Project Management Update from Nigeria


Map of NigeriaMap of NigeriaBy Taopheek Babayeju
International Correspondent

Abuja, Nigeria


ProMaCon tackles Capital Project Challenges in Port Harcourt

The 4th edition of the ProMaCon event with the theme CAPITAL PROJECTS AND IMPLEMENTATION was held on the 20th November 2012 at the Landmark Hotel Port Harcourt. The programme which was anchored by Mr. Adeoye Abodunrin, an ex-officio of PMI Lagos kicked off with welcome and introductions by Mr. Wole Oriade, the Project Manager of the ProMaCon Project Management Seminar – PH 2012 and was followed immediately by the Opening Address by the Mr. Taopheek Babayeju – Programme Director, ProMaCon while Mr. Nathaniel Togun, the President, PMI Port Harcourt- Nigeria delivered the Institutional Address.

There were Goodwill Messages by the leader of the Central Bank of Nigeria delegation, Mr. Nwaiwu Malachy, Deputy Director Branch Operations and also Mr Esege Eja-Dons, SA to the Governor of Cross Rivers State on Project Monitoring and Evaluation. A one minute silence was observed in respect of the demised Chairman of ProMaCon – Chief Oluwole Alani Adeosun.

The Keynote Presentation was delivered by Dr. Yemi Kale – Statistician General of the Federation, National Bureau of Statistics (NBS) and Technical Presentations by Mr. Niyi Yusuf – Country Managing Director, Accenture and Dr. Diana Gimba, CEO TenStep Project Management Nigeria.

The regional seminar which was introduced as a direct response to stakeholders’ call for more professional engagements and developmental events, the mini conference which had participants from both public and private also featured Panel Discussions and break-out sessions. Dr. Gibson Okorafor¸ a Professor of Project Management, FUTO led the session on Capital Project Monitoring and Evaluation, while Mr. Cyril Ekpe, Chief Engineer in Shell led the session on Project Performance Measurement.


To read entire report (click here)

About the Author

TAOPHEEK-BABAYEJU-bioflag-nigeriaTaopheek Babayeju


International Correspondent

Taopheek Babayeju is a seasoned professional with over twelve years of experience in Project Management, Technology and Entrepreneurship. As a project manager, he has managed several projects across different fields including IT, Telecoms, Civil, Education, and Events to mention a few. He is known for his detailed and analytical approach to solving problems; he specialises in using technology and innovations to enhance business models and processes. His expertise includes strategies, innovations, planning and concept development.

Taopheek obtained his first degree in Physics and started out his career as a telecoms engineer at TCC Nig. Ltd. He later attended the United Kingdom Telecoms Academy (UKTA) where he trained as a network engineer.  He acquired knowledge of mobile technologies like GSM, GPRS, EDGE, UMTS and was certified in the installation of communication equipments, fiber optics and network infrastructures. Before joining MTEL as a Senior Network Engineer, he worked with various organisations in the ICT sector including SonyEricsson. While at the Project Implementation Unit of MTEL he trained as a Project Manager in the U.A.E. and U.K and handled several projects including the organisation’s network roll-out and expansion programmes. He later voluntarily resigned to pursue a career as an independent Technology and Project Consultant.

Taopheek is a Certified Entrepreneurial Manager and an Alumni of Pan African University. He is also a trainer and facilitator. He is currently the Managing Partner at iCentra and serves as the Programme Director of ProMaCon, an initiative that won him PMI award for the “Most Outstanding Contribution to Project Management in Nigeria”. He was the Vice President, Outreach of the Project Management Institute (PMI Nigeria) and also member of the Society for Monitoring and Evaluation of Nigeria. He is an international correspondent for PM World, and an editorial board member of PM Foresight Magazine. He loves art of all forms; dance, music, photography, painting and documentary movies.  Taopheek can be contacted at [email protected].

In This Issue

David Pells,

Managing Editor

Addison, Texas, USA – Welcome to the December edition of the PM World Journal (PMWJ), a web-based publication serving the world of professional program and project management (P/PM). As stated on the PMWJ website, the objectives for the journal include:  (1) to support the creation of new P/PM knowledge; (2) to provide more recognition and visibility for authors, the ones who create that knowledge; (3) to 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 professional P/PM for solving more of the world’s problems.  Each month we will issue a Call for Papers, inviting experts, researchers and practitioners worldwide to share their knowledge by submitting an article or paper for publication.  If you have knowledge to share, or an article or paper to publish, contact [email protected].

This month’s edition of the PMWJ includes 34 articles, papers, reports and book reviews from 17 different countries, reflecting the continued globalization of our readers and contributors.  Authors in 6 countries have contributed Featured Papers in this issue.  Dr. Pieter Steyn in South Africa has authored an interesting paper entitled “Sustainable Strategic Supply Chain Leadership and Management.”  Alan Stretton, PhD in Australia has co-authored a stimulating paper with Terrence Blythman entitled “Alternative Scenarios for the Future of Project Management. Patrick Weaver in Australia is the author of an important new paper – “Henry A. Gantt, 1861-1919: Debunking the myths, a retrospective view of his work”. Allesandro Bolloni in Italy has provided a paper on “Benefits Realisation Management for Enterprise Success.”  Bob Prieto, Senior Vice President of Fluor Corporation in the USA, has athored “Comparison of Design Bid Build and Design Build Operation and Maintain Project Delivery.”  Russell Archibald, who lives in Mexico, has teamed up with Ivano Di Filippo and Daniele Di Fillippo in Italy to author an important new paper on“The Six-Phase Comprehensive Project Life Cycle Model.”  These are all serious papers; we hope they are useful to our readers this month.

Three Series Articles are included this month. Prof Darren Dalcher in the UK has organized an “Advances in Project Management” article by Dr. Göran Brulin and Dr. Lennart Svensson in Sweden, “Sustainable Change in Large Projects”.  Professors Brulin and Svensson are the authors of the book “Managing Sustainable Development Programmes” published by Gower in 2012.  Darren has also provided an introductory article entitled “Sustainability and Success”.  The team of Russ MartinelliTim Rahschulte and Jim Waddell at the Program Management Academy in Oregon, USA are authors of “Senior Management Enablers for Distributed Project Teams” in their “Program Management Commentary” series.

To read entire paper (click here)

About the Author


Managing Editor, PMWJ

David L. Pells is Managing Editor of the PM World Journal, a global eJournal for program and project management, and Executive Director of the PM World Library. He is also the president and CEO of PM World, the virtual organization behind the journal and library, and of PM World Services, an executive P/PM advisory firm.  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, energy, transit, high technology, and nuclear security, and project sizes ranging from several thousand to ten billion dollars. He has been an active professional leader in the United States since the 1980s, serving on the board of directors of the Project Management Institute (PMI®) twice.  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 – India); and of the Russian Project Management Association SOVNET.  From June 2006 until March 2012, he was the managing editor 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].

Executive PMO – Blending Project Management and Business Management


By Darrel G. Hubbard, PE, President,

D.G.Hubbard Enterprises, LLC


Dennis L. Bolles, PMP, President,

DLB Associates, LLC



Enterprises can no longer afford to continue to authorize, fund, or execute projects without a clear driving strategy. The authors’ research shows that enterprises have identified opportunities to improve the alignment of project execution with corporate strategies and objectives that support the enterprise’s mission and vision, through the use of executive-level PMOs. The executive PMO is being seen as the change agent and unifying force within the enterprise. It has the ability to influence outcomes, lead projects that are enterprise-wide, and encourage and drive collaborative cooperation among the various business units to deliver desired benefits and value.

The research results were extracted from detailed full-text project management office case studies prepared and submitted in 2012 by both commercial and governmental enterprises in response to a formal questionnaire. The case studies are documented in the authors’ book, A Compendium of PMO Case Studies: Reflecting Project Business Management Concepts. The extensive survey instrument was based upon the authors’ Project Business Management (PBM) model and related Project Business Management Organization (PBMO) concept. The paper presents conclusions relating to the future of PMOs, which include challenges being experienced in implementation and maturation; types of benefits and values being delivered; roles, responsibilities, and authorities; and positioning within the enterprise.


The business pressures during the recent period of global expansion and the following recession resulted in a growing number of enterprise-wide projects. The additional requirements necessary to handle these projects exacerbated the issues already associated with what had been the normal ways many enterprises were doing business. To put this in perspective, about 25% of all the goods and services produced in human history were produced in the last 10 years. The global economy is influencing organizations to establish better means of managing portfolio, programs, and projects, and to prioritize their projects and programs to achieve business results and value more efficiently and proficiently.

During this time of change, another key challenge emerged for business. The time allotted for projects and programs to be vetted, and changes to be accommodated, is being condensed. This challenge affects the enterprise’s ability to ensure that projects and programs align with existing strategies that support the enterprise’s mission and vision. Enterprises can no longer afford to continue to authorize, fund, or execute projects without a clear driving strategy.

A mounting pressure continues for large enterprises in the marketplace to apply more formal business management principles, practices, and processes to the projects in their portfolios and programs. Many executives and business unit leaders recognize that the effective management of their projects has a measurable impact on their enterprise’s bottom line. Management also recognizes that they depend on the proper application of specific business, portfolio, program, and project management processes.


To read entire paper (click here)

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 6th Annual UT Dallas Project Management Symposium in Richardson, Texas, USA in August 2012.  It is republished here with the permission of the authors and UT Dallas.

About the Authors

Dennis Bolles

Dennis Bolles is the President of DLB Associates, LLC and has more than 40 years of experience in multiple industries providing business and project management professional services. He has been a member of the Project Management Institute (PMI®) since 1985 received his Project Management Professional (PMP® ) certification in 1986 (#81) and is a founder/charter member of the PMI Western Michigan Chapter serving on its Board of Directors in several positions since its 1993 inception.  Dennis is the PMI Standards Project Manager who led the project core team to a successful completion and on-time delivery of the PMBOK® Guide Third Edition in 2004. He has served on and contributed to multiple PMI Standards over the past 20 years.

Dennis is a published author of many project management articles, served as Key Note speaker at PMI Congresses in St. Petersburg, Russia, Athens, Greece, and Santiago, Chile. He is a guest speaker at PMI Chapter Dinner meetings and Professional Development Days across the USA, a presenter at several PMI North American Congresses and other Symposiums, and presents Webinars for PMI Chapters and Communities of Practice around the world.

He is the author of Building Project Management Centers of Excellence, AMACOM, 2002. He is the Co-Editor of The PMOSIG Program Management Office Handbook, JRoss, 2011. He is the co-author of the books The Power of Enterprise-Wide Project Management, AMACOM, 2007 and A Compendium of PMO Case Studies: Reflecting Project Business Management Concepts, PBMconcepts, 2012.

Visit his website at www.dlballc.com for information about DLB Associates, LLC and www.PBMconcepts.com for information about current and future book projects.

Darrel G. Hubbard

Darrel G. Hubbard, PE is President of D.G.Hubbard Enterprises, LLC providing executive consulting and assessment services. He has 45 years of experience in executive, consulting, line management, and technical positions; was a project manager on commercial projects; and a designated “key person” under government contracts. Mr. Hubbard holds a bachelor’s degree in mathematics and physics with a minor in chemistry from the University of Minnesota at Moorhead. He is a registered Professional Engineer in Control Systems in California.

He joined PMI in1978 (#3662), is a charter member of the PMI San Diego Chapter, and was deputy project manager for the PMBOK® Guide Third Edition. He is a published author of many articles, was the Exhibitor Chairperson for the 1993 PMI Symposium, a presenter at several PMI Congresses and other Symposiums, and guest speaker at PMI Chapter meetings. He is a contributing author to The AMA Handbook of Project Management, AMACOM, 1993 and is co-author of the books The Power of Enterprise-Wide Project Management, AMACOM, 2007 and A Compendium of PMO Case Studies: Reflecting Project Business Management Concepts, PBMconcepts, 2012.

He can be contacted at [email protected]. Visit the PBMconcepts website at www.PBMconcepts.com for information about current and future book projects.

How does Project Management cope with the Global Organisational Structure?


By Anca Onuta

Academy of Economic Studies

Bucharest, Romania

Editor’s note: This paper won the 3rd prize Student Paper Award – master level at the happy projects ’12 conference in Vienna in May 2012; republished here with approval of the author and happy projects conference organizers, PROJECT MANAGEMENT GROUP at the Vienna University of Economics and Business Administration and ROLAND GAREIS CONSULTING.  Learn about the happy projects events at http://www.happyprojects.at/ 


In the era in which the globalisation is a routine, the organisations have multicultural teams. In this regards, the project management has to line up into delivering highly successful projects independent of the organisational structure and location of stakeholders or project teams.

The paper focuses on exploring the challenges faced by the global project management. What is really interesting is that, if the methodologies and worldwide procedures may seem the key of delivering successful projects, the solution is in the hands of the human side of the projects: the capacity of the project management to handle the individual personalities and raised situations.

  1. 1.    Introduction

Roland Gareis’ Project and Program Management defines project management as a business process of the project-oriented company and focuses on its sub processes project start, continuous project coordination, project controlling, and project close-down and possibly resolving a project discontinuity. The success of project management is assessed on the basis of the professional performance of these processes, not on the basis of a project handbook that meets all formal demands.

Management of project objectives, management of the project schedule, management of the project cost planning, and so on cannot be accepted as project management processes because only an integrated consideration of all methods of project management can lead to optimal results. The management of project plans as “processes” cannot ensure a holistic management. (Gareis, R., 2006, p. 2-8).

The objects of consideration in project management are the project objective, the project scope, the project schedule, the project resources, the project costs and project income, and the project risks, as well as the project organisation, the project culture, and project context (fig). The dimensions of the project context are the pre- and post- project phases, relevant project environments, other projects, the company strategies, and the business case for the investment that is initiated by the project. (Gareis, R., 2006, p. 2-9).

While many of the managerial tools and techniques form a common operational platform throughout the global team, many local subteams have their own unique tools and application or deploy conventional tools in a unique way. Spiral planning, stakeholder mapping, concurrent engineering, and integrated product developments are just a few examples of the specialised, diversified nature of tools used in the global project management environment. Matching organisational culture with any of these tools is a great challenge for the overall management of a project and its integration.

Stakeholder involvement during the tool platform selection, development, and implementation, as well as trade-offs among efficiency, speed, control, flexibility, creativity, and risk, is critical to the effective use of these tools and techniques throughout the global project team organisation.( Gareis, R., 2006, p. 5-6)

Moving ahead, the Global Project Management Handbook talks about three tactical success factors in this group…


To read entire paper (click here)

About the Author

Anca Onuta

Anca Onuta holds a Computer Science Bachelor degree from the Al. I  Cuza University from Iasi, Romania and recently graduated from the IT Project Management Master Program at the Academy of Economic Studies in Bucharest.

She is supporting the applied theory, therefore has started her career while still a student. Trying to adapt in Global world, after graduation she worked for more than a year in Mumbai, in the world’s biggest IT outsourcing company – Tata Consultancy Services India. Back home she joined Oracle as part of a virtual team spread around the world.

Presently she is working as a Project Manager at OMV Petrom, leading several national projects with multicultural teams.

Anca is passionate about a world without borders; in the spare time she likes getting to know other cultures, by backpacking and living with locals. She speaks fluent English, Spanish and Italian.   [email protected].

Agile Methods and the Need for Speed


By Kevin Aguanno, PMP, MAPM, IPMA-B, Cert.APM, CSM, CSP


When asking people why they want to use agile delivery methods, one of the most common reasons I hear is that they want to “deliver faster.”  It seems that there is a widespread frustration with the way administrative bureaucracy, inefficient development processes, and overburdening governance processes impede project performance.  In many cases, an apparently simple, short development project cannot be delivered quickly because of the process and governance overheads that stretch the project out across the calendar and act as a multiplier on the estimated project budget.

Of course project sponsors are frustrated with this situation – I’d be frustrated too.  If there is needless red tape slowing down a project, that is an evil that should be rooted out and eradicated within our organizations.  The problem, however, is that agile methods are not about delivering faster; rather, their benefits are in other areas:

  • Lower Risk of Building the Wrong Thing — With frequent demonstrations of the evolving solution, the project sponsor and other stakeholders can see where the project is headed and they can redirect the project team’s efforts if there has been a misunderstanding of requirements.  Additionally, this redirection can include the addition of new requirements or changes to existing requirements to ensure the project is delivering optimum value.  It is important to note that the business stakeholders’ understanding of what they asked for evolves over the course of the project, bringing new insights and new requests.
  • Rapid Reduction in Technical Risk — Through careful prioritization, the project team can quickly eliminate technical risk in the project by validating the solution design in early iterations. If an assumption proves wrong, or if the solution design does not work, then there will be minimal rework required (and possibly plenty of time remaining on the schedule) to correct the issue. Once the major technical issues have been resolved, the remainder of the project should proceed without further major interruptions.


To read entire article (click here)

About the Author

Kevin Aguanno

Kevin Aguanno is a principal consultant with GenXus Management Consulting, a specialist in project and programme management strategy consulting with deep expertise in agile delivery frameworks.  Author of over 20 books, audiobooks, and DVDs on agile topics, Aguanno teaches agile methods at several universities and at conferences around the world. Find out more at http://www.mmpubs.com/catalog/Aguanno–Kevin-i-7.html.

Managing Agile Projects, edited by Kevin Aguanno, published in January 2012 by Multi-Media Publications; ISBN: 9781895186116; soft cover, 420 pages – Info about the book at http://www.mmpubs.com/catalog/managing-agile-projects-book-p-1.html.

Senior Management Enablers for Distributed Project Teams


Program Management Commentary

By Russ Martinelli, Tim Rahschulte & James Waddell

Program Management Academy

Oregon, USA

In our last article we touched on the practices and capabilities that help drive participation, collaboration and integration in a highly distributed team.  This article will focus more generally on some key organizational enablers that enhance the probability of success for the team working in a global or highly distributed environment.  These enablers are owned and driven for the most part by the organization’s senior management.

As pointed out by Hildenbrant & Brandi in a recent white paper, “Global Project Management Enablers”, “the project oriented company has high project maturity and provides the framework that enables the global project team to work optimally.  Project maturity is the measure of both how competent the organization is in practicing project management and how the balance of power is between the project organization and the line organization”.1 This need for balance of course, raises the need to clarify the need for empowering the project team so that responsibility and authority is appropriately understood across the organizational management structure.

Team Empowerment

The nature of highly distributed teams is that they are dispersed across multiple geographical sites.  This creates a complex management situation whereby the team needs to work and manage across numerous functional organization boundaries.  Successful project-based organizations proactively address this complex situation by clarifying roles and responsibilities between project leaders and line management leaders.

This is necessary to ensure that project leaders are empowered with the appropriate level of decision-making authority that is necessary to effectively manage the project resources required to meet the business and operational objectives that they are assigned by senior management.  These roles and responsibilities need to be well communicated to all groups within an organization that are vested in the success of a project so that they understand who has responsibility and authority for managing the project resources.

Formal Escalation Process

When elements of the firm’s organization are dispersed across multiple geographical sites, an important process that is needed for project teams is a formalized escalation process.  Many times, major barriers need to be addressed and decisions made that are outside the scope and authority of the project team leader…


To read entire article (click here)

Editor’s note: The Program Management Commentary series includes articles by Russ Martinelli, Tim Rahschulte and Jim Waddell, principle consultants at the Program Management Academy.  The authors have extensive experience working on international programs in technology industries, and are the authors of Leading Global Project Teams and Program Management for Improved Business Results.  More information at  www.programmanagement-academy.com

About the Authors

Russ Martinelli


Russ Martinelli is co-founder of the Program Management Academy and co-author of Leading Global Project Teams and the comprehensive book on program management titled Program Management for Improved Business Results.  As a senior program manager at Intel Corporation, Russ has many years of experience leading global product development teams in both the aerospace and computing industries.  Russ can be contacted at [email protected]

Tim Rahschulte


Tim Rahschulte is co-author of Leading Global Project Teams and an executive director at the Program Management Academy. Tim is also responsible for international management and leadership studies at George Fox University in Oregon.  He consults with state governments in the USA on matters of organizational change as a business transition architect.  Contact Tim at [email protected].

Jim Waddell


Jim Waddell, former director of program management for Tektronix, is a co-founder of the Program Management Academy.  He is an experienced management consultant in his fields of expertise: program management, mergers and acquisitions. He has held a variety of management positions, has been a speaker at numerous conferences, and is a co-author of Leading Global Project Teams, and Program Management for Improved Business Results.  Jim can be contacted at [email protected].

Sustainability and Success


Advances in Project Management

By Prof Darren Dalcher

Director, National Centre for Project Management

University of Hertfordshire


Introduction to the December PMWJ Article by Dr Göran Brulin and Dr. Lennart Svensson

Many articles and conference presentations touch on the notion of project failure, promising to improve on past statistics. Indeed, we are developing a growing understanding of the core causes that underpin failure; but is this growing understanding both necessary and sufficient to deliver success?

Part of the answer depends on when we measure success. Success is clearly a relative term that is context- and viewpoint- dependent. It is also time-dependent as the view of a success, or failure, of a system or artifact may vary with time.

But there is also an essential contradiction. Projects are designed to deliver a product, or artifact as an end point. Delivery and handover can thus be viewed as a successful result of a project. Yet, this may lead to deeper questions about the nature of project management. Is project management simply concerned with the creation of something that did not previously exist, or does it go deeper and look at the need to make a difference, achieve an outcome, or deliver promised benefits?

If we accept the former, we have a project management that is focused on delivery. If we delve into the latter we are obliged to adopt a longer-term position, one that extends beyond delivery of a project into the benefit realisation and investment cycles.

Society has also become increasingly engaged with the concept of sustainability as it becomes increasingly obvious that the competitive race to accumulate profits has depleted resources and challenged environments. The short-term focus of projects, which encourages immediate exploitation to deliver identified targets, thus stands in direct contradiction to need to adopt a responsible stance and consider the impact on future generations. Indeed, we might even contend that projects, with their inherent race towards success, contradict the notion of sustainability. As we engage in more and more projects, we may forget to take a strategic view or ignore the long-term perspective. The more rapid the results, and the smaller the cycle of delivery, the less time we have for developing holistic thinking patterns and considering the longer term impact of our decisions and actions…


To read entire article (click here)

Editor’s note: The PMWJ Advances in Project Management series includes articles by authors of program and project management books published by Gower in the UK.  Each month an introduction to the current article is provided by series editor Prof Darren Dalcher, who is also the editor of the Gower Advances in Project Management series of books on new and emerging concepts in PM.  Prof Dalcher’s article is an introduction to the invited paper this month in the PMWJ by Gower authors Dr Göran Brulin and Dr. Lennart Svensson on the subject of “Sustainable Change in Large Projects.”  Information about the Gower series can be found at http://www.gowerpublishing.com/advancesinprojectmanagement.

About the Author

Darren Dalcher, PhD

Author, Series Editor

Director, National Centre for Project Management

University of Hertfordshire


Darren Dalcher, Ph.D. HonFAPM, FRSA, FBCS, CITP, FCMI is Professor of Project Management at the University of Hertfordshire, and founder and Director of the National Centre for Project Management (NCPM) in the UK.  He has been named by the Association for Project Management (APM) as one of the top 10 “movers and shapers” in project management in 2008 and was voted Project Magazine’s “Academic of the Year” for his contribution in “integrating and weaving academic work with practice”. Following industrial and consultancy experience in managing IT projects, Professor Dalcher gained his PhD in Software Engineering from King’s College, University of London.  Professor Dalcher has written over 150 papers and book chapters on project management and software engineering. He is Editor-in-Chief of Software Process Improvement and Practice, an international journal focusing on capability, maturity, growth and improvement. He is the editor of the book series, Advances in Project Management, published by Gower Publishing of a new companion series Fundamentals of Project Management.  Heavily involved in a variety of research projects and subjects, Professor Dalcher has built a reputation as leader and innovator in the areas of practice-based education and reflection in project management. He works with many major industrial and commercial organisations and government bodies in the UK and beyond.  He is an Honorary Fellow of the APM, a Chartered Fellow of the British Computer Society, a Fellow of the Chartered Management Institute, and the Royal Society of Arts, and a Member of the Project Management Institute (PMI), the Academy of Management, the Institute for Electrical and Electronics Engineers, and the Association for Computing Machinery. He is a Chartered IT Practitioner. He is a Member of the PMI Advisory Board responsible for the prestigious David I. Cleland project management award and of the APM Professional Development Board.  Prof Dalcher is an academic editorial advisor for the PM World Journal.  He can be contacted at [email protected].

Sustainable Change in Large Projects


Advances in Project Management

By Dr. Göran Brulin and Dr. Lennart Svensson


Our research deals with how sustainable impact can be achieved from large projects and programmes. Sustainability means outcomes in terms of long-term effects from a programme – that is a cluster of projects. Our review of earlier programme and project initiatives indicates that sustainability has often been poor. Uncertainty about what projects lead to in the long-term is great, since there is little research in the area, and few evaluations study long-term effects. Which are the mechanisms for successful sustainable development programmes and projects? What driving forces enable project results to continue, be integrated with regular operations, and disseminated to other areas and leading to strategic impact? There seem to be three mechanisms that are decisive:

  1. Active ownership within the framework of an efficient and transparent project organisation.
  2. Collaboration between important actors and organisations building on joint knowledge formation blended with action.
  3. Developmental learning that leads to multiplier effects.

Learning through on-going evaluation and interactive research in the Swedish EU Regional and Social Funds programmes show that these mechanisms are the starting point for sustainable long-term effects? Hitherto, it has been difficult to draw overall conclusions from the ambitious programmes carried out to support regional growth, innovation and job creation. However, now it can be shown that lack of active ownership is evident in many projects. This is a consequence of how projects are initiated, prioritised and steered. Project are often initiated externally, from an intermediate level in the organisation or from the staff, which means that top management and line managers are not involved in taking long-term responsibility for initiated projects. It has also proved to be difficult to bring about learning collaboration between important actors and organisations, especially in large and complex projects that have been dominant during the current programming period. Innovation systems and Triple Helix also cover different actors with different traditions and cultures. The possibility of creating developmental learning leading to multiplier effects is limited by rules, routines and obstacles between projects, programmes and the system level.


To read entire article (click here)

About the Authors

Dr Göran Brulin

Swedish Agency for Economic

and Regional Growth

Dr. Göran Brulin is senior analyst at the Swedish Agency for Economic and Regional Growth ([email protected]). He is responsible for on-going evaluation of the European Regional Development Programmes. He is adjunct professor in local and regional innovations at Linköping University and associated with HELIX VINN, Centre of Excellence (see www.liu.se/helix). His research interests include interactive local and regional development, organization of work, business administration and management and economic sociology.

Dr Lennart Svensson

Linköping University

Dr. Lennart Svensson is professor in sociology at Linköping University ([email protected]) and a member of the research management team at HELIX VINN, Centre of Excellence (see www.liu.se/helix). He is also Research Manager at APeL, an R&D-centre for workplace learning and the framework for different development projects (see www.apel-fou.se). His research field has covered local and regional development, workplace learning, interactive research, networks, partnerships and project work. He is author or co-author of more than thirty books.

Editor’s note: The PMWJ Advances in Project Management series includes articles by authors of program and project management books published by Gower in the UK.  The articles are coordinated by series editor Prof Darren Dalcher, who is also the editor of the Gower Advances in Project Management series of books on new and emerging concepts in PM.  Prof Dalcher also provides an introduction to the current month’s article, which you can see elsewhere in this month’s edition.”  Information about the Gower series can be found at http://www.gowerpublishing.com/advancesinprojectmanagement.

Project Management update from Argentina


 By Ana María Rodríguez, MSE, PMP

Senior Contributing Editor

Rosario, Argentina


The PMI Southern Cone Tour is an event jointly organized by the Project Management Institute (PMI) and the local chapters in the Southern Cone Region. After having events in Paraguay and Uruguay, the Tour stopped by in Argentina with events in Buenos Aires and Mendoza.

November 7th- PMI Tour in Buenos Aires

With almost 600 attendees, the PMI Tour Buenos Aires was over all, a great networking events. Experienced Project Managers and also some young professionals attended the 10 lectures that were offered. The first lecture was offered by Manuel Lozano, a young and enthusiastic leader of social projects. Manuel shared his experiences on how to execute projects for the ones with less. He is the leader of a social foundation that works with homeless, kids in poor neighborhoods, and habitants of rural and forgotten areas of the country. It was very moving learning on his experiences, for example establishing a university in the northern mountains of Argentina, where there is no internet, cellular phone, or even a regular phone.  As Manuel explained, he manages from the small things going into larger scale. It was a real experience that for sure made us think on how much we complain without a reason.

The day offered lectures on Risk Management by Liliana Buchtik, Tips on Schedules by Ana María Rodríguez, The new ISO 21500 by Raul Bellomusto, and a very singular lecture on the projects that decide to ignore risks, by Claudio Arfeli. On the other room, four speakers shared different approaches to the Project Management Office: Maria Eugenia Rodríguez presented a research on the State of the Art of PMOs in Argentina; Marcelo Collia talked on introducing Agile into the PMO. Alberto Sirvent and Horacio Astesiano  presented two real-cases on implementing a PMO in a Bank.


To read entire report (click here)

About the Author


Senior Contributing Editor

Rosario, Argentina

Ana Maria Rodriguez  is founder and manager of ERA Project Management, offering training and consulting services in Argentina. She is also an adjunct professor of project management at the Universidad Nacional de Rosario. Colombian by birth, Ms. Rodriguez graduated with a Civil Engineering Degree from Pontificia Universidad Javeriana in Bogota, Colombia and from the University of Texas at Austin, USA with a Masters Degree in Construction Engineering and Project Management (MSE).  She also holds the Project Management Professional (PMP®) credential from the Project Management Institute (PMI®). Ms Rodriguez has implemented Project Management best practices and managed projects both in the government sector and in the engineering and construction private sector. Ms. Rodriguez is Vice President of PMI Buenos Aires Argentina Chapter (PMIBA) and founding member of PMI Nuevo Cuyo Chapter. Ms. Rodriguez welcomes contact at [email protected], also at www.erapm.com.ar

PM-Greece Inaugural Project Excellence Awards


by John-Paris Pantouvakis

President, PM-Greece
, Greece

David Pells

Managing Editor, PM World Journal

Dallas, Texas, USA

The Network of Project Managers in Greece (PM-Greece) was happy to celebrate the participants and winners of the first-ever PM-Greece Project Excellence Awards in October.  The award winners were announced on Tuesday evening, 30 October 2012, during the IPMA Project Excellence Awards banquet at the 26th IPMA World Congress on Project Management in Crete, Greece.  It was my (John-Paris’) pleasure to make the announcements, along with Mr. Adesh Jain, former IPMA Chair.

Here is a summary of the results, along with some images from the evening:

Finalists for awards  (and their respective projects) were:

  • Race Consulting LP: Design – Construction – Maintenance & Exploitation of a transportation project
  • Heraklion Port Authority: Heraklion Home Port+
  • HEDNO S.A.: Medium Voltage Networks Maintenance in West Attica, Greece
  • POLIS PARK S.A.: Startup and operation of Karyllou Square Car Park Station

And the winner of the 1st PM Greece Project Excellence Award was:  HEDNO

HEDNO (Hellenic Electricity Distribution Network Operator S.A.) – http://www.deddie.gr/

photo: HEDNO team with Adesh Jain (left) and J.P. Pantouvakis (right)

The PM-Greece 2012 Project Manager of the Year is Christos Rados, RACE Consulting LP http://www.race.com.gr/


To read entire report, including more photos, (click here)

Project Management update from Dublin



By Ed Naughton

Executive Advisor & International Correspondent

PM World Journal

Dublin, Ireland

Institute’s Director General  meets Edward de Bono.

Ed Naughton, Director General (DG) of the Institute of Project Management of Ireland, had the pleasure of meeting with Edward de Bono in Dublin in November this year at the headquarters of the institute.

Edward de Bono has been named one of the 250 people who have contributed most to mankind. He has chaired a special summit of Nobel Prize laureates, and is regarded as the leading international authority in the field of creative thinking, innovation, and the direct teaching of thinking as a skill.

During the short meeting the following three topics were addressed:

  1. 1.    The   World of Project Management Professional Organizations

The DG commenced the discussion by outlining to De Bono how the Institute was linked into the global network of national professional project management organizations.

This involved explaining some of the macro issues about the world of Project Management such as the structures of the two major professional bodies – PMI (USA) and IPMA (Zurich) – who dominate the discipline. He described how the PMI, a superb marketing organization was very much a centrist structure driven from Newton Sq., Pennsylvania with almost 500,000 certified professionals spread in chapters around the globe.

IPMA, on the other hand, was a federal structure representing the international interests of 57 countries across 6 continents allowing greater reflection of national needs and culture. He was interested in the fact that when the Council of Delegates from the 57 countries meet twice yearly the environment resembles that of a mini United Nations.

The ability to influence outcomes through politicking, negotiating and cajoling – without necessarily being a member of the executive board – also resonated with him. Having formerly being represented at the board level within IPMA, Ireland’s current engagement is now more in this mode.


To read entire report, click here

About the Author


Institute of Project Management

Dublin, Ireland

Ed Naughton, BE, C. Eng., F.I.E.I, IPMA-a, PMP, is the founder and current Director General of the Institute of Project Management of Ireland, the leading authority on the PM profession in Ireland.  On the international front, Ed was responsible for initiating cooperation agreements with both the PMI (Project Management Institute) USA and the IPMA (International Project Management Association). He is Ireland’s representative on the IPMA council of delegates, and a former Vice President-Marketing for the IPMA. He was also the first PMP registered in Ireland.  Ed has researched, published and presented many articles and papers on project management and is the author of the Irish Project Management Competence Baseline. During his thirty year career, Ed has worked as a project manager and/or project management consultant on a large variety of high profile domestic and international assignments. Ed Naughton is a graduate of University College Dublin (BE, civil), a Fellow of the Institute of Engineers of Ireland, a Chartered Engineer (Ireland), a Professional Engineer in Canada, and holds an IPMA Level A certification.  He is former founder and editor of the quarterly international publication “Project Management Practice”. One of Ireland’s most respected experts on the topic of modern project management, Ed is an executive advisor to PM World in Ireland.  Ed Naughton lives in Dublin and can be contacted at [email protected].

Virtual Meetings on Distributed Teams – Summary


by Natalia Majcher

IPMA Young Crew (Poland)

Warsaw, Poland


Virtual and multicultural teams are nothing unusual nowadays. More and more often we work in distributed teams, especially within the IPMA and Young Crew association. But do we know how to manage such teams in a good way, to get the best out of them?

Young Crew Poland organized a series of online meetings to talk about these issues and to learn the perspective of experts on virtual teams. Four online meetings were organized, with 10 experts, who shared with us their knowledge and experience with distributed teams:

  1. Bartosz Woliński, Philips Lightning, IPMA Poland
  2. Bikash Dhar, Lantiq A GmbH, Young Crew Austria
  3. Dominika Walec, Education for Entrepreneurship, IPMA Poland
  4. Glória Costa, Communication Designer Freelance, Young Crew Portugal
  5. Grzegorz Szałajko, Systemic Excellence Group, IPMA AMBo
  6. Krzysztof Bogucki, AMG.net
  7. Małgorzata Krakowian, ACC CYFRONET AGH
  8. Małgorzata Kusyk, Thomson Reuters
  9. Maria Simek, next level consulting, Young Crew Austria
  10. Michał Rączka, Allegro Group

This article summarizes the most important topics that were discussed during our four meetings. It covers some of the challenges that we are facing in virtual teams and presents the advice of our experts.

First, we need to define what a virtual team is. During the e-Meetings experts introduced several factors, which define a virtual team. A virtual team has, like a collocated team, a common goal, that bonds team members. The characteristic component of a virtual team is the distance and/or time dispersion. We talk about distance dispersion, when team members are located in different buildings, cities, countries. Time dispersion is related to the allocation of team members in different time zones or time shifts. And it’s important to remember, that we are dealing with a distributed team even if only one person is working apart from the rest of the team (a different location or time shift).


To read entire report (click here)

About the Author

Natalia Majcher

Natalia Majcher is a member of IPMA Young Crew. She graduated from Gdansk University of Technology as MEng in Management. Currently she is working in an IT consulting company in CRM implementation projects. As a member of Young Crew Poland Natalia is part of various projects on national and international level, both as a team member (GeCCo, Global Young Crew Workshop), initiator and a project manager (e-Meetings). Questions and feedback are highly welcome via [email protected]

About IPMA Young Crew

IPMA Young Crew is a key component of IPMA’s growth and development of the leaders of tomorrow. We are an active network of young professional project managers and students aged 25 to 35 who believe in community and the building of a worldwide young professional project management family. With over 20 member countries, IPMA Young Crew strives to provide experiential learning through interaction and information exchange with young project managers.  More information at http://ipma.ch/young-crew/.

Project Management in Spain: Monthly report End of November 2012


By Alfonso Bucero MSc, PMP, PMI Fellow

International Correspondent and Contributing Editor

PM World Journal

Madrid, Spain

The PMI Madrid Chapter delivers a professional PM Event in Madrid

Last November 22nd the PMI Madrid Chapter celebrated a Project management professional event at Rafael Hotel in the city of Madrid. More than 150 project professionals joined that event and shared best practices and ideas.

That event counted on several Speakers from AENOR (Quality norms and procedures association), from IE (Spanish Business School), and from a politician from the Murcia Community, who talked about the increased awareness of project management in the Spanish Public Administration, where many things are pending to be improved. Once more time it showed up the advance and promotion of the Project management profession in Spain.

Subjects like our current crisis, the need to be adapted to the changes, the need to develop more and more Project management soft skills were a common aspect discussed in all the speakers presentations. The PMI Madrid Chapter has continued growing up counting currently on more than 1300 members. The biggest amount of members from the last two years is coming from the Construction industry. To achieve a professional certification (PMP) has become a development objective to achieve by most of professionals in that industry sector.


To read entire report, click here for (English) or (Spanish)

About the Author

Alfonso Bucero

International Correspondent – Spain

Alfonso Bucero, MSc, PMP, PMI Fellow, is an International Correspondent and Contributing Editor for the PM World Journal in Madrid, Spain. Mr. Bucero is also founder and Managing Partner of BUCERO PM Consulting.  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 the past President of the PMI Madrid Spain Chapter, and now nominated as a PMI EMEA Region 8 Component Mentor. 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. He received the PMI Distinguished Contribution Award on October 9th, 2010 and the PMI Fellow Award on October 22nd 2011.  Mr. Bucero can be contacted at [email protected].

2012 Asia Pacific Federation of Project Management Achievement Awards


By Bill Young, President of apfpm
Trevor Alex
, apfpm Secretary

Australia & China

The 2012 apfpm Awards were held in Jakarta on December 1st, hosted by Indonesia’s national Project Management Association ‘Ikatan Ahli Manajemen Proyek Indonesia’ (IAMPI). The internationally attended event, was incorporated into IAMPI’s Government sponsored conference on ‘Competitive Enhancement Accelerating Green Infrastructure Development’.

The apfpm Awards program recognises, awards, and celebrates the best of the best. It is an acknowledgement of the vital role project management and project managers perform throughout society.

The Awards submissions were diverse ranging; from community development and humanitarian projects to the more traditional building development and engineering Projects. They reflected the extent to which Project Management has advanced to encompass just about every aspect of life. All nominees not only delivered project management excellence for their customers but have contributed to enhance the reputation of project management to business and our communities at large.

The Awards host IAMPI (Indonesia) put on a great event in collaboration with the apfpm Awards Committee. All contributed to deliver a successful 2012 Awards program.


To read entire report (click here)

No Wishing Required: The Business Case for Project Assurance


Book Title:  No Wishing Required:  The Business Case for Project Assurance

Author:  Rob Prinzo

Publisher:  Self-published through CreateSpace Independent Publishing Platform

List Price:   US$19.95

Format:  Soft Cover, 162 Pages

Publication Date:   2011

ISBN: 978-0983033547

Reviewer:      Joseph Simonds

Introduction to the Book

In No Wishing Required:  The Business Case for Project Assurance, Rob Prinzo introduces collaborative intervention; a project assurance methodology he has developed to serve as a bullet proof vest for projects.  Just as the bearer of a bullet proof vest improves the probability that they will survive an otherwise lethal attack, Prinzo asserts that collaborative intervention serves as an effective insurance policy against common causes of project failure.

With a respectful nod to Independent Verification and Validation, Prinzo points out that it is often too reactive to effectively prevent project failure and equips collaborative intervention with a proactive orientation intended to remove the roots of failure before they have a chance to wreak havoc on the project.

Overview of Book’s Structure

No Wishing Required is one part nonfiction to four parts fiction.  Realizing the power examples have to communicate the nuances and applications of a concept Prinzo interlaces a detailed case for and explanation of collaborative intervention into a fictional story in which the character Jenny and her mentor, Bill, use the methodology to successfully prevent an enterprise system implementation project from continuing on a disastrous path.


To read entire Book Review (click here)

About the Reviewer

Joseph Simonds

Joseph Simonds currently serves as the Operations Manager at Data Center Systems, in Dallas, Texas where he has been privileged to work with a family of individuals who understand and value Customer Focus, Humility, Innovation, Passion, Integrity and Dedication since 2004.

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 (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 book related to program or project management, and would like the book reviewed through this program, please contact [email protected].

Managing Sustainable Development Programmes


Book Title:  Managing Sustainable Development Programmes

Author:  Goran Brulin and Lennart Svensson

Publisher:  Gower Publishing Ltd.

List Price:   US$124.95

Format:  hard cover; 218 pages

Publication Date:   June 2012

ISBN: 978-1409437192

Reviewer:      Michael DeTuncq

Introduction to the Book

As the name implies, this book looks at the issues involved with obtaining sustainable development from the programs and projects sponsored and funded by the EU Structural Fund in Sweden and the role of project management in the successful attainment of this goal.  These programs and projects are primarily aimed at changing, improving, and strengthening regional growth and employments policies.  A program is loosely considered sustainable if the long term objectives and effects continue after the programs have been implemented and the implementation funding ends.  This book is a critique of the tradition way these programs and projects are managed.  It examines the impact traditional program and project management have on achieving sustainable development  and offers alternatives that Brulin and Svensson contend will produce superior results.

Overview of Book’s Structure

Managing Sustainable Development Projects consists of eight chapters.  The chapters can be grouped in to three sections.  The first section (chapters 1 & 2) explains the high level methods of program and project management and evaluation.  This section supplies the context for how things are generally done currently as well as presenting some alternative methods that are also being evaluated.  The second section (chapters 3 – 7) presents the key research findings and the case studies.  This is where the authors make their case that current methods of program and project governance are not generally producing the intended long-term results.  The third section (chapter 8) is where the authors offer their alternatives to the traditional methods.


To read entire Book Review (click here)

About the Reviewer

Michael DeTuncq, PMP

Michael DeTuncq is an IT professional, project manager, and entrepreneur.  He is the founder and former owner of Hit! Run! Score!, Inc., an eCommerce team sporting goods business.  He has managed projects ranging from business startup and development to Internet marketing to software and web development and implementation, to IT infrastructure and networking.

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 (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 book related to program or project management, and would like the book reviewed through this program, please contact [email protected].

Brainstorming Your Team to Happiness


By Laura Bollinger-Moore


Have you ever spent hours focusing on finding a solution to a project issue, only to end up feeling completely stymied?  Then you step away to take a walk with a colleague where you talk about the issue and brainstorming solutions, and suddenly the solution becomes perfectly clear?  If so, you are not alone.  There are two things that happen there: first, by focusing elsewhere your brain opens up and can freely processes subconsciously, the issue at hand (a subject that may be the subject of a subsequent article) and second, you are brainstorming, which has been found to be an incredibly valuable endeavor.  Researchers (hereby referred to as “the  researchers”) found that brainstorming is incredibly helpful, resulting in feelings of elation and creativity and to a lesser degree, increased energy and feelings of empowerment (Scientific America Mind, Feb/Mar 2009).


The researchers asked participants to generate as many problem solving ideas as possible, good and bad, in 10 minutes, while either reading a series of ideas on a computer screen or watch a video clip of I Love Lucy on fast forward.  These tasks forced the participants to think quickly.  Other participants performed similar tasks, but at a relaxed speed.

According to Emily Pronin, the study’s lead author, activities that promote fast thinking can boost mood and energy.  There are a few caveats however; fast but repetitive thinking can create anxiety (and in bi-polar individuals, can translate into manic feelings).

Pronin and associates theorize that that this effect could be due to expectations; that is, most people equate fast thinking to being energetic and/or in a good mood; thus if we’re thinking quickly, we must be in a good mood.  Additionally, fast thinking may tap into the body’s dopamine system which is involved in sensations of pleasure and reward.

Keep in mind that these effects are temporary; however they may be just what are needed to get your project team through a rough spot.


To read entire paper (click here)

About the Author

Laura Bollinger-Moore


Laura Bollinger-Moore, PMP, M.A. Social Psychology, MOM, has an eclectic background that includes not only her work in the Telecom industry in such fields as Project Management, Regulatory, Human Resources, Customer Service and Operations, but also outside of Telecom as a Clinical Psychology Researcher and a Social Worker. Currently, Laura is a Senior Research Analyst in Consumer Competitive Intelligence at AT&T, managing multiple simultaneous research projects and providing foresight into, and analysis on, trends and fads, as well as cutting edge upcoming technology. Laura lives in California with her husband Lorin, and their two amazing daughters Lily Faye and Layla Blue.  Laura can be contacted at [email protected]

Dealing with Meddling Stakeholders


By Mark Kozak-Holland, PMP, IPMA-D


As project managers we have all seen it before – stakeholders meddling in projects. A project can get quickly out of control when stakeholders start to meddle.

By definition, “meddling” means:

  • To interfere in or busy oneself unduly with something that is not one’s concern. (Source: Merriam-Webster – The Free Dictionary)
  • To intrude into other people’s affairs or business; interfere. (Source: TheFreeDictionary)

But what happens when stakeholders usurp the role of the project manager, start to make decisions, and steer the project in a new direction? As a project manager, what do you do? What contemporary case studies can we turn to? The answer is: we can’t-there are practically none. What organization would disclose these types of project issues?

Alas, there is an alternative: to look at well documented projects from the past. For example, the project to build the Olympic-class ships Olympic and Titanic, where you may not expect to see stakeholders meddling in one of the most famous projects of the twentieth century. The project provides strong learning lessons in what could go wrong in projects-even today. Even though this happened a century ago there are many strong parallels to modern project failures.

So what can we learn from this project?

First, we need to examine the project that designed, built, and launched the famous ship through the modern lens of project management and of the PMI PMBoK® Guide’s knowledge areas. White Star initiated and planned a project to outpace its competition with three super liners, using the latest in emerging technologies. The sponsor’s determination “to create the ultimate passenger (first class) experience” became the project mantra and was not out of line with the business case and the overall project objectives. The priorities were esthetics and functionality.

Second, we need to analyze each of the project stages and refer back to the knowledge areas, especially scope management. The principal stakeholder or sponsor Bruce Ismay was concerned about any requirements that could negatively impact the project mantra. There are several examples illustrating this…


To read entire paper (click here)

About the Author

Mark Kozak-Holland

As the founder behind the “Lessons from History” series, Mark Kozak-Holland brings years of experience as a consultant who helps Fortune-500 companies formulate projects that leverage emerging technologies. Since 1985 he has been straddling the business and IT worlds, making these projects happen. He is a Project Management Professional (PMP), a certified business consultant, the author of several books, and a noted speaker. As a historian, Kozak-Holland seeks out the wisdom of the past to help others avoid repeating mistakes and to capture time-proven techniques.  http://www.lessons-from-history.com/

Mark’s latest book is Meddling Stakeholders: How poor Project Management really Sank Titanic, published by Multi-Media Publications, September 2012. ISBN: 9781554891252; soft cover – http://www.mmpubs.com/catalog/meddling-stakeholders-how-poor-management-sank-titanic-dvd-p-483.html

Multi-Media Publications Inc. is an independent publisher focused on delivering high quality books, ebooks, audiobooks, DVDs, courses and their interactive learning solutions. Using technology to its fullest advantage since 1988, Multi-Media Publications has been a pioneer in digital content delivery, offering many of its titles simultaneously in print and several ebook formats. www.mmpubs.com

More about books in the Lessons from History series can be found at http://www.mmpubs.com/catalog/lessons-from-history-c-4.html.

Alternative scenarios for the future of the project management industry


By Alan Stretton and Terence Blythman



This paper discusses possible project management futures in the context of both programs and projects. Two apparently conflicting perspectives/ scenarios have been evolving in the program/ project industry, and these look set to influence this industry well into the future.

The first scenario is that the management of projects and programs will continue on its historic journey of becoming increasingly specialised. Proponents of this scenario focus on unique aspects of the program/ project disciplines, and on retaining and continuing to develop a distinctive profession of program/ project management. Some benefits of, and problems arising from, this scenario are discussed. One particular problem with this scenario is that the world at large, including most organisations, will probably continue to regard program/ project management as they do now – as simply a useful tool, and/or as a specialist, execution-only avocation, which has little substantive material to contribute to mainstream management at large.

The other scenario, which has been gaining increased (although still limited) coverage in recent times, is that programs and projects are being increasingly integrated into the management of organisations at large. Proponents of this scenario see a continuation of a trend for program/ project managers to become increasingly involved in “front-end” management activities (e.g. organisational strategic planning, project definition, etc) right through the delivery end (implementation/ utilisation of program/ project outcomes). In this scenario, project managers would become more involved in broader management processes, with program/ project management methods becoming increasingly incorporated into those of general management.

It seems most likely that these two scenarios will continue to co-exist for some time. Will they continue to diverge, or will some sort of amalgamation or balance ensue? What appears to be needed is a balance, but how might a balanced outcome be achieved? It seems too early to hazard a reasoned prognostication. Much will probably depend on how the project management industry matures. In the meantime, wider recognition that there are these two different scenarios might help move the industry towards developing more balanced approaches. It is hoped that this paper may help in this by drawing attention to current imbalances.


To read entire paper (click here)

About the Authors

Alan Stretton, PhD    

Faculty Corps, University of Management

and Technology, Arlington, VA (USA)

Life Fellow, AIPM (Australia)

Alan Stretton is one of the pioneers of modern project management.  He is currently a member of the Faculty Corps for the University of Management & Technology (UMT), USA.  In 2006 he retired from a position as Adjunct Professor of Project Management in the Faculty of Design, Architecture and Building at the University of Technology, Sydney (UTS), Australia, which he joined in 1988 to develop and deliver a Master of Project Management program.   Prior to joining UTS, Mr. Stretton worked in the building and construction industries in Australia, New Zealand and the USA for some 38 years, which included the project management of construction, R&D, introduction of information and control systems, internal management education programs and organizational change projects.  He has degrees in Civil Engineering (BE, Tasmania) and Mathematics (MA, Oxford), and an honorary PhD in strategy, programme and project management (ESC, Lille, France).  Alan was Chairman of the Standards (PMBOK) Committee of the Project Management Institute (PMI®) from late 1989 to early 1992.  He held a similar position with the Australian Institute of Project Management (AIPM), and was elected a Life Fellow of AIPM in 1996.  He was a member of the Core Working Group in the development of the Australian National Competency Standards for Project Management.  He has published over 100 professional articles.  Alan can be contacted at [email protected].

Terence Blythman


Melbourne, Australia

Terence Blythman is an award winning Project Manager and Principal Consultant with MetaPM in Melbourne, Australia. He provides strategic Project Management support to clients on Project, Program and Portfolio Management, specialising in construction, procurement and ICT infrastructure, and has a long history of delivering successful projects within Government and Private industry. Terence has a Masters in Project Management, majoring in Sustainable Development from Bond University, Gold Coast Australia. He is a certified Practitioner in Prince2, MSP and P30, and has recently presented at and chaired a round table discussion on the Future of Project Management at the 2012 PMoZ conference. He is a member of the Australian Project Management Association (AIPM).   email:  [email protected].

MetaPM is a dedicated Project Management business specialising in the improvement of organisational Project Management Capability. As thought leaders in the Project Management Industry, MetaPM provide businesses with advice, support and training to assist them to achieve consistent and attainable Project Management Success. http://www.metapm.com.au.

Microsoft Project 2010 Inside Out


Book Title:  Microsoft Project 2010 Inside Out

Author:  Teresa S. Stover with Bonnie Biafore & Andreea Marinescu

Publisher:  O’Reily Media, Inc.

List Price:   US$54.99

Format:  soft cover; 1307 pages

Publication Date:   2011

ISBN: 978-0-7356-2687-4

Reviewer:  Nazanin Mehrooz, PMP

Review Date:              July 2012

Introduction to the Book

This book introduces new features of MS Project 2010.  Additionally, there is a review of project management principles and how to apply these concepts with specific features of the tool.   The material provides fundamental overview as well as step-by-step instruction on how to develop the project plan, track your project and tailor reports to appropriate audiences.

The target audience includes beginners through advanced skills.  The book contains many screenshots to visually illustrate features.  Online reference material and other useful resources are shared for those wishing to acquire deeper knowledge.

Overview of Book’s Structure

The book has 8 sections (not including the appendixes).  Each section contains 2 or more chapters. The sections are:

  1. Project Fundamentals
  2. Developing Project Plan
  3. Tracking Progress
  4. Reporting and Analyzing Project Information
  5. Managing Multiple Projects
  6. Integrating Project 2010 with Other Programs
  7. Managing Projects Across Your Enterprise
  8. Customizing and Managing Project Files


To read entire Book Review (click here)

About the Reviewer

Nazanin Mehrooz, PMP

Born in Iran and migrated to the USA, Nazanin Mehrooz studied software engineering and worked in both the defense and telecom industries.  For the past decade, her focus has been IT Application Support, Operations and Service Delivery Management.  She is an active volunteer for the Dallas and Ft Worth PMI chapters and 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 (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 book related to program or project management, and would like the book reviewed through this program, please contact [email protected].