New company launched in UK to promote Best Management Practice portfolio to a global business audience


Joint venture formed to promote Best Management Practice portfolio, including ITIL® and PRINCE2®

1 July 2013 – London, UK – Today marks the launch of the new joint venture company the Cabinet Office has formed with Capita plc to run the Best Management Practice portfolio, including ITIL® – the most widely accepted approach to IT service management, and PRINCE2® – the standard for project management methodology.

axelosPeter Hepworth, CEO of the new company, AXELOS, has pledged to work with the global Best Management Practice community whilst using investment and innovation to grow the portfolio and spread its use in international markets.

Peter said: ‘Today is the first major milestone as we build towards becoming fully operational in January 2014. Over the next few months we will be in listening mode, working alongside product users, trainers and examiners to gather together their invaluable expertise. With thoughtful investment and innovative learning techniques, we are looking forward to developing this unique suite of management tools.’

Best Management Practice products are already used in the private, public and voluntary sectors in more than 150 countries worldwide.

peter-hepworthPeter, who joins AXELOS from Activision Blizzard where he was UK and Ireland managing director, added: ‘For almost a quarter of a century businesses across the globe have benefited from the way in which Best Management Practice products have helped build more efficient and effective working processes. Individual users also appreciate the career progression and wider prospects that are open to accredited practitioners’.

AXELOS will own the intellectual property of the Best Management Practice portfolio, originally developed by the UK Civil Service. It will also assume the management of all existing licensing schemes,  accreditation and support of examination institutes, training organisations, and consulting organisations with an emphasise on quality of delivery.

Peter Hepworth is a globally experienced executive with an exceptional track record in the FMCG, technology and entertainment sectors having worked across high growth emerging markets whilst living in the UK, USA and France.  With over 25 years’ experience spanning sales, marketing, I.T., supply chain and finance, Peter has held senior international positions at L’Oreal, Sara Lee Corporation and Activision Blizzard, home of the hugely successful gaming franchise Call of Duty®, most recently running the UK & Ireland business as managing director.  Peter is an economics graduate, chartered accountant, M.B.A. from Cranfield, and A.M.P. from INSEAD.

Best Management Practice – Portfolio facts & figures

IT Service Management – ITIL® is the most recognised framework for IT service management in the world. Delivering a cohesive set of best-practice guidance drawn from public and private sectors internationally, ITIL helps service providers with best-practice guidance on the provision of quality IT services, and the processes, functions and other capabilities needed to support them.

  • ITIL began in 1989
  • On average one ITIL exam is taken every 1.5 minutes
  • With a total of over 1.5 million exams taken to date
  • ITIL exams are available in 21 languages
  • And are taken in over 150 countries worldwide
  • Already well established in the UK, Australia & New Zealand and parts of the EU already established. Future target markets include Brazil, India and USA.
  • Users of ITIL include: NORAD, Department of Homeland Security, NASA, Disney, IBM, HP, Microsoft, Ministry of Defence and Shell.

Project Management – PRINCE2® is a de facto project management standard developed by the UK government and is used extensively across all sectors, both in the UK and internationally. It embodies established and proven best practice in project management.

  • PRINCE2 began in 1996
  • Over 1 million exams have been taken to date
  • in 21 languages
  • across 120 countries worldwide
  • Users of PRINCE2 include:  the British Council, Environment Canada, French finance ministry, The Australian Department of Parliamentary Services (DPS) and the Port of Rotterdam.

Programme Management – Managing Successful Programmes – (MSP®) offers best-practice guidance to all organisations – large or small, public or private sector – to help them achieve successful outcomes from transformational change, time and time again. MSP has been developed to help achieve excellence by improving practices, offering better services and preparing more effectively for the future.

  • MSP was first published in 1999
  • Over 90,000 exams have been taken to date
  • In four languages
  • Across 45 countries worldwide
  • Users of MSP include: London Olympics and Paralympics, Siemens US and Manchester City Council

Value Management – Management of Value  – (MoV®) provides essential guidance on the most efficient use of resources to maximise the benefits from projects, programme and portfolios. The guidance has evolved from the tried and successful practice of value management across many sectors and over many years. MoV combines a set of principles, processes and techniques with an approach that aligns with other Best Management Practice PPM guidance.

  • MoV first published in 2011
  • Exams have been taken to date in various languages, internationally

Portfolio Management – Management of Portfolios – (MoP®) guidance provides senior executives and practitioners, who have responsibility for planning and implementing portfolios of change, with a set of principles, techniques and practices to introduce or re-energise portfolio management.

  • MoP was first published in 2011
  • Over 2,500 exams have been taken to date
  • Across 20 countries worldwide

Risk Management – Management of Risk – (MoR®) is a route map for risk management, bringing together principles, an approach, a set of interrelated processes, and pointers to more detailed sources of advice on risk management techniques and specialisms. It provides advice on how the principles, approach, and processes should be embedded, reviewed and applied differently depending on the nature of the objectives at risk.

  • MoR was first published in 2002
  • Over 15,000 exams have been taken to date
  • In four languages
  • Across 25 countries worldwide

Portfolio, Programme and Project Offices – (P30®) is a set of principles, processes and techniques to facilitate effective portfolio, programme and project management through enablement, challenge and support structures.

  • Users of P30 include: Siemans US and BT

The Portfolio, Programme, and Project Management Maturity Model – (P3M3®) has become a key standard amongst maturity models, providing a framework with which organisations can assess their current performance and put in place improvement plans.

  • Users of P3M3 include: Australian Government Information Management Office (AGIMO), London Underground, Department of Health and Manchester City Council

PRINCE2® is a Registered Trade Mark of AXELOS; ITIL® is a Registered Trade Mark of AXELOS;

M_o_R® is a Registered Trade Mark of AXELOS; P3O® is a Registered Trade Mark of AXELOS;

MSP® is a Registered Trade Mark of AXELOS; P3M3® is a Registered Trade Mark of AXELOS;

MoV® is a Registered Trade Mark of AXELOS; MoP® is a Registered Trade Mark of AXELOS

Learn about Capita at: http://www.capita.co.uk

Source: Capita

Brian Kooyman, Australian Project Management Leader, 1948 – 2013


1 July 2013 – Sydney, Australia – KOOYMAN, Brian Roger Kooyman, globally-respected project management leader, passed away suddenly in Adelaide on Saturday, June 1, 2013.  Beloved husband of Jennifer. Adored father of Penelope and Veronica. Future father-in-law to Michael. Cherished friend to many. A much respected mentor in his professional community.  A greatly valued Director of Tracy Brunstrom Hammond Pty Ltd. Aged 65 Years. (From Sydney Morning Herald.)

brian-kooymanFrom the tribute published by Tracey Brunstrom & Hammond, Sydney: Brian joined Tracey Brunstrom & Hammond Pty Limited (TBH) in October 1977 as a Senior Consultant and became a Director in 1986, he was appointed as Managing Director of the TBH Group of companies in March 1995 and held the position until 2008.

He provided strategic and project management advice on key public projects including the Sydney 2000 Olympics, Star City Casino and the Darling Harbour Redevelopment to name a few.

He was internationally recognised for his expertise, and was the Director of Global Business for TBH International. He was a keynote speaker at project management conferences across the world and was an Adjunct Professor of Project Management at UTS (NSW) and Honorary Associate at The School of Government at the University of Sydney and Adjunct Professor, Graduate School of Business Curtin University of Technology WA.

Brian was one of the founding members of the Australian Institute of Project Management in 1989 and throughout the years provided significant contributions to the development and finalisation of the National Competency Standards for Australia.

He was the National President and Chair of the Professional Affairs Committee of AIPM and was awarded the title of Master Project Director, he held the honorary positions including the Chair of the Council of Fellows (AIPM), Chair of the Ethics Review Committee (PMI) and the Chair of the Global Council for Project Management (PMI).

He is survived by his wife Jenny and daughters Penny and Veronica.

Editor’s note: Brian Kooyman was a dear friend and global advisor for PM World and the PM World Journal.  We will publish a tribute to him in the August edition.  Anyone wishing to contribute a paragraph or two about Brian, please contact [email protected]

Selection of Southern Gas Corridor from Azerbaijan to Europe announced

trans-anatolian-pipelinePROGRAM/PROJECT NEWS

 2 July 2013 – Baku, Azerbaijan – The consortium developing Azerbaijan’s Shah Deniz gas field has announced its selection of the Trans-Adriatic Pipeline (TAP) to deliver its gas to Europe. This is a major accomplishment for Azerbaijan and a major step forward in implementation of the Southern Gas Corridor, which will deliver Caspian gas to European consumers.

The Southern Corridor, which will include an expansion of the South Caucasus pipeline across Azerbaijan and Georgia and the Trans-Anatolian pipeline across Turkey, will bring a new source of gas supply to Europe, a goal the United States strongly supports. This reflects Europe’s efforts to diversify its energy resources, including the bold steps toward competition and trade embodied in the EU’s Third Energy Package, an important set of regulatory measures issued in 2009.

The selection of TAP as the means to link Caspian gas to Europe is another important step in the process of advancing Europe’s energy security and promoting competition in the supply of energy resources.

While the Southern Gas Corridor focuses on supplies to Europe, it also represents an important contribution to global energy security. By bringing Caspian gas to international markets, this initiative will contribute to meeting global energy demand, which is critical to sustaining economic growth.

Information about the Trans-Adriatic Pipeline can be found on Wikipedia at http://en.wikipedia.org/wiki/Trans_Adriatic_Pipeline

PMWJ Call for Papers – Share Knowledge related to Program and Project Management


30 June 2013 – Dallas, London, Sydney – The monthly Call for Papers for the PM World Journal (PMWJ) has been issued.  Project management researchers, experts, professional leaders, practicing project managers and executives of project-oriented organizations are invited to submit an article, paper, report or story for publication in the monthly PMWJ.  This is an opportunity to share knowledge, get published and gain visibility for yourself and your organization.

pmworldThe PMWJ includes articles and papers in the following categories:

  • Featured Papers – professionally researched and referenced paper similar to those presented at professional conferences
  • Advisory Articles – advice on how to solve a problem or address specific issues related to program or project management
  • Commentary Articles – short article expressing an opinion or point of view about a program or project management-related topic, either general or specific
  • Student Papers – well written research paper by graduate or undergraduate students of project management, often recommended by a professor or teacher
  • Case Studies – Description of an actual project or program, or how some aspect of program or project management was implemented in an organization
  • Personal Stories – short description of a personal experience on a project or related to project management
  • Reports – update about PM professional activities, events or developments in a city or region of the world; these can provide information from national societies or local branches and chapters of international bodies
  • Book Reviews – professionally written review of a project management book (a template can be provided)
  • News Stories – articles about actual programs and projects, and P/PM-related research, education, publications, professional activities, events, organizations or people
  • Second Editions – previously published papers, originally presented at a project management conference or event, or published in a language other than English.

The PMWJ is a non-refereed eJournal, but soon to be indexed by EBSCO, the world’s largest intermediary between publishers and libraries.  Contents of the PMWJ will be included in EBSCO’s Business Source International and Business Source Complete Plus databases.  The PMWJ is therefore a good option for those who wish to publish research results or information quickly.  For more information, visit https://pmworldjournal.net/?page_id=9.

According to Managing Editor David Pells, “Our mission is to support the creation and sharing of new knowledge about program and project management.  We welcome articles and papers about any aspect of program or project management from anywhere in the world, especially those that could be useful for managing projects in difficult conditions, emerging economies or challenging environments.”

The publishing process is easy.  Just email article or paper to [email protected]; it will be reviewed for appropriateness and grammar, reformatted to a standard layout and returned to the author for approval.  Authors do not wait long for approval or to see their papers published. Submittals should be received by the 20th of the month to be included in the next edition.

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 or to subscribe, visit www.pmworldjournal.net.  Archives of past editions can be found at https://pmworldjournal.net/?page_id=3160.

Performance Acceleration Management (PAM) – New Book Now Available from CRC Press


30 June 2013 – CRC Press has announced the publication of a new book titled Performance Acceleration Management (PAM), by H. James Harrington. Published in March through Productivity Press, this new book introduces the performance acceleration management (PAM) approach to accelerated performance improvement.

performance-acceleration-managementAccording to the CRC release: Organizations around the world are rating their improvement efforts as not producing the desired long-term results. Dr. Harrington’s research indicates that this occurs because organizations are using the latest improvement tools and approaches without first defining how they want to change their organization’s culture, environment, and key performance drivers.

Organizations must first define what controllable factors drive business results. They then must define how they want to change these key performance drivers and behavioral patterns. Only then can they select a customized set of tools and approaches that will bring about the desired transformation.

The first book in the Little Big Book Series, Performance Acceleration Management (PAM): Rapid Improvement to Your Key Performance Drivers, explains how to accelerate the rate of change and improvement in your organization to exceed your customers’ expectations. It introduces the PAM approach to accelerated performance improvement and explains how to use it to bring about significant change to your organization’s long-term performance. Supplying answers to commonly asked questions, the book provides you with the understanding to:

Conduct an improvement requirements assessment

Define key drivers and develop vision statements for each

Define desired behavioral patterns and performance goals

Develop individual key performance driver (KPD) transformation plans

Develop and implement a five-year combined PAM plan

Obtain approval from the executive team

Delving into more than 50 years of experience helping organizations implement improvement approaches, H. James Harrington highlights key opportunities to add value to your organization. With over 1,400 different improvement tools available today, this book provides a set of tools to define how you want to change your organization’s key performance drivers and then develop a customized accelerated approach to achieve the desired transformation.

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

Performance Acceleration Management (PAM); by H. James Harrington; published by CRC Press, © March 2013, 220 pages, soft cover, ISBN 9781466572577; List price = $29.95; For more information, go to http://www.crcpress.com/product/isbn/9781466572577

Source: CRC Press

Sponsorships still available for 27th IPM World Congress on Project Management in Croatia – invitation to Exhibit


30 June 2013 – Zagreb, Croatia – Organizers of the 27th IPMA World Congress on Project Management want to assure executives at programme and project management companies that sponsorships and exhibition opportunities are still available for IPMA’s 2013 congress.  The 27th IPMA World Congress, under the title “Finding Balance and Moving Forward,” will be held from 30 September to 3 October 2013 at one of the most beautiful venues on the Adriatic Sea, the Valamar Resort Babin Kuk in Dubrovnik, Croatia.  Information at http://www.ipma2013.hr/.

ipma-world-congressA number of organizations have signed on as sponsors so far, including: Fond za zaštitu okoliša i energetsku učinkovitost; Primakon; PM Catalyst; projectplace; Privredna Banka Zagreb; Gower; Poslovni Sevjetnik Direktor; Van Haren Publishing; tportal.hr; Liden and JGL.  The congress is being supported by the Government of the Republic of Croatia. PM World Journal is media partner.

All project management companies are invited to join the congress as partners, sponsors or exhibitors, an opportunity for high visibility among delegates and guests at IPMA’s largest annual event. A variety of opportunities exist for displaying and marketing project management related products and services.  If your organization would like to sponsor a congress activities, host a booth or table in the exhibition area, or contribute to making the 27th IPMA World Congress a success, see sponsor information at http://www.ipma2013.hr/Default.aspx?sifraStranica=67.

Valamar Lacroma DubrovnikSet in Dubrovnik’s green oasis of Babin kuk peninsula, hotel Valamar Lacroma Dubrovnik (pictured right) is renowned for its intelligent fusion of nature and modern services. With largest conference facilities in the area, expert staff, memorable and soulful gastronomic experiences in its fine dining Langusto restaurant, and abundance of activities. The hotel has capacity of 1,200 delegates, with interchangeable congress and meeting rooms with natural light.

Dubrovnik is one of Europe’s most fashionable destinations. Steeped in history and seemingly unchanged since the 13th Century, the city is a living museum and a live stage with an ideal connection between its historical past and the modern day. It is surrounded by medieval walls that are 1940 metres long and preserved in their original form. Since 1979 the town has been under UNESCO protection.  Become a sponsor and visit the City of Dubrovnik, the historical republic from 1358-1808, whose cultural monuments still bear witness to projects from past centuries.  More about Dubrovnik can be found at http://www.tzdubrovnik.hr/eng/.

The 27th IPMA World Congress in Dubrovnik 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.  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 for 2013-2014 is Mr. Mladen Radujkovic. 

For more information visit www.ipma.ch

Source: IPMA

APFPM welcome four new members – national project management societies in Bangladesh, China and Malaysia


30 June 2013 – The Asia Pacific Federation of Project Management (APFPM) has announced that it has welcomed four new member associations into the federation so far in 2013, as follows:

apfpmInstitute of Project Management Bangladesh (IPMB) – In applying to represent Bangladesh, IPMB seeks to position itself as an integrating platform among different sectors of the nation’s economy, offering through project management, a space for knowledge generation and experience interchange. IPMB was established in May 2012, and the IPMB website is www.ipmb-bd.org.

Malaysian Asset & Project Management Association (MAPMA) – Initiated by Public Works Department Malaysia (JKR Malaysia), MAPMA is the professional association for asset and project management across all sectors. Its aim is to create the enhancement of asset and project management and its advancement as a profession.   As a professional organization dedicated to the advancement of asset and project management, MAPMA plans to introduce competency standards in facility and project management that are internationally benchmarked and contextualized to local condition and requirements. A project management certification scheme that provides a structured project management career pathway will also be established. For more details on MAPMA: www.mapma.org.my

China’s Beijing Project Management Association (BPMA) – BPMA are based in Beijing where there are many government officials and senior managers of state owned companies. BPMA has and opportunity and responsibility to promote effective project management philosophy, knowledge and methodology to many of the individuals controlling public resources.  For more details on BPMA: www.bpma-china.org

Malaysian Association of Construction Project Management (ACPM) – ACPM was formed on 22 March 2012, and sees itself as a strong collaborator and partner to other key Malaysian bodies like the Association of Architects Malaysia, the Institute of Engineers Malaysia and the Royal Institution of Quantity Surveyors Malaysia.  ACPM opens the door to project management to those trained in the construction-allied disciplines such as building science, construction management and others to partake in the business of construction. Information at http://www.acpm.my/index.php?option=com_content&view=article&id=66&Itemid=1

The Asia Pacific Federation of Project Management (apfpm) is a regional grouping of independent project management professional societies in countries bordering the Pacific Ocean.  Now with member associations in 20 countries, the organization was formed to harness the synergies of project management related professional associations across the region.  Through international collaborative partnering these associations can more effectively grow and develop their organisations; leveraging the stature, strength, and connectivity of each other.  Membership is open to independent national Project Management associations from countries in the Asia Pacific region. For more information about apfpm or individual member associations, visit http://www.apfpm.org/index.php or contact the association directly at [email protected].

Wideman Project Management Website updates announced for July 2013


30 June 2012 – Vancouver, BC, Canada – Max Wideman has announced updates to his popular project management website, www.maxwideman.com.  According to Max:
max widemanThis month, in Papers we review Jeffrey Pinto’s Project Management: Achieving Competitive Advantage Second Edition. This is followed by Tom Kendrick’s 101 Project Management Problems and How to Solve Them, and finally, Todd Williams’ Rescue the Problem Project: A Complete Guide to Identifying, Preventing, and Recovering from Project Failure.

Our Guest Roger Parish presents his views on PMBOK® Guide Fifth Edition – Unraveling Project Reserves Part 1: Changes that Improve But Challenges Remain.  In Musings we raise the question: Do We Have Enough Innovative Projects?

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.

Capita forms JV with UK Cabinet Office to promote best management practice standards, including PRINCE2® and ITIL®


1 June 2013 – London, UK – Capita has announced that the company has been selected to form a best management practice training tools and accreditation joint venture with the Cabinet Office.  Capita was selected, following a competitive procurement process, to form a joint venture with the Cabinet Office to deliver and commercialise the Government’s portfolio of best management practice training tools and services and create a growth business in which both parties will share returns.

prince2The UK Government has developed a proprietary portfolio of leading and globally renowned best management practice training tools, including PRINCE2®, an established and proven project management methodology, and ITIL®, the most widely accepted approach to IT service management in the world. The products are widely used in the public sector and increasingly used across private sector organisations and internationally. Revenues are currently generated through royalties from training materials and fees from an ecosystem of accredited training, examination and certification organisations.

Through an innovative business partnership, Capita and the Cabinet Office have established a 51%:49% joint venture that will own the intellectual property of this portfolio of products and assume the management and support of the ecosystem of accredited service organisations. Capita was selected having demonstrated its strong track record of successfully acquiring, developing and growing small to medium sized organisations and transforming services. It will draw on this expertise to create a new business capable of fully developing, commercialising and growing the portfolio of best practice training tools and achieving greater market penetration both in the UK and internationally.

Capita is paying the Cabinet Office an upfront cash payment of £10m and three deferred cash payments of £9.4m over the first three years for a 51% shareholding in the joint venture, which will own in perpetuity the intellectual property of the portfolio of products. It is anticipated that the joint venture will triple its current revenues of approximately £40m per annum by year 10, through further commercialising and developing the product portfolio in existing and new markets, and generate healthy margins.

Paul Pindar, chief executive of Capita plc, stated: “We are thrilled to be selected as a partner in this innovative business model that uniquely combines assets and capabilities from the Government, Capita, current employees and the ecosystem of the existing and new SME service providers. The commercial, technical and innovation skills that we bring to the joint venture will help to create a thriving business capable of delivering real value to all parties and releasing a secure and growing income to the Government.

“We have detailed plans in place to stimulate and support the strong growth of the ecosystem and create a successful and sustainable business. We will develop the current portfolio, including digitising services and introducing experiential learning methods such as gaming and simulation, and broaden both the products and the markets in which they are sold across the UK and worldwide.

“This will create a strong and growing market for learning, accreditation and examination organisations, with the majority being SMEs, and provide an excellent platform for helping to improve skills and employability. Additionally, the commercial success of the joint venture will not only be shared by the joint shareholders but also the employees, who will share a performance bonus pot of 5% of its pre-tax profits.”

Francis Maude, Minister for the Cabinet Office said: “The state is littered with potential businesses which could be bringing in revenue, creating jobs and driving economic growth. We are committed to getting Britain ahead in the global race, which is why we want to exploit these hidden gems and use the profits to protect our frontline public services.

“It’s a great endorsement of the Civil Service that major companies use PRINCE2 and ITIL but business expertise and investment is needed to develop them commercially. This partnership shows that business is ready to work with us in innovative ways to make substantial savings to taxpayers and paves the way for many similar deals in future.”

The existing products and services will maintain their current brands and the joint venture will be branded to support both the current and growing portfolio of products and services. It will assume ownership and management of the current portfolio from 1 July 2013 and full operational delivery from 1 January 2014.

Learn about Capita at: http://www.capita.co.uk

Source: Capita

Risk Management for Project Driven Organizations announced by J. Ross Publishing


29 June 2013 – Florida, USA – J. Ross Publishing has announced the publication of Risk Management for Project Driven Organizations: A Strategic Guide to Portfolio, Program and PMO Success, by Andy Jordan, PMP.  The book is aimed at strategic decision makers at the senior executive and portfolio, program, project and PMO levels of an organization, regardless of industry.

risk-management-for-project-driven-organitionsAccording to the publisher, recognizing that traditional project-level risk management does not provide a clear view of the totality of risks that impact an organization, well-known expert Andy Jordan presents a practical, adaptable risk management approach that enables dramatically improved command and control of risks from an organizational perspective. He also provides guidelines on how to ensure that they are managed effectively.  The book

  • Details the concepts associated with higher level risks and how those risks can impact a company’s success.
  • Delivers a detailed examination of the risk management function for portfolio managers, program managers, and the PMO function. Examines each of these roles in detail and considers how variations in the way in which each role is implemented in an organization can impact the ability and approach to managing risk.
  • Explores the relationship between risk profiles, risk tolerance, and the project portfolio, and the factors influencing this relationship. Analyzes the cause and effect between risk events and the risk profile, and provides readers with practical tips for managing the impact.
  • Provides meaningful ways to improve the way in which organizations: analyze their risk exposures, create an overall risk profile, establish a risk tolerance based on that profile, and apply that model to their project portfolio as a whole as well as to the programs and initiatives within it.

Andy Jordan, PMP, President of Roffensian Consulting Inc., an Ontario, Canada based management consulting firm, is a well-known author and expert on project management and related topics. His literary works have been printed in industry and corporate publications worldwide. Andy is a prolific writer with new articles appearing weekly on projectmanagement.com with an audience of nearly 600,000 IT project managers and executives; and for projectsatwork.com with an audience of more than 120,000 program and portfolio managers. He is also a sought-after speaker and moderator of in-person and web-delivered events for private clients and industry associations, and is an accomplished instructor on project management, risk management, leadership and communication related subjects.

Mr. Jordan has assisted organizations in all aspects of portfolio, program and project execution as well as PMO structure and process. His successful track record includes managing business-critical projects, programs and portfolios in Europe and North America, in industries as diverse as investment banking, software development, call centers, telecommunications and corporate education. He also developed an impressive reputation for turning around troubled project execution functions and delivering meaningful business results while maintaining and developing team performance and morale.

J. Ross Publishing is an innovative and cutting-edge publisher of applied professional, business and technical books, multimedia, and online products for global professional markets.  At J. Ross we collaborate with industry leaders to provide critical and timely information that will keep today’s professionals on top of new and important advances in their fields. Our mission is to publish products that solve real-world challenges and offer insight into new and effective practices. The J. Ross Web Added Value Download Resource Center allows book buyers to access value-added materials that supplement and enhance their learning experience — giving them the opportunity to apply what they’ve learned.  Visit www.jrosspub.com.

Risk Management for Project Driven Organizations: A Strategic Guide to Portfolio, Program and PMO Success; by Andy Jordan, PMP; published by J. Ross Publishing, May 2013; Hardcover, 6 x 9, 360 Pages; ISBN: 978-1-60427-085-3; List Price $54.95. Information at http://www.jrosspub.com/Engine/Shopping/catalog.asp?store=12&category=-1&item=14285 

Source: J. Ross Publishing

Inaugural African Project and Program Management Conference concludes in Ghana with Communique to African Leaders, call for Project Continuity laws and new African Project Management Board


29 June 2013 – Accra, Ghana – The inaugural African Project and Program Management Conference (APPMC) was held in Accra during 5-7 June 2013.  The event was jointly organized by Direct Leadership Institute (DLI) and the American Academy of Project Management ® (AAPM®). The conference concluded with a communique to African political leaders and the formation of a new organization to promote professional project and program management on the continent.

appmcProject and program managers who converged on Accra, the Ghana capital for the inaugural African Project and Program Management Conference (APPMC) have called on the African Union (AU) to institutionalize the practice of project management on the continent. Participants, drawn from various African countries, particularly called on the AU to put the issue of good project management practices at the top of its development agenda for the continent.

The conference took note of the huge volume of abandoned projects on the continent and urged African governments to formulate project continuity laws to stem the tide. The Conference particularly praised the National Planning Commission and the government of Nigeria for formulating a project continuity bill, and urged the nation’s National Assembly to live up to its legislative duties and pass the bill in the interest of the country’s  quest to join the league of twenty industrialized nations by the year 2020. Participants called on other African countries to follow the Nigerian example and initiate similar laws.

A communique issued after the conference noted:  “Driven by the need to develop a critical mass of very competent project managers to stem the tide of failed projects and poor implementation in  Africa, the Direct Leadership Institute (DLI) and the American Academy of Project Management ® (AAPM®) – an Academy recognized in over 150+ countries via 800 training providers, universities, colleges and business schools – put together the first ever African Project and Program Management Conference ( APPMC) from June 5-7,2013 in Accra Ghana.

“With the theme ‘Championing the African Industrial and Market Driven Economic Evolution’,  APPMC brought on board the most thought- provoking experiences, cases and best practices in the industry. Over 100 project and program managers and experts attended the conference.

“This pan African event, which included presentations, practical exercises and highly interactive group sessions, also saw a good number of participants attending special certification classes leading to the award of Certified International Project Manager (CIPM®) by the American Academy of Project Management. APPMC brought on board the most thought- provoking experiences, cases and best practices in the industry.”

The Conference commenced with a keynote delivered by the Chairman of APPMC Governing Council, Mr. Nutifafa Kuenyehia, former Bar President, Ghana and Member of African Peer Review Governing Council. After the opening ceremony, the conference dissolved into a technical workshop for experience sharing, paper presentations, and discussions.

A discussion on chartering a framework for effective and efficient project management in Africa as body of Knowledge led to the ratification of participants for the formation of the African Project Management Board (APPMBOARD).

According to the communique jointly signed by APPMC Project Director, Dr. Donald Agumenu and Conference Chair, Mr. Nutifafa Kuenyehia, the delegates also called for greater discipline in project management on the continent.

The communique notes: “Following the thematic presentations, the workshops, deliberations and project tour, the conference discussed the issue of discipline in project management and identified lack of character as a major problem with project management in Africa. Some of the challenges to effective project management in Africa were identified as bad estimates/deadlines, scope changes and poor resource planning.

“Participants observed that the African continent has inadequate number of competent and certified project managers. Until competent project managers handle capital projects, failed projects and poor implementation will remain a talking point for a very long time in Africa. Participants noted that it is not just about competence, but character (discipline). Political instability, ethnic considerations are among major problems Identified in project sustainability.”

On project sustainability in Africa, the Communique applauded the decision of countries like Nigeria to formulate a project continuity bill, and charged the country’s legislature to hasten work on the bill.

“Participants noted that a project sustainability policy is needed in each African country to ensure continuity and ensure that projects are not abandoned by successive governments,” the communique said.

It went on: “Participants noted the seeming lip service accorded project management as a body of knowledge at the African Union level despite the obvious fact that Africa is littered with huge failed projects. The need for project management plans for measurement, among others, was advocated for projects on the continent. The need for project management practice on the continent to be in line with the needs of Africa was also stressed. This, delegates noted, is key to enhancing African competitiveness and integration to the world economy.

“Participants called on the AU to focus greater attention on enshrining project management best practices on the continent as a deliberate strategy to promote regional growth and economic empowerment of its people. The need to overcome development challenges has called greater attention to the institutionalization of project management culture in Africa. It is a now compelling obligation.”

On motivation for project managers, the release went on: “The project observed the lack of motivation for project managers on the continent, noting that many projects fail in Africa because of lack of motivation. Like most advanced continents of the world, Africa needs to add motivation to its project management culture. We need to change our orientation to projects. Change in societal value is required for effective project management in Africa.”

And disturbed by the absence of a body of knowledge for project management on the continent, participants ratified a proposal for the establishment of the African Project Management Board. The African Project Management Board (APMB) was thereafter formed and ratified by project managers from across the region who converged on Accra for the inaugural African Project and Project Management Conference (APPMC).

“The association was established as a regional non-profit organisation to promote the emergence of higher-performing projects by building a body of competent project managers and advocating for international best practices in project management in Africa,” the conference communique noted.

An interim management was constituted to be headed by Mr. Kenneth Ashigbey, Managing Director of the Graphic Communication Group.  Special Assistant to the Vice Chancellor at the University of Nigeria, Prof Anene Moneke was elected Vice President 1, while Head of Human Resources and Administration at the Public Procurement Authority, Ghana emerged Vice President 2. President of the Direct Leadership Institute (DLI) and Honourary Global Advisor at the American Academy of Project Management,  Dr. Donald Agumenu was elected to be Executive Director, while Mr. Emmanuel Haruna, Managing Director of Imano Consulting, emerged Program Manager.

An advisory board is to be headed by former Minister Gen Arnold Quarnoo and Mr. Nutifafa Kuenyehia, Member of African Peer Review Governing Council. Other members include Dr. Godson Tetteh, Mr Ken Akpocha, Mrs Abena Bonsu, Mr. Asuquo Okon and Dr. Shelley Amos (American Academy of Project Management Representative).

The 2014 African Project and Program Management Conference was scheduled for June 23-28,  2014  at Alisa Hotel, Accra Ghana

Report provided by Dr. Donald Agumen, Program Director, African Project and Program Management Conference (APPMC) 

For more information, contact [email protected]. 

Early Registration for 7th Annual UT Dallas Project Management Symposium ends July 15


29 June 2013 – Richardson, Texas, USA – Early registration for the 7th Annual UT Dallas Project Management Symposium ends on July 15, 2013.    The theme for the 2013 symposium being held August 15-16, 2013, in Richardson, Texas, USA 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.  For more information or to register, go to pmsymposium.utdallas.edu.


The annual two-day project management conference focuses on topics relevant to industries in North Texas, including energy, information technology, healthcare, public programs, telecommunications, 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.

This year’s event will include the following keynote speakers:

  • Jesus Martinez Almela, Vice President for Education, International Project Management Association – “Local, Regional and Global Cultural Impact on Stakeholder Engagement”
  • John Barton, Deputy Executive Director/Chief Engineer, Texas Department of Transportation
  • Walter Jones, Senior Vice President Parkland Hospital System, and Laurel Taylor, Executive Vice President, TEECOM – “The New Parkland Hospital IT Implementation Project”
  • CJ Walker Waite, Director, Project Management Institute – “Demonstrating the Value of Project Management”

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.

New Book Explores Sponsorship Role as Key to Project Success


29 June 2013 – Tyson’s Corner, Virginia, USA – Management Concepts has announced the publication of a new book, Strategies for Project Sponsorship, by Vicki James, Ron Rosenhead and Peter Taylor.  Project sponsorship has been trending as an important topic in the project management community for the last few years.

strategies-for-project-sponsorshipAccording to the publishers press, the project sponsor is critical to project success, yet it is a role that is often assigned to a member of an organization with little knowledge or training in project management.  This creates challenges, not only for the sponsor but for the project manager.  The organization can suffer too if key members of the project team are not fully utilized.  In this book, the authors address this challenge from all three vantage points – of the project manager, project sponsor and organization.

The book defines the roles and responsibilities of the project sponsor and suggests specific practices to maximize the working relationship between the sponsor and project manager.  The book provides a guide for project sponsorship, providing examples from real-world project sponsors as well as tips, techniques and tools to enhance sponsorship applicability and practicality.

Vicki James has spent more than a decade in the public sector successfully delivering projects to support government operations.  Ron Rosenhead has more than 25 years’ experience as a consultant and trainer.  Peter Taylor is a PMO coach and speaks internationally on project management topics. 

Management Concepts is a US-based publishing, services and training company.  For more than 38 years, the Management Concepts has unleashed the potential and productivity of over one million professionals through innovative and highly-effective approaches to individual and organizational achievement. Every major agency in the US federal government, dozens of US state and local government offices, and hundreds of corporations have benefited from the company’s high impact training courses, custom learning and development programs, professional consulting services, and award-winning publications. To learn more, visit http://www.managementconcepts.com. To see their books catalog, visit www.managementconcepts.com/mcpress.

Strategies for Project Sponsorship; by Vicki James, Ron Rosenhead and Peter Taylor; published by Management Concepts; 2013,203 pages, soft cover, ISBN 978-1-56726-406-7; List price = US$45.00; more at http://store.brightkey.net/mconcepts_ebiz/OnlineStore/ProductDetail.aspx?ProductId=295121

Source: Management Concepts

NNSA establishes Office of Program Review and Analysis at U.S. Department of Energy


New Program Review and Analysis Office to Improve NNSA’s Budgeting and Planning Capabilities, Increase Accountability

28 June 2013 – WASHINGTON, D.C. – The National Nuclear Security Administration (NNSA) announced on May 7 the creation of the Office of Program Review and Analysis (PR&A) to serve as an independent broker of strategic information and analysis across NNSA’s programs. PR&A will provide NNSA’s administrator and senior leadership with independent analytical advice regarding strategic and programmatic resource allocations. The creation of the office is designed to improve NNSA’s ability to budget and plan, and to increase accountability for programmatic goals and ideas.

steven-hoDr. Steven Ho has been named director of the new Office of Program Review and Analysis (PR&A). Prior to joining NNSA, Ho served for more than eight years in the Office of the Secretary of Defense Cost Assessment and Program Evaluation (OSD-CAPE) where he was instrumental in restructuring several major defense acquisition programs. He most recently led the OSD-CAPE review of the B61 Life Extension Program.

“With the creation of PR&A, we can significantly improve how we plan and analyze our budget requirements to ensure the best use of our resources,” said NNSA Acting Administrator Neile Miller. “Modernizing our operations means rethinking old ideas about what works and what doesn’t. Steve Ho and our new Office of Program Review and Analysis will be an independent broker conducting analysis for NNSA programs and cross-cutting issues and translating that analysis into options.”

PR&A, in conjunction with NNSA’s Budget Office, will manage the annual development of the Future Years Nuclear Security Plan (FYNSP). Based on the approach taken by the Department of Defense to prioritize its needs, PR&A will provide NNSA leadership with the ability to make decisions from a set of well-developed and vetted options, while also ensuring that NNSA’s work reflects the Administration’s priorities and the President’s budget request.

Established by Congress in 2000, NNSA is a semi-autonomous agency within the U.S. Department of Energy.  NNSA maintains and enhances the safety, security, reliability and performance of the U.S. nuclear weapons stockpile without nuclear testing; works to reduce global danger from weapons of mass destruction; provides the U.S. Navy with safe and effective nuclear propulsion; and responds to nuclear and radiological emergencies in the U.S. and abroad.  More about NNSA can be found at http://nnsa.energy.gov


$80 Million for Five Agriculture Projects in Africa


28 June 2013 – Abidjan, Côte d’Ivoire – The African Development Bank (AfDB) has approved a senior loan of USD 80 million in local currencies for OLAM Africa Investment Program (OAIP) to deepen the integration of OLAM Group’s agricultural value chain by investments in processing of wheat and palm oil in Africa.  The program includes five sub-projects in Cameroon, Ghana, Mozambique and Senegal. Ultimately, this program will enhance the regional food supply chain and act as a catalyst to support job creation and improve sustainability of agribusiness sector, thereby enhancing food security in Africa.

africa-agriculture-projectsAfrican food and agricultural markets are extremely fragmented along regional, national and even local lines due to the predominance of small scale farming in the region. Harnessing the opportunities in the sector and successfully competing in the global market therefore demands efficiency in the deployment of labor and logistics infrastructure to link suppliers and buyers in the region. The OLAM Group’s scale and existing distribution strength will positively impact the linkages.

OLAM Aviv Investment Holdings, Mauritius, a fully owned subsidiary of OLAM Group, will be the program’s borrowing entity. OLAM Group, a leading global integrated supply chain manager with a direct presence in 65 countries, has built a leadership position in many of its businesses – including cocoa, coffee, cashew, sesame, rice, cotton and wood products. In Africa, OLAM Group is present in 26 countries and conducts business in 28 countries. The Group’s Africa business includes an integrated supply chain of 16 products, employing 6800 employees, 1700 of which are women.

OLAM Group works with 3.4 million small-scale farmers in Africa.  The Group has 110 initiatives to help address many of the issues faced by these smallholders such as poverty and lack of education, food security and basic social amenities. OLAM Group was awarded “The leadership award for sustainable development in Africa” at the 2012 World Bank Annual Meetings. The award recognizes the Olam Livelihood Charter – the flagship Corporate Social Responsibility program of OLAM that will benefit up to 500,000 farmers in Africa by 2015.

The OAIP program as part of value chain will create 600,000 tons/annum of additional wheat processing capacity, 1 million ton of palm oil supply chain with matching infrastructure, regional food supply chain as well as 8500 direct and indirect employment opportunities – 25% for women – in upstream, sourcing, direct employment and distribution. The transaction will also contribute to private sector development by building partnership with an international agribusiness group to strengthen supply chain linkages for the sector as well as by deepening local financial markets through bond issuance.

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

Sustainable Lean – Now Available from CRC Press


28 May 2013 2013 – CRC Press has announced the publication of a new book titled Sustainable Lean: The Story of a Cultural Transformation, by Robert B. Camp. This new book, published in March through Productivity Press, illustrates the process of implementing a sustainable Lean transformation.

sustainable-leanAccording to the CRC release: If you’ve employed consultants and embarked on a Lean transformation only to find your efforts stall after the consultants leave, this book will teach you what you must do to stay the course over the long term. Using a compelling novel format, Sustainable Lean: The Story of a Cultural Transformation illustrates the process of implementing a sustainable Lean transformation.

The book follows Jim, the plant manager of an electronics firm that has already seen its first Lean initiative fail. Jim realizes that if he doesn’t act quickly, his job and the jobs of everyone in the factory might be in jeopardy. Jim meets a Lean consultant who agrees to help him implement and sustain a new transformation. Readers follow along as Jim learns invaluable lessons that help him and his plant see costs plummet, on-time delivery reach nearly 100 percent, and defects drop by close to 80 percent.

Using simple terms and an ongoing example, the book demonstrates how to use top-down metrics to identify strategic and tactical opportunities for improvement. It describes how to conduct Hoshin Kanri (strategic policy deployment). It also describes the relationship between top-down metrics, organizational accountability, the breaking down of “stovepipes,” and the concept of “alignment” that comes about as the result of Hoshin Kanri.

Detailing a data-driven methodology to help you set boundaries for effective decision making, this book will inspire manufacturers to achieve world-class production and efficiency standards—one factory, one business at a time.

Robert B. Camp holds a Bachelor of Science degree in engineering from the United States Military Academy, West Point, New York, and a Master of Business Administration from Franklin Pierce University, Rindge, New Hampshire.  Robert spent almost 20 years of his career working for Mobil and Lockheed Martin. Throughout his career, he has performed roles that have drawn heavily on his increasing body of Lean knowledge and experience. He has spent more than 10 years consulting to government and industry leaders on the topic of Lean. His consulting work has taken him throughout North America, Europe, and Asia.

Today, he is Vice President of Operations for a company making Specialty apparel for the healthcare industry. He is a board member of the Association for Manufacturing Excellence (AME), an organization dedicated to the advancement of Lean concepts around the world. 

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

Sustainable Lean; by Robert B. Camp; published by CRC Press, © March 2013, 183 pages, soft cover, ISBN 9781466571686; List price = $29.95; For more information, go to http://www.crcpress.com/product/isbn/9781466571686

Source: CRC Press

Requirements Management – New Book for Project Managers by Mario Kossmann published by Gower


28 June 2013 – London, UK – Gower Publishing in UK has announced the publication of a new book for project managers by Mario Kossmann, Requirements Management: How to Ensure You Achieve What You Need from Your Projects.  This is a practical and realistic guide to requirements management that provides a flexible, hands-on and innovative approach to developing and managing program, project and system requirements at different levels of complexity.

requirements-managementAccording to the book’s publicity, poor requirements management is one of the top five contributors to poor project performance. In extreme, safety critical or emergency-relief situations, failure to satisfy the real needs of the project stakeholders may well lead directly to loss of life or human suffering; other, more mundane, projects can also be severely compromised.

Dr Mario Kossmann’s Requirements Management looks at the process from the perspectives of both Program and Project Management and Systems Engineering, showing the crucial role of RM in both contexts. The author puts great emphasis on the human aspects of any project, which is also significant given that over-emphasis on technical or technological aspects at the expense of the human side is another major source of project shortfalls.

The book offers illustrated examples of systems of different levels of complexity (one simple system, one complex, and one highly complex system) to help readers categorize their own system and enable the selection of the right level of formality, suitable organization and set of techniques and tools to carry out requirements work. It includes a series of comprehensive checklists which can be used immediately to improve urgent requirements aspects.

Dr Mario Kossmann is an experienced Systems Engineer and Capability Integrator for Airbus, having previously worked for Blohm & Voss as Systems Engineer, Technical Manager and Consultant in Services Marketing. He has served as a naval officer with the German and French navies, and was awarded an MEng in Aerospace Technology from the University of the Federal Armed Forces in Munich (Germany), an MBA from the University of Warwick (UK) and a Ph.D. in Requirements Engineering from the University of the West of England.

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

Requirements Management, by Mario Kossmann, published by GOWER; 2013, 183 pages, hard cover, ISBN 978- 1-4094-4092-5; List price = US$103.46; more at http://www.ashgate.com/isbn/9781409451372.

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

Clean Water Project in Port-au-Prince


27 June 2013 – Washington, DC and Port-au-Prince, Haiti – The Inter-American Development Bank (IDB) has announced the approval of a US$35.5 million grant for a program to expand and improve drinking water services in Port-au-Prince, the capital of Haiti.  The grant will support the second phase of a program launched in 2010 with support from the IDB and the Spanish Fund for Cooperation in Water and Sanitation in Latin American and the Caribbean (FECASALC).

port-au-price-projectAt present, about 70 percent of the 3 million people in the metropolitan region consume water provided by CTE-RMPP, the capital area’s utility.  The program will be carried out by Haiti’s national water and sanitation agency, DINEPA, and CTE-RMPP. Both agencies receive capacity building support from the IDB and FECASALC.

As part of the program, a team of seasoned executives from international water companies was hired to advise CTE-RMPP staff on how to improve the utility’s technical, financial and commercial operations. They also helped plan activities to repair damage caused by the 2010 earthquake and to respond to the cholera epidemic.

During the first phase of the program CTE-RMPP has doubled the time during which it distributes water, from an average 13 hours to 26 hours a week. It has also increased the production of water and improved chlorination and bacteriological tests. The utility has also boosted billing and collection.  Goals for the second phase include further reducing losses caused by leaks, clandestine connections and unpaid bills, as well as to improving revenue in order to cover operational expenses. CTE-RMPP will also start implementing a master plan of investments to expand coverage and improve the quality of service.

The IDB and the Spanish government (through FECASALC) are Haiti’s leading donors for water and sanitation. At present they are financing projects totaling US$180 million to improve water services in Port-au-Prince, several mid-size cities and numerous rural communities.

More about this program can be found at http://www.iadb.org/en/projects/project-description-title,1303.html?id=HA-L1075. For more about IDB projects in Haiti, go to http://www.iadb.org/en/countries/haiti/haiti-and-the-idb,1008.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

College of Performance Management seeks candidates for Officers

PM Professional News

27 June 2013 – Virginia, USA – The College of Performance Management (CPM)has announced that it is seeking nominations for a number of existing Board Positions and some exciting new positions. The standard term for a board member is three years. Nominations for the following positions opened on 16th May 2013:

  • Executive Vice President
  • Vice President of Finance
  • Vice President of Conferences and Events – EVM World (NEW!)
  • Vice President of Conferences and Events – IPMC (NEW!)
  • Vice President of Research and Standards
  • Vice President of Global Outreach (NEW!)

Position Descriptions are available on the CPM Web site, https://www.mycpm.org/about-us/elections/.  In order to be eligible for election nominees must be members in good standing.  Candidates have until 15 July 2013 to register.

FOR CANDIDATE FORM: https://www.mycpm.org/about-us/elections/

The schedule for the upcoming elections is as follows (Candidate must be a CPM member by 14 July, 2013):

  • 16 May 2013 – 15 July 2013 – Call for CPM Board Candidates
  • 31 July  2013 – determine CPM membership in good standing eligible to vote
  • 15 August 2013 – 15 September 2013 – Voting Open

An announcement of successful candidates will be publicized in early October 2013 and the new board members term of office will commence 1 January 2014.

If you would like to know more about the positions and duties please contact Lauren Bone (VP Administration) at [email protected]  or Gaile Argiro (CPM Exec Admin) at [email protected]. You should also be encouraged to speak with the current or a past incumbent of the position in which you are interested.

Originally established as the Performance Management Association, the College of Performance Management (CPM) served as a college of PMI from 1999 until February 2012.  CPM is an international, non-profit professional organization dedicated to the disciplines of earned value, performance measurement and project management.  CPM assists the earned value professional and project manager in professional growth and promotes the application of earned value management. CPM is a growing body of professionals dedicated to managing projects on time and on budget.  For more information, visit www.mycpm.org.

Regional Energy Integration arrives in Central America

With support from the IDB and regulations of the Regional Electricity Market now in place, SIEPAC is open for business


26 June 2013 – Washington, DCWhile many have heard of the Central American Electrical Interconnection System, SIEPAC, few are aware that electricity integration in Central America is now a reality. SIEPAC is already operating commercially and has helped to provide electricity to countries’ national grids when they were experiencing shortages. An important milestone was achieved on June 1 of this year, when the regulatory framework of the Central American Regional Electricity Market (MER) entered into effect, providing the impetus for regional exchanges of electricity and stimulating private investment in the sector.

regional-energy-integrationThanks to SIEPAC, Panama was able to recover from an energy crisis that arose in May as a result of a prolonged drought that reduced the levels of reservoirs at hydroelectric dams, reducing generating capacity. Panama was able to import electricity generated elsewhere in Central America, transmitted across the SIEPAC network from El Salvador, Honduras and Nicaragua. The amount of electricity imported was equivalent to the average monthly consumption of 100,000 families, demonstrating the importance and reliability of a network that encompasses 1,800 km and has an installed capacity of 300 megawatts (MV).

The activation of SIEPAC and MER and the consolidation of this one-of-a-kind transmission network and integration plan comes as a result of much hard work by countries in the region, with support from the Inter-American Development Bank (IDB). The 25th anniversary of its initial conception provides an opportunity to recognize that the region can now count on robust electricity infrastructure extending from Guatemala to Panama, complemented by a connection to Mexico, and to Colombia in the future. This regional scope underlies the ability to plan for and operate the integration of national electricity markets in a centralized and coordinated manner through the MER, as though it were a seventh market alongside the individual countries.

The high cost of electricity remains an important issue. Estimates place the wholesale price in Central America at around $150 per megawatt-hour compared to $50 for other, comparable systems—making it three times as expensive. With SIEPAC fully operational, a significant reduction in that cost is anticipated for both households and business users, along with increased security and greater reliability.

These advances will occur on various fronts. SIEPAC and MER will enable the development of larger and more efficient regional generation projects, while also facilitating the preparation of a larger number of renewable energy projects, traditional and non-traditional, thus contributing to a diversification of the regional energy matrix.

The system also will allow countries to reduce their need to maintain reserve capacity, leading to additional savings.

Forecasts indicate that Central America should double its installed electricity generation capacity over the next 15 years to cover growing demand, which is driven by rising economic growth and increasing urbanization. SIEPAC’s entry into effect comes at a time when high energy costs, the need for secure supply and decreased use of oil and gas for electricity generation are all at the fore.

SIEPAC’s support for greater integration also coincides with the region’s transition toward a more efficient electricity system, including generation powered by natural gas. The SIEPAC network will allow for the construction of combined-cycle gas generation plants, catalyzing the use of natural gas, providing for efficiency gains and reducing emissions from fossil fuels that are higher in contaminants. It is estimated that one half of the new installed generating capacity will use gas as its primary source, subject to stable trends in its price.

The IDB has provided consistent support for these developments over many years, with $253.5 million in financing, accounting for more than half of the total $494 million cost for the regional electricity infrastructure. The Bank has also contributed $25 million in technical assistance to create the regional market and its institutions and has brought parties together to engage in political and technical dialogue to generate the commitments and agreements needed to achieve the progress to this point.

Clearly, challenges and tasks remain. To fully realize their potential, SIEPAC and MER still need to account for the dynamics and the heterogeneity of the electricity sectors of the various countries of Central America. Nonetheless, this is an historic moment for investment, principally for the private sector in energy projects that are regional in scope and that feature the use of renewables and natural gas as cleaner sources—adding up to tangible benefits for households and business throughout the region.

More about SIEPAC can be found at http://www.iadb.org/en/topics/energy/energy-integration,2655.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