Welcome to the April Edition

David Pells,

Managing Editor 

Addison, Texas, USA

Welcome to the April 2013 edition of the PM World Journal (PMWJ), the 9th edition of the new web-based publication serving the world of professional program and project management (P/PM).  This month’s edition is the largest yet, with 41 new articles, papers, reports and book reviews by 44 authors in 17 different countries, again reflecting the global nature of our readers and contributors.  An additional 43 news articles about projects and project management around the world are included this month.

The April edition begins with two Letters to the Editor. Earl Glenwright in Colorado, USA has offered comments on two articles published in the March PMWJ on the topics of Agile scheduling and the CIOB’s new contract in UK.  Max Wideman in Canada has commented “On the subject of the Second Edition paper in the March PMWJ about Global Population Megatrends and Project Management”.  Max seems rather pessimistic.  If you have any comments or reactions related to anything published in the PMWJ, send us an email.  Sharing knowledge, including reactions and perspectives, is the main mission of the PMWJ.

Seven authors in 5 countries have contributed Featured Papers this month.  Owen Podger, Australian advisor to the Indonesian government, has authored an interesting paper entitled “Adapting Professional Practices for Post-Disaster Reconstruction.”  Jean-Yves Moine in France is the author of “3D Work Breakdown Structure Method”, based on his use of multi-dimensional breakdown structures on major projects. Alan Stretton, PhD in Australia has provided another paper entitled “Revisiting types of relationships between a program’s component projects. Professors Vladimir Voropajev, PhD and Yan Gelrud, PhD in Russia are the authors of “Project Management Mathematical Models for Investors”. Dr Paul Giammalvo in Jakarta, Indonesia has authored another good paper looking at earned value management titled “Do Private Sector Small to Medium Sized, Entrepreneurial General Contractors Comply With ANSI 748?  If yes, how, if not, why not?”  Pavel Barseghyan, PhD in the USA has provided another unique mathematical look at project planning and estimating in his paper “Continuous Equation of Human Effort.”  These are all serious papers; we hope they are interesting and useful to readers.

Six Series Articles are included this month. Prof Darren Dalcher in the UK has organized another “Advances in Project Management” article and provided an introductory article entitled “Professionalism, ethics and needing to ask”.  Gower author Michael Cavanagh in Ireland is the author of the advances series article entitled, “Ethics, engineering and project management”.  Michael is the author of the book “Second Order Project Management” published by Gower in 2012.

Another article is included in our series launched in January on the subject of “Enterprise Project Governance: How to Manage Projects Successfully Across the Organization,” by Paul Dinsmore and Luiz Rocha in Brazil.  Dinsmore and Rocha are the authors of the book Enterprise Project Governance, published in the USA by AMACOM in 2012.  Their 4th article this month is “EPG Principles and Framework.”

Another article is also included by Keith Pickavance in UK on the subject of the new contract for complex construction projects from the Chartered Institute of Builders (CIOB). Under the series titled “A New Construction Contract for the 21st Century,” Keith’s article this month is on the subject of “Risk of Change” in which he discusses how change is addressed in the new contract.  Dr. David Hillson, aka The Risk Doctor, is back with another Risk Doctor Briefing titled “Opportunities are the Same as Risks.”  David is also based in the UK, but with a global reputation and readership.

Finally, we introduce a new series this month to be authored by representatives of the IPMA Education and Training Board.  This month’s article, Rationale, Motivation & Invitation to Contribute!”, by Prof John-Paris Pantouvakis in Athens, Greece discusses their organization, mission and plan for the new PMWJ column.  We look forward to publishing their articles on project management education, training, careers and related topics.  PMWJ series articles should all spur deep consideration; they are authored by some of the leading P/PM experts in the world.  We hope you enjoy them.


To read entire paper (click here)

About the Author

david-pellsflag-usaDAVID PELLS

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].   For more information, visit www.pmworldjournal.net and www.pmworldlibrary.net.

Project Management Update from Nepal


By Suraj Dahal

Contributing Editor

Kathmandu, Nepal

New Team of Nepal Young Crew Management Board Formed 

On March 24, 2013, an orientation and formalization program was organized at Nepal College of Travel and Tourism Management (NCTTM) [1] in Kathmandu by Project Management Association of Nepal (PMAN) [2] a member association of the International Project Management Association (IPMA) [3] to formally endorse the formation of the Young Crew for Project Management in Nepal.

The Chair of the formal program, Tikajit Rai, Chairperson of PMAN, on his opening remarks extended warm welcome and shared the programs and activities of the association and its relation with the IPMA and Asia Pacific Federation of Project Management (APFPM) [4].


In Nepal, a Young Crew was established in September 2010, spearheaded by Shailesh Nepal, the winner of the IPMA Young Project Manager Award 2010, as one of the take-aways of the Coaching for Development workshop. A need arose to recompose and consolidate its program; hence the members had extensive consultations following the guideline prescribed by IPMA Young Crew (YC) Management Board. The proposal of the Young Crew to form a new board for a term of three years was announced in the meeting having eight active members from different professional sectors.

The designation and respective roles and responsibilities of each board member were discussed and agreed on the basis of their personal interest and professional expertise as follows:


To read entire report (click here)

About the Author

flag-nepalsuraj-dahalSuraj Dahal

Kathmandu, Nepal

Suraj Dahal, an active advocate of the profession of project management, is a management consultant based in Nepal. He is the founding member and General Secretary of Project Management Association of Nepal (PMAN). He has served on the board and was the chief executive of prominent NGOs in Nepal that implemented projects and programs with government, civil society organizations, corporate sector, and development partners. He is a consortial partner of Systemic Excellence Group (http://www.systemic-excellence-group.com/), a global network of independent think tanks for change management. He can be contacted at: [email protected]

Introducing the IPMA Education & Training Board’s New Monthly Series for the PM World Journal


Rationale, Motivation & Invitation to Contribute!

By John-Paris Pantouvakis 

Athens, Greece

Education & Training is quite important both for young and seasoned Project Managers as it may contribute significantly to furthering their career prospects. Rookies are looking for basic knowledge and materials to assist in their essential skills development. Seasoned Project Managers are seeking more advanced knowledge and solutions to complex real-world situations.

In between the above categories are students, managers, top executives, government officials, educators, trainers, functional managers of line organizations, project, program and portfolio professionals, consultants and, of course, their respective organizations.

This audience will find interest in a supplier-independent forum so that they may express their needs, concerns and findings and in which they may find guidance and advice. The newly formed IPMA E&T Board for the period 2013-14 welcomed the challenge to cooperate on a regular basis with PM World Journal and coordinate such an effort.

The IPMA Education & Training Board

The IPMA Education and Training Board (IPMA E&T Board) addresses the complex relationships between education, training and employment in professional project management. Although the IPMA E&T Board does not offer, in general, directly training courses, it assists in the development of educational resources (such as books, curricula, multimedia resources), runs the IPMA Registration system allowing the mapping between a training program/course and ICB/NCB, and coordinates such projects as TAP (the Training Aid Program) to promote project management in countries with no IPMA presence, Recommended Literature (where recommendations on project management books are made) and IPMA Advanced Courses.

The E&T Board also organizes events (such as a special session on “Balancing Project Management: Further Training & Professional Development” at the forthcoming 27th IPMA World Congress – www.ipma2013.hr) and strives to promote excellence in education & training worldwide.

We are also keen to cooperate with other organizations with which we share interests and we may be able to jointly contribute in the area.


To read entire article (click here)

Editor’s note: This is the first in a series of articles edited by members of the IPMA Education and Training (E&T) Board on the subject of project management education, training, careers and related topics.  More information about the IPMA E&T can be found at http://ipma.ch/education. 

About the Author

john-paris-pantouvakisflag-greeceJOHN-PARIS PANTOUVAKIS 

National Technical University of Athens, Greece

& Chairman IPMA Education & Training Board 

Athens, Greece 

John-Paris Pantouvakis, M.Eng., M.Sc., PhD, C.Eng; following a ten year career in industry moved to Academia and is now an Associate Professor and the Director of the Department of Construction Engineering & Management and the Centre for Construction Innovation at the National Technical University of Athens (NTUA). John-Paris is also an Adjunct Lecturer and a Postgraduate Module Coordinator at the Hellenic Open University. He is the President of PM-Greece, the Greek IPMA Member, a First Assessor for IPMA Certification in Greece and an IPMA Project Excellence Awards Assessor. He also serves as a Member of the Editorial Board of several Journals and as an International Editorial Advisor for the PMWorld Journal. He has organized several project management events in Greece including chairing the recent 26th IPMA World Congress (2012). More information is available at his personal website (http://users.ntua.gr/jpp/jpp_en.htm).

Mastering Virtual Teams: Training Virtual Project Teams to Be Successful


By Lawrence V. Suda, CEO

Palatine Group, Inc.

New York, USA


This is the age of the virtual project leader. In fact, today it is actually rare to lead a team that is physically located in one place. Projects propel someone, somewhere to lead a project to successful completion. This may be the result of a global merger, acquisition, new partnership, alliance or joint venture and new projects and services launched globally. It is not even uncommon to find a person who manages a functional area like human resources to find that they are also virtual team leaders on new organizational initiatives.

It’s been our experience that very quickly most virtual project team leads find that leading a remote team requires a special set of competencies. No doubt that the traditional leadership principles apply to remote teams, but virtual project team leaders have unique challenges. First, they have to rely on communication technology to send and receive information. As a result, they need to modify the ways in which they communicate, give feedback and gather information. It’s not as easy as going to the cubicle next to you or walking up to the next floor to seek information or get answers to tough questions. There is also the need to have a common language in which all team members are fluent. Time zone differences create very real problems and have a disruptive effect on team members’ personal lives.

The first step was to understand what it is specifically that our remote leaders, teams and individuals find difficult about being remote project team members.

Virtual Team Definition and Needs

We use the following definition for virtual teams:

A virtual team is a group of people who are working on the same business or business issue, but are located at different geographic sites and rely mainly on some form of technology to facilitate the work discussion. This includes situations when only one team member works from remote location, when the team works together only temporarily or when the members work only some of their time remotely.

We have asked virtual project leaders about their biggest challenges and invariably the answer is the greater burden and responsibilities it places on them. We used a “Team Effectiveness” model and to structure our virtual workshop questionnaire in remote leadership areas to formulate individual questions.

The areas we specified were:

  • Communication and Information sharing
  • Coaching and Development
  • Relationships
  • Leadership & Direction Setting
  • Structure & Roles
  • Tasks
  • Decision making
  • Reward and recognition

From over 200 responses we have made the following observations of areas of greatest challenges and needs when trying to lead a virtual team. It is important to note that these responses were from current virtual project leaders leading complex international team members on various high-tech products.


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.  This paper was originally presented at the PMI Global Congress North America 2012 in Vancouver, BC, Canada and included in the congress proceedings; republished here with author’s permission.

About the Author

Lawrence-V.-Sudaflag-usaLawrence V. Suda 

Palatine Group / Management Worlds

New York, USA

Lawrence Suda is the CEO and an Officer at Palatine group/Management Worlds, Inc. with over 30 years project and program management consulting and training experience to numerous government and private sector companies. The Palatine Group/Management Worlds specializes in creating computer-based simulations for project management and leadership training. Larry’s career emphasis is on organization behavior, project management, operations management, strategic management and enterprise-wide project management for leading companies and government agencies throughout the world, including: NASA, US Navy, Departments of Commerce, Treasury, Energy, Health & Human Services , Agriculture, DAU and others and in the private sector to such companies as General Electric, Proctor & Gamble,  ALCOA, URS, Verizon, Boeing, Lockheed/Martin, Hewlett-Packard, Perot Systems, PPG Industries, United States Steel and others. Before founding Palatine Group/Management Worlds, Larry worked in the private and public sectors at the US Environmental Protection Agency and was an Assistant Professor at the University of Maryland. Mr. Suda is a frequent speaker at PMI and IPMA Conferences in the United States and Europe and has led workshops for PMI’s Seminars World in various locations around the World. He is an adjunct professor at Drexel University teaching Global Project Leadership.  He can be contacted at [email protected].

Sustainability on Large, Complex Engineering & Construction Programs Utilizing a Program Management Approach


By Bob Prieto


Large, complex engineering and construction programs may be found in all industry sectors ranging from extractive industries such as oil, gas and mining through infrastructure programs for transportation, water and power. Common to all of these programs is the potential they have to positively or negatively influence financial, social and environmental performance of the implementing organization as well as the communities and stakeholders they touch.

Together, financial, social and environmental outcomes define the three elements of sustainability or a program’s “triple bottom line”. The “triple bottom line” is a phrase coined by John Elkington and introduced in his 1998 book, Cannibals with Forks.


There are many reasons why an owner or program manager may select to practice sustainability including:

  • Reduced costs
  • Reduced liability
  • Efficient & effective management & disposal of materials
  • Enhanced image in communities
  • Corporate responsibility short-term & long-term

Large programs, comprised of multiple inter-related projects present new challenges and opportunities from a sustainability perspective driven by scale, complexity and the opportunity for leverage.

The life-cycle focus encouraged by good sustainability practice is reinforcing of the Strategic Program Management approach discussed below.

In this paper we will look at some of the challenges and opportunities programs present as well as a framework for application of sustainability principles in a program management approach.


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.  This paper was originally published in the July 2011 edition of PM World Today; republished here with the author’s permission.

About the Author 

bob prietoflag-usaBob Prieto 

Senior Vice President


Bob Prieto is a senior vice president of Fluor, one of the largest, publicly traded engineering and construction companies in the world. He is responsible for strategy for the firm’s Industrial & Infrastructure group which focuses on the development and delivery of large, complex projects worldwide. The group encompasses three major business lines including Infrastructure, with an emphasis on Public Private Partnerships; Mining; and Manufacturing and Life Sciences. Bob consults with owner’s of large engineering & construction capital construction programs across all market sectors in the development of programmatic delivery strategies encompassing planning, engineering, procurement, construction and financing. He is author of “Strategic Program Management” and “The Giga Factor: Program Management in the Engineering and Construction Industry” published by the Construction Management Association of America (CMAA) and “Topics in Strategic Program Management” as well as over 400 other papers and presentations.

Bob is a member of the ASCE Industry Leaders Council, National Academy of Construction and a Fellow of the Construction Management Association of America. Bob served until 2006 as one of three U.S. presidential appointees to the Asia Pacific Economic Cooperation (APEC) Business Advisory Council (ABAC), working with U.S. and Asia-Pacific business leaders to shape the framework for trade and economic growth and had previously served as both as Chairman of the Engineering and Construction Governors of the World Economic Forum and co-chair of the infrastructure task force formed after September 11th by the New York City Chamber of Commerce.

Previously, he established a 20-year record of building and sustaining global revenue and earnings growth as Chairman at Parsons Brinckerhoff (PB), one of the world’s leading engineering companies.  Bob Prieto can be contacted at [email protected]. 

What’s New in Agile Project Management Certifications?


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

Toronto, Canada

There’s lots of buzz in both the project management and agile communities recently with the announcement from PMI that they are launching a new agile certification. Questions abound:  what are the PMI agile certification requirements, how does this compare to the Certified ScrumMaster (CSM) or Certified Agile Project Manager (Cert.APM) qualifications, when can I apply, and many more.

PMI has provided some guidance on the process and requirements, but much is still currently unannounced as they are finalizing the details.  A pilot certification round is starting imminently with a full rollout this summer – the exam should be fully available through Prometric Testing Centres in September 2011 with the application process starting in May or June.  In the meantime, Internet discussion boards and chat rooms are filled with speculation.

What we do know for sure is that to become certified, you’ll need to pass a 3-hour multiple-choice exam on agile management with 120 questions, of which only 100 will count towards your score – the other 20 are experimental questions being considered for future exams.  The exams will be available via computer or paper at Prometric Testing Centres, the same as the PMP or other PMI exams.

For educational requirements, you’ll need to complete a minimum of 21 hours of agile-specific training in addition to having a basic high-school diploma (at a minimum).  So, if you are CSM who has just completed the basic 2-day Certified Scrum Master course, you’ll need to go out and get an additional day of training.  This is probably a wise thing to do anyway, as the exam will cover a lot more than just Scrum practices.  For example, the sample questions that PMI has on their web site includes questions from Extreme Programming (XP) and Scrum, plus many questions that are outside the scope of pure Scrum, such as the construction of release plans.

There are also experiential requirements.  A candidate must demonstrate 2,000 hours of working on project teams in the last five years (not necessarily as the project manager – just working in a project environment), plus 1,500 hours of working on agile projects in the past two years.  PMPs will skip the 2,000 hour requirement, but must still meet the 1,500 hour requirement.  This agile experience presents a significant hurdle that will prevent many people (including new CSMs) from earning the PMI certification.  It is not just a test of agile knowledge, but rather you’ll need to demonstrate experience as well.

How does this stack up against the other agile certifications?  Take a look at the table below:


To read entire paper (click here)

Editor’s note:  Second Editions are previously published articles or 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.  This article was originally published in ProjectTimes.com in August 2009, republished here with permission of the author. 

About the Author

kevin aguannoflag-canadaKevin Aguanno

Toronto, ON, Canada

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.  A Certified Executive Project Manager with over 20 years of experience, Kevin specializes in recovering troubled software development and systems integration projects and in helping companies through the agile adoption process.  Author of over 20 books, audiobooks, and DVDs on agile topics, Aguanno teaches agile methods at several universities and at conferences around the world. Learn more at http://www.mmpubs.com/catalog/Aguanno–Kevin-i-7.html or at www.AgilePM.com. 

Projects & Project Management in Germany



By Reinhard Wagner

International Correspondent for PM World Journal 

Munich, Germany

The German Project Management Association (GPM) together with the German Standardization Organization (DIN) invited three groups of ISO / TC 258 Project, Programme and Portfolio Management to Berlin for a workshop.

On Sunday, March 10, the TC 258 ad-hoc group on programme management met in Berlin elaborating on possibilities to start a new standardization project. Since ISO published the ISO 21500 “Guidance on project management” last fall and Working Group 1 has started the development of a portfolio management standard, a standard on programme management is the missing link between the two.

What differentiates a programme from projects and from portfolios? Programmes appear often in literature but there is a big variety of definitions out there in the world. As one example, the German DIN 69909-1 defines a programme as “a quantity of projects that are linked to one another, pursue a shared superordinate goal and end at the latest with reaching of the goal.” It is explicitly noted in the standard that individual projects of a program can be delimited from one another and can also be carried out independently. When a single project or several of the projects would be removed, the superordinate program goals are not generally placed in question. This is different in projects. If you removed one constituent (work package or sub-project) the overall goal would not be achieved. Programmes are rather temporary, a portfolio is permanent. Whilst projects are used to achieve deliverables or outputs, programmes are intended to achieve outcomes and to realize mid- or long-term benefits. A portfolio is aligning the constituent projects and programmes with the organisational strategy.

The ad-hoc group recommends the formation of a Study Group (SG) within ISO/TC 258 to elaborate more on terms and definitions, concepts, processes and related issues in the field of programme management before developing an International Standard.

Monday through Thursday Working Group (WG) 1 “Project and Programme Portfolio Management” and Study Group (SG) 2 “Governance of projects, programmes and portfolios” met in a fancy event location, at The New Malthouse in Berlin.

This is where you can experience Berlin’s industrial history! The New Malthouse isn’t far from Berlin Alexanderplatz. A venue with event spaces on the ground floor and the fifth floor of a former brewery, the latter of which boasts a view of the Television Tower. The New Malthouse features a combination of historical brick architecture and state-of-the-art equipment. Highlights of this listed historical building are the two domed halls.  They were originally used to dry malt and are now used to house congresses, seminars and other events. More than sixty participants from all over the world attended the two workshop sessions in Berlin (see picture 1).


To read entire report (click here)

About the Author 

Reinhard Wagnerflag-germanyReinhard Wagner

International Correspondent – Germany

Based near Munich

Reinhard Wagner is an International Correspondent for PM World Journal in Germany. He is also CEO of Shift Consulting AG, a service provider specialized in the field of project management. He studied Electrical Engineering and Business Administration in Germany and the USA and looks back to more than 27 years of project related work and leadership experience. His career started in the German Air Force, where he served as Air Surveillance Officer in NATO Air Defense performing projects like the establishment of a Systems Operations Center. 1995 he entered the Automotive Industry and managed several major design projects and programmes, developed specific methodology for Automotive Engineering activities and published the first book on Project Management in Automotive Industry. In 2002 he founded a Special Interest Group for Automotive Project Management within GPM German Project Management Association and leads these activities since then. In 2006 he entered the Executive Board of GPM being responsible for all R&E activities as well as the International affairs. Today he is Chairman of the Executive Board. As Chairman of the respective DIN committee for the development of PM standards he is responsible for several standardization projects in Germany. From 2007 until 2012 he acted as working group Convenor in ISO for the development of ISO 21500 Guidance on Project Management. Within GPM and IPMA, he developed tools for the assessment and certification of organisations (e.g. GPM3 and IPMA Delta) and acts as Lead Assessor for PM-ZERT and IPMA in this field. Reinhard Wagner teaches project management at different Universities in Germany. He has published more than 100 books and articles, speaks to national and international audiences and is elected as IPMA Vice President for R&D / Awards. Reinhard is living close to Munich, Bavaria and can be contacted via [email protected].

IPMA Council of Delegates convenes in Warsaw, Poland


By Jouko Vaskimo 

Helsinki, Finland

International Project Management Association (IPMA) Council of Delegates (CoD), the highest decision-making body of the first global project management association, convened on March 23rd … 24th 2013 in Warsaw, Poland. Delegates from more than thirty IPMA Member Associations (MA) were in attendance. The meeting was organized by International Project Management Association Polska (IPMA PL), the local IPMA MA, and hosted by IPMA PL President Mr Leszek Staśto.


In the photograph: Mr Roberto Mori, Chairman of IPMA Council of Delegates, addressing the delegates (photos courtesy Jouko Vaskimo)

Professor Mladen Radujković, the current IPMA President, was very pleased with the CoD meeting, and stated “The CoD meeting in Warsaw confirmed IPMA strong orientation for moving further forward. We introduced a new CoD working model focused on dynamic communication driven by member association needs. The Executive Board demonstrated the very first results of the policy focused on efficiency, results and development of project management profession. The feedback from IPMA Member Association delegates is invaluable and will be key input for further actions. IPMA demonstrated, in parallel with the official program, once again its known family spirit based on global alignment, understanding and multicultural respect. Our special thanks go to IPMA Poland and its team for excellent organization and great hospitality“. Professor Radujković can be contacted at [email protected] .


To read entire report (click here)

About the Author

jouko vaskimoflag-finlandJouko Vaskimo

Jouko Vaskimo works as Development Manager at Aalto PRO, the Professional Development unit of Aalto University in Espoo, Finland. He is also an International Correspondent and Editorial Advisor for PM World in Finland. Jouko graduated from Helsinki University of Technology in 1992. Since then he has held project management related assignments with increasing levels for responsibility at Sinebrychoff Ltd, the oldest brewery in Scandinavia; Kemira Engineering Ltd, the leading chemicals manufacturer Finland; DNA Finland Ltd, a large Finnish mobile phone operator; Nokia Business Infrastructure; and Ixonos PLC, one of the leading Finnish ICT consultancies. Jouko holds the IPMA Level C (Project Manager) and Level B (Senior Project Manager) certificates and is the chairman of the Finnish IPMA Certification Body operating IPMA certification in Finland. He is a member of the Project Management Association Finland Board of Directors and a founding member of PMI Finland Chapter. He received the PMP certificate in 2003. Since October 2007, Jouko has been heading the Finnish delegation to ISO/PC 236 and ISO/TC 258. Jouko resides in Espoo, Finland and can be best contacted at jouko.vaskimo“at”aalto.fi .

Project Management Update from Argentina


Cecilia Boggi, PMP 

Buenos Aires, Argentina

Argentines celebrating the election of Pope Francis jammed outside the Metropolitan Cathedral in the Plaza de Mayo, considered the heart of Buenos Aires City. This election brings fresh air to people, mainly to the Roman Catholics.

But, sadly, not all things are going so well in this country. In the field of projects there are some uncertainties caused by the political-economic policies of the government of Mrs. Cristina Fernandez de Kirchner in this electoral year, when current government will pursue the consolidation of his model.

Recently, the Brazilian miner Vale SA said it has suspended its Rio Colorado potash project in Mendoza province, a 6 billion dollar project with more than 4,000 employees. Vale has invested $2.2 billion in Rio Colorado to date, one of the biggest foreign capital investments in Argentina, and has completed work on 40 percent of the mine, railway and port but the project has had cost overruns and the current macro-economic context seems to be not favorable for the miner.

Companies from other industries are also being cautious in theirs investments in new projects.

In the construction industry, for example, this perception of uncertainty is influencing the beginning of new projects. The Real Estate business is almost halted the last years and this has impacted the construction of new buildings that years ago had been growing in the big cities.

As Mr. Eduardo Sposito, Regional Director of Latin-America & Caribbean of Lend Lease, an international leader in property and infrastructure, said to us, “Each crisis brings an opportunity and as the other side of the same coin, difficulties to repatriate funds and inflation rate above interest rates offered by the banks means that companies from abroad are investing in refurbishing or improving their installations, creating new construction projects”.

Mr. Claudio Arfeli, President and Executive Director of MetaControl Argentina, a Project Management consultant company, also is finding the opportunity when he says: “Clearly, this is not a favorable environment for the development of projects, however it should be noted that in these highly uncertain environments, it takes greater preponderance of professional practices of project management, particularly Risk Project Management. Professional excellence allows navigation in turbulent waters and to reach the port”.

In this aspect, Esteban Zuttión, Partner of Liveware IS SA, an international company dedicated to software engineering and process improvement services, agrees with Mr. Arfeli when he asserts that “In major projects, the demand for professional services of Project Management and Project Management Offices does not fall. The discipline of Project Management is more internalized in some companies, mainly in large companies who see it as indispensable. Almost all large companies have budget for a PMO in their projects. In SME companies depending on the context, good practices in project management are being inserted”.

Project Management Institute (PMI®) Chapters in Argentina have much to do with this awareness of project management good practices. The activities and events performed by PMI Buenos Aires Argentina Chapter since 1996, and PMI Nuevo Cuyo Argentina Chapter since 2010 are achieving the goal of promoting project management as a discipline and disseminating it all around the country.


To read entire report (click here)

About the Author


International Correspondent 

Buenos Aires, Argentina 

Cecilia Boggi, PMP is founder and Executive Director of activePMO, giving consulting services and training in Project Management and Leadership skills in Argentina and Latin America.

After graduating with a degree in Computer Science Engineering from Universidad de Buenos Aires, Argentina, she has managed software development projects and PMO implementation projects for more than 20 years both in the government and private sector.  Cecilia also has graduated from an Executive Program in Business Management at Universidad del CEMA. She holds the Project Management Professional (PMP®) credential since 2003, is certified as SDI Facilitator from Personal Strengths© and is alumni of the PMI Leadership Institute Master Class 2012.  Ms. Boggi is Past President of the PMI Buenos Aires Argentina Chapter, and is a founding member of the PMI Nuevo Cuyo Chapter and PMI Santa Cruz Bolivia Chapter. She has been designated by PMI in the role of Mentor of Region 13, Latin America South, for the years 2014-2016.  Cecilia has participated in the development of PMBOK® Guide 5th Edition, leading the Chapter 9, Human Resource Management, content team and she is professor of Project Management in some Universities and Institutes in Argentina, Chile, Peru and Bolivia.

She can be contacted at [email protected]  and www.activepmo.com.ar

Let your project be assessed – Deadline approaches to submit applications for the IPMA® Project Excellence Award.


By Ewa Bednarczyk 


For the 12th time the IPMA runs the most advanced competition among best managed projects in the world.

The aim of the IPMA International Project Excellence Award is to increase the recognition of projects from different countries, different industries and different organisations and to motivate project teams to develop and improve project management. It supports professional project management in achieving high performance and identifies projects as examples of excellent project management.

Right now around 60 international assessors are undergoing refreshment trainings on the Project Excellence Model and award process and getting prepared to assess projects coming from all over the world.

In our opinion this is probably the biggest exchange of best project management practices, said Ewa Bednarczyk, Award Office Manager. Many of our assessors have been involved in the assessment processes since the beginning, that means they’re spreading the knowledge gathered from 88 successfully completed projects, coming from different sectors, cultures and part of the world.

All applicants have the unique opportunity to have their projects assessed by a team of 5 professional assessors and benefit from their rich experience.

Mr. Dan Donciulesku from SIVECO Romania SA, award finalists added: “There are rare possibilities for a Project to be audited or evaluated from outside by PM professionals. The IPMA Project Excellence Award is such a possibility, providing international recognition. If you are tough enough, apply for the Award!”

It’s worth to mention that most of previous award finalists also indicated that already the 1st phase of the assessment process is valuable for them. Choosing the proper project for the competition and writing an application report gives an opportunity for auto-reflections and first improvements are immediately implemented in the organization.

But what the applicants appreciate the most is a final 35 pages benchmark report which includes project strengths and areas for improvement discovered by the assessors in the application report and at the site visit.


To read entire report (click here)

About the Author 


Krakow, Poland

Ewa Bednarczyk currently works for the International Project Management Association (IPMA) where she has administered the IPMA International Project Excellence Award Office since 2007. She is responsible for the coordination of the projects’ assessment process, including organization of the assessors training, assessors’ team composition, preparation of the Jury and final reports. She is the first contact person for the current and potential applicants and those who are interested in the Project Excellence Model. Moreover she supports the establishment of national Project Excellence Awards among IPMA member associations around the world.  Ewa is also a partner in a company pm2pm sp. z o.o. which offers project management training in Poland. Pm2pm mainly trains candidates for the IPMA certification.

In year 2010-2012 Ewa served as the IPMA-Pl Vice President responsible for the Polish Project Excellence Award. Ewa graduated from the Kraków University of Economics and Avans Hogeschool in Breda. She is an IPMA Level-D certificate holder. In her free time she regularly plays squash and treks. Her favorite destination is Nepal.  Ewa is also an occasional International Correspondent for PM World in Kraków, Poland.  She can be contacted at: [email protected].

Continuity Equation of Human Effort (Dynamic Equilibrium between the Difficulty of Human Labor and the Capabilities of the Work Performers)


By Pavel Barseghyan, PhD

Dallas, USA and Yerevan, Armenia


Flow or flux approach to the quantitative description of various transport phenomena and processes is a key means of quantitative fundamental science. The results of this approach are the continuity equations, which are the cornerstones of such sciences as thermodynamics, electrodynamics, hydrodynamics, quantum mechanics, and many others.

From the point of view of mathematical modeling one of the main advantages of flow or flux approach is that it combines in a harmonic way fundamental quantitative description of various transport phenomena and processes occurring in space and time.

People’s actions and all their activities are also flows through time and space and, therefore, can be described by fundamental methods and approaches already developed in other areas of quantitative science.

In this paper, considering the implementation of the project as a flow of decisions in time and space, are being investigated fundamental functional relationships between such dynamic parameters of projects as its complexity, size, difficulty, time and productivity of the team in the form of the equations of continuity.

In particular, the obtained results indicate that the productivity of the team is the time derivative of the dynamic complexity of work, and the difficulty of the work is a derivative of the same dynamic complexity of work with respect to the current size of the work done.


Continuity equations are relevant fundamental means to many areas of quantitative science, including electrodynamics, fluid dynamics, thermodynamics, wave theory, quantum mechanics, the theory of traffic flow and more.

The main role of the continuity equations is that the adequate qualitative and quantitative representation of flows of different physical nature in time and space. In this connection it is necessary to emphasize that, regardless of the physical nature of the flow under study, whether the flow of heat, the flow of particles, or the flow of probability, the structure and mechanism of their quantitative representation in general remains the same [1].


To read entire paper (click here)

About the Author

pavel-barseghyanflag-Armenia-USAPavel Barseghyan, PhD    

Dr. Pavel Barseghyan is a consultant in the field of quantitative project management, project data mining and organizational science. Has over 40 years experience in academia, the electronics industry, the EDA industry and Project Management Research and tools development. During the period of 1999-2010 he was the Vice President of Research for Numetrics Management Systems. Prior to joining Numetrics, Dr. Barseghyan worked as an R&D manager at Infinite Technology Corp. in Texas. He was also a founder and the president of an EDA start-up company, DAN Technologies, Ltd. that focused on high-level chip design planning and RTL structural floor planning technologies. Before joining ITC, Dr. Barseghyan was head of the Electronic Design and CAD department at the State Engineering University of Armenia, focusing on development of the Theory of Massively Interconnected Systems and its applications to electronic design. During the period of 1975-1990, he was also a member of the University Educational Policy Commission for Electronic Design and CAD Direction in the Higher Education Ministry of the former USSR. Earlier in his career he was a senior researcher in Yerevan Research and Development Institute of Mathematical Machines (Armenia). He is an author of nine monographs and textbooks and more than 100 scientific articles in the area of quantitative project management, mathematical theory of human work, electronic design and EDA methodologies, and tools development. More than 10 Ph.D. degrees have been awarded under his supervision. Dr. Barseghyan holds an MS in Electrical Engineering (1967) and Ph.D. (1972) and Doctor of Technical Sciences (1990) in Computer Engineering from Yerevan Polytechnic Institute (Armenia).  Pavel’s publications can be found here: http://www.scribd.com/pbarseghyan and here: http://pavelbarseghyan.wordpress.com/.  Pavel can be contacted at [email protected]

Visceral Response to Communication


By Rebecca Winston, JD, PMI Fellow 

Idaho, USA

Tracking the blogosphere recently concerning the communication via email by Marissa Mayer, CEO of Yahoo, I found myself experiencing several emotions.  To explain why I experienced this range of emotionality, I will discuss the email communication in terms that I found it being discussed and those in which I did not.

First, why is this discussion of interest to those of us concerned with project management and its various guises when it dealt with moving the workforce back to a co-location office workplace rather than a virtual telecommuting environment?  Well, the bottom line is that we are all in the business of communication on our projects, programs, or project portfolios.  We also note that many articles both opinion and researched including survey based site communication as the, or one of the pivot points for success or failure.  Also, many project managers have been handling virtual projects for years, even in organizations that have a predominant co-location policy but several sites working on one project.

The first flurry of blog postings cited the undoing of the family friendly workplace.  Many of these postings noted that families have come to depend on the parent being able to work out of the home, not spending hundreds of dollars on childcare, and commuting.  How dare a “woman” force other “mommies” back to the office?  Note, I keyed in on the word “woman”.  I pose the theory that the message would not be better received by it being from a “man”.  I will concede it might not have gotten nearly the same press or the same notice in the e-press and blogosphere.  But the message when separated from the transmitter is still the message and the impact on the individual is still ultimately the same—back to the office.

My frustration with the focus on the sex of the message giver was that it took the focus off the communication.  It pulled us back to a debate that should have passed us by as a society, but evidently has not.  The focus of the discussion became–but she has built a daycare off her office at work, she has a nanny, her salary affords her the ability to provide more for her child, and so forth.  Could not a man be said to be able to provide the same in the same position with the same financials?

So if the sex of the message transmitter should not be the debate, what did I think should have been the topic of discussion?  Several items could have provided fodder for discussion.  One topic would have been whether this change had been the plan from the hiring of Marissa Mayer.  This change represents the culture she had experienced at Google.  Was the strategic plan to implement it at Yahoo hoping for similar results?  Or did she determine after a couple months of walking empty halls and noting the lack of intellectual interaction that co-location was necessary to gain and move new ideas forward?


To read entire article (click here)

About the Author

rebecca-winstonflag-usaREBECCA WINSTON, JD 

Former Vice-Chair, Chair, Fellow – PMI®

P/PM Consultant to US Government

Idaho Falls, Idaho, 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]

PMO: Neither Friend nor Enemy


By Cleber Santos

Rio de Janeiro, Brazil

Despite the short time working in a PMO, I see clearly and I can safely say, aversion to certain areas in relation to the activities of a Project Management Office, or PMO, are known. Regardless of how well we illustrate some of the literature of project management, the PMO should be limited to a specific role and it should be determined if it makes any kind of service. Well, let’s see some brief definitions of PMO made by Ricardo Vargas:

  • Project Self: for the management of a specific project;
  • Office Support Projects: project office ball departmental support for concurrent projects;
  • Centre of Excellence: Developing GPs, leaders and team members responsible;
  • Office Enterprise Project: is the sphere of corporate office, working in the strategic management of all projects within the organization.

PMO has grown quickly in Brazil. According to research PMSURVEY 2012, about 26% of participating companies were in the process of implementing a PMO at the time of the survey. But with all this growth, we must analyze the background surrounding the implementation of a project office. Could it be that they are all companies that are prepared, be they functional structure, weak matrix or strong, to receive a PMO in its structure?

Consider two of the main reasons cited for the failure to implement a PMO:

  • Resistances and cultural issues were not adequately treated (57.0%);
  • Lack of sponsorship from senior management (53.0%);

Among other reasons mentioned, based on this information, we can observe when it talks about deployment of PMO in a company.  The more conservative people, sometimes old company employees, soon perceive a bureaucratization of services that were formerly done in a more agile manner, and are sometimes being forced to follow best practices or even the methodology proposed by the PMO.

Another interesting approach regarding the main function of a PMO in companies:


To read entire article (click here)

About the Author

flag-brazilcleber-araujo-dos-santosCleber Araujo dos Santos

Rio de Janeiro, Brasil

Cleber Araujo dos Santos works as a Project Analyst in a PMO in a service company. He is certified by PMI CAPM and has master in project management. He operates in strategic and tactical projects in the company. Cleber studied at the Veiga de Almeida University and lives in Rio de Janeiro, Brazil. Owner and maintains the site www.projetosbrasil.com.  Contact: [email protected]

Project Management Education in Latin America


By Ana María Rodríguez, MSE, PMP

Senior Contributing Editor 

Rosario, Argentina

Latin America is a growing region, and during times of international economic crisis it has shown that economies are stable and have attracted investments. Local governments are also making important developments, all these leads to a growing amount of projects in the region. Project Management practices are in demand, and interest in the profession is growing. This is demonstrated by the growth of membership to project management associations in the region and the amount of educational programs offered in the topic.  According to the Project Management Institute (PMI), Latin America is one of PMI’s fastest-growing regions in terms of Chapters, members and credential holders.  PMI membership in the region represented 0,75% of the worldwide membership in 1997, and now represents 5,8% of all PMI members in the world.

As PMI representatives have mentioned to PM World Journal, the need for project management training and education is reflected in the number of PMI Registered Education Providers that are currently active in Latin American regions.  There are 136 active R.E.Ps, which reflects an 80% increase from 2002 to 2012. This follows the growing demand for Project Management training in the world, where today, 6,000+ institutions are offering thousands of courses and there are more than 800 degree programs specifically in the subject.

So it is a fact, the demand in training is growing in Latin America. What types of institutions are offering this training? Which standards are been taught? What programs are available? What are students looking for when joining these programs? What are the challenges being faced in the region? This issues will be will be analyzed on this article as an intent to get a better picture of PM education in the region.

Which institutions are offering PM training in Latin America?

Ms. Liliana Buchtik, who was PMI representative for Latin America and the Caribbean from 2010 to 2012, has a first-hand insight of what happens here. As she has explained to PMWJ, “In general, PM training in the region is first offered by training companies and then universities include it in their offer, both as courses in their degree programs of engineering, architecture and in some cases in social studies, and are also offering training programs to obtain the Certificate Associate in Project Management (CAPM)® and Project Management Professional (PMP)® credentials”.


To read entire article (click here)

About the Author

ana-maria-rodriguezflag-argentinaANA MARIA RODRIGUEZ 

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 was part of the Board of Directors of the PMI Buenos Aires Argentina Chapter (PMIBA) for several years, and is an active volunteer there. She is also founding member of PMI Nuevo Cuyo Chapter. Ms. Rodriguez welcomes contact at [email protected], also at www.erapm.com.ar

Agile in Project Management


A Brief Overview

By Laurence Nicholson, PMP, MBCS, FPMA, ACQI 


1.   History

Incremental Development Methodologies

Incremental software development methods have been traced back to 1957at IBM’s ServiceBureau Corporation

In 1974, a paper by E. A. Edmonds introduced an adaptive software development process.[3]. Concurrently and independently the same methods were developed and deployed by the New York Telephone Company’s Systems Development Center under the direction of Dan Gielan.

During the mid to late 1970s Mr. Gielan lectured extensively throughout the U.S. on this methodology, its practices, and its benefits.

So-called lightweight software development methods evolved in the mid-1990s as a reaction against heavyweight methods, which were characterized by their critics as a heavily regulated, regimented, micromanaged, waterfall model of development. Proponents of lightweight methods (and now agile methods) contend that they are a return to development practices from early in the history of software development.

Early implementations of lightweight methods include Scrum (1995), Crystal Clear, Extreme Programming (1996), Adaptive Software Development, Feature Driven Development, and Dynamic Systems Development Method (DSDM) (1995). These are now typically referred to as agile methodologies, after the Agile Manifesto published in 2001

Waterfall vs Agile

When project management became popular in the 1980’s, the traditional approach of most project managers was what was known as a waterfall. A strict, rigid stepping from one stage to another in the process for gathering requirements, building the solution, testing the solution built and then putting this live. Whilst this was a successful method for delivering benefit to the business, it soon came under scrutiny as businesses became more dynamic, reacting rapidly to changing needs. The limitations of the waterfall design were based ironically in its very strength; The strict control of the stages of a project.

What was needed was a way of ‘trying out’ solutions on the fly and making changes throughout the process. Prototyping became the way forward for many, but this was difficult for the traditional project methodology to manage.

Prototyping became a series of small waterfalls, which worked for a while but still had the inherent limitations associated with it.

Something new had to be designed, and the profession turned to the software development and engineering industries, and discovered Agile. A cyclical set of activities called Sprints, during which an agreed set of requirements were designed, built and tested in a short time frame.


To read entire article (click here)

About the Author

laurence-nicholasonflag-ukLaurence Nicholson


Laurence Nicholson has over 25 years Project and Programme Managment experience across a wide variety of industries and all sectors, including private, public and voluntary. He has penned many articles over the years and had some translated into numerous languages.

He has been responsible for leading change and improvement through strategic reviews and the introduction of methods and processes in project management and quality systems, including Programme management office processes and governance. He has also managed risk and communications management of project portfolios and the development of training and coaching in project management techniques for a number of leading world class organisations.

Has previously been divisional head with WarnerBros IT and with ProcServe, operating at the CxO level both internally and externally. Passionate about continuous improvement, constantly strives for process and operational efficiencies. Laurence comes from a PA Consulting background that drives a desire for efficiency, innovation and best practice through alignment of strategic objectives.

Specialties: Project and Programme Management, Change Management, Quality Assurance, Software Development Managment, Development Programme Management, Procurement, Resource Management and Divisional Management.

Contact email: [email protected]

When Lean meets Agile – A Complete Organization Transformation Case Study


 By Dr. Waffa Karkukly 

Ontario, Canada


Lean and Agile concepts, methods, and practices are not new to those organizations that seek organization continuous improvement; however, they were often heard of separately.  IT organizations practiced many forms of development standards and agile is one of them while non IT practiced Lean.  Most recent there is a huge buzz regarding Lean and Agile that one is not mentioned without the other.  The Agile and Lean journey require structure, champions, processes, and change management approach to ensure the implementation success of the Lean and Agile approaches as well as the sustainability of it.

Due to the speed of growth in organizations, there is a need to cover the adoption of Lean and Agile and what it entails to allow those interested in adopting Lean and Agile to learn what is required, and the challenges and rewards.  The case study contribute to the practicality of the project management field in general, and sheds light on the Lean and Agile practices in particular.

This paper presents a case study of an organization in the financial industry in Canada that decided while basic agile was helping their IT, not until IT meet with Lean when the organization had a complete transformation to its delivery model and the way the organization aligned its product, software development and project management into a unified model that achieves Leagility through the benefits of both Lean and Agile.


PMO, Project Management, Lean, Agile, Leagility


About the Case Organization 

Interac Association (the “Association” or “Organization”) is a recognized leader in debit card services. The Association is responsible for the development and operations of the Inter-Member Network (IMN), a national payment network that allows Canadians to access their money through Automated Banking Machines and Point-of-Sale terminals across Canada. Formed in 1984, the Association is now composed of a diverse group of members, including banks, trust companies, credit unions, caisses populaires, merchants, and technology and payment related companies.  The Association is a not-for-profit organization, governed by a 14-Member Board of Directors, appointed annually based on the business sector and the volume of transactions processed. More information about Interac Association may be accessed at http://www.interac.ca . Today, Canadians coast to coast associate the INTERAC® brand with leading electronic payment services that are trusted, secure and reliable.


To read entire article (click here)

About the Author

flag-canadawaffa-karkuklyWaffa Karkukly

Ontario, Canada

Waffa Karkukly is currently the President and Managing Director for the www.globalpmosolution.com.  Waffa has an extensive experience in Project Management, specializing in building PMOs and revitalizing and assessing value proposition of existing PMOs.  Waffa has helped organization improve their IT and / or Project management practices through building standards and proven solutions that improved the delivery process of an organization.  Waffa is an active PMI member and Held the positions of Director of Communication for the PMOCoP and Regional communication coordinator for the PMOLIG.   Waffa has a BSC in Information Systems from DePaul University and an MIT from Northwestern University in the United States, and is currently a PhD Candidate at SKEMA School of Business in France.    She is a certified project management professional (PMP) by the Project Management Institute (PMI®), and is dedicated to improving the understanding and standards of project management practices, especially in the Value proposition of building and sustaining successful PMOs. Waffa can be reached at [email protected].

Social Media for Project Managers


social-mediaBook Title: Social Media for Project Managers
Authors: Elizabeth Harrin
Publisher:  Project Management Institute
List Price: $39.95
Format: soft cover, 153 pages
Publication Date: October 2010
ISBN: 978-1-935589-11-2

Reviewer: Philip Wells
Review Date: March 25, 2012


It is not a case of why?

Social media tools are here for the long haul according to this writer, and there seems to be no end in sight to the proliferation of tools out there. The successful completion of your project depends on the Web 2.0 tools as a Project Manager. Effective communication is two -ways and social media is two-ways” and in there lies the wisdom of social media – Interactive and Collaborative.

Social media with its various tools have become the norm and are here to stay. It is only a matter of time before it engulfs the PM community. . “Social media technologies make it easier for stakeholders to control the type of communication they receive.” 

The writer highlights the importance of Social Media tools to the project manager, and   shares her positive experiences with various Web 2.0 tools, some of which have been around for at least 10 years. Very insightful and practical solutions delivered by social media tools for today’s PM are documented by world renowned Project Managers in this book.  This book is Educational, Practical and Relevant – a must read for a project manager.

Relevant in today’s environment the information is shared by the writer 


The author offering “Social Media for Project Managers” gives personal insight and experiences with Web 2.0 technologies. Readers are taken from the personal blogs and Tweeter to the corporate board rooms of collaboration and virtual team meetings.

Project managers who are familiar with social media tools will find this book helpful and a source of support for their cause for further integration of Social Media tools into their projects.  Short of be called a manual or guide on the subject matter, the book makes for educational and interesting reading with practical solutions. 


To read entire Book Review (click here)

Editor’s note:  This book review was the result of cooperation between PM World and the Project Management Institute Information Systems Community of Practice (PMI IS CoP – http://is.vc.pmi.org/). The PMI IS CoP has established a members-based project management book club as a service to members who can receive PDUs for PMP recertification for authoring the reviews.  Each book is reviewed and scored according to established criteria.  The top scoring book reviews will be published in the PM World Journal.  If you are a PMI member and in the IS, IT or other technology-related field, consider joining the PMI IS CoP and participating in this unique book review program.  Information at http://is.vc.pmi.org/ or @ISCoPPMI, #iscopbookclub. 

About the Reviewer

philip-wellsst-lucia-flagPhilip Wells

IT Project Management PMP.CEH.MCSA.SEC+

Contributor/Reviewer PMBOK5

[email protected] : [email protected]

Effective Project Management – Traditional, Agile, Extreme


effective-project-managementBook Title: Effective Project Management – Traditional, Agile, Extreme

Authors: Robert K Wysocki
Publisher: John Wiley and Sons
List Price: $50.00
Format: Soft cover, 792 pages
Publication Date: April 2009
ISBN: 0470423676

Reviewer: Raza Usman
Review Date: March 2013



Robert K. Wysocki has over 40 years’ experience as a PM, consultant, trainer, IS manager and is the author of over 16 books and more than 30 publications in professional and trade journals. He has used his experience to write an extremely useful reference for all project managers. The book is divided into 4 parts with a total of 17 chapters. He uses a case study approach with Pizza Delivered Quickly a hypothetical local chain of 40 stores planning on developing a software application to identify locations and for operational needs, along with real world examples. He stresses that the book can be used very effectively for an undergraduate course or for PM training purposes. A summary, case studies and discussion questions help to anchor the chapter for the reader.

Part 1 deals with defining and using PM process groups. The book does not assume mastery of any PM principles and starts by defining a project as a sequence of activities with constraints on time and budget. Cross references to terms within the book enhance the readability and comprehension of the text. Definitions for programs, scope, quality, cost, time and resources follow. Classification of type A to D projects is clearly defined in a table. In chapter 2 a definition of the 5 process groups and a layman description of each with specific examples sets the stage for an in-depth analysis of scoping, planning, launching, monitoring and controlling and closing projects. The author uses extensive use of tables, cross referencing, diagramming and real world case studies to comprehensively explain each process. Of particular note is terminology used in the industry but which is not found in PMBOK. Helpful tools like business process diagrams, work flow diagrams, use case and context diagrams  are explained in detail.  Helpful and practical tips like planning time for different projects, attendees in a JPPS anchor the reader to real world situations, and allow benchmarking on personal projects for existing project managers or provide a template for students who have no experience of project management. Important topics like WBS, estimating, critical path and risk are sequentially and methodically explained with an emphasis on the tools or methods used.  Real world strategies on resource levelling are explained with examples. Calculations for SD, CPI, SPI are worked out with formulations.

Part 2 is where the PM basics are tied to the “project management landscape”. The landscape is defined based on two characteristics: goals and solutions which are clearly defined or not clearly defined forming a 2 x 2 matrix. 4 approaches to PM are explained in this context: Traditional, Agile (APM), Extreme (xPM) and Emertex(MPx). The Traditional approach is used when both goal and solution are clearly defined, which are approximately 20 % of all projects. Agile is used when the goal is clearly defined but the solution is not, these are approximately 70% of the projects. The most complex are when both goal and solution are not defined, as in the case of research projects, and these are defined under Extreme Projects. the last category is solution clear goal unclear which comes under Emertex (extreme in reverse. The authors own terminology). About 10% of all projects fall in the extreme category.  


To read entire Book Review (click here)

Editor’s note:  This book review was the result of cooperation between PM World and the Project Management Institute (PMI) Information Systems (IS) Community of Practice (CoP) (PMI IS CoP – http://is.vc.pmi.org/). The PMI IS CoP has established a members-based project management book club as a service to members who can receive PDUs for PMP recertification for authoring the reviews.  Each book is reviewed and scored according to established criteria.  The top scoring book reviews will be published in the PM World Journal.  If you are a PMI member and in the IS, IT or other technology-related field, consider joining the PMI IS CoP and participating in this unique book review program.  Information at http://is.vc.pmi.org/ or @ISCoPPMI, #iscopbookclub. 

About the Reviewer


raza-usmanflag-pakistanRaza Usman, PMP 

Raza Usman is a senior IT leader with experience in building state-of-the-art IT operations. 5 years of experience in engineering research. Implemented frameworks for managing enterprise IT Infrastructure architecture within global operations. Cross functional experience in IT Infrastructure and governance, project management and engineering/opto-electronics.  e-mail: [email protected]

IT that matters – A guide to maximizing the Strategic value of IT


it-that-mattersBook Title: IT that matters – A guide to maximizing the Strategic value of IT
Authors: Dennis G. Ravenelle
Publisher: TSO
List Price: $31.95
Format: Soft Cover
Publication Date:20/03/2012
ISBN: 0117080616

Reviewer: Judy Sanker
Review Date: 17/03/2013 



IT That Matters provides a practical approach for how the business can realize value by leveraging IT as a strategic asset of the organization. Simply said, “IT matters. IT is part of the solution or IT is part of the problem.” The IT maturity model is explained in a way that enables readers to really understand why IT matters; allowing one to use the examples to understand:

1) where their own organizations are on the maturity scale,

2) the behaviors required for improvement and,

3) where they need for their organization to be in 3-5 years.

The eight “must haves” to increase maturity to “Integrated and Optimized” are very relevant. Ravenelle uses facts, excellent examples, references to other authors/case studies and humor effectively. He has high regard for the IT Service Management Professional and the itSMF organization, has ITSM practitioner expertise in a distinguished educational institution and holds IT accountable for delivering services with excellence.

Key concepts are:

  • IT Service Provider must effectively and efficiently deliver services that can be continually scaled to deliver increased value to the business. Fixing basic infrastructure problems is foundational to process maturity where services are delivering value. Communication is key driver in perceptions of credibility and value associated with IT. If your internal organization cannot deliver at the right price and with high quality, then an IT Service Provider may be used to fill the gaps.
  • IT should be leveraged as a Strategic Differentiator to the business. Organizations start with “spaghetti-bound” systems that have evolved to service platforms, and spend 70% of their budget on operations and maintenance. ITIL®’s 4 Ps (People, Process, Products and Partners) are the cornerstones of strategic IT. Results of research studies identified mastery and consistent application of the 4 Ps as predictive corporate performance. Long-term plan linked to corporate strategy, simplified, unified corporate technology platform, and highly functional, performance oriented IT organization are critical to organization’s success. Corporations that consistently excel at strategy, execution, culture and structure AND talent, innovation, leadership or mergers/partnerships are more likely to succeed. 


To read entire Book Review (click here)

Editor’s note:  This book review was the result of cooperation between PM World and the Project Management Institute (PMI) Information Systems (IS) Community of Practice (CoP) (PMI IS CoP – http://is.vc.pmi.org/). The PMI IS CoP has established a members-based project management book club as a service to members who can receive PDUs for PMP recertification for authoring the reviews.  Each book is reviewed and scored according to established criteria.  The top scoring book reviews will be published in the PM World Journal.  If you are a PMI member and in the IS, IT or other technology-related field, consider joining the PMI IS CoP and participating in this unique book review program.  Information at http://is.vc.pmi.org/ or @ISCoPPMI, #iscopbookclub. 

About the Reviewer 

judy-sankerflag-usaJudy Sanker, PMP 

Judy Sanker Certified ITIL Foundations Instructor with ITSM Academy, working with MAX Technical Training and as an independent trainer and consultant.  Successful ITIL Expert, retired P&G IT Operations Manager, driven to share knowledge, expertise and experience to help other organizations deliver excellent business results in the disciplines of IT Service Management (ITIL best practices and framework), ISO 20k and Project Management. is professional description of your career and PMI relationship. [email protected]

The Market-Driven Supply Chain – A Revolutionary Model for Sales and Operations Planning in the New On-Demand Economy


the-market-driven-supply-chainBook Title:  The Market-Driven Supply Chain – A Revolutionary Model for Sales and Operations Planning in the New On-Demand Economy

Author:  Robert P Burrows III

Publisher:  AMACOM

List Price:   US$39.95;  Publication Date:   2012

Format:  hard cover; 271 pages

ISBN: 13: 978-0-8144-3163-4

Reviewer:      Carol D Kacinko

Review Date:              March 2013


Introduction to the Book

The Market-Driven Supply Chain describes how many businesses are caught in their old Sales and Operations Planning (S&OP) techniques based upon a singular market strategy from the past. The Introduction provides a summary of the book as well as a brief description of the primary topic covered chapter by chapter.  At the end of the Introduction is a listing of the ‘Seven Guiding Principles of the Design of Market-Savvy S&OP’ with an overview of the primary topic covered within each of the seven chapters.

The book describes how to create and implement a new market-savvy S&OP based upon today’s on-demand market segmentation.  Definition of a new vision for creating this strategy, identified within the first section of this book, is the fun and exciting aspect of this effort.  Changing the behavioral of an organization through teamwork of cross-functional teams with the use of analytics along with the focus on customer values, in the adaption of a customer-centric culture, are key to the creation of this market-savvy S&OP in Part II.  Part III deals with the design and behavioral changes necessary, as well as the actual implementation of the processes for this new S&OP.

Overview of Book’s Structure 

The book is divided into three different parts, or sections, with related chapters associated to that particular topic.  Part I, Creating Vision defines the starting point for understanding the creation of market-savvy Sales and Operations Planning for the new on-demand market through the two principals of ‘market in’ and ‘segment level’ in chapters 1 and 2; ‘Seeking Anew from a Market-Savvy Perspective’ and ‘Competing on Time and Customer Connectivity’.  Part II, Changing Behavior deals with the more difficult aspect of behavioral change to implement this new strategy in chapters 3 and chapter 4; ‘Managing by Analytics’ and ‘Establishing a Customer Centric Culture’.  The final Part III of this book, Designing New Processes focuses on the implementation of new processes for change management within chapters 5 though 7;

‘Designing and Implementing Collaborative Planning (Segment-Level S&OP)’,’ Designing a Rate-Base Planning Process’ and ‘Transitioning to a New Culture of Market-Driven Supply Chain’. 

Each part starts with describing the purpose of that section along with a synopsis of the chapters included. The actual chapter itself is broken into topics included, providing a smooth and understandable flow of the material.  Graphs and charts are used to expand upon the chapter’s content and further explain a topic of discussion.  A ‘Looking Back’ topic summarizes the key points of the subject matter covered within the chapter prior to a pertinent Case Study that ends the chapter by providing a real-world example. 


To read entire Book Review (click here)

About the Reviewer

carol-kacinkoflag-usaCarol Kacinko

Carol Kacinko is an IT Consulting Executive with over 30 years managing diverse business protocols for global operational perspectives in North America, Europe, India and Asia Pacific.  Proficient in establishing PMO’s, infrastructures, and implementing policies, procedures and processes with continuous improvement initiatives.    She has led multi-million dollar, multi-year projects; one awarded the ‘Smithsonian Institute Award for Technological Innovation’, established Project Management Offices (PMO) where one CIO was recognized in the ‘Top 10 CIO’s of the Year’ for the Governance implemented, established strategy and led design through implementation of successful Business Intelligence solutions to major corporations.   As Principal of her own consulting company she has provided services to Fortune 500 companies and Federal Government Agencies.  Carol has provided instruction for both Oracle and IBM.

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].