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In this Issue – Welcome to the Inaugural Edition of the PM World Journal

David Pells, Managing Editor

USA


Welcome to the inaugural edition of the PM World Journal (PMWJ), a new electronic publication serving the world of professional program and project management (P/PM). The PMWJ will be followed in the next few weeks by a new online digital library, the PM World Library, which will serve as the repository for articles, papers, stories and other contents of the monthly PMWJ.  Together, the new PMWJ and PM World Library will serve as global resources in support of continuous learning related to P/PM.

Together, these two online knowledge and information services will aim to accomplish five objectives: (1) to support the creation of new P/PM knowledge; (2) to provide more recognition and visibility for those who create that knowledge; (3) to promote and support the sharing of P/PM knowledge with those new to the field or in organizations and locations where additional P/PM knowledge and information are needed; (4) to provide an easily accessible repository of P/PM knowledge and information; and (5) to advance the application of P/PM knowledge for solving more of the world’s problems.  These are lofty goals, but exciting – and achievable!

The new PMWJ also represents a new model for publishing P/PM articles and papers.  Going beyond “lessons learned”, we want to aggressively promote publication as a way to capture lessons learned and good practices in P/PM and to share that knowledge with those who may need it most – students, young project managers, and those in project-based organizations, industries and emerging economies around the world.  In many cases, those are the ones where better, faster and more efficient delivery of project results can positively impact thousands of human lives.

Knowledge sharing can take many forms, which is why we offer various categories of articles and papers in the new PMWJ – featured papers, advisory articles, commentaries, editorials, case studies, personal stories, news articles.  Some new knowledge is based on serious research, or experience on actual programs and projects.  New lessons learned or good practices grow from specific applications, the solving of specific problems or participating on successful teams.

Lessons Learned Reports are too often prepared for internal distribution, after which they disappear into company archives, files or book shelves.  Where possible, please consider sharing those lessons learned, experiences and successful practices with others around the world.  Few are likely to be direct competitors; many readers will be extremely grateful.

That said, I am happy to introduce this first edition of the PMWJ.  It includes a full set of articles, papers, book reviews and news from around the world, with contents by 33 different authors, 85 news articles and 32 countries represented.  This is a great start for a global publication.

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About the Author

David L. Pells

Managing Editor, PMWJ

Dallas, Texas, USA

David L. Pells is Managing Editor of the PM World Journal, a global eJournal for program and project management, and Executive Director at the PM World Library. He is also the president and CEO of PM World, the virtual organization behind the PM World Journal and Library, and president of PM World Services, a U.S. firm providing high level PM advisory services for major government programs.  David is an internationally recognized leader in the field of professional project management with more than 35 years of experience on a wide variety of programs and projects, including engineering, construction, defense, transit and high technology, and project sizes ranging from several thousand to ten billion dollars. He continues to act in advisory roles for several global programs and organizations.  He has been an active professional leader in the United States since the 1980s, served on the board of directors of the Project Management Institute (PMI®) twice, and founded and led the Global Project Management Forum, a series of meetings of international PM professional leaders from around the world, during the 1990s.  David was awarded PMI’s Person of the Year award in 1998 and Fellow Award in 1999. He is an Honorary Fellow of the Association for Project Management (APM) in the UK; Project Management Associates (PMA), the national PM society of India; and of the Russian Project Management Association SOVNET.  From June 2006 until March 2012, he was the managing editor for PMForum.org and of the globally acclaimed PM World Today eJournal.  David has published widely, speaks at conferences and events worldwide, and can be contacted at [email protected].

 

 

Projects are People Too!

Book Title:  Projects are People Too!
Author:  Faith Knight
Publisher:  Fresh, LLC, Lithonia, Georgia, USA
List Price: US$12.95
Publication Date: December 2011
ISBN: 10618622r00078
Reviewer: Chinwe F. Awolesi
Review Date: April 2012

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Introduction to the Book

PROJECTS ARE PEOPLE TOO! is a concise handbook for managing the human resources in a project and program. It provides a guide to project team relationship management from both a consulting and internal (within the project organization) project perspective. With references to comprehensive proven techniques, principles and tools for peoples management, the nine chapters of the book provides an in-depth insight into the importance of understanding the different personalities that make up project teams; how to determine the most efficient way to communicate with and motivate project team members; as well as anticipate possible areas of conflict so as to plan ahead on how to negotiate and mitigate the impacts these conflicts can have on overall project success.

Usually, the Project Manager’s focus is on the scheduled project task that needs to be completed on time and within budget. The book brings focus to managing the individual that is responsible for delivering a project task in addition to the project task. This vital focus on the personality performing a project task enables the Project Manager to realistically identify risks associated with project roles on time so as to exploit or mitigate to the project’s advantage.

Overview of Book’s Structure

The book is structured into nine chapters plus the usual introduction and bibliography. Each chapter begins with a quoted real world advice and ends with action points aimed at ensuring that the reader has taken notes of areas of improvement and develops an action plan on how to realize the improvement.

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ABOUT THE REVIEWER

Chinwe Francisca Awolesi

Awolesi Chinwe Francisca, fondly called Fran by colleagues, has been managing projects in the financial industry for over 8 years. She holds an MBA degree with specialization in Project Management from the University of Texas at Dallas, and a first degree in computer science.  Fran has spent 18 years in the Information Technology servicing the financial sector which includes banks of various sizes. The first 10 years of her career was spent in the banking industry in various positions; as developer, systems analyst, business analyst and then as project leads for software implementation and support projects.  As the Projects Director of SOFGEN Africa Limited, she is responsible for the overall delivery of SOFGEN projects in the continent. Her scope of project delivery covers implementation and support of IT solutions for core banking operations, ERP, Credit Risk Management and mobile banking solutions.  Fran is a Certified Project Manager (PMP); member of Project Management institute (PMI), as well as a certified ITSM Expert (ITIL V3 Manager). She can be contacted at [email protected].

Editor’s note:  This book review is the result of cooperation between publishers, PM World Inc. and the Graduate Program in Project Management at the University of Texas at Dallas in the United States (http://jindal.utdallas.edu/executive-education/executive-degree-programs/project-management/).  Publishers provide books to PM World, books are delivered to UTD where they are given to faculty, graduate students or alumni for review; the reviewer provides a book review in a standard format; the reviews are published in the PM World Journal and PM World Library.  Since reviewers are normally mid-career professionals, they represent the intended audience for most PM books.  If you are an author or publisher of a project management-related book, and would like the book reviewed through this program, please contact [email protected].

Effective Project Management: Traditional, Agile and Extreme, Sixth Edition

Book Title: Effective Project Management: Traditional, Agile and Extreme, Sixth Edition
Authors:  Robert K. Wysocki
Publisher:  John Wiley and Sons, Inc.
List Price: US$60
Publication Date: October 2011
ISBN: 978-1-1180-1619-0
Reviewer: Huma Sohrwardy
Review Date: May 11th, 2012

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Introduction to the Book

The book is a comprehensive guide for managing projects in a constantly changing environment. The author has presented a framework for determining the best approach for managing projects based on the Linear, Incremental, Iterative, Adaptive and Extreme project management life cycle (PMLC) models.

The book goes beyond the project management discipline and describes the approaches for setting up an effective project management infrastructure, including establishing and maturing a project support office, project portfolio management process and a continuous process improvement program. It provides practical approaches for managing distressed projects and team organization and development.

Overview of Book’s Structure

The book has been divided into four parts. Part 1 “Defining and using Project Management Process Groups” provides the reader with an understanding of the project management discipline and an overview of the PMBOK framework. It walks the reader through the traditional project management approach and sets the tone for further discussion in subsequent chapters in the book.

Part 2 “Establishing Project Management Life Cycle and Strategies” walks the reader through different project types and PMLC models and provides a framework for determining which PMLC model to implement. Part 3 “Building an Effective Project Management Infrastructure” provides an overview of implementing a project support office, project portfolio management process and establishing a continuous improvement program.

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ABOUT THE REVIEWER

Huma Sohrwardy, PMP, CSM 

Huma Sohrwardy is the Principal/Consultant at HZ Technologies, LLC. HZT is a professional services company specializing in the implementation of Corporate Program Office (CPO) and providing training to support CPO management and its processes.  HZ Technologies’ consultants have worked for global industry leaders such as Vodafone, GIO Australia, Federal Government of Australia, Singapore government, James Hardie Industries (Asia Pacific), Rio Tinto, Ericsson and Deloitte Touché to name a few.   Huma is currently working as a consultant with a healthcare industry software provider. In her previous role, she was the Senior Director, PMO and Policy at MedAssets.  Huma is an experienced IT practitioner with 20+ years experience in the use and management of Information Technology as a component of business objectives. She has worked for global organizations in the finance, manufacturing and healthcare sectors and has worked as a consultant for the Australian Federal Government.  Huma holds a Mater of Science degree in Computing and is a certified Project Management Professional and SCRUM Master. She is currently working towards a PgMP certification.  She can be contacted at [email protected].

Editor’s note:  This book review was the result of cooperation between the publisher, PM World Inc and the Dallas Chapter of the Project Management Institute (PMI Dallas Chapter – www.pmidallas.org). Publishers provide books to PM World, books are delivered to the PMI Dallas Chapter where they are given to chapter members who commit to providing a book review in a standard format; the reviews are published in the PM World Journal and PM World Library.  Since PMI Dallas Chapter members are generally mid-career professionals, they represent the intended audience for most PM books.  If you are an author or publisher of a project management-related book, and would like the book reviewed through this program, please contact [email protected].

No Waste – Managing Waste in Construction

Book Title: No Waste – Managing Waste in Construction
Authors:  Uly Ma
Publisher:  Gower Publishing Limited
List Price: US$54.95
Publication Date:  2012
ISBN: 978-0-566-08803-2
Reviewer: Ed Dameron
Review Date: May 2012

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Introduction to the Book

The author progressively grows the subject of sustainability into a much broader spectrum than what we normally think.  The book is written in England and bases projects and issues from that perspective.  However, the issues of sustainability and how to deal with them are very much the same as we face in the United States.  You will find this easy reading book thought provoking and relevant.

Overview of Book’s Structure

The author starts from the basics of defining sustainability then rapidly expands to incorporate all of an organization’s resources.  Concentrating on the construction industry, Dr. Ma explains how the industry is saddled with many policies and he covers the purpose of their origination and reasons why they are often sidestepped.  With a good definition and policies covered, the author dedicates approximately half the book to implementation.

Highlights: What I liked!

The easy reading style and real-world examples Dr. Ma used opens the readership of this book to all levels.  Although somewhat of a text book, it does not read that way and brings a good understanding of sustainability to everyone.

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About the Reviewer

Ed Dameron, MBA, PMP

Ed Dameron has 36 years of diverse healthcare experience in administration, facility planning, project management, equipment planning and procurement and healthcare construction.  He directed equipment planning services at DoD Health Affairs and for two leaders in healthcare program management before carrying on the same role as a self-employed contractor.  Mr. Dameron performed complete equipment planning and procurement services for numerous replacement facilities and addition/alteration projects nationwide.   Ed recently departed from his self-employed status and returned to federal government service planning and managing the equipment outfitting for the replacement hospital at Fort Hood, Texas.  He resides in Plano, Texas, USA.

Editor’s note:  This book review was the result of cooperation between the publisher, PM World Inc and the Dallas Chapter of the Project Management Institute (PMI Dallas Chapter – www.pmidallas.org). Publishers provide books to PM World, books are delivered to the PMI Dallas Chapter where they are given to chapter members who commit to providing a book review in a standard format; the reviews are published in the PM World Journal and PM World Library.  Since PMI Dallas Chapter members are generally mid-career professionals, they represent the intended audience for most PM books.  If you are an author or publisher of a project management-related book, and would like the book reviewed through this program, please contact [email protected]ournal.net.

Project Psychology: Using Psychological Models and Techniques to Create a Successful Project

Book Title: Project Psychology: Using Psychological Models and Techniques to Create a Successful Project
Authors:  Sharon De Mascia
Publisher:  Gower Publishing Limited
List Price: US$114.95
Format: hard cover, 218 pages
Publication Date: 2012
ISBN: 978-0-566-08942-8
Reviewer: Carlos Oliveira
Review Date: May 2012

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Introduction to the Book

This book looks at several phases of a project in regards to communication, teamwork and change management.

The author presents tools and techniques to explore and understand better teams and individual behaviors and rules of engagement. She also invites the reader to look beyond the words and engage the team in a more holistic approach seeking for the meaning behind words, such as in body language and other factors that are encompass the non-verbal part of communication.

Overview of Book’s Structure

This book is organized in 12 chapters and a summary section. In each chapter the author explores a specific façade of project management with focus on the individuals and teams rather than focusing on the tasks.

Chapters 1 through 4 deal with acquiring, developing, managing and directing project teams and individuals, including aspects of ‘coaching’ and how it can be a useful tool for the project managers.

Chapter 5 explores the relationship between project team and stakeholders.  Chapter 6 focuses on the communication plan and how to use tools like “Transaction Analysis” to facilitate good communication.

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ABOUT THE REVIEWER

Carlos Oliveira, PMP

Carlos Oliveira, PMP, BSc EE, MCS, is a project manager and has been working in the technology industry for almost 15 years. Carlos has a special interest in the psychological aspects of how people and teams interact and communicate, and how different personalities have different impacts and contribution to projects. He says: “Psychology helps us to understand how people behave, what their preferred styles are and what can be learned from what the eyes cannot see”.  For questions or comments, contact Carlos Oliveira via email: [email protected]

Editor’s note:  This book review was the result of cooperation between the publisher, PM World Inc and the Dallas Chapter of the Project Management Institute (PMI Dallas Chapter – www.pmidallas.org). Publishers provide books to PM World, books are delivered to the PMI Dallas Chapter where they are given to chapter members who commit to providing a book review in a standard format; the reviews are published in the PM World Journal and PM World Library.  Since PMI Dallas Chapter members are generally mid-career professionals, they represent the intended audience for most PM books.  If you are an author or publisher of a project management-related book, and would like the book reviewed through this program, please contact [email protected].

Project Management for Non-Project Managers

Book Title: Project Management for Non-Project Managers
Authors:  Jack Ferraro, PMP
Publisher: AMACOM
List Price: US$ 24.95
Format:  Hard cover
Publication Date: 2012
ISBN: -13 978-0-8144-1736-2
Reviewer: Paul L. Smith, PMP
Review Date: 5/10/12

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Introduction to the Book

Project Management for Non-Project Managers targets the Functional Manager that is not Project Management “savvy”.  The book is written for newly assigned or promoted Functional Managers who are responsible for a key product or service development in their area. The first few chapters deal with specifics in basic project development with the later chapters addressing the role of the Functional Manager in later phases of project outputs and acceptance.

Overview of Book’s Structure

The book is divided into 2 parts, the Critical role of the Functional Manager and Critical Skills for Functional Managers.  Jack does a good job of breaking down the official requirements into these 2 areas.  The first area or section deals with the Planning and infrastructure of a project getting down to the “objectives” with a good narrative of how to break down the mission/objective to really grasp the work to be done.  Jack explains that the more times you review and elaborate the objectives the more detailed and specific the work details (progressive elaboration/re-iterative).  Chapter 4 offers up 8 Principles that will help guide the Functional Manager in working with the Team and Project Manager.

Part 2 is really based on the PMBOK guide taking these attributes and breaking them down with key insights for the Functional Manager.  Jack Ferraro speaks directly to the Functional Manager giving insight and a glimpse of what to expect.  Chapter 5 under Decision Making – Jack makes it clear that “a team may never meet a key team member in person”…

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ABOUT THE REVIEWER

Paul L. Smith, PMP

Paul L. Smith, PMP recently retired from Abbott Laboratories as a Project Manager supporting Clinical Chemistry Research & Development.  Paul has been involved in project management for over 10 years.  He currently supports the PMI Dallas Chapter’s Educational committee as an instructor for the Scope Team (PM 202) class.  Paul can be contacted at [email protected].

Editor’s note:  This book review was the result of cooperation between the publisher, PM World Inc and the Dallas Chapter of the Project Management Institute (PMI Dallas Chapter – www.pmidallas.org). Publishers provide books to PM World, books are delivered to the PMI Dallas Chapter where they are given to chapter members who commit to providing a book review in a standard format; the reviews are published in the PM World Journal and PM World Library.  Since PMI Dallas Chapter members are generally mid-career professionals, they represent the intended audience for most PM books.  If you are an author or publisher of a project management-related book, and would like the book reviewed through this program, please contact [email protected].

Maximizing Benefits from IT Project Management

Book Title:  Maximizing Benefits from IT Project Management
Authors:  Jose Lopez Soriano
Publisher:  CRC Press – Taylor & Frances Group
List Price:   US$69.95
Publication Date:    December 2011
ISBN:  978-1-4398-4156-3
Reviewer:   Manuela Dobre
Review Date:  May 2012

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Introduction to the Book

José Lopez Soriano offers to readers an alternative to the classic project management approach based on simplified, practical ways of evaluation, scoping, changes, risks management, altogether under globalization and IT progress.

Agile method and all around it, has also a special attention in this work as being the direction to lean, low cost, more flexible practice.

Project Management performance is one of the points strongly highlighted from the introduction as a pillar of the success. Many large and famous consulting companies didn’t pay attention to their Project Management processes & performance and it costs them a failure.

Overview of Book’s Structure

The book structure is given by the answer to the question: “How the Evolution and Influence of Knowledge Management has impacted the progress of Information Systems?”

Starting with a brief history about Perspectives on Computing Evolution, the research is moving on to the System Development Life Cycle Stages: Introduction, Planning, Analysis,  Design,  Build, Test, and Implementation.

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ABOUT THE REVIEWER

Manuela Dobre, PMP

Manuela Dobrea has more than 25 years of IT experience, mostly Information Systems for private organizations and government institutions in different industries – geographical information systems, telecom billing, clients including manufacturers and distributors.  She started as a programmer, grew with experience and moved to managerial positions and business leads. In all these years she had the chance to work on different large projects doing business analysis, design solutions, development and implementation of those solutions.  She is currently employed by a large company developing solutions for Telecom Billing and Digital Systems all around the world.  Manuela has an MBA in Business Management (2005) and a recent PMP certification.  Contact at [email protected].

Editor’s note:  This book review was the result of cooperation between the publisher, PM World Inc and the Dallas Chapter of the Project Management Institute (PMI Dallas Chapter – www.pmidallas.org). Publishers provide books to PM World, books are delivered to the PMI Dallas Chapter where they are given to chapter members who commit to providing a book review in a standard format; the reviews are published in the PM World Journal and PM World Library.  Since PMI Dallas Chapter members are generally mid-career professionals, they represent the intended audience for most PM books.  If you are an author or publisher of a project management-related book, and would like the book reviewed through this program, please contact [email protected].

Antipatterns: Managing Software Organizations and People, 2nd Edition

Book Title: Antipatterns: Managing Software Organizations and People, 2nd Edition
Authors:  Colin J Neill, Phillip A. Laplante, Joanna F. DeFranco
Publisher:  CRC Press/Taylor & Francis Group
List Price: US$79.95
Publication Date: 2011-10-26
ISBN: 978-1-4398-6186-8
Reviewer: Bert Potter
Review Date:  April 29, 2012

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Introduction to the Book

Patterns are defined in the preface as “problem-solution pairs for architecture, design, management, etc.’ Antipatterns are those problem practices or solution pairs that cause projects to fail.   This reference guide discusses patterns and anti-patterns, human patterns and anti-patterns, successful team leadership, management and environmental anti-patterns and finally how to deal with anti-patterns.  It details 48 specific antipatterns and their characteristics and potential solutions.

Overview of Book’s Structure

The book starts out with a discussion of patterns and antipatterns in general and breaks the entire set of antipatterns into either management or environmental antipatterns.  Further setting the stage, the authors discuss human patterns and antipatterns in the context of personality types using several personality tools and how to use human patterns.  There is a discussion of negative personality types, how to handle them and conflict management.  Group patterns and antipatterns are discussed with leadership and team theory.   Next, the authors lead us through successfully leading teams discussing team size, Theory X, Y and Z as well as other leadership theories.   Closing out the book are discussions on particular management antipatterns, environmental antipatterns and general advice in dealing with antipatterns.

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ABOUT THE REVIEWER

Bert Potter

Consulting with Southwest Airlines currently and most recently established an IT PMO for a large retail company. PMP since 2001, MBA from Southern Methodist University, BBA from the University of Texas at Austin. Senior Product director at DG FastChannel a digital media delivery company and a long time programs and projects manager for Nokia.  Previous positions with Sprint, Sabre and in the real estate industry.  Native Texan and Dallas resident, enjoys golf, sailing and books.  Bert can be contacted at [email protected]

Editor’s note:  This book review was the result of cooperation between the publisher, PM World Inc and the Dallas Chapter of the Project Management Institute (PMI Dallas Chapter – www.pmidallas.org). Publishers provide books to PM World, books are delivered to the PMI Dallas Chapter where they are given to chapter members who commit to providing a book review in a standard format; the reviews are published in the PM World Journal and PM World Library.  Since PMI Dallas Chapter members are generally mid-career professionals, they represent the intended audience for most PM books.  If you are an author or publisher of a project management-related book, and would like the book reviewed through this program, please contact [email protected].

 

Microsoft Project 2010 Inside out

Book Title:  Microsoft Project 2010 Inside out
Authors:  Teresa S. Stover, Bonnie Biafore, Andreea Marinescu
Publisher:  Microsoft Press
List Price: US$54.99
Publication Date: June 2011
ISBN: 978-0-7356-2687-4
Reviewer: Johnny Gan, PMP
Review Date: May 2012

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Introduction to the Book

If a workman wishes to do a good job, he must first sharpen his tools.

Analects of Confucius

As a project manager, you need a sharpen tool on your daily project management, MS Project 2010 is latest version, and has been proved as one of successful tool for the project managers since it’s published in May 2010. With so many new features and enhancements in MS Project 2010, you must want to know how to master this big product quickly, and let it easily became one of your handy tools, Teresa’s book Microsoft Project 2010 Inside Out may be the one best choice you have.

Overview of Book’s Structure

Teresa’s book presents MS Project 2010 completely in a graphical way.

The book is logically organized, and covers Project 2010 standard version, professional version and Project Server 2010 based on SharePoint environment.  The book also gives you a clear guide to find your way by using Project Web Apps.

The most important is that the book also lets you improve yourself, so you can design and manage your projects by applying bunch of customizing features. After all, the book is trying to help you to manage your project to a success.

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ABOUT THE REVIEWER

Johnny Gan, PMP

Johnny Gan has many years software R&D experience at HRsmart.com. Mr. Gan received his MS from Southern Methodist University in Dallas, Texas, USA, and is also certified by the Project Management Institute as a Project management Professional (PMP). Johnny can be contacted at [email protected] .

Editor’s note:  This book review was the result of cooperation between the publisher, PM World Inc and the Dallas Chapter of the Project Management Institute (PMI Dallas Chapter – www.pmidallas.org). Publishers provide books to PM World, books are delivered to the PMI Dallas Chapter where they are given to chapter members who commit to providing a book review in a standard format; the reviews are published in the PM World Journal and PM World Library.  Since PMI Dallas Chapter members are generally mid-career professionals, they represent the intended audience for most PM books.  If you are an author or publisher of a project management-related book, and would like the book reviewed through this program, please contact [email protected].

The Project Management Coaching Workbook

Book Title: The Project Management Coaching Workbook
Author:    Susanne Madsen
Publisher:  Management Concepts Press
List Price:  $49.00 USD
Format:   Soft cover; 236 pages
Publication Date:  2012
ISBN:         9781587263572
Reviewer:   Michael O’Connor
Review Date:  May 2012

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Introduction to the Book

This is a great book for either new or experienced project and program managers who are working in project management field.  There are many tools in this book that you can apply to your project that will help you better understand yourself and your team. The way it is written and explained makes it so that everyone can understand the information being presented.

The book is divided into six different steps that the author has broken down and formatted.  The author explains how to use the book and what the six step journey is all about.  There are many useful instructions, tips and counsels on project management.  All of the chapters are broken into easy-to-follow steps.

Overview of Book’s Structure

This book has 6 chapters that follow a six step process. In each chapter there are worksheets, instructions on how to fill them out, and information on how to score them. There is a key that helps to indicate what those scores may mean for you or your team.

Many templates, in PDF format, are available on the author’s webpage. They can help a person or team work through the information.  This book is basically a workbook, something you can write in to make notes and observations.  This book is a tool for the project/program manager and the team. It may be a good idea to buy a copy for each team member so that he or she can work through some of the exercises.

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ABOUT THE REVIEWER

Michael O’Connor

Michael O’Connor is a Senior Engineering Program Manager in Research and Development at Medtronic with over (20) years of experience in the medical device field.  He has developed many medical products from conception to commercialization.  He is currently a PhD candidate in the Project Management Program, A. James Clark School of Engineering, University of Maryland, College Park, Maryland, USA.

Editor’s note:  This book review was the result of cooperation between the publisher, PM World Inc and the Project Management Center For Excellence in the School of Engineering at the University of Maryland in College Park, Maryland, USA (www.pm.umd.edu).  If you are an author or publisher of a project management-related book, and would like the book reviewed through this program, please contact [email protected].

Advanced Performance Improvement in Health Care

Book Title: Advanced Performance Improvement in Health Care
Authors:  Donald E.  Lighter
Publisher:  Jones and Bartlett Publishers
List Price: US$103.95
Publication Date: 2009
ISBN: 978-0-7637-6449-3
Reviewer: Kannan Ramanathan
Review Date: April 2012

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Introduction to the Book

A popular topic for discussion these days is healthcare.  Unlike other products and services the provision of healthcare is connected with more profound questions such as whether healthcare is a right and whether it should be freely available to all.  On a more transactional level are problems such as access to healthcare, cost of providing healthcare, and the quality of healthcare.  The United States, despite having the highest healthcare costs per person anywhere in the world, is overwhelmed by problems of both access to healthcare services and poor quality of healthcare.  It is clear that this is not a sustainable state of affairs, and something has to change.

Dr. Lighter’s stated goal for this book is to provide healthcare professionals with the knowledge and tools to guide meaningful change and enable the development of a sustainable approach to delivering healthcare value.

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ABOUT THE REVIEWER

Kannan Ramanathan, PhD

Kannan Ramanathan has an MA in Economics and an MBA in Marketing from the University of Pune in India.  After working for 12 years as a consultant for various airlines in India, Somalia and Yemen, he returned to school and obtained a Ph.D. in Strategic Management from the University of Illinois at Urbana-Champaign.  He is a certified Black Belt and has extensive experience in applying Lean Six Sigma with various businesses of General Electric as Black Belt and Master Black Belt.   Dr. Ramanathan is presently a Clinical Associate Professor with the University of Texas at Dallas, where he teaches Lean Six Sigma and topics in health care quality.  He is particularly interested in the application of Lean Six Sigma to improving clinical and administrative processes in healthcare.  [email protected]  is Kannan’s email.

Editor’s note:  This book review is the result of cooperation between publishers, PM World and the Graduate Program in Project Management at the University of Texas at Dallas in the United States (http://jindal.utdallas.edu/executive-education/executive-degree-programs/project-management/).  Publishers provide books, which are delivered to UTD; the books are given to faculty, graduate students or alumni for review; the reviewer provides a book review in a standard format; the reviews are published in the PM World Journal and PM World Library.  Since reviewers are normally mid-career professionals, they represent the intended audience for most PM books.  If you are an author or publisher of a project management-related book, and would like the book reviewed through this program, please contact [email protected].

Business Driven Project Portfolio Management – Conquering the Top 10 Risks that Threaten Success

Book Title:  Business Driven Project Portfolio Management – Conquering the Top 10 Risks that Threaten Success
Author:  Mark Price Perry
Publisher:  J. Ross Publishing
List Price:   $64.95 USD
Format:  Hardcover, 6×9, 300 pages
Publication Date:   March 2011
ISBN:  978-1604270532
Reviewer:  Brenda A. Vandegrift, PMP
Review Date:   March 2012

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Introduction to the Book

Business Driven Project Portfolio Management – Conquering the Top 10 Risks that Threaten PPM Success presents the top 10 risks that jeopardize the successful execution of project portfolio management (PPM).  The term PPM is introduced as the methodology used to analyze and collectively manage groups of projects.  The fundamental objective of PPM is recognized as the identification of the best-fit projects for an organization to undertake in support of its goals, objectives, and strategies.  As such, it is not surprising that the first PPM risk presented in Business Driven Portfolio Management is shared vision, mission, goals, and objectives.

For the 10 risks presented in Business Driven Project Portfolio Management, origins of the risk are discussed as well as avoidance techniques and corrective action strategies.  The book provides tools such as processes, models, and surveys as well as “lessons-learned” case studies to assist in the successful implementation of organizational PPM.

Overview of Book’s Structure

Business Driven Project Portfolio Management presents each of the top 10 risks as a chapter.  As the book progresses through the chapters, starting with organizational shared vision, mission, goals, and objectives through sustaining value, the presentation of the risks follows a logical succession reminiscent of a traditional product life-cycle sequence.

Each chapter provides background information as the details of the risk are presented and discussed.  Tools such as processes, models, and surveys are included in support of successful PPM.  For example, PPM Risk #4: “Big Bang vs. Incremental Adoption” tackles the hurdles of change management associated with the implementation of PPM.  Gap analysis and proof of concept are provided as tools or ‘considerations’ available when determining the best PPM roll out strategy for an organization.

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About the Reviewer

Brenda A. Vandegrift

Brenda A. Vandegrift has over twenty (20) years of experience specializing in Program Management and organizational Change Management.  She has led PMO start-up initiatives to successful implementation for Fortune 500 companies, including Ericsson, FedEx, and SAIC. She is currently a PhD candidate in the Project Management Program, A. James Clark School of Engineering, University of Maryland, College Park, Maryland, USA.  Ms. Vandegrift is also certified by the Project Management Institute (PMI) as a Project Management Professional (PMP).  Ms. Vandegrift is a Project Manager for SAIC,  currently leading an enterprise PMO team.  She can be contacted at [email protected].

Editor’s note:  This book review is the result of cooperation between publishers, PM World and the Project Management Center for Excellence at the University of Maryland (www.pm.umd.edu) in the United States.  Publishers provide books; the books are given to graduate students or alumni for review; the reviewer provides a book review in a standard format; the reviews are published in the PM World Journal and PM World Library.  Since reviewers are normally mid-career professionals, they represent the intended audience for most PM books.  If you are an author or publisher of a project management-related book, and would like the book reviewed through this program, please contact [email protected].

Managing Global Development Risk

Book Title:  Managing Global Development Risk
Authors:  James M. Hussey and Steven E. Hall
Publisher:  Auerbach Publishing – CRC Press – Taylor and Francis Groups, LLC
Publication Date:  2011
ISBN:  978-1-4200-5520-7
List Price: US$83.95 hard cover
Reviewer:  Ira S. Barash
Review Date:   March 2012

________________________________________________________________________

Introduction to the Book

The main focus of this book is establishing a project management office (PMO) and advancing it through a well-planned maturation process to higher stages.  The emphasis is on the achievement of a strategic PMO (Stage 3) in a four-and-one-half year timeframe.  This involves the establishment of six key centers:

  • Methodology center
  • Resource evaluator
  • Project Planner
  • Project Management Control Center
  • Project Review and Analysis Center
  • Hiring, Training and developing center for their own personnel

The authors noted that there is a strong correlation between the establishment of a successful PMO and its level of maturity to project success across the corporation.

Overview of the Books Structure

The book is very well structured.  The introduction discusses the history of PMOs to the current time.  It completely outlines the topics discussed.

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ABOUT THE REVIEWER

Ira Barash

Photo – Ira Barash and his wife Ellie

Ira Barash has worked at Strategic Staffing Solutions and Capital One Financial in Plano TX in the Consumer Mortgage Group as an IT project manager and developer.  He is currently searching for a new opportunity.  Barash received a certificate (2007) in Project Management from the Graduate School of Management at the University of Texas Dallas, a Masters of Business Administration (MBA – 1989) in Finance from Wright State University and a Bachelor of Business Administration (BBA – 1976) in Quantitative Analysis from the University of Cincinnati’s Carl H. Lindner School of Business.   Passions are to be a terrific husband, have challenging work assignments, live a healthy lifestyle including traveling, exercise, writing and supporting of non-profits financially and by volunteering.  Member of Project Manager Institute and PMI – Dallas Chapter.   Volunteer Commissioner for City of Plano on Community Relations Committee serving second year of two year term.  Ira can be contacted at [email protected].

Editor’s note:  This book review is the result of cooperation between publishers, PM World and the Graduate Program in Project Management at the University of Texas at Dallas in the United States (http://jindal.utdallas.edu/executive-education/executive-degree-programs/project-management/).  Publishers provide books to PM World, books are delivered to UTD where they are given to faculty, graduate students or alumni for review; the reviewer provides a book review in a standard format; the reviews are published in the PM World Journal and PM World Library.  Since reviewers are normally mid-career professionals, they represent the intended audience for most PM books.  If you are an author or publisher of a project management-related book, and would like the book reviewed through this program, please contact [email protected].

UK Project Management Round Up

By Miles Shepherd

Executive Advisor for PMWJ

International Correspondent for PM World

Salisbury, England, UK


Introduction

UK has seen some of the worst weather in living memory with many parts of the country suffering record rainfall for months on end.  Not only have rivers burst their banks, causing extensive flooding, but there have been flash floods in many other areas as a month’s rainfall fell in a matter of hours.  These events have caused a number of emergency projects to be activated as emergency services and local authorities have put matters more or less straight before the next major event of the summer began.

The past month has seen the completion of the second major tranche of one of the world’s biggest and most complex programmes.  Seven years in the planning and execution, the London Olympic Games began at the end of last month.  The third tranche is underway and there is a fourth and fifth tranche to follow.

There have also been many developments at the Association for Project Management with their annual conference attracting record numbers of delegates and a broad selection of senior speakers.

Whether your interests lay in design, supersonic car engineering or the role of projects in national government, there was something for every type of Project Manager.

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UK Project Management Round Up

ABOUT THE AUTHOR

MILES SHEPHERD

Salisbury, UK

Miles Shepherd is an executive editorial advisor and International Correspondent for PM World in the United Kingdom. He is also managing director for MS Projects Ltd, a consulting company supporting various UK Government agencies, nuclear industry organisations and other businesses.  Miles has over 30 years’ experience on a variety of projects in UK, Eastern Europe and Russia.  His PM experience includes defence, major IT projects, decommissioning of nuclear reactors, nuclear security, rail and business projects for the UK Government and EU.   Past Chair and Fellow of the Association for Project Management (APM), Miles is also past president and chair of the International Project Management Association (IPMA).  He is currently the Chair of the ISO committees that are developing new ISO 21500 Guidelines for Project Management and for Program/Portfolio Management.  He was involved in setting up APM’s team developing guidelines for project management oversight and governance.  Miles is based in Salisbury, England and can be contacted at [email protected].

Using “Behavioral Profiling” to Identify “Successful” Project Managers

Dr. Paul D. Giammalvo, CDT, CCE, MScPM, MRICS

Indonesia

________________________________________________________________________

ABSTRACT

Given the observation that some people are just naturally “good” at managing projects and consistently are able to deliver “successful” projects, and given there were no obvious educational, certifications, age, sex or any other demographics that seemed to differentiate them, the research question that resulted in this paper is whether there are any behavioral attributes which can serve to predict with any accuracy who is likely to be a “natural” project manager. This paper explores a pilot research project done to see if the behavioral profiles of successful project managers could be created (it was) and to see if that behavioral profile was a reliable predictor of who would likely to be a good or successful project manager. The paper concludes that while there is anecdotal evidence to support such a claim, that further research is necessary to help validate by adjusting the behavioral profile which was created using the Harrison Assessment Instrument.

INTRODUCTION

Have you ever noticed that some people are just “naturally” good project managers?  That some people, when given a project, seem to be able to quickly define what needs to be done, find the right people, then organize, delegate, lead and motivate the team to complete the project? And in doing so, they seem to make it look easy?

In 40+ years as a practitioner, I saw enough examples of these “natural” project managers that I wanted to explore whether or not they had anything in common.

Simple observation and reflection made it clear that gender, age, education, ethnicity, religion, formal training or job title was not the differentiator.  So what was?  Given such broad diversity, it became obvious that it had to do more with their personalities- that there must be some behavioral traits that differentiated those who were naturals from those who had to work at it.

Initially, I turned to the work of Max Wideman, who had done some research using Myers Briggs, but that proved to be too generic, with the initial research indicating that there were “naturally successful” project managers coming from each of the 16 MB types.  This meant we needed a finer measure- an instrument which went deeper than Myers Briggs.

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Editor’s note:  Second Editions are previously published papers that have continued relevance in today’s project management world, or which were originally published in conference proceedings or in a language other than English.  Original publication acknowledged; authors retain copyright.  This paper was originally presented at the Joint 2011 Conference of the Australian Institute of Project Management (AIPM) and International Association of Project Management (IPMA)  in Brisbane, Australia.  It is republished here with the author’s permission. 

ABOUT THE AUTHOR

Dr. Paul D. Giammalvo, CDT, CCE, MScPM, MRICS

Author

Dr. Paul D. Giammalvo, CDT, CCE (#1240), MScPM, MRICS, is Senior Technical Advisor (Project Management) to PT Mitratata Citragraha. (PTMC), Jakarta, Indonesia. www.build-project-management-competency.com. He is also an adjunct professor, Project and Program Management, at the Center for Advanced Studies in Project, Program and Portfolio Management (www.casr3pm.edu.sn) and develops and teaches graduate level curricula in Asset and Project Management for Western Australia University, Perth. www.blendedlearning.ecm.uwa.edu.au  For 17+ years, he has been providing Project Management training and consulting throughout South and Eastern Asia, the Middle East and Europe.  He is also active in the Global Project Management Community, serving as an Advocate for and on behalf of the global practitioner. He does so by playing an active professional role in the Association for the Advancement of Cost Engineering International, (AACE); Construction Specifications Institute (CSI) and the Construction Management Association of America, (CMAA). He also sat on the Board of Directors of the Global Alliance for Project Performance Standards (GAPPS), www.globalpmstandards.org, Sydney, Australia and is active as a regional leader in the International Guild of Project Controls. http://www.planningplanet.com/guild  He has spent 18 of the last 35 years working on large, highly technical international projects, including such prestigious projects as the Alyeska Pipeline and the Distant Early Warning Site (DEW Line) upgrades in Alaska.  Most recently, he worked as a Senior Project Cost and Scheduling Consultant for Caltex Minas Field in Sumatra and Project Manager for the Taman Rasuna Apartment Complex for Bakrie Brothers in Jakarta.  His current client list includes AT&T, Ericsson, Nokia, Lucent, General Motors, Siemens, Chevron, Conoco-Philips, Unocal, BP, Dames and Moore, SNC Lavalin, Freeport McMoran, Petronas, Pertamina, UN Projects Office, World Bank Institute and many other multi-national companies and NGO organizations.  Dr. Giammalvo holds an undergraduate degree in Construction Management, his Master of Science in Project Management through the George Washington University and was awarded his PhD in Project and Program Management through the Institute Superieur De Gestion Industrielle (ISGI) and Ecole Superieure De Commerce De Lille (ESC-Lille- now SKEMA School of Management) under the supervision of Dr. Christophe Bredillet, CCE, IPMA A Level.  Paul can be contacted at [email protected].

Project Manager Success Criteria

By Robert Youker

USA

________________________________________________________________________

The thesis of this article is that there is overwhelming evidence that exam-based PM certification systems and project management bodies of knowledge do not measure the most important factors for success in managing projects. To prove this point I will summarize research by Professor Owen Gadeken of the Defense Systems Management College at Fort Belvoir, Virginia, Professor John Kotter of the Harvard Business School and a recent book by Justin Menkes.

Owen Gadeken has conducted more than five research studies over the last dozen years to identify what are the most important competencies for a project manager to have success. All of the studies utilized the critical incident method of research and follow-up surveys where outstanding PMs are interviewed to identify what they do that makes them so effective. (for details on the approach and results see: Gadeken, Owen, What the Defense Systems Management College Has Learned From Ten Years of Project Leadership Research, Proceedings of PMI® Research Conference 2000 p 274 – 256).

The research resulted in defining the following eight behaviors of the best project managers:

  1. Are strongly committed to a clear mission
  2. Have a long term and big picture perspective
  3. Are both systematic and innovative thinkers
  4. Find and empower the best people for their teams
  5. Are selective in their involvement in project issues
  6. Focus on external stakeholders
  7. Thrive on relationships and influence
  8. Proactively gather information and insist on results

Note: Italicized competencies differentiate top performers.

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About the Author

Robert Youker

World Bank (retired)

Robert “Bob” Youker is a prolific writer, speaker, and spokesperson for PM practice around the World. A co-founder of both Project Management Institute, and asapm, the American Society for the Advancement of Project Management, he is a long-time contributor to the practice of project management. In addition to the above founding feats, he was a Director of IPMA from 1977 through 1988, taking the seat formerly occupied by Russ Archibald.  In addition to his years of service to PMI, he participated and presented in many IPMA Conferences from 1974 through the early 2000s. He presented keynotes at several of them, and organized panels and workshops in others. He introduced IPMA into a dozen government agencies and businesses all over the World, and in many cases, connected those agencies and businesses with IPMA leaders.  Bob introduced and popularized innovations to the practice of project management, from his work in Xerox in the 1960s, to his leadership in the first manual project management planning and tracking tools (Planalog President, 1968-1974). He published an early book on the Critical Path Method, Analysis Bar Charting, by John Mulvaney. As of today, that book has sold more than 30,000 copies.  In his work for World Bank, Bob developed training that has benefited thousands of project and program managers, and government officials, mostly in developing countries. He performed that training in over a dozen developing countries around the World over a 30 year period, and continues today, to help developing and developed nations. He was the author and developer of the World Bank’s CD-ROM based project management training kit titled “Managing the Implementation of Development Projects”, still available and widely used today.  In the 1970s, to increase Executive visibility for the fledgling practice of project management, Bob engineered the publishing of a Harvard Business Review collection of articles on the subject. He suggested the collection, but was told there were not enough articles for a special collection. He bought copies of the articles, submitted them, and the Harvard Business Review published one of their most popular reprint series, with a number of classic articles on project management.  Bob Youker has contributed massively to the profession or practice of project management, to asapm, to IPMA, and to society.  He continues to teach several two-week project management courses each year for participants from developing countries at the International Law Institute in Georgetown, Washington, DC, USA.  Bob can be contacted at [email protected].

PMI is a registered trademark of Project Management Institute in the USA and other countries.  asapm is a USA-registered trademark of the American Society for the Advancement of Project Management.

Construction Procurement and Project Management in Japan’s Public Sector

“Win-Win-Win”

A case study in collaboration and change

By Ian Heptinstall

UK

________________________________________________________________________

Overview

Since the mid 2000’s Japan has made a radical shift in how public sector construction procurement is managed.  This has resulted in faster and more efficient delivery, improved value for money, and higher profitability for contractors.  This report describes the changes they have made.

PMMS believe this must be one of the largest scale examples of collaborative procurement in action.  One of the world’s largest construction organisations made this change happen and reaped the benefits that traditional competition by itself was not delivering.  It came from a thorough understanding of what drove cost, managing risk and removing waste, and finding ways in which all parties could achieve more of their objectives.  Interestingly this change did not require the client to favour a handful of key suppliers, outsource its responsibilities, or to sign any long-term frameworks.  Competition was still used to select contractors, and SME’s could do as well as large contractors.

There are lessons and opportunities from this case which can be used by public and private sector organisations – both clients and main contractors – around the world.

Introduction

This report describes the significant changes made by the Japanese Government in the management of their public works capital programme.  It is based on a meeting in Tokyo which the author had in November 2011 with Yuji Kishira (now MD of Goldratt Consulting in Japan) and Masanori Seta, Senior Manager: Construction Procurement Policy & Strategy at the Ministry of Land Infrastructure and Transport (MLIT).

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ABOUT THE AUTHOR

Ian Heptinstall BEng, CEng, MCIPS

Author

Ian Heptinstall  is a UK-based consultant whose procurement experience has seen him sitting in most of the seats around the buyer-supplier table.  He has in-depth expertise in indirect and CapEx procurement, and has led significant organisational change projects.  As a chartered engineer, working in the chemicals industry, early procurement experience was as a project manager in ICI and Zeneca, selecting and managing suppliers with little professional input.  It was in Zeneca that he moved into his first procurement role.  After 15 years with ICI and Zeneca, Ian then moved into the supplier’s seat working at the engineering consultancy Eutech. Ian and his team managed capital projects for clients in the process industry, and he also designed and delivered training and development assignments in project management and procurement.  One of his major projects used an innovative project alliance approach to its management and contract.  As well as winning an award for Supply Chain Excellence, the project brought significant benefit to the client Rohm and Haas.  He returned to procurement as Engineering Procurement Manager for Glaxo Welcome, leading teams at the four main production facilities in the UK and Singapore.  When Glaxo merged with Smithkline Beecham he moved to the central Capital Procurement team as Sourcing Group Manager.  From GSK he joined a small global management consultancy, initially working in the USA on a major procurement change programme with Sears.  Back in Europe Ian worked on a number of short analysis projects across several industries, before joining a 12 month assignment with steel manufacturer Arcelor.  Immediately prior to joining PMMS Ian was Supply Chain Director at NG Bailey, a leading UK construction company,  where he led the transformation of procurement from a distributed, inconsistent and transactional overhead, to a centrally-led, integrated, value-adding part of the business.  The training part of this work was recognised with a UK National Training Award in 2007.  Ian enjoys all aspects of procurement improvement, from strategic operational and organisation design, to training and coaching.  Particular interests include procurement of capital projects and commercial awareness training for non-procurement staff.  Ian can work in French as well as English.  He can be contacted at [email protected].

Networking – With all the tools, meetings and conference calls, where are our Networks?

Rebecca Winston, JD, PMI Fellow

USA

________________________________________________________________________

Recently I have been doing genealogy as a hobby for both my spouse’s family tree as well as my own.  While researching yet another illustrious and sometimes infamous relative of my spouse I got to thinking that as a profession we do not celebrate our family nor do we truly document it.

No I am not suggesting one can create a family tree of project management individuals or another in a long line of directories.  I am suggesting that we acknowledge our networks and grow our networks.  Yes, I realize we do what we refer to as networking at events, but do we really have a network.  To me there is a distinct difference and one does not necessarily cause the other to be created or exist in an operable state.

To assist in understanding what I mean by the last statement, allow me to offer up some connotative definitions of both networking and network or our professional “family” network.  Networking has often been defined as a connection used for market or professional advancement.  My definition is much more expansive and to some extent is a blend of social and professional networking.  Networking is the action or series of actions of professional and social outreach resulting in interactions that are positive in nature and can be socially as well as professionally beneficial for one or more parties to the network interaction but extend beyond the single point of interaction.  The structure of relationships that result from the interaction extending beyond the single point of interaction is what I refer to as the network.  I would in no way restrict the definition, as many have to do only those in one’s profession.  I know of no profession that is totally self-reliant.  A true social, professional network should and does extend beyond one’s singular stated profession.

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ABOUT THE AUTHOR

REBECCA WINSTON, JD

Former Vice-Chair, Chair, Fellow – PMI®

P/PM Consultant to US Government

Idaho Falls, ID, USA

Rebecca (Becky) Winston, Esq., JD, PMI Fellow, is a former Chair of the board of the Project Management Institute (PMI®). An experienced expert on the subject of project management (PM) in the fields of research & development (R&D), energy, environmental restoration and national security, she is well known throughout the United States and globally as a leader in the PM professional world.  Rebecca has over 25 years of experience in program and project management, primarily on programs funded by the US government.  She is a graduate of the University of Nebraska’s College of Law, Juris Doctorate (1980), in Lincoln, Nebraska and has a Bachelor’s of Science (BS) degree in Education from Nebraska Wesleyan University She is a licensed attorney in the states of Iowa and Nebraska, USA. Active in PMI since 1993, Rebecca Winston helped pioneer PMI’s Specific Interest Groups (SIGs) in the nineties, including the Project Earth and Government SIGs, and was a founder and first co-chair of the Women in Project Management SIG. She served two terms on the PMI board of directors as director at large, Secretary Treasurer, Vice Chair (for two years), and Chair (2002). She was elected a PMI Fellow in 2005.  She is also a member of the American Bar Association and the Association of Female Executives in the United States.   Ms. Winston periodically serves as an advisor to organizations such as the National Nuclear Security Administration (USA), U.S. Department of Energy (DOE) and the U.S. Department of Homeland Security (DHS) on topics ranging from Program and Project Management to project reviews, risk management and vulnerability assessments. She has extensive recent PM experience in the areas of alternative energy, national defense and security, and has worked closely with local, regional and national officials, including Congress and the Pentagon.  Becky can be contacted at [email protected].

What “hats” to wear on ICT projects?

Theofanis Giotis, MSc, PhD C., PMP, PMI-ACP

Athens, Greece

________________________________________________________________________

Having project team members to wear specific “HATS” increases the probability of successful ICT project delivery!

During all Project Management related conversations, workshops and trainings, a single question is always asked: “How do we organize the team members? What roles do we assign to them?” On the other hand, creating meaningful ICT solutions on-time, on-budget and on-specs requires a proven approach. Very few of all project management methodologies deal with project team issues. Mainly because most of these methodologies are cross-industry and cannot address specific issues on IT projects.

Microsoft Solutions Framework (MSF) is an adaptable framework, indispensable for delivering IT solutions faster, with fewer people, less risk and higher quality. In contrast with a prescriptive methodology, MSF provides a flexible and scalable framework that can be adapted to meet the needs of any project of any size and complexity in order to plan, build, and deploy business-driven technology solutions. Also MSF is one of the oldest Agile methodologies.

MSF is based on 3 disciplines (Project Management, Risk Management, and Readiness Management Disciplines) and 2 models (Process & Team models). MSF is called a framework instead of a methodology. Project Management and Risk Management disciplines are based on PMBOK®. The MSF readiness management discipline was created because the need for team readiness spans the entire project. Actually readiness means “agility”. Assessing and developing necessary team competencies enables organizations to complete projects more efficiently and with higher quality. Evaluating the results of training and monitoring the teams acquired skills, knowledge, and abilities enable the team to attain full realization of readiness investments.

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ABOUT THE AUTHOR

THEOFANIS GIOTIS

Athens, Greece

Mr. Theofanis Giotis (BA, MSc, MCT, PMP®), is Founder and owner of 12PM Consulting (2009), Co-Founder and CEO of ITEC Training S.A. (1988), and Co-Founder and CEO of ITEC Total Solutions S.A. (1995). He is Co-Founder and President of PMI GREECE Chapter (Greek Chapter of Project Management Institute) since 2005. He is President of IAMCP GREECE (Greek Chapter of International Association of Microsoft Certified Partners). Finally he is the Acting President of IIBA GREECE (Greek Chapter of International Institute of Business Analysis).  Mr. Giotis holds a BA in Economics from Kapodistriakon University of Athens, Greece, an MSc in Management (Operational Degree) from Lancaster University, UK, and a Computer Programming/Systems Analysis degree from ACE College, Athens, Greece. He was certified as a PMP® in 2004, he has graduated from Leadership Institute Masters Class (PMI LIMC 2007) and has passed 80+ professional certifications (PMP®, MCT, MCT, MCSE, MCSD, MCDBA, IT Project+, CTT+, MMI).  Mr. Giotis has 24+ years of experience in Project and Program Management, ICT, Economics, Operational Research (O.R.) and Management. Since 1987, as an entrepreneur, consultant and trainer, Theofanis has envisioned, planned, and managed hundreds of IT/TELCO projects in the EMEA region.  In 1992, Theofanis was part of a team that setup the first PMO in Greece for a €200.000.000 project. Since 1987 he has gained more than 22.000 consulting/training hours experience in the field of ICT and Project Management. Mr. Giotis has given 150+ presentations in ICT and Project Management, has published 110+ articles for Project Management and has taught 90+ Project Management courses with 1200+ attendees certifying 35% of all Greek PMPs. Mr. Giotis is an adjunct professor at University of Piraeus, Aristotle University of Thessaloniki and BCA College teaching Management Information Systems (MIS), Project Management, Portfolio Management and Enterprise Project Management at MBA level.  He is a member of PMI Information Systems SIG, PMI Troubled Projects SIG, PMI Education SIG, PMI Training SIG, Washington DC PMI Chapter, PMI-GREECE Chapter and Frankfurt PMI Chapter. Theofanis is a member of ROTARY, PMI, ISACA, AMACON, EEDE and EEEE. Also he is member of the Board of Directors at Rotary Club of Kifissia and member of the PMI R.E.P. Advisory Group.  Theofanis lives in Athens, Greece and can be contacted at [email protected] or [email protected].

The Importance of Enthusiasm

Alfonso Bucero, MSc, PMP, PMI Fellow

Madrid, Spain

________________________________________________________________________

Projects are not all sweetness and light, not by a great deal. However you can put a new spirit, new creative skill into your project manager’s job. Indeed, you can do better and better with everything. I you want it, and then you can do it. So we need to learn how to utilize enthusiasm in order to move into the exciting and creative segment of the successful project managers. You will find among them total agreement that enthusiasm is the priceless ingredient of personality that helps to achieve happiness and self-fulfillment.

For without enthusiasm, one would scarcely be willing to endure the self-discipline and endless toil so necessary in developing professional skill. I believe enthusiasm is the dynamic motivator that keeps one persistently working toward his goal. The mental and spiritual heat created by enthusiasm can burn off the apathy failure elements in any personality and release hitherto unused, even unsuspected powerhouse qualities. If you go beyond simmering, even to boiling, probably you will discover talents and powers you never dreamed were yours. At the start of every project there are always the negativists who say, “It just cannot be done, this project will fail..”. The pessimistic is so eager to be able to say. “I told you so”.

In my particular case when I started my PM Consulting business my enthusiasm bred faith, and faith stimulated action. I believed in my project. Obviously I had many problems and issues during the two first years, I’m still has more problems and issues. But I’m always focused on learning from my failures and reinforcing my achievements. I always look at the positive side of life. Enthusiasm is passion and passion is related to fire in a special way. Enthusiasm builds a fire within a person…

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ABOUT THE AUTHOR

Alfonso Bucero

Author

Alfonso Bucero, DEA, PMP, PMI Fellow, is founder and Managing Partner of BUCERO PM Consulting, based in Madrid.  Alfonso was the founder, sponsor and president of the PMI Barcelona Chapter until April 2005, and belongs to PMI’s LIAG (Leadership Institute Advisory Group).  He was also the President of the PMI Madrid Spain Chapter. Alfonso has a Computer Science Engineering degree from Universidad Politécnica in Madrid and is studying for his Ph.D. in Project Management. He has 29 years of practical experience and is actively engaged in advancing the PM profession in Spain and throughout Europe. Alfonso is a contributing editor and international correspondent for PM World in Spain.  Alfonso can be contacted at [email protected].