a Master of Business Administration degree with project management emphasis.

The UT Dallas PM program, originally developed in 1997, is accredited by the Project Management Institute (PMI®) sponsored Global Accreditation Center for Project Management Education Programs (GAC).  Registered with the PMI Registered Education Provider Program (PMI R.E.P.), the program is taught by world-class faculty with a blend of industrial project management, consulting and teaching experience. UT Dallas’ PM Program in delivered both on campus and online, and attracts students from across the USA and worldwide. For more information, visit project.utdallas.edu.

The PMI Dallas Chapter is a volunteer-based professional association dedicated to supporting the growth and development of project management practitioners, as well as building awareness of the project management discipline and its critical role in business and organization success. With more than 350,000 members in over 180 countries, the Project Management Institute (PMI®) is the world’s leading membership association for project management. Founded in 1984 and with more than 4,000 members, the PMI Dallas Chapter is one of the world’s largest PMI components.  To learn more about the PMI Dallas Chapter and its service offerings, visit www.pmidallas.org

The PM World Journal is an online publication produced by PM World Inc. 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.  PM World is a virtual organization reflecting the 21st century reality of a connected world where individuals and organizations worldwide can collaborate for the creation, sharing and application of new knowledge.  To see the latest edition of the PMWJ, visit www.pmworldjournal.net.

Naked Project Management – New Book by Dennis Lock

PM PUBLISHING NEWS 

23 May 2013 – London, UK – Gower has published a new book by Dennis Lock, Naked Project Management. Here is an introduction to project management from one of the best and most experienced writers. Dennis Lock is a legend in project management publishing, having written or edited more than 50 books, which have subsequently been translated into languages as diverse as Chinese, Indonesian, German and Spanish.

naked-project-managementBooks about project management are plentiful. The best of those books are too comprehensive for the person faced for the first time with managing a small and relatively straightforward project, or for the student studying for a degree or business qualification in which project management is only one of several modules. But, at the other extreme too many of the simpler books treat project management lightly, gloss over or ignore some essential processes, and even get the facts wrong and give incorrect examples.

Naked Project Management is an introductory guide to the world of project management from one of the world’s most accomplished project management authors. Lock has stripped project management down to its bare facts – simplifying everything but trivializing nothing – leaving  sound practical advice on how to organize and manage a small or medium sized project.

The book is written in the direct jargon-free style that has become Dennis Lock’s hallmark. Everything is carefully explained and supported with clear diagrams. It covers all the essential aspect of project management in astonishingly few words and provides further instruction with an entertaining case study project that flows logically through the chapters from beginning to end.

Degree and other students for whom project management is an elective or small part of their course will love this compact time-saving and reasonably priced study resource.

Dennis Lock is a freelance writer who specializes in project management. His exceptionally wide industrial experience has included sub-miniature electronics, defence systems, heavy engineering and international mining, with a progression of successful management positions in all of those industries. He has fulfilled consultancy assignments in Britain and overseas and in recent years has taught project management to masters degree students as an external lecturer at two British universities. Of well over 50 books that he has written or edited, almost all have been published by Gower. Among his current work he is co-editing the first edition of a new Gower Handbook, The Gower Handbook of People in Project Management.

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 

More information & free chapters on Naked Project Management at: http://www.gowerpublishing.com/isbn/9781409461050 

ePUB and ePDF version information available at the above links. 

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]

PMSA Congress 2013 – KZN to be in Durban in September

FUTURE PM EVENT 

Conference to focus on regional and national Infrastructure projects in South Africa

23 May 2013 – Johannesburg, South Africa – Project Management South Africa (PMSA) has announced a PMSA Infrastructure Project Management Congress in Durban during 16 – 17 September 2013. The event, sponsored by the KwaZulu Branch of PMSA will look at both regional and national infrastructure programmes and projects.  Information can be found at http://www.projectmanagement.org.za/?page=KZNCongress.

According to their announcement, President Jacob Zuma was just a few paragraphs into his State of the Nation address on 14 February 2013 when he spoke of the NPC-proposed infrastructure projects, reporting on progress made, the tasks ahead and alluding to the inevitable challenges accompanying the awarding of tenders in, in particular, the built environment. It feels that, since the build-up to 2010, the country has had a sustained and exhilarating focus on project management to deliver on the promises.

infrastructure-pmThose project people tasked with the delivery are concerned with excellence, meeting time frames and giving the end-user what they expect and hope for, all the while with the sense that the nation may be watching their every move.

With this ongoing focus and investment at so many levels, it is pertinent that PMSA presents a dedicated opportunity to showcase some of the successes achieved and those in progress that fall under the infrastructure development banner.

This is a big banner indeed, and one that the PMSA KwaZulu-Natal branch is eager to fly in the form of a regional / national conference in September 2013. The two-day event will look at infrastructure project management on a national level on one day, and on a provincial level the next.

There is no shortage of local case studies and the proposed speaker list presents a compelling blend of industry types and project focus areas. Take for example the Durban-Free State-Gauteng logistics and industrial corridor; Durban Port’s Pier 2, the proposed new dug-out port at the old Durban Airport, bus and rail transport projects, to name just a few.

Projects to come under the spotlight from a national perspective include the Square Kilometre Array, renewable energy initiatives, additional sources of technology delivery and a host of others with lessons learned that contribute to our local body of project knowledge. A compelling list of speakers is growing, and a preliminary programme will be available soon.

Are you interested in being involved as a sponsor / donor? Kindly contact [email protected].

Would you like to share lessons learned in your infrastructure projects? Kindly send an email to [email protected]

Project Management South Africa (PMSA) is a Section 21 (not-for-gain) professional association representing the interests of project, programme and portfolio management practitioners in South Africa.  With a membership of over 1,500 at various career stages, PMSA has existed as an autonomous representative body for more than 15 years. PMSA sponsors regional and national conferences and other events on a regular basis.  For more information, visit www.projectmanagement.org.za or contact ad[email protected].

PMI 2013 Scheduling Conference set for June 19-22 in Florida

FUTURE PM EVENT

22 May 2013 – The PMI Scheduling Community of Practice will hold their 2013 Scheduling Conference in Florida during 19-22 June 2013.  The conference will be at the Caribe Royale All Suites Resort in Orlando, Florida, USA. Registration is open at http://copevents.pmi.org/schedulingconference/register.

caribe-royale-floridaThe three-day conference will include a full agenda of keynote speeches, professional presentations, workshops, networking sessions, meals and evening events – the works.  Topics covered in knowledge breakout sessions will include various aspects of planning, scheduling and managing projects, including the use of selected tools.

The opening keynote speaker on Thursday, 19 June will be Richard Faris, senior vice president of Oracle’s Primavera solutions.  He will speak on the topic of The Evolution of Scheduling.  As cofounder and Executive Vice President of Primavera, Mr. Faris led product development at Primavera for more than 25 years. His technical and product vision enabled Primavera to keep pace with innovations in computer hardware and software by developing and shipping more than 60 releases of 12 distinct project portfolio management products. He was a founding director of the PMI College of Scheduling. Oracle acquired Primavera Systems in November 2008; the Oracle Primavera business unit focuses on enterprise project portfolio management solutions for project-intensive industries.

The closing keynote speaker on Saturday, 22 June will be James G. Zack Jr., executive director of Navigant Construction Forum™, the construction industry’s global resource for thought leadership and best practices on avoidance and resolution of construction project disputes globally.  Formerly, he was executive director, corporate claims management, Fluor Corporation; vice president, PinnacleOne; and senior construction claims consultant, CH2M HILL, Inc. With more than 40 years of experience, he is a recognized expert in mitigation, analysis and resolution or defense of construction claims. A Fellow of AACE and RICS, Mr. Zack is a Certified Forensic Claims Consultant, a Certified Construction Manager and a Project Management Professional (PMP)® as well as a nationally known author and speaker on construction.  Jim will speak on the topic of The Role of a Scheduler Before, During and After the Project.

More information about the conference is at http://copevents.pmi.org/schedulingconference/home.

The PMI Scheduling Community of Practice provides access to practitioners who have a shared interest in project management scheduling. The community develops and disseminates consistent standards of project management terminology and practices, promotes the economic value of project management, and provides opportunities to shape its future.  More information can be found at http://scheduling.vc.pmi.org/Public/Home.aspx.

The Project Management Institute (PMI®) is the world’s largest project management member association, representing more than 600,000 practitioners in more than 185 countries. PMI advances the project management profession through global standards, credentials, chapters, virtual communities, academic research, events and publications. For more information, visit www.PMI.org, www.facebook.com/PMInstitute, and on Twitter @PMInstitute.

Source: PMI

More, faster, cheaper internet access coming to Turkey

OTHER NEWS AFFECTING PROJECTS & PM 

22 May 2013 – London and Istanbul – The European Bank for Reconstruction and Development (EBRD) has announced a TRY21.8 million loan to independent internet services provider TurkNet, a dynamic independent provider of broadband internet and fixed telephony services in Turkey, to help it grow and deliver better services to more subscribers. The long-term loan worth EUR 9.5 million will support TurkNet’s capital expenditure programme.

The capital expenditure programme will enable TurkNet to improve its own infrastructure and reduce its reliance on the incumbent telecom operator. TurkNet is aiming to improve its fibre network coverage in Istanbul, Izmir, Izmit and Bursa, reach out to more users and modernize its services. This will allow the company to improve its margins and continue being a price leader on the local market thanks to its own infrastructure and the bundling of broadband internet and fixed-line telephony.

turknet“The EBRD financing will enable TurkNet to be a step ahead of the market by offering fair prices and good deals. It will mean bringing faster and cheaper internet access to more people in Turkey,” said Izzet Guney, EBRD Director for Information and Communications Technologies.

“This loan will enhance TurkNet’s rate of growth. EBRD has demonstrated a sound understanding of our business and has shown great flexibility in tailoring a financing solution in line with our strategic growth plans for expanding our fiber infrastructure in Turkey, and accelerating the roll-out of our telephony and broadband Internet services”, said Mehmet Celebiler, the co-founder and Chairman of TurkNet.

“The telecommunications market in Turkey is emerging in a very rapid manner, whilst the new regulations allow for alternative operators to increase their presence in a market which the incumbent operator is retaining a significant market share. TurkNet has been well positioned to benefiting from the growth in the market through its investments”, added Cem Celebiler, co-founder and CEO of TurkNet.

The EBRD funding is extended under the €400 million Local Enterprise Facility for investments in small and medium-sized enterprises (SMEs) in the Balkans, Turkey and the countries in Southern and Eastern Mediterranean, whose needs are not sufficiently addressed by existing financing sources.

Since the beginning of its operations in Turkey in 2009, the EBRD has invested over €2.5 billion in the country, both in direct deals and through credit lines. Last year Turkey became the EBRD’s second largest country of operations with €1.0bn in new investments in 2012 alone.  For more information about EBRD projects in Turkey, go to http://www.ebrd.com/pages/country/turkey.shtml

Based on EBRD news story by Olga Rosca

The European Bank for Reconstruction and Development (EBRD), established in 1991 to nurture the private sector in Central and Eastern Europe and throughout Central Asia, uses investment to help build market economies and democracies. 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