Welcome to the May Edition


David Pells,

Managing Editor 

Addison, Texas, USA

Welcome to the May 2013 edition of the PM World Journal (PMWJ), the 10th edition of the new web-based publication serving the world of professional program and project management (P/PM).  This month’s edition is another full issue, with 28 new articles, papers, reports and book reviews by 34 authors in 15 different countries, again reflecting the global nature of our readers and contributors.  An additional 45 news articles about projects and project management around the world are included, with 20 countries represented this month.

I want to begin this paper by addressing three editorial issues: copyright, call for papers, and PM World Library.

Copyright must be respected

All authors who submit works for the PMWJ must own or obtain copyright for the contents of his or her article, paper or report.  We hope that all work is original, so copyright is clear, but that is not always the case when referenced works are included.  We have tried to simplify the process with our Author Agreement, but at the end of the day we depend on authors to honestly address and clear up any potential copyright conflicts.  I mention this topic this month because we have now had several copyright infringement complaints about works published or offered for publication.  To better understand our policy on copyright, please visit


Call for Papers

We regularly publish a “call for papers” for each edition of the PMWJ, but sometimes we forget.  This is a reminder that we are constantly seeking good articles, papers and information about program and project management.  If you are an experienced program or project manager, project management professional or PM professional leader, please consider sending us a ‘Commentary’ article about some topic of personal interest.  If you are an academic leader, graduate student, researcher or professional with a paper resulting from serious research that you want to share with the world, consider submitting a ‘Featured Paper’ or ‘Student Paper’.  If you are a PM expert, consultant or executive with a solution to share, send us an ‘Advisory’ article for the next edition.  We publish a wide variety of articles and papers, case studies and reports, book reviews and news stories.  Gain some visibility for you or your organization, share your knowledge, publish an article in the PMWJ.  Contact [email protected].

PM World Library in Beta

Many of you know that we have been working on a new PM World Library (PMWL) to provide a searchable archive of all works originally published in the PMWJ.  The new PMWL is now live in a Beta version at www.pmworldlibrary.net.  There is much work to do there but you can see the direction we are headed.  If you have any comments or suggestions, they would be welcomed at [email protected].

Now – In This Edition

The May edition begins with one Letter to the Editor. Mike O’Brochta in Virginia, USA was happy to see the two articles about professional ethics in the April PMWJ, by Prof Darren Dalcher and the Revd. Michael Cavanagh.  Please see his comments.  If you have any reactions to anything published in the PMWJ, send us an email.  Sharing knowledge, including reactions and perspectives, is the main mission of the PMWJ.

Nine authors in 6 countries have contributed Featured Papers this month.  Bob Prieto, Senior Vice President at Fluor Corporation in the USA, has authored another paper entitled “PMO and the Tollgate Process.”  Jeffery Tyler in Colorado, USA is the author of “Teaching Earned Value as a Simple Methodology”, based on his experience both managing defence programs as well as teaching at the university level. Trian Hendro Asmoro in Jakarta, Indonesia has provided an interesting paper entitled “Exploring Gold Equivalency for Forecasting Steel Prices on Pipeline Projects. Professors Vladimir Voropajev, PhD and Yan Gelrud, PhD in Russia, writing this month with Dr Lev Averbakh in New York, are the authors of “Modeling the Project Management Tasks Under the Risk and Uncertainty Condition with a Cyclic Alternative Network Model”. Dr David Dombkins in Australia has authored “Realising Complex Policy – Using Systems-of-Systems.”  Pavel Barseghyan, PhD in the USA has provided another unique mathematical look at project management in his paper “Communications and Contacts in Massively Interconnected Systems – Part 1: Rents Rules and Connectedness between People.”  Mark Reeson in UK has authored “Measuring the Convergence of Sustainability and Project Management – Where the ‘Triple Bottom Line’ falls short: P5 in Action – The Enhancement of the Model”. These are all serious papers; we hope they are interesting and useful to readers.


To read entire paper (click here)

About the Author 

flag-usadavid-pellsDAVID 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.  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, has spoken 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 Santiago


By Jaime Videla

International Correspondent 

Santiago, Chile

Innovation is Manage

Globalization and new technologies have spawned an overflow of changes in our present lives. Both products and markets are in constant motion. Innovation is the new paradigm to operate in the actual social and business development.

They say that innovate is to invent, it is the creativity to make something new; however, to make things happens management is required. Innovate is also to highlight new ideas, which means make profitable business environment. Invention by itself does not produce profitability skills and abilities required to bring it to market effectively.

In today’s knowledge society innovation is required to add value to companies to better compete. It means gain a competitive advantage through innovation, nevertheless that advantage is only temporary because innovation´s protection (patents) effectiveness is limited, and because product takes 2 to 3 years to be copied.

The key advantage that produces innovation is reducing the learning curve ahead of his imitators. It is the result of innovation that really creates a sustainable competitive advantage. It is knowledge and excellence in execution of innovation process which will remain competitive.

Great innovation project management is ultimately the one that will create value.

If project is the link between idea and market, it seems clear that project management skills should be correlated with the results of innovation. Below we present the results of a study conducted by Victor Lerga B., confirming the direct relationship between level of innovation and skills and project management skills.

Lerga studied the direct link between project management skills and innovation in the country, and plotted the following ranking of countries, linking Europe and USA within Chile. It is noted that there is a correlation between the result of innovation and skills in project management in the country. It can be concluded that the project management capabilities are drivers of innovation.


To read entire report (click here)

About the Author 

flag-chilejaime-videlaJAIME VIDELA 

Santiago, Chile 

Jaime Videla, PMP, is the Managing Director for Videla Montero Consultores a project management consultant firm based in Santiago, Chile. He is also senior partner of AccuFast! Cubicaciones, a company provides material takeoff estimating services and engineering projects in Chile. Mr. Videla has 20+ years of project management experience leading utilities, mining and industrial projects (totaling US$222 millions) for large multinational companies like Siemens and ABB, or as a consultant for BHP and Anglo American. Jaime is a certified Project Management Professional (PMP®) since 2007, has formal studies in Civil Engineering from Universidad de Chile. He has professional experience working/training in Argentina, Brazil, Chile, Mexico and Germany. Since 2006 has been an active member of the Project Management Institute (PMI®), assuming the role of director and vice president of communications and publicity of the PMI Santiago Chile Chapter in 2010. His areas of activity today include PMO development; contracting, claim, risk and project management services; project management training and coaching. Author of the e-book “Los 7 pasos para salvar un proyecto (The 7 steps to project recovery)”, he also writes about project management themes on PMOChile blog. In addition, he works as volunteer at Fundación Trascender, an innovative institution that manages a network of volunteer professionals through social projects. Jaime Videla is fluent in English, Portuguese and Spanish, lives in Santiago and can be contacted at [email protected]

UK Project Management Roundup


By Miles Shepherd

Executive Advisor & International Correspondent 

Salisbury, England, UK


Spring has not really ‘sprung’ in UK so far.  Unseasonal heavy snow in April has put back much of the usual delights with migrant birds from Africa and Scandinavia as much as 3 weeks behind their scheduled arrivals and little sign of green in the hedgerows.  The impact of this winter on the project world is difficult to read, too, as the construction and building industries still seem slow to pick up.

In this report I will be looking at the UK economy, the outlook for projects and UK project managers.


Growth in the UK economy has been sluggish since 2008 when the banking crisis sparked a major downturn in worldwide growth.  The International Monetary Fund (IMF) told the Chancellor of the Exchequer that he is being too heavy handed with the austerity measures and that more needed to be done to encourage industry.  As output in UK remains some 2.6% below that of the level pre-crisis, UK is weaker than all EU countries except Italy.  Compare this with USA, Canada and Germany who have all passed their pre-crisis output levels.

There is some glimmer of light at the end of the tunnel as UK avoided the so called triple dip recession and GDP rose by 0.3% – not a huge amount but enough to spark a small surge against the mighty Dollar and Euro.  Figures released in the last week of April showed that steady increases in the service sector offset continuing weakness in manufacturing.  As the project world is part of the service sector, it is not unreasonable to think that the British have Project, and Programme managers to thank for such progress as we have seen.

plcInterestingly, Santander, the largest bank in the Eurozone, thinks that the worst is over in UK.  Despite rising costs of banking and an erosion of 9% in their cost / profit ratio, Santander UK CEO Ana Bolin (pictured left) stated that she foresaw signs that ‘greater stability’ would improve their trading position.  Santander is increasing its lending to Small and Medium sized enterprises (SMEs) to build its market share to 5.3% from 4.7%.  Although they see the economy as remaining weak, strong earnings growth is forecast of the rest of this year.

One factor that has yet to make a major impression is the change in stakeholder relations at many major organizations.  While investors approved broadly of the ‘golden hello’ awarded to the new CEO at AstraZeneca, Taylor Wimpey, one of the major house builders in UK has just emerged from a bruising encounter with shareholders over the company’s remuneration report, despite a strengthened order book.  This rose by 27% to around £1.6 billion in the first quarter.

Similarly, defence specialists Chobham struggled to have their pay package approved with 9.8% against and 5.9% withholding their vote.  Chobham shares closed 2.2% up on the day.  While the numbers are significant for investors, their impact on projects is not yet clear as reports on pay trend for Project staff shows continuing weakness.  The clear feeling amongst the share buying public is that Company Directors are overpaid for the work they do, with many seen as being rewarded several times over for the same performance.

These are not simply presentational matters and the implications for Project Managers is not yet clear but a good case could be made for improving rewards for project staff since their performance is relatively straightforward to measure.


To read entire report (click here)

About the Author

miles shepherdflag-ukMILES SHEPHERD

Salisbury, UK

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

Project Management in Spain – monthly report


By Alfonso Bucero

International Correspondent & Editorial Advisor 

Madrid, Spain

PMP Preparation programs become more and more requested by Spanish industry, and the number of PMI EMEA Congress attendees from Spain decreases

If anybody had asked me about the reasons I would not be able to answer, but it is a fact that PMP Preparation Programs are more and more requested by Spanish people since a couple of years ago. For instance, we observed 30% growth regarding PMP Preparation training demands. Construction Management industry has been the industry with the highest level of unemployment in Spain. It may be one of the reasons; I mean people want to be better and better prepared to try new opportunities in the near future abroad. 

Most of the recently graduated Architects want to be prepared to find new opportunities abroad as project managers. One of the most affected Communities in Spain is the “Andalusia Community” where we may find the biggest index of unemployment. It is hard for our society to need going through difficult moments just to be aware of the project management and professional certification value.

In Spain Professional Associations like Engineering ones, are more and more interested in PMP preparation programs. In fact, we already have more than 4500 PMI members in Spain. On the other hand, it is very curious to observe that the level of Spanish attendees in the last PMI EMEA Congress in Istanbul decreased to only “1”. I mean, I was the only Spanish guy attending to that Congress this year. I cannot believe to be the only PMI Spanish member interested in learning, sharing and expanding our Project, program and portfolio management experiences; on the other hand the number of registrations in PM Masters increased during the last three years in Spain.

Perhaps it may be one of the causes because Spain is in crisis, lack of leadership from our government, from our enterprises and finally from our project managers. During May 2013 the PMI Madrid Spain Chapter will launch a survey to find out the main reasons because the enterprises are not sending their project managers to International Congresses. Let’s wait for the results.


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

About the Author 

flag-spainalfonso-buceroAlfonso Bucero 

International Correspondent – Spain

Alfonso Bucero, MSc, PMP, PMI-RMP, 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].

Project Management Update from Argentina


By Cecilia Boggi, PMP

International Correspondent

Buenos Aires, Argentina

Organizations in Argentina, as other countries in Latin America, have showed an increased awareness in the benefits of formal Project Management practices, and Project Management learning programs are having an increased demand, as Ana María Rodriguez, MSE, PMP mentioned in her article “Project Management Education in Latin America” published in the April issue of this PM World Journal.

Executives of some companies in Argentina have noticed an increment in the professionalism of Project Managers, since they are participating of learning programs and many of them, obtaining their Project Management Professional (PMP®) credential, certification of Project Management Institute (PMI®).

Mr. Sergio Donzelli, Managing Director South America Region at Neoris, a global business and IT consulting firm, says that “Project Managers in Argentina have very good professional skills, knowledge and training, and they have a strong motivation in their professional development”. Donzelli finds that his company has very good Project Managers. Fernando Silvestre, Marketing Manager at Neoris commented that “Neoris has the policy of training its own staff and most of the personal talent is formed internally. They have internal project management training as well as training and lectures at local universities”.

As the weaknesses in Project Management Professionals, Mr. Donzelli perceived that soft skills are the main aspect to be improved. “Some Project Managers lack of negotiation skills and some attitudinal behaviors as a strong commitment to the objectives of the project”. Due to these poor development of soft skills, sometimes they may have difficulties in their influence over the team to the achievement of the milestones of the projects”, said Sergio Donzelli.


To read entire report (click here)

About the Author 

flag-argentinaCecilia BoggiCECILIA BOGGI

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

IPMA Achievement Awards – Making a Difference.

Report from the PM Profession 

Ewa Bednarczyk- Poland 

Alan Tupicoff- Australia


IPMA Excellence Award provide opportunities for industry recognition, at both the project and individual level, and for project teams and project managers to celebrate their achievements.

Get familiar with 3 new IPMA award categories: 

  • Community Service/Development Projects
  • Internationally Funded Humanitarian Aid Project
  • Project Manager of the Year

The International Project Management Association (IPMA) current Project Excellence awards program is the largest, most prestigious global recognition program devoted solely to the advancement of the project management (PM) profession. In 2013, IPMA have expanded the program to include its new Project Achievement Awards.

For the first time in its history, IPMA will be recognising project management achievement within the sectors of “Internationally Funded Humanitarian Aid Projects” and “Community Service / Development Projects”. Coupled with these awards will be an award to recognise the individual career achievements of Individual Project Managers.

Projects within the Humanitarian and Community Service sectors are often the projects which make a real different in the social, cultural and economic development of many of the world’s most vulnerable people. Project mangers working within these sectors are often required to have highly developed communication and innovative ways of delivering often sensitive and complex projects in remote locations.

By recognising the importance of such projects, IPMA is not only seeking to recognise achievement by project management teams responsible for the delivery of these projects, but also to facilitate further development of project management skills to improve the effectiveness of delivering a sustainable environment to the people in these regions.


To read entire report (click here)

About the Authors

flag-polandEWA-BEDNARCZYK-bioEwa Bednarczyk

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]. 

flag-australiaalan-tupicoffAlan Tupicoff


Alan Tupicoff is the Director of ATsolve, an Australian based training and consulting company specialising in contract and project management. The company delivers Prism (GMP) training courses within Australia, New Zealand and South Pacific. He has extensive experience over more than 35 years, in all aspects of building and construction within both private and public sector. From 2003 to 2011, Alan was a National Director of the Australian Institute of Project Management (AIPM), and is an AIPM Fellow. Alan has also lectured in aspects of contract and project management within the Vocational Training sector, and continues an active involvement in the Asia-Pacific Federation of Project Management (apfpm) and International Project Management Association (IPMA) – project management awards programs.   Alan can be contacted at [email protected].

Project Management Update from Abuja


By Taopheek Babayeju

International Correspondent 

Abuja, Nigeria

Count down to ProMaCon 5.0

The Largest Gathering of Project Experts in Nigeria and West Africa!

The 5th edition of the Annual National Project Management Conference (ProMaCon 2013) with the theme: “PROJECT MANAGEMENT: Call to Action” is scheduled to take place on 17 – 19 September, 2013 in Lagos, Nigeria.

Network with leaders and project experts from public and private sector

Hear it straight from business leaders and Government decision makers

Understand how project management can meet the challenges for your business

Increase your knowledge about industry happenings, innovations and applications

Gain first hand exposure to the latest Project Management methods and best practice applicable to your field


The 3-day event will feature Pre – Conference Workshops, Keynote Presentation, Break Out Session, Local and International Case Studies, Industry Specific Technical Presentations, Project Management Clinic, Stakeholders Forum, Networking, Exhibitions, Honours Night, Unveiling of the National Association, PDUS/Certificates Award 


Speakers at the conference are drawn from renowned industry experts, accomplished professionals  as well as Government decison makers.

Honours List

Past Sponsors, Past Dignitaries and Guests, Past Speakers, Past Supporting Organisations, Steering/Advisory Board, Past Volunteers, Promoters, Influencers and Champions.


Delegates are expected from Government Agencies, Development Partners, Financial Institutions, Oil and Gas, Construction, Manufacturing, Telecoms and IT, Consulting, Education Providers, Entrepreneurs and Independent Project Managers from different countries.

Join project experts; experience the convergence of Project Management and Leadership, gain knowledge and network with both local and international practitioners.


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].

A New Construction Contract for the 21st Century: Cost Management, Valuation and Payment


By Keith Pickavance 

London, UK

Cost management requires several connected issues to be considered. First, whether the contract price can be relied upon as a prediction of the out-turn cost is a fundamental issue.  Second, for both parties there is the question of how and when change and the effects of any disruption and prolongation are valued. Third, there is mutual interest in the accuracy of interim valuations and, ultimately, the risk of whether the stated value will be paid in full, on time, or at all. In addition there is an inherent tension between, on the one hand, the “transparency” of contractual payment provisions, and on the other, the demands of confidentiality in the Contractor’s pricing method. In this article I consider how CPC2013 addresses these issues.

Transparency and Confidentiality

The Contractor is required to price the Working Schedule so that the values indicated in the Contractor’s Pricing Document (and those of any appointed subcontractors) are fairly represented, on an activity by activity basis.  The Working Schedule is to be published electronically, in native file format with the intention that, unless protected by appropriate access restrictions, all the data contained in it will be available to anyone who is permitted access to it. However, under the terms of CPC2013 the Employer is also to keep confidential the Contractor’s rates and prices and other records identified in the Contractor’s Pricing Document.

In order to fulfil its duty of confidentiality, the Employer is required to employ a named Data Security Manager. The Data Security Manager is to manage data access either through a Common Data Environment or by a File Transfer Protocol and to make sure that only those who have a contractual need for access to such data are able to see it.

The Dynamic Cost Model

CPC2013 differs from all other currently available standard forms in using the dynamic Time Model for the project not only for managing time, but also as a tool to manage cost.

Every activity at low, medium and high density is to be allocated a value consistent with the Contractor’s Pricing Document and the time-related costs such as preliminaries (or site-related costs or “field costs” as they are sometimes called) and Overheads and Profit, are to be priced in levels of effort, logically linked to the activities to which they relate.  The aggregate value of all the planned activities, levels of effort, mobilisation, repayment of mobilisation and release of retention identified in the accepted Working Schedule must equal the predicted cost as it changes in time.

When it comes to revising the Working Schedule for high density (where the resources and productivity are to be used to calculate the activity durations), there is always the possibility that the Contractor may find that, in the light of the resources then planned to be used, what the Contractor priced for is not what it will actually cost to produce. Whether that difference is more or less than the tender or bid price, the Contract requires the difference to be represented as a Contractor’s risk activity. This ensures that the Working Schedule is truly representative of the cost of the Project and can be relied upon for valuation purposes.


To read entire article (click here)

Editor’s note: This article is one in a series by Keith Pickavance about the CIOB’s new contract for complex construction projects. For information about the new contract, visit http://www.ciob.org.uk/CPC.  The full article includes footnotes for quotations and section references.

About the Author

flag-ukkeith-pickavanceKeith Pickavance

Keith Pickavance first qualified as an architect in 1972 and then in 1978 obtained a law degree. After 20 years as an architect in private practice the last 10 years of which also involved construction management, dispute resolution and expert witness services, in 1993 he joined an American company specialising in forensic services and delay analysis. In 1996 he set up on his own again specialising in delay analysis and time management in London and Hong Kong. That practice was acquired by Hill International in 2006, an international construction management and claims consultancy with which he is now appointed an Executive Consultant.  He is a Past President of the Chartered Institute of Building and has led the CIOB’s time management initiative since its inception in 2007.  Keith is the author of Delay and Disruption in Construction Contracts (4th ed., 2010, Sweet and Maxwell) and numerous other books and articles on delay related issues.   Contact [email protected]

IPMA Education & Training Board’s Series for the PMWJ: The E&T Stream at the forthcoming IPMA World Congress


“Balancing PM: Further Training & Professional Development” 

By John-Paris Pantouvakis 

Athens, Greece

The IPMA World Congress is one of the world’s leading conferences on project management, bringing together business professionals, practitioners, managers and representatives of global companies, leading scientists, educators, professors and students, representatives of various sectors and occupations, NGOs and the media.  Over the three days of the congress the best potential and the world of project management are brought together through professional and academic papers, position papers, presentations of best practices or significant case studies, posters, training materials, book & software presentations, tutorials, round tables, special sessions and workshops.

Finding Balance and Moving Forward” is the main theme of the forthcoming 27th IPMA World Congress which will be organized in parallel with the 2nd ICEC & IPMA Global Congress from 30 September to 3 October 2013 in Dubrovnik, Croatia.  More information is available at the congress website www.ipma2013.hr.

Among the variety of possible congress topics, the stream devoted to Education & Training (E&T) entitled “Balancing Project Management: Further Training & Professional Development” is of particular relevance in finding balance between studying or practicing project management and further developing your career prospects. In recognition of the fact, one of the congress keynote speakers will be related to E&T. More specifically, Mr. Mike Brown, Head of the Centre for Project Management, Rolls-Royce plc will speak about Professional Development using the Rolls-Royce / University of Manchester Project Management Professional Development Programme.

The responsibility of coordinating the E&T stream at the Congress has been gladly undertaken by the IPMA E&T Board. We have had a positive response so far with more than 16 papers submitted to the stream from 11 countries. Speakers from Croatia, the CzechRepublic, Germany, Greece, Iceland, Lebanon, Poland, Russia, Slovenia, South Africa and Sweden are already contributing.  Additional papers from E&T professionals and students will be particularly welcome! Topics include (but are not limited to) curricula development, innovative training methods, coaching, role playing and management games, training materials and software.

Invitation to contribute

Both individuals and organizations may contribute to the stream through academic and/or professional papers (position papers, presentations of best practices or significant case studies, posters, training materials, book & software presentations). Training organizations and publishers may also consider presenting their courses, books and other relevant products. Your proposals may be send directly to the Stream Director, Dr. J.P. Pantouvakis by e-mail to [email protected]

Invitation to participate

Setting up a flow of interesting presentations is only part of our overall goal in organizing the E&T Stream. Workshops with active participant involvement are also envisaged. We have a lot to share and contribute and good ideas, comments and proposals are welcome. For example, we need a framework to access and promote excellence in E&T. As E&T spans a wide spectrum of subjects, curricula, training methods, learning materials and technology we need to be able to assess results to people and organizations and showcasing the best examples. How about an open discussion on an E&T Award? This will be the subject of a workshop organized in the frame of the “Balancing Project Management: Further Training & Professional Development” stream.


To read entire article (click here)

Editor’s note: This is the 2nd in a series of articles provided by 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

flag-greecejohn-paris-pantouvakisJOHN-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).

Enterprise Project Governance: How to Manage Projects Successfully Across the Organization
Stakeholder Management


By Paul Dinsmore & Luiz Rocha 

Rio de Janeiro, Brazil

Decision making in organizations is influenced at different levels by factors that reflect the behavior of the principal stakeholders. At the individual level, decisions are influenced because of cognitive biases such as overconfidence, repeating old patterns, overestimating benefits and underestimating cost and time. At the team level, although teams can leverage the experience and expertise that diversity brings, teams may get immersed in dealing with idiosyncrasies, conflicts and social pressures and fail to realize full potential. At the organizational level, decisions are shaped by culture, structure, systems, and to a major degree, the relationships between the organization´s stakeholders.

Stakeholder management is a basic cornerstone in enter­prise project governance. It deals with organizational relationship issues and includes interfacing approaches such power, politics, and influence. Spe­cial interests, hidden agenda, negotiations and interpersonal con­flicts also come into play in stakeholder management. Although sometimes perceived as a collection of soft behavioral methods, in fact, stakeholder management often calls for hard-knuckled action to effectively deal with the issues.

To implement enterprise proj­ect governance, which demands a change in organizational mind-set, a start-up stakeholder approach is required — one that focuses on the unique issues of managing an organizational change project. Even where an en­terprise philosophy already reigns, stakeholders have to be managed to keep the organization lively and productive.

EPG also serves as a bastion for solid stakeholder policies for projects that are vital for the strategic success of the organization. EPG is all about making sure the right combination of projects are done right, and in particular, for mega-projects or other highly strategic ventures. So EPG has a role for ensuring that key project-related executives, sponsors and professionals across the organization are up to speed on managing all the players that affect their projects.


To read entire article (click here)

This series includes articles by Paul Dinsmore and Luiz Rocha, authors of the book Enterprise Project Governance, published by AMACOM in the USA in 2012.  The articles are extracts and summaries of key topics from their book, providing information and guidance on one of the most important aspects of portfolio, program and project management today – governance.  For information about the book, go to http://www.amacombooks.org/book.cfm?isbn=9780814417461

About the Authors

usa-brazilpaul-dinsmorePaul C. Dinsmore

Paul Dinsmore is President of Dinsmore Associates, and a highly respected specialist in project management and organizational change. A certified project management professional (PMP), he has received the Distinguished Contribution Award and Fellow Award from the Project Management Institute (PMI®). He regularly consults and speaks in North America, South America, Europe and Africa.  Paul is the author and / or editor of numerous articles and 18 books, including the AMA Handbook of Project Management. Mr. Dinsmore resides in Rio de Janeiro, Brazil. 

flag-brazilluiz-rochaLuiz Rocha

Luiz Rocha has 35+ years of experience in the industry and business consulting. Luiz worked with Andersen Consulting and Delloite in the USA and Europe when he had the opportunity to manage multi-cultural and geographically dispersed projects in Latin America, North America and Europe. In Brazil he worked with Dinsmore Associates and Petrobras. Luiz is an engineer by background, MSc. in industrial engineering from UFRJ – Brazil, PMP-PMI and IPMA certifications. He is also a published author with two previous books, Business Metamorphosis, in Brazil, and Mount Athos, a Journey of Self-Discovery, in the USA. Luiz can be contacted at [email protected].

Advances in Project Management Series: The Complexity Dialogues: ‘Complicated’ and ‘Complex’ – the management difference


Prof Darren Dalcher, Moderator

Director, National Centre for Project Management

University of Hertfordshire, UK 

Panelists: Dr. Kaye Remington, Australia

Reverend Michael Cavanagh, Ireland


In this article we resort to a different type of discussion about the pervasive issue of complexity. The article features a dialogue that attempts to distil our knowledge about complexity in projects and its resulting implications and challenges. The participants are Dr. Kaye Remington, Revd. Michael Cavanagh, and the moderator is Professor Darren Dalcher.

Darren:  Complexity is increasingly viewed as a common feature of life in a technology-infused era. It often means different things to different people and can be said to be in the eye of the beholder. However, one of the fascinating aspects of complexity is the interaction and interconnection between the simple and the complex, and the richness of patterns and ways of thinking that it enables.

Complexity is itself a complex notion. The Oxford Dictionary defines complexity as the state or quality of being intricate or complicated thereby mixing the concepts of complicated and complex. Managers are increasingly called upon to deliver complex projects in environments that are reckoned to be complex and hence the distinction between the two is important. In order to advance the discussion we need to make sense of the difference between complicated and complex, especially in the context of projects.

Michael: If you know what you’re up against, projects might be ‘complicated’, but that’s not the same thing as ‘complex’. We can manage ‘Complicated’ using the standard ‘First Order’ PM toolset.  But Project Complexity increases exponentially against unpredictability, and it demands a ‘Second Order’ management approach – applying systems thinking, experiential learning, appropriate contracting and most of all, flexible and courageous leadership.

In themselves, these are not complex – just different – demanding a different set of behaviours and personalities.  Unfortunately, in most cases, they aren’t adopted until the first order methods are proved not to work, and by then it’s too late.

Kaye: Many people now acknowledge that some projects are beyond complicated. Complicated projects are challenging and very difficult but ultimately able to be delivered in a form that is acceptable to the key stakeholders, even if the final format has digressed substantially from original expectations. Complex projects are more than just difficult to manage because it is not just about getting the right brains together around the table and nutting out the solution to a challenging problem. That kind of project stimulates thinking and motivates people to work together and achieve a result. In some cases problems are intractable, there are no known or acceptable solutions, or if there are there are so many competing viewpoints that there is a very low potential for satisfactory compromise. Projects like these remain locked in and often don’t get beyond the definition stage. If they are jettisoned into implementation the result is often useless and costly.

One of the major issues confronting those of us who are interested in these intractable or complex projects is – how do we know we are there?


To read entire article (click here)

Editor’s note: The Advances in Project Management series includes articles by authors of program and project management books published by Gower in the UK.  Series editor is Prof Darren Dalcher, editor of the Gower Advances in Project Management series of books on new and emerging concepts in PM.  For more on Gower project management, visit http://www.gowerpublishing.com/default.aspx?page=2063.

About the Authors 

darren-dalcherflag-ukDarren Dalcher, PhD 

Author, Series Editor 

Director, National Centre for Project Management

University of Hertfordshire, UK

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]. 

flag-ukflag-irelandmichael-cavanaghRevd. Michael Cavanagh, MSc



Michael Cavanagh has been an independent for over twenty years in a number of business sectors. In recent years, the focus of his consulting activity has been the use of systems thinking techniques to perform ‘forensic’ analysis of major project failure and the ways in which lessons can be derived and corrective process improvement implemented, deploying a combination of Soft Systems, the Viable Systems Model and a number of tools and methods developed specifically for the task. His book, published by Gower in 2011, introduced ‘2nd Order’ programme management concepts and the need and justification for their application to highly complex projects. The book is aimed at both practitioners and senior sponsoring management. He has also recently published two Kindle eBooks, ‘Ethical Issues in Complex Project and Engineering Management’, and ‘Project Complexity Assessment’.  Michael is an ordained Anglican priest in the Church of Ireland and is currently responsible for the churches of the Kenmare and Dromod Union, Co. Kerry. Michael can be reached at [email protected]. 

flag-australiadr-kaye-remingtonDr Kaye Remington


Kaye Remington, PhD is author of Leading Complex Projects (Gower Publishing, 2010) and co-author of Tools for Complex Projects (Gower Publishing, 2007). With over 25 years of senior management and project experience she is also a former Director of the Post-graduate Project Management Program at the University of Technology Sydney. Kaye now runs a small consulting firm that works internationally to help organisations to develop their capacity to deliver complex strategy and projects.  Kaye Remington can be contacted at [email protected] or visit her website at www.elefsis.org.

Sustainability in Project Management – a case study at Landstede MBO Zwolle


By Bianca van Es & Marjolein Jonker 

The University of Greenwich in London (United Kingdom) in cooperation  with Saxion University of Applied Sciences in Deventer (The Netherlands)


This paper investigates how organizations integrate sustainability into the way they execute and manage projects. A literature review is done and the driving forces that are contributory towards sustainability in project management and the different levels of incorporation are described. These are combined into a model, named: 9S Wheel (the wheel of 9 driving forces towards Sustainability in projects).

To research how these driving forces contribute to sustainability in projects in practice, a case study is done at Landstede MBO Zwolle.

How the driving forces contribute in practice, the interdependence of the different driving forces, and the importance of a holistic approach to reach a high level of sustainability in projects within organizations, are described.

1. Introduction 

If every project in an organization is sustainable, every organization can change their business in a way which does not harm the wellbeing of us and our future generation. A dream or could this be reality?

Sustainability is about meeting “the needs of the present without compromising the ability of future generations to meet their own needs”  (WECD, 1987 3.27). Organizations can play a tremendous role in this challenge, the World Commission on Environment and Development (1987) stated that business needs to change, otherwise the future of our planet earth cannot be assured. Therefore is it necessary to know what aspects influence an organization and the people within an organization towards behaving in a sustainable way. 

As more organizations start to see the importance of sustainability, organizations will search for ways to integrate sustainability within their organizations. Project management can play a tremendous role. Project management is a way to implement change into an organization and sustainability is change, because sustainability is not yet a part of the nature of organizations (Turner & Müller 2003). Thereby the result of the project should be sustainable but projects itself can also be executed in a sustainable way. The following research question towards this is phrased:

“How do organizations integrate the concepts of sustainability into the way they execute and manage projects?” 

First a literature review is done to gather information in the topics related to this research, at the end a model is presented. Further research is done by a case study. The organization chosen for the case study will be introduced. Then the results will be shown and analyzed based upon the model. At the end a conclusion and information about further research on this subject will be given.


To read entire article (click here)

Editor’s note: This paper won the 3rd prize Student Paper Award – master level at the happy projects ’13 conference in Vienna in April 2013; it is republished here with approval of the authors 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/ 

About the authors 

flag-ukflag-hollandbianca-van-esBianca van Es 

After obtaining a Bachelor degree in Facility Management in 2004, Bianca van Es has worked several years as a Facility Manager in healthcare. While studying fulltime at the International MSc Real Estate Management at the University of Greenwich, London, she works as a senior scheduler at Landstede vocational education. The course ‘sustainability in project management’ made her curious what did or did not made project managers at Landstede integrate sustainability in their projects. By this paper she hopes to give insight into this theme. Bianca hopes to finish her Master in October 2013 within the topic of Corporate Real Estate Management, while looking forward to an interesting career in Real Estate.  Bianca can be contacted at [email protected]. 

flag-ukflag-hollandmarjolein-jonkerMarjolein Jonker  

Marjolein Jonker finished her Bachelor degree in Facility Management in 2012 and went straight on with the MSc Facility Management at the University of Greenwich. The Project Management course took her interest from the very start and especially when it was about using Project Management to integrate sustainability in organizations. Sustainability nowadays is so important, we cannot enter an organization without knowing the importance of sustainability. Hopefully this paper contributes to the knowledge in the field and gives a useful tool. Marjolein hopes to finish her MSc Facility Management in October 2013 and after that she going to look for an interesting and challenging career.  She can be contacted at [email protected].



By Alan Stretton, PhD

Sydney, Australia


In an earlier paper (Stretton 2009c), I pointed out that customers/clients do not feature nearly as prominently in the program/project literature as stakeholders at large. Indeed, they are often listed as just another set of stakeholders. I put a case for more attention to be given to the importance of customers in the program/project context, and proposed a customer/client classification to hopefully facilitate this.

Parallelling the above, there is little material in the mainstream program/project literature about processes for identifying/verifying the needs of customers in their broader business (or equivalent) contexts, before undertaking the work of specifying the requirements of the products or services (delivered via programs/projects) that will best contribute to satisfying those needs.

In my experience in providing program/project management services to external customers in the building, construction and allied industries, too little attention has generally been paid to what we used to call “Customer Needs Determination”, before then undertaking the work of “Product Requirement Determination”. As a result, we saw far too many cases of the wrong facility being provided, or a facility in the wrong location, or similar misadventures that failed to satisfy the real needs of the customer. I understand that this topic has been seriously addressed in service industries such as IT, finance and marketing, but little of this experience appears to have found its way into the mainstream program/project management literature.

This discussion paper synthesises processes for identifying customers’ needs, based on the little relevant material I have found in the literature, supplemented by materials from the experience of an old employer of mine in this field. The resulting processes appear to be rather ‘thin’ in terms of content, but I am hoping that this paper may elicit responses from researchers and practitioners in relevant fields, including the service industries just mentioned, to help develop more grounded processes for identifying customers’ needs in their broadest contexts.


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 PM World Today eJournal in September 2009; it is republished here with the author’s permission.

About the Author

flag-ukalan-strettonAlan 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 120 professional articles.  Alan can be contacted at [email protected].

Measuring the Convergence of Sustainability and Project Management – Where the ‘Triple Bottom Line’ falls short


 P5 in Action – The Enhancement of the Model

Mark Reeson FAPM RPP PMP

Senior Principal Consultant

QA Ltd., UK


Sustainability has rapidly become intertwined in all aspects of business and change.

Measuring the degree to which an organisation is being or can be sustainable or is pursuing sustainable growth can be difficult. Within a project centric environment, this does not have to be the case.

During the mid-1990s, John Elkington strove to measure sustainability by encompassing a new structured framework to measure corporate performance.  This accounting framework was called the triple bottom line. It looked beyond the traditional measures of profits, return on investment and shareholder value to encompass the environmental and social dimensions of work by placing an emphasis on these performances, along the interrelated dimensions of the people, the planet and an organisation’s profit.

While this framework can be adapted to project management practices, in order for long term organisational sustainability goals to have a real impact, two more elements were identified and then built into a concept but further into a sustainability model by its founder and author, Mark Reeson.  These two additional areas for consideration were the products that were being produced and the process in which they were being made; with these two additional elements, the P5concept was born and has now gone on to be recognised globally and commercially as the method to bring sustainability inclusively into project management by large and small corporate organisations and by local and national governments worldwide.

With the inclusion of the five elements of the method, organisations and businesses alike can now view their changes and their new creations from a different standpoint and no longer view sustainability as simple ‘green project management’ but instead as an approach that not only saves them money in the long term but can be measured just as any other benefits are within a project or business.  P5 does not need a specific methodology; it does not involve re-writing or radically over hauling your current delivery framework.  No, the real strength that P5 project management has given those that are now rapidly adopting it is its simplicity in introduction and the consistency that it offers throughout and beyond the standard project lifecycle with its unique extended lifecycle which is considered and then planned from the first steps of the project to the final step of the product; this is the ultimate cradle to grave project management approach.

So what is the story behind this approach, where was it born and with its continued growth within all industries globally, will it really make a difference to how will deliver projects in the future?


To read entire paper (click here)

Editor’s footnote: P5 in the USA is a registered trademark of GPM global.

About the Author 

flag-ukmark-reesonMark Reeson, FAPM

QA Ltd 

Mark Reeson is a project management specialist over twenty seven years, a Fellow of the Association of Project Management (FAPM), and has been involved in many project and programme consultative roles.  He has recently been appointed a Registered Project Professional with the Association of Project Management and holds the position of Sustainability Management Global Advisor with QA Limited.  Having started his career in the Royal Air Force Mark has continued to develop by working and delivering projects in the nuclear, training and international sporting field.

Mark has developed his role through further experience with the nuclear industry and is now employed with QA Ltd as a Project Senior Principal Consultant.  The role is very much client facing and Mark is regularly travelling throughout the United Kingdom meeting clients and working on their requirement identification.  Mark’s main role is the development and the consultation with many organisations on ensuring they choose the right approach or methodology to deliver their projects and then follows this up with the correct bespoke training programme for how their company wants to share this learning with their staff members.  Mark has been very successful in the public sector particularly with the County and City Councils, already having developed a number of methodologies and recently has just launched two training programmes with an insurance company and another nuclear organisation.

Mark recently was asked to take a temporary role within a financial company to assess how they would best introduce a project methodology to improve their turnover and delivery efficiency.  Mark has also had success with his new unique approach to training and mentoring project managers and has recently authored and has become the advocate of ‘Living Learning in the Project Management Community’.  Mark is hoping in the future to develop this further to spread the knowledge and competency available through this approach to many more organisations worldwide.

Mark’s latest success for himself and QA has been in the field of sustainability, where he attained an award for his with nuclear cleanup projects and has recently been developing a suite of courses to educate people on the sustainability message.  Mark can be contacted at [email protected].

‘Project Team’ – an abiding myth


By Martin Price 

Northampton, UK

Have you noticed the preference of many groups for being regarded as a team? It seems that many organisations today want to be seen as a team; even when they are not a team! This article challenges the use of the term ‘project team’ and calls for re-thinking about how the management of project delivery should be organised.

A popular definition of a team is

“ a small number of people with complementary skills who are committed to a common purpose, set of performance goals, and approach for which they hold themselves mutually accountable.” Katzenbacher and Smith

I recently heard a town council referring to itself as a team. This struck me as curious. A council must accommodate the irregularities of rival priorities, relationships, personal and party ambitions, controversy and changes to its circumstances. Interests and influence from voters, residents, Whitehall, statutory bodies and others must be accommodated. This all makes council activities necessarily problematic and often ambiguous. Conduct is multifaceted, complex and ‘irregular’.

Surely, whether a group is behaving as a team is important. The definition above implies a unity and coherence that in the case of a typical town council, does not and cannot apply. If instead we consider the conduct of a town refuse-collection crew, gathering domestic waste and disposing of it, their conduct is regular and simple and it can be correctly described as a team. Irregularity is clearly greater in the council organisation than it is for those deployed for refuse collection.

So where does a ‘Project Team’ fall in this range of irregularity?

I see there to be plenty of irregularity in a project delivery organisation. Using a sentence above: ‘many project activities are necessarily problematic and often ambiguous. Conduct is multifaceted, complex and irregular’. We cannot know how a project will turn-out; either in terms of what will be achieved or how it will be achieved.

There is usually some difference between what was initially expected and what is eventually accomplished and the differences can be massive: this being attributable to a project’s evolution rather than to any mistakes on the part of the project manager.

Yet despite this irregularity, the project community at large uses the term ‘project team’.


To read entire article (click here)

About the Author

martin-priceflag-ukMartin Price


Northampton, England

Martin Price is the founder and CEO of EngagementWorks, a consultancy assisting project organisations to collaborate, adapt, become more reliable and accelerate their rate of progress. He was until 2010, Director of Professional Development for the UK Chapter of the Project Management Institute (PMI®) and acted as ‘finder’ and Speaker Host for the monthly meetings of the UK Chapter in London over six years. He is a regular speaker, conference convener and writer on the subject of project management.  Martin has been a contributor to the preparation of professional standards for both APM and PMI.

Following a career in engineering, industrial relations and personnel management, Martin spent 10 years with PA Consulting Group leading projects to help businesses and project organisations to adapt and improve their skills, structures and capabilities.  Martin has worked internationally and has experience as a trainer and consultant in the US, Sweden, Central Africa, The Middle East and India, as well as Britain.  His book ‘Projects, gathering pace’   is to be published shortly.  Based in Northampton, UK, Martin can be contacted at [email protected].  For more information or to follow Martin, visit www.engagementworks.com.

Execution: The Discipline of Getting Things Done


execution-the-discipline-of-getting-things-doneBook Title:  Execution: The Discipline of Getting Things Done
Authors:  Larry Bossidy and Ram Charan
Publisher:  Crown Business
List Price (Amazon): US$15.38
Format:  Hardcover
Pages:  269
Publication Date: 2009
ISBN: 0609610570

Reviewer:  Jen L Skrabak
Review Date:  April 1, 2013

Execution: The Discipline of Getting Things Done is a classic management book that continues to be a best seller 11 years after its initial publication in 2002. It was written by Larry Bossidy, the retired CEO of Honeywell and Ram Charan, an author and executive adviser. Bossidy has served on the boards of GE, Merck, and JPMorgan Chase, and Charan, is the author of a number of business books, including What the CEO Wants You to Know, and was a director of Tyco Electronics, Austin Industries, and Emaar MGF.

The 2009 edition has been updated with an introduction that addresses the 2008 global financial and economic crisis with the position that we are experiencing a permanent “resetting” of the global business environment, with the following key principles:

  • Growth will be slower – however, the company that executes well will have the confidence, speed, and resources to move fast as new opportunities emerge
  • Competition will be fiercer – companies searching for any possible advantage in every area, from products, technology, location, and management.
  • Government will take on new roles – some as partners to businesses, others imposing constraints.
  • Risk management – understanding and controlling risk at every level, including political and global economic risks is crucial; there is also the very real risk in “business as usual”

The book is divided into three parts:

  • Why Execution is Needed
  • The Building Blocks of Execution – Leader’s Seven Essential Behaviors, Creating the Framework for Cultural Change, and Having the Right People in the Right Place
  • Core Processes of Execution – Strategy, People and Operations

Why Execution is Needed

“Strategies most often fail because they aren’t executed well. Unless you translate big thoughts into concrete steps for action, they’re pointless,” writes Bossidy and Charan. Execution must be a rigorous discipline, the major job of a leader, and in the culture. These are fundamental points for consultants and project management professionals. 


To read entire Book Review (click here)

Editor’s note:  This book review was the result of cooperation between the PM World Journal (PMWJ) 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 PMWJ.  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

flag-usajen-skrabakJen L. Skrabak, PMP, MBA 

California, USA

Ms. Jen Skrabak, MBA, PMP, is a senior level project executive, leading high profile business transformation projects, programs, and portfolios. She currently serves as the committee chair for The Standard for Portfolio Management – Third Edition. She brings over 18 years of professional experience in project, program, and portfolio management across broad industries such as healthcare, biotechnology, entertainment, and financial services. Her recent assignments include establishing a PMO Center of Excellence that includes both PMs and BAs, implementing a global $50 million (US) program across multiple sites and managing a $500 million (US) portfolio. Ms. Skrabak is a distinguished member of the project management community, having served three years as president of the PMI California Central Coast Chapter. In addition, Ms. Skrabak also served as the edit lead for PMI’s second edition of the Project Manager Competency Development Framework, and was a member of the UCLA Extension Project Management Advisory Board.  [email protected]

The GPM Reference Guide to Sustainability in Project Management


prismBook Title:  The GPM Reference Guide to Sustainability in Project Management

Authors:  Joel Carboni, Monica Gonzalez, and Jeff Hodgkinson

Publisher:  Green Project Management

List Price:   $19.95

Format:  electronic; 157 pages

Publication Date: 2012

ISBN: 978-1-62209-660-2

Reviewer:      David M. Simon

Review Date:              March 2013

My Overall Assessment

In recognizing the frightening position we find ourselves in modern day times surrounded by inferior quality of workmanship, process, products, and etc., we often look for a mechanism by which we can right our wrongs from actions past.

When we take a look from a project management standpoint, we can see our efforts have contributed to this very pitfall in today’s world where “cheap cheap cheap” is the motto, and cutting cost is the mechanism.

When we do this we fail to understand the long term implications of this way of “doing business” and we slowly degrade the very basis that made us great.

This book, The GPM Reference Guide to: Sustainability in Project Management would be considered in my opinion, the Holy Grail of Project Management Guides with a focus on Sustainability in Project Management.  It is a body of knowledge by which we can move forward to fix the erroneous practices of maximizing profit at the expense of everything and everyone. 

What the Authors Convey

By covering the fundamentals of what sustainability is the Authors are able to show what sustainable methods in Project Management truly are and how this methodology (Projects integrating Sustainable Methods, aka PRiSM) they have developed will be the world changing system of processes we desperately need in the Project Management Community (PMC).

By focusing on simply the Profit as our only bottom line, we in the PMC have contributed to a world full of projects which have been performed with the cheapest labor, the cheapest materials, and ultimately the cheapest practices acceptable to produce a service or product.

What the Authors do is show how a triple bottom line (People, Planet, and then Profit) can be focused upon in project managing which will ultimately result in a better solution for all of those stakeholders who we have the responsibility to perform for as project managers.

The most interesting aspect developed in this book is the Sustainable application to the Triple Bottom Line which they have dubbed as P5.  P5 is a groundbreaking concept which focuses on Sustainability in regard to the People, the Planet, and Profit (P3) through the Practices and the Products.  


To read entire Book Review (click here)

About the Reviewer 

kuwait-flagflag-usadavid-simonDavid M. Simon, PMP, GPM-b 

David M. Simon is a former U.S. Army Ranger and current Project Manager and Owner of DarNofa Construction & Interior Design, a construction and project management company in Kuwait and the USA.  He has a broad range of experience in project management and sustainability consulting in the Middle East and in the USA.  David is a member of PMI-AGC Kuwait, was the Director of Performance for the Kuwait Chapter, and is active in the Global Sustainability Community of Knowledge for PMI.  David can be reached by email at [email protected] 

The Idea Agent


idea-agentBook Title:  The Idea Agent

Author:  Linda M. Echeverria

Publisher:  AMACOM

Format:  Hard cover; 273 pages

Publication Date:   2013

ISBN: 978-0-08144-3217-4

Reviewer:  Nazanin Mehrooz, PMP

Review Date:              February 2013

Introduction to the Book

To survive the current competitive demands, leaders of companies need to ensure their organizations bring forth innovative ideas and drive them to fruition.  This book shares the author’s journey of emotional battles, triumphs and failures while developing new technologies and converted them into successful products at Corning.

Overview of Book’s Structure

The book contains 16 sections:

  1. Prologue:  Leadership for Fast-Paced Innovation
  2. My Personal Journey – Conflict in Art and Science
  3. Passion 1 – Into the Ring of Fire
  4. My Personal Journey – Finding My Wings
  5. Passion 2 – Let the Best Take Flight
  6. My Personal Journey – Standing Up for Values
  7. Passion 3 – Live Values That Liberate Creativity
  8. My Personal Journey – Demand for Excellence in the TropicalRain Forest
  9. Passion 4 – Demand Excellence and Enrich Lives
  10. My Personal Journey – Culture in the South Pacific
  11. Passion 5 – Create a Culture
  12. My Personal Journey – An Urgency for Structure
  13. Passion 6 – Structure a Clear Organization
  14. My Personal Journey – On My way to France
  15. Passion 7 – Provide Authentic Leadership
  16. Epilogue – Let Life Continue

Highlights: What’s New in this Book

  • The author shares her emotional experiences in battling creative freedom versus adherence to processes.
  • Maximizing the ability to draw out full potentials of the best performers (by knowing their personal passions, idiosyncrasies and strengths) and understanding their low boredom threshold, desire not to be led and expectation of instant access can help leaders create an environment where they can thrive and feel supported to deliver breakthrough innovations in spite of challenges.
  • Instilling values which liberate creativity, transparency, integrity, trust and passion is essential to foster innovative breakthroughs.  Respect, interdependence and freedom should be part of the organizational culture.  Having these in place will contribute to flexibility, rigor and fun which foster creativity.

Highlights: What I liked!

The author shares her real life experiences. The challenges she faced are very true to life and are useful lessons learned for the readers.  The seven elements to create a culture of success in delivering innovation are essential for leaders to incorporate into their environment.  


To read entire Book Review (click here)

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]. 

About the Reviewer

flag-usaNazanin-MehroozNazanin Mehrooz, PMP 

Nazanin Mehrooz studied software engineering and has worked in many industries (including defense and telecom).  Most recently, her focus has been on IT operations, project and program management. She is an active volunteer for the Dallas and Ft Worth, Texas chapters of the Project Management Institute (PMI®).  Email: [email protected]

Stress and Performance in Health Care Project Teams


stress-and-performanceBook Title:  Stress and Performance in Health Care Project Teams

Authors:         Francois Chiocchio, PhD, PMP, CHRP; Paule Lebel, MD, MSc, CRMCC; Pierre-Yves Therrianult, PhD, OT(C), CCCPE; Andree Boucher, MD, FRCPC; Carolyn Hass, MSc; Francois-Xavier Rabbat; Jean-Francois Bouchard

Publisher:  Project Management Institute, Inc.

Format:  Soft cover; 151 pages

Publication Date:   2012

ISBN: 978-1-935589-64-8

Reviewer:  Nazanin Mehrooz, PMP

Review Date:              March 2013 


Introduction to the Book

Project Management procedures and practices are being incorporated into daily activities in the health care industry.  The benefits are less rework and more controlled and managed tasks.  However, many resources are finding it difficult to invest time for adequate PM training, which often results in added work and unhealthy stress.  These factors impact performance in a negative fashion.  This book focuses on how training, workloads, demand, control, recognition, autonomy and power impact resources. Through controlled studies, some solutions are identified to help reduce these stressors.

Overview of Book’s Structure

The book contains 7 chapters:

  1. Why Focus on Interprofessional Health Care Project Teams?
  2. Interprofessional Teams in Health Care:  A Response to Complexity
  3. Study Process, Projects and Participants
  4. Training Efficacy
  5. Workload, Demands, Control and Perceived Stress:  A Longitudinal Quantitative Examination
  6. Recognition, Autonomy and Power: A Qualitative Retrospective Examination
  7. Addressing Paradoxes of Interprofessional Health Care Project Teams

Appendix 1-9

Highlights: What’s New in this Book?

  • The authors have knowledge in both health care and project management, so they are well suited to share their insights.  While their focus is on health care projects, the logic and benefits of the study applies to other sectors.
  • The experiments were conducted and reported in a very controlled fashion with sufficient data captured on the results.
  • The 3 workshops identified in the training efficacy exercise had step by step details on how to start a project and gain collaboration among team members.

Highlights: What I liked!

The workshops are very useful approach to introduce newcomers to effective project management approach. These are great reference material for project managers to keep handy when starting a new project.  


To read entire Book Review (click here)

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]. 

About the Reviewer

flag-usaNazanin-MehroozNazanin Mehrooz, PMP 

Nazanin Mehrooz studied software engineering and has worked in many industries (including defense and telecom).  Most recently, her focus has been on IT operations, project and program management. She is an active volunteer for the Dallas and Ft Worth, Texas chapters of the Project Management Institute (PMI®).  Email: [email protected]

The Five-Minute Interview: A Job Hunter’s Guide to a Successful Interview, Third Edition


the-five-minute-interviewBook Title: The Five-Minute Interview: A Job Hunter’s Guide to a Successful Interview, Third Edition
Authors: Richard H. Beatty
Publisher: John Wiley & Sons, Inc.
List Price: US$29.95
Format: Paperback, Kindle; 266 pages
Publication Date: 23-09-2002
ISBN: 047125083X

Reviewer: Heather Fawn Lowry
Review Date: 15 August 2013 



I wasn’t sure what to think when I picked up this book as I’ve been disillusioned by a lot of self-help books that I’ve read in the past, but since I know friends that are interviewing,  both with experience in the field they are interested in continuing and without, I figured it wouldn’t hurt to pick up the book. I was also hoping that I might be able to pick up some pointers to perform more effective interviews on prospective job candidates as well. Surprisingly, this book did not disappoint.

The early chapters are mainly for people who have little to no experience with interviewing or who have been in one position for a while and are a bit out of practice. These chapters discuss the types of interviews and interview job candidates may find themselves in when applying for a new position and provided a brief overview on what to expect.

I found The Personal Inventory Chapter valuable because I am one of those people that work hard and can write so that my resume reflects what I have demonstrated I can do. Unfortunately, I tend to be shy when it comes to trying to describe myself, I get nervous and try to overthink questions.  Ms. Beatty runs through the basic information you will need at your fingertips as you go into the interview to allow for instant recall of information you will likely be asked or should have within your resume. He also talks about ways an individual can demonstrate that he or she can add value to a prospective employer’s organization through a positive attitude and highlighting accomplishments in previous positions by having you pre-define your values, strengths, weaknesses, significant accomplishments, and why you think you deserve the position. By running through his questions as I reviewed the book, I was able to think about these questions prior to the actual interview and it helped me to relax and organize my thoughts.

Mr. Beatty also included a chapter outlines some common questions that you should be prepared to answer going into an interview as well as basic interview strategies – for both the interviewer and the interviewee to include previous work experience, education, management effectiveness, personal effectiveness, and questions about the company and position for which you are applying. 


To read entire Book Review (click here)

Editor’s note:  This book review was the result of cooperation between the PM World Journal (PMWJ) 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 PMWJ.  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 

flag-usaheather-lowryHeather Lowry, PMP

[email protected]