Maturity in Project Management Series: Maturity in Project Management: The Italian Experience


By Andrea Fraticelli

Rome, Italy

Russell D. Archibald

San Miguel de Allende, Mexico

Darci Prado

Minas Gerais, Brazil

A research project on PM Maturity was conducted in Italy during 2009/2010 using the same resources already used in Brazil, namely the Prado PM Maturity Model and the web site at http://www.maturityresearch.com/novosite/index.html. The initiative proved successful by achieving a significant number of participating organizations, mainly due to the total dedication of members of ISIPM (Istituto Italiano di Project Management). The average maturity score for Italy for that period was 2.86, a little higher than the Brazilian one, 2.61 for the same period.

1.    Istituto Italiano di Project Management® – Who We Are?

The “Istituto Italiano di Project Management®” (“Italian Institute of Project Management®”, or “ISIPM”) is a non-profit association founded in October 2005 in Rome, Italy, in order to create a new entity in the Project Management arena with specific reference to ICT (Information & Communication Technology), Public Administration, and the so-called “Agile” approaches. The board of directors of ISIPM includes professionals from different fields: consulting, Italian and international private companies, public organization and others. ISIPM promotes the growth of Project Management culture among all stakeholders in their different roles: customers, suppliers, sponsors, consultants and participants in projects.

ISIPM is an independent association that promotes all the best practices and methodologies already recognized worldwide (PMI, IPMA, Prince2). Moreover it serves as REP (Registered Education Provider) of the Project Management Institute.

In order to sponsor educational and an entry level approach to Project Management, in 2008, ISIPM introduced a basic certificate in the discipline, with a formal examination and passing test. Until now, ISIPM has published three volumes for supporting its introductory certification policy for developing Project Management in organizations. Several cooperation agreements have been signed with Italian business schools and other learning institutes in order to provide training leading to the ISIPM basic certification “ISIPM-Base®”. As of June 2014, more than 3,743 have obtained this certification, which may be suitable for advancing in further project management qualifications. At the same date, the membership of the Institute is near to 1,000.

2.    Discovering the Prado Model In Italy

According to its mission, ISIPM organizes several events and seminars each year and some of these also have international scope, with very recognized speakers. In November 2008 ISIPM had Russell D. Archibald as keynote speaker. The focus of the speech was on the role of Project Management as leverage for developing and improving the performances of Public Administration and related organizations. The international event in 2009 was dedicated to maturity models in Project Management, with Darci Prado as keynote speaker.

The reason to focus the 2009 event on the Prado model was to identify a complete and “agile” model for Italy, following an analysis of the many Project Management Maturity Models (PMMM) on the market. In fact, it’s been recognized that in Italy it is a priority, for many organizations, to start a “small steps route” towards an ever better management of their projects. The Prado model, in addition to be in line with the characteristics mentioned above, also has the great advantage of being scalable, allowing analysis of the entire organization or even a single “function” (or division). The interest in Project Management Maturity Models has derived from the following consideration: why enhance and certify the skills of Project Management of the main actors in a Project Management System if the environment in which they operate remains highly immature? It’s recognized that the cultural and educational dimensions, although important, cannot allow the creation and maintenance of a “Project Management System” without simultaneous actions on other dimensions such as the Project Management methodologies, the information system, the organizational structure and skills. It’s also necessary to check if top corporate executives are aware of their own organizations’ current maturity level.


To read entire article (click here)

Editor’s note: The Project Management Maturity series of articles by Russell Archibald & Prof Darci Prado is based on their extensive research on this topic in Brazil, the United States and other countries. Russ is one of the pioneers in the project management field and the originator of the Archibald Project Categorization Model. Darci is the developer of the Prado Project Management Maturity Model which has been successfully implemented by many organizations in Brazil. More about this model and related research can be found at http://www.maturityresearch.com/. 

About the Authors

pmwj28-nov2014-Fraticelli-AUTHOR1 FRATICELLIAndrea Fraticelliflag-italy


Andrea is an engineer, with graduate studies in Management Engineering at the University “Tor Vergata” in Rome, Italy. He works for a multinational consultancy corporation in the Business Technology area, specializing in IT Strategy & Transformation and Enterprise Architecture. He collaborates with the “Istituto Italiano di Project Management®” (ISIPM) since 2008 in research projects and publishing several articles on professional specialized magazine “il Project Manager”. He has contributed with his master degree thesis in editing text “Maturità nella Gestione Progetti”. In 2010 he represented ISIPM at the “10th International Workshop in Project & Programme Management” at the “SKEMA Business School” in Lille, presenting the “ISIPM-PRADO” research on the maturity state of Italian organizations. Currently he’s responsible for the ISIPM “Maturity in Project Management” research team. He is “ISIPM-Base®” and ITIL V3 Foundation certified. E-mail: [email protected]; [email protected] 

russell d archibaldRussell D. Archibaldflag-usa-mexico

San Miguel de Allende, Mexico

Russell D. Archibald: PhD (Hon) ESC-Lille (Fr), MSc (U of Texas) & BS (U of Missouri) Mechanical Engineering, PMP, Fellow PMI and Honorary Fellow APM/IPMA (member of the Board of IPMA/INTERNET 1974-83), held engineering and executive positions in aerospace, petroleum, telecommunications, and automotive industries in the USA, France, Mexico and Venezuela (1948-1982). Russ also had 9 years of active duty as a pilot officer with the U.S. Army Air Corps (1943-46) and as a Senior Pilot and Project Engineer with the U. S. Air Force (1951-58.) Since 1982 he has consulted to companies, agencies and development banks in 16 countries on 4 continents, and has taught project management principles and practices to thousands of managers and specialists around the world. He is co-author (with Shane Archibald) of Leading and Managing Innovation: What Every Executive Team Must Know About Project, Program, and Portfolio Management (2013); author of Managing High-Technology Programs and Projects (3rd Edition 2003), also published in Russian, Italian, and Chinese; other books (in English, Italian, Japanese, and Hungarian); and many papers on project management. Web-site: http://russarchibald.com E-mail: [email protected]

To see other works by Russ Archibald, visit his author showcase in the PM World Library at http://pmworldlibrary.net/authors/russell-d-archibald/ 

pmwj18-jan2014-archibald-PHOTO PRADODarci Prado, PhD flag-brazil

Minas Gerais, Brazil

Darci Prado is a consultant and partner of INDG in Brazil. He is an engineer, with graduate studies in Economical Engineering at UCMG and PhD in Project Management from UNICAMP, Brazil. He has worked for IBM for 25 years and with UFMG Engineering School for 32 years. He holds the IPMA Level B Certification. He was one of the founders of Minas Gerais State and Parana State PMI chapters, and he was member of Board Directors of Minas Gerais State PMI chapter during 1998-2002 and member of the Consulting Board during 2003-2009. He was also the president of IPMA Minas Gerais State chapter during 2006-2008. He is conducting a Project Management maturity research in Brazil, Italy, Spain and Portugal together with Russell Archibald. He is author of nine books on project management and is also author of a methodology, a software application, and a maturity model for project management. Darci can be contacted at [email protected].

To see other works by Darcy Prado, visit his author showcase in the PM World Library at http://pmworldlibrary.net/authors/darci-prado-phd/

The Technical Project Manager: Paradox or Paradise[1]

SECOND EDITION                                                         

By Zelda Jones, PMP

Texas, USA


As companies experience dissatisfaction with project management performance, and with ‘big data’ and Cloud technology becoming more prevalent, a trend is forming to bring highly technical resources into the project management role.

While a technical resource is far more than a subject matter expert and may have the ability to dissect technical issues, does he or she also have the skill set necessary to deal with communication, budget, resources, schedule, and the politics surrounding the project as well as motivate and lead a project team? With the technical project manager focused on the technical issues, who is focused on managing the project? Can ‘hard’ technical experience transfer to a ‘soft’ skill set?

This paper explores how the strengths and weaknesses of the technical project manager can impact the project in both a positive and negative manner. 

Keywords: technical project manager, technical project management challenges, technical project leadership, big data, emotional intelligence, active listening, transferable experience


Gartner’s 2012 survey, ‘Why Projects Fail’, noted that 28% of IT projects with budgets of $1 million dollars and above fail while smaller projects have slightly lower failure rates.

The number one item on ESI’s Top 10 Project Management Trends for 2013 is Organizations will continue to call for strong project leaders but will focus on investments in hard skills. [1] The implication is that corporations are expecting their PMs to be not only good project managers, but to be technically adept as well.

Theoretically, the title Technical Project Manager (TPM) implies that the project manager will have a greater amount of technical skills and, therefore, have more technically related responsibilities than a Project Manager (PM; in the traditional sense of the title) whose primary responsibility is to oversee and manage the processes that deliver the project. The TPM role would, therefore, call for a greater depth of technical expertise in order to direct the technical aspects of the project, and occasionally step in to provide hands-on solutions.

The traditional PM may have extensive technical knowledge but focuses primarily on management activities as they relate to the project. Whether a technical resource can perform strategic project management activities while directing technical activities and possibly troubleshooting and solving technical issues, poses an interesting argument. Does the technically trained resource have the skill set necessary to successfully manage the overall project while also leading the technical activities?


To read entire paper (click here)

Editor’s note: Second Editions are previously published papers that have continued relevance in today’s project management world, or which were originally published in conference proceedings or in a language other than English. Original publication acknowledged; authors retain copyright. This paper was originally presented at the 8th Annual UT Dallas Project Management Symposium in Richardson, Texas, USA in August 2014. It is republished here with permission of the author and symposium organizers. For more about the annual UT Dallas PM Symposium, click here.

About the Author

pmwj28-nov2014-Jones-AUTHOR PHOTOZelda Jones flag-usa

Texas, USA

Zelda Jones, PMP has over 20 years of project management experience in a variety of industries including courts, research and development, telecommunications, and health. Zelda has become increasingly aware that stakeholders often base their project decisions on flawed reasoning, personal agendas, and misinformation. Therefore, stakeholders don’t always make the right decisions for their projects. In random conversations with fellow Project Managers she learned that the predicament is widespread due in part to the project management culture of providing exactly what the customer wants (and pays for).   She urges PMs to work with their stakeholders to promote fact-based decision making for the best outcome of the project. A graduate of North Texas State University, Zelda earned her PMP in 2006. She is a 7 time presenter at the UT Dallas Project Management Symposium. She lives in North Texas and frequently travels for business which allows her to pursue her hobby, Geocaching. She is a member of Texas Search and Rescue (TEXSAR). Zelda can be reached at [email protected].

[1] Second Editions are previously published papers that have continued relevance in today’s project management world, or which were originally published in conference proceedings or in a language other than English. Original publication acknowledged; authors retain copyright. This paper was originally presented at the 8th Annual UT Dallas Project Management Symposium in Richardson, Texas, USA in August 2014. It is republished here with permission of the author and symposium organizers. For more about the annual UT Dallas PM Symposium, click here.

The Role of Critical Thinking in Project Management[1]


Phil Caputo, PMP, Six Sigma Black Belt

North Carolina, USA

Project managers are drivers by nature. They are not typically satisfied to hear an issue, and simply wait for resolution to come their way. Most successful PMs want to dig in and understand the problem they are facing, how it impacts their project and most importantly, how to resolve it. More often than not, however, the PM isn’t the subject matter expert on the team. We rely on the knowledge and skills of others to produce project deliverables and develop solutions. The PM’s role is predominantly to manage; track the issues, report the impact and facilitate resolution. It is in this facilitation where project managers can bring value and realize the benefits of critical thinking.

Critical thinking, in the simplest form, is the process of using logic and reasoning to remove bias and opinion, and fully understand a topic. Project teams can benefit greatly by operating from this fact-based viewpoint, especially considering the varied skills and responsibilities of the team members. Clarity around the facts and finely articulated specifics are less likely to create confusion, miscommunication, rework, and unnecessary stress.

Exploring the project lifecycle leads to endless opportunities for improvement by way of critical thinking as well. During project initiation, does it make sense to remove partiality from our Objective Statement? As Plan and Design progresses, should PMs challenge the status quo to ensure that more creative solutions have been considered? During the Execution Phase is clearly a great place to ensure the team is working from a foundation of fact, and the Monitoring and Controlling phase is worthless if what is being monitored is based on an individual or team bias versus relevant metrics and measurements. Clarity in all of these areas is critical and can mean the difference between success and failure.

There are several critical thinking tools in use by project managers every day, although we may not necessarily recognize them as such. These are the more basic tools, which attempt to provide a template to walk users through the critical thinking process. One example is the “5 Whys”, where the facilitator simply continues to ask why until the team has reached the root cause.


To read entire paper (click here)

Editor’s note: Second Editions are previously published papers that have continued relevance in today’s project management world, or which were originally published in conference proceedings or in a language other than English. Original publication acknowledged; authors retain copyright. This paper was originally presented at the 8th Annual UT Dallas Project Management Symposium in Richardson, Texas, USA in August 2014. It is republished here with permission of the author and symposium organizers. For more about the annual UT Dallas PM Symposium, click here.

About the Author

pmwj28-nov2014-Caputo-AUTHOR PHOTOPhil Caputo flag-usa

Charlotte, NC, USA

Phil Caputo is a Six Sigma Black Belt and PMP certified professional who works with organizations on program management, process optimization and organizational effectiveness. He has a passion for creative problem solving, approaching challenges from multiple directions to develop impactful results. He has worked with several Fortune 500 companies in various industries on a host of large initiatives, providing technical, process and people solutions. He lives in Charlotte, NC. Phil can be contacted at [email protected]

[1] Second Editions are previously published papers that have continued relevance in today’s project management world, or which were originally published in conference proceedings or in a language other than English. Original publication acknowledged; authors retain copyright. This paper was originally presented at the 8th Annual UT Dallas Project Management Symposium in Richardson, Texas, USA in August 2014. It is republished here with permission of the author and symposium organizers. For more about the annual UT Dallas PM Symposium, click here.

The Value of a Common Project Culture and Key Aspects on How to Achieve it


Project Culture Improvement in a mid-sized ICT Company in Europe

A transformational project case study

By Rickard Romander

Founder and CEO

Greenlight Project Management Group





This Case study exposes the benefits of a common project culture across the whole organization and the challenges of implementing changes in order to improve the project culture.


Questions and topics covered:


  • What were the Business drivers for change?
  • What is a good project culture and how can you measure the maturity level, do a gap analysis and finally also prove the improvements. A model with 6 key signs will be shown.
  • Which were the key challenges and how were they addressed?
  • What improvements were implemented and how did they impact the project culture and the company’s business result? – The corner stones for a well-functioning project culture.
    • Top management understanding, interest and support
    • Project Portfolio Management
    • A well-functioning and recognized PMO
    • A matrix organization with clear roles
    • Customized project management model and tool
    • Training, Mentoring and Coaching



Many companies are struggling to get the full benefit out of their projects. One common reason is that the company has not fully succeeded in implementing a common project culture across the whole organization.

This paper will explore the benefits of a common project culture across the whole organization and the challenges of implementing changes in order to improve the project culture.

This case is a about a successful transformation project executed with a European innovative ICT company with 130 employees, during 2009 and 2010, seeking to improve its business result by becoming more efficient in managing projects.

The company is mainly active in the Railway sector delivering state-of-the-art products and systems for signaling and security systems. The company has three categories of projects: R&D projects, internal improvement/transformation projects and customer projects.

Although all 3 categories were covered by this transformation project the main focus was on the customer projects.


To read entire article (click here)

Editor’s note: This paper was originally presented at the 8th Annual UT Dallas Project Management Symposium in Richardson, Texas, USA in August 2014. It is republished here with permission of the author and symposium organizers. For more about the annual UT Dallas PM Symposium, click here.

About the Author

pmwj28-nov2014-Romander-AUTHOR PHOTORichard Romanderflag-sweden


Rickard Romander founded the Greenlight Project Management Group in 2003, a leading international Management consulting firm with presence in Europe, America, Middle East and Africa. He is now working as CEO for the Group, which is a REP with PMI.

Rickard holds an MSC degree from KTH (Stockholm, Sweden) and has 25 years of experience in project management in different senior management positions. Before founding GreenlightPM he worked 14 years in different senior management positions within the telecom giant Ericsson, recognized for its world-class project management culture. During his time at Ericsson he successfully delivered top prioritized R&D and Customer projects, as Project Manager; was recognized as a very pro-active PMO Manager – Rickard transformed a functional R&D organization into a strong matrix organization with excellent project performance and continuous improvement activities; and developed and implemented of corporate models for PMOs and Project Manager Career still being used today.

As CEO and Master Consultant for the last 11 years with GreenlightPM, Rickard and his company has been contributed to improving the project culture for many well-known global companies from various industries like: Telecom, Finance, Insurance, Aviation, Security, Pharmaceutical, IT and NGOs, including implementation of project management models, PMOs and project portfolio management supporting PM industry standards, such as PMI, PMDPro, Prince 2, ISO, Agile Manifesto and CMMI.

Rickard is an active member of the following PMI chapters; Madrid, Sweden, Portugal, UK and Dallas. He can be contacted at [email protected]

The Risk Doctor’s Cures for Common Risk Ailments


pmwj28-nov2014-King-BOOK COVERBook Title: The Risk Doctor’s Cures for Common Risk Ailments
Author: David Hillson
Publisher: Management Concepts Press
List Price:   US $26.10
Format: Soft Cover; 222 pages
Publication Date:   August 2014
ISBN: 9780814408759
Reviewer:      Michael H. King
Review Date:            October 2014

Introduction to the Book

I am a long-time Banking Software Project Manager at a financial institution. In recent times we have greatly increased our focus and attention on active Risk Management planning and execution. Embracing Risk Management is part of our arsenal to provide high quality and customer satisfaction. I also hold the PMP Certification and am familiar with the Project Management Institutes’ Project Management Body of Knowledge (PMBOK), which contains superb planning and execution guidance for robust Risk Management. Therefore I was quite interested to read this book both for professional as well as personal development reasons.

This book provides marvelous, well-thought-out explanations of the key principles of Risk Management, including why Risk Management is so important and valuable. It also provides a roadmap of the most common Risk problem areas that individuals and organizations face, in detecting and managing Risk. It offers sound and straightforward advice, to address each problem area. In the Epilogue, the focus is on the Big Picture, documenting key Strategies and holistic approaches to ensure robust Risk Management performance.

The book is very well-written and was fun to read. Concepts are clearly presented and explained. The author has that seldom-found ability to present the material concisely in a well-thought-out way.

Overview of Book’s Structure

The book has a brief Overview that lays the foundation for the rest of the book. The author points out that he chose a medical framework as a convenient metaphor. It’s a fresh and intuitive way to view and understand Risk Management.

The book then presents 10 “Risk Ailments”, each of which has a Name, a Diagnosis, Symptoms, Prognosis/Effects, Cases, and Treatments.   Again the medical metaphor works extremely well. Here is one greatly-simplified example:

Ailment:        Risk Myopia

Diagnosis:    Focusing only on short-term risks

Symptoms:   Concentrating on details, missing big picture

Prognosis:    Failure to look ahead; Loss of focus on overall objectives

Cases:           Financial Sector Pre-2008

Treatments: “Corrective lenses” to allow us to see the risks that are actually there.

Managing risk is not only a personal effort; there must also be organizational efforts at all strata to be totally successful. The book concludes with an Epilogue, which contains strategic guidance for making robust organizational processes for specifically dealing with risk.


To read entire Book Review (click here)

About the Reviewer

Michael H. King flag-usa

North Texas, USA

Michael King is a Banking Application Project Manager for a large Financial Institution.  He is a PMP and has been a PMI member for 20 years.  He programmed mainframe, midrange, and PC Applications for 15 years, then moved into Project Management.  He has managed Applications Development for Banking Software for the past 18 years.  He has extensive experience in Funds Transfer, Item Processing, Electronic Check Presentment, ACH, and Credit Card.  He also is a Composition and Fulfillment Subject Matter Expert.    Michael can be contacted at [email protected].

Editor’s note: This book review was the result of cooperation between the publisher, PM World and the Dallas Chapter of the Project Management Institute (PMI Dallas Chapter – www.pmidallas.org). Authors and publishers provide books to PM World; books are delivered to the PMI Dallas Chapter, where they are offered free to PMI members to review; book reviews are published in the PM World Journal and PM World Library. PMI members can keep the books as well as receive PDUs for PMP recertification when their book reviews are published. PMI Dallas Chapter members are generally mid-career professionals, the audience for most project management books. If you are an author or publisher of a project management-related book, and would like the book reviewed through this program, please contact [email protected].

Applying Lean Six Sigma in the Pharmaceutical Industry


pmwj28-nov2014-Tripathi-BOOK COVERBook Title: Applying Lean Six Sigma in the Pharmaceutical Industry
Author: Bikash Chatterjee
Publisher: Gower publishing
List Price:   US$95.00
Format: Hard cover; 152 pages
Publication Date:   2014
ISBN: 978-0-566-09204
Reviewer:      Arvind Tripathi, PMP, MBB, ASQ Certified Manager for Quality & Org. Excellence
Review Date:            October 2014


According to the author, this book is designed to provide a glimpse into how the theory behind Lean Manufacturing and Six Sigma relates to the pharmaceutical environment. This book takes the theory of Lean Manufacturing and put it into action.

Overview of Book’s Structure

Each chapter of the book starts the discussion around the major principles to consider for the application of LSS concepts and tools and then concludes in a case study application for that concept or tool.

This book is organized to reflect each major work centers in the drug development life cycle. It starts with product life cycle & quality philosophy and then focuses on each major area such as, product development, analytical laboratory, pilot plant, and manufacturing floor. It ends with a chapter on the framework for process analytical technology.


Although there are numerous case studies available from different industries, pharma industry has been slow in deploying this methodology. This book provides some insights into the considerations that are necessary to be successful in deploying Lean Six Sigma in pharmaceutical industry.


To read entire Book Review (click here)

About the Reviewer

pmwj28-nov2014-Tripathi-REVIEWERArvind Tripathiflag-usa

Dallas, TX, USA

Arvind Tripathi is a Lean Six Sigma Master Black Belt & Continuous Improvement Coach at Flowserve in Dallas, Texas, USA. He is a Project Management Professional (PMP), Lean & Six Sigma Master Black Belt (MBB), and a Certified Manager for Quality & Organizational Excellence (CMQ/OE) from American Society for Quality (ASQ) with 20+ years of professional experience in project and program management.

Arvind has delivered impressive business results in Aerospace, Automotive, Chemicals, Management consulting, Oil & Gas, Technology and Service industries. He has an MBA in Finance from Wichita State University, MS in Engineering Management from the University of Oklahoma and BS in Mechanical Engineering from India. He has been active in PMI, IIE, ASQ and a past National Baldrige Examiner.

He can be contacted at [email protected]

Editor’s note: This book review was the result of cooperation between the publisher, PM World and the Dallas Chapter of the Project Management Institute (PMI Dallas Chapter – www.pmidallas.org). Authors and publishers provide books to PM World; books are delivered to the PMI Dallas Chapter, where they are offered free to PMI members to review; book reviews are published in the PM World Journal and PM World Library. PMI members can keep the books as well as receive PDUs for PMP recertification when their book reviews are published. PMI Dallas Chapter members are generally mid-career professionals, the audience for most project management books. If you are an author or publisher of a project management-related book, and would like the book reviewed through this program, please contact [email protected].

Welcome to the November 2014 Edition of the PM World Journal

David Pells,

Managing Editor

Addison, Texas, USA

Welcome to the November 2014 edition of the PM World Journal (PMWJ). This month’s edition contains 29 articles, papers, reports and book reviews by 32 different authors in 16 different countries. An additional 30+ news articles about projects and project management around the world are included. Around 30 countries are again represented by authors or subjects this month. Readers in more than 100 countries visit the PMWJ website to read the contents on a regular basis. The primary mission of the journal is to support the sharing of knowledge and information related to program and project management (P/PM), so please consider sharing this month’s edition with others in your network.

Invitation to Share Knowledge

We invite you to share your knowledge and experience related to program, project and project portfolio management. A wide variety of articles and papers, case studies and reports, book reviews and news stories are included in the PMWJ each month. Share knowledge and gain visibility for you or your organization; publish an article, paper or story in the PMWJ. See our Call for Papers in the news section of the PMWJ this month; if interested in submitting something for publication, check out the Author Guidelines on www.pmworldjournal.net, then just send your original work to me for the next edition at [email protected].

This month in the Journal

We begin this month with 4 Featured Papers, by authors in seven different countries. Essam Lotffy in UAE and Frank Parth in the USA are co-authors of a paper titled “Effect of Organizational Unwritten Rules on PMO Success.” Emils Pulmanis in Latvia has contributed his paper titled “Public Sector Project Management Application and Sustainability Problems, Case of EU Member State – Latvia.” Chandan Patary in India has authored and interesting paper titled “Gamifying Agile Projects to drive Employee Engagement and Performance.” Asma AlFadha in Oman has authored “Can Multidimensional WBS be the Solution for IT Project Issues?” These are all serious, research-based papers that contribute to the literature and field of professional P/PM.

3 Series Articles are included this month, by 5 authors in 3 different countries. Alan Stretton, PhD (Hon) in Australia is the author of “Other categorizations, and combinations of categorization matrices”, the 4th in his “Series on Project and Program Categorization.” Morten Fangel in Copenhagen, Denmark is the author of “How acquired knowledge is transformed into competencies”, an article provided by the IPMA Education and Training Board. Russ Martinelli, Jim Waddell and Tim Rahschulte at the Program Management Academy in Oregon, USA are back with the second article in their series on Transitioning to Program Management, titled “The Program Management Continuum.”


To read entire paper (click here)

About the Author

141010-pmwj28-30-new-PELLSDAVID PELLSflag-usa

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. David is an internationally recognized leader in the field of professional project management with more than 35 years of experience on a variety of programs and projects, including energy, engineering, construction, defense, 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. He was founder and chair of the Global Project Management Forum (1995-2000), an annual meeting of leaders of PM associations from around the world. David was awarded PMI’s Person of the Year award in 1998 and Fellow Award, PMI’s highest honor, in 1999. He is also an Honorary Fellow of the Association for Project Management (APM) in the UK; Project Management Associates (PMA – India); and Russian Project Management Association SOVNET. From June 2006 until March 2012, he was the managing editor of the globally acclaimed PM World Today eJournal. He occasionally provides high level advisory support for major programs and global organizations. David has published widely, spoken at conferences and events worldwide, and can be contacted at [email protected].

To view other works by David Pells, visit his author showcase in the PM World Library at http://pmworldlibrary.net/authors/david-l-pells/.

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

Series on Program Management: The Program Management Continuum (Article 2 of 4)


By Russ Martinelli, Jim Waddell, Tim Rahschulte

Program Management Academy 

Oregon, USA

Organizational transition is driven by the changing needs of a business, with business growth, business decline, and changes in regulatory, legal, and governance constraints creating the greatest pressure for organizational transition. To succeed in an organizational transition, an awareness, willingness, and commitment to change an organization’s culture and establish a new mindset regarding roles, responsibilities and functions must exist within the organization. We have witnessed that for companies which utilize program management as a core discipline and function, this is especially true.

CASE IN POINT: Consider the following words from Richard Vander Meer, Vice-President of Global Program Management for Frog Design:

“When we created the program management role, we hired people to be note-takers and meeting schedulers. But, as the needs of the company changed, we needed to create a more robust function. Today, our program managers are the main interface between the client and the program team and they have profit/loss responsibility for the client-engaged program.”

Mr. Vander Meer’s comments succinctly describe how changing needs of the business drove the organizational transition of the program management function within Frog. In this case, the program manager’s role changed from note-taker and meeting scheduler to business manager and primary point of customer contact. Obviously, this was a focused transition that was executed over a number of years.

In the first article in this series titled “The Ah-Ha Moment”, we presented another example of a company embarking on a program management transition. Within that company (a major U.S. Government Contractor), a change in business needs (the ability to deliver more complex solutions) was also driving a change of their program management function. As the example points out, when the need for change occurs, a gap between current state of operation and future state of operation driven by the new business needs always exists. In this case, Figure 1 demonstrates the gap in program management performance that existed for Dave Mitchell, Division Vice-President for the Government Contractor, and his entire organization. Closing the gap between current performance and expected future performance was all about transitioning to a truly program-oriented enterprise.


To read entire article (click here)

The PMWJ series of articles on program management is authored by Russell Martinelli, Tim Rahschulte and James Waddell, principle advisors at the Program Management Academy in Oregon, USA.   More about the authors and the Program Management Academy can be found at http://www.programmanagement-academy.com/.

About the Authors

pmwj26-sep2014-martinelli-AUTHOR1 MARTINELLIRuss Martinelliflag-usa

Oregon, USA

Russ Martinelli is a senior program manager at Intel Corporation, one of the world’s largest semiconductor companies. Russ has many years of experience leading global product development teams in both the aerospace and computing industries. Russ is also a founder of the Program Management Academy (www.programmanagement-academy.com), and co-author of Leading Global Project Teams and the first comprehensive book on program management titled Program Management for Improved Business Results. Russ can be contacted at [email protected].

To view other works by Russ Martinelli, visit his author showcase in the PM World Library at http://pmworldlibrary.net/authors/russ-martinelli/

pmwj26-sep2014-martinelli-AUTHOR2 WADDELLJim Waddell flag-usa

Oregon, USA

Jim Waddell, former PMO director in the high-tech industry, is a founder of the Program Management Academy (www.programmanagement-academy.com) where he consultants in program management and mergers & acquisitions. He has held a variety of management positions in the high tech and energy industries, has been a speaker at numerous conferences, and is a co-author of two books: Leading Global Project Teams and Program Management for Improved Business Results. Jim can be contacted at [email protected].

To view other works by Jim Waddell, visit his author showcase in the PM World Library at http://pmworldlibrary.net/authors/jim-waddell/

??????????????????????Tim Rahschulteflag-usa

Oregon, USA

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

To view other works by Tim Rahschulte, visit his author showcase in the PM World Library at http://pmworldlibrary.net/authors/tim-rahschulte/

Series on Categorizing Projects and Programs: Other categorizations, and combinations of categorization matrices


By Alan Stretton

Sydney, Australia



This is the last in a series of four working/discussion papers on categorizing projects and programs. The context of these papers is overall categorizations as they have appeared in the literature. These currently vary widely, and this series is concerned with exploring possibilities for bringing them closer together.

The first paper (Stretton 2014f) focused on project categorizations, and the second (Stretton 2014g) on program categorizations. In both cases existing categorizations were found to be a mixture of industrial/ social sectors (Application Sectors) in which programs/projects are undertaken (e.g. aerospace, defence), and types of programs/ projects (Program/ Project Types) which are undertaken in many, if not most, of these Application Sectors (e.g. IT, R&D). In each case the components of the categorizations were re-allocated into Application Sectors and Program/Project Types, and presented as a matrix illustrating the intersections between them.

It was further identified that programs and projects shared five key Program/ Project Types, but that the listings of Application Sectors and Program/Project Types found so far are very incomplete. The third paper (Stretton 2014h) focused on the latter, and found many additional Program/Project Types.

This final paper looks at other ways of categorizing programs/ projects, and proposes a way of relating these to Program/Project Types, via a matrix. Finally, this matrix is related to the Program/Project Types / Application Sector matrices developed in the first two papers in this series, via a three-dimensional model, which hopefully might contribute something to the development of more widely acceptable and accepted categorizations.


To read entire article (click here)

Editor’s note: This series of articles on the categorization of projects and programs is by Alan Stretton, PhD (Hon), Life Fellow of AIPM (Australia), a pioneer in the field of professional project management and one of the most widely recognized voices in the practice of program and project management.   Long retired, Alan is still accepting some of the most challenging research and writing assignments; he is a frequent contributor to the PM World Journal. See his author profile below

About the Author

alan strettonAlan Stretton, PhD flag-australia     

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 140 professional articles and papers. Alan can be contacted at [email protected].

To see more works by Alan Stretton, visit his author showcase in the PM World Library at http://pmworldlibrary.net/authors/alan-stretton/

Creating an Elite PMO: Solving Challenges through Collaboration

SECOND EDITION                                                         

Matthew London

Texas, USA


It’s been said that the best-laid plans of mice and men often go awry. Enter: today’s project managers and project management offices (PMO). Individuals and teams alike, however educated and capable can’t always proactively forecast where a project and its team members could run amok. While there’s still no panacea that can resolve all the problems a project may encounter, there are strategies that equip an organization’s PMO to combat them. The strength of these strategies rests in an organization’s human resources—its employees—to create tools, processes and governance procedures to handle evolving threats while also exploiting emerging opportunities. Who composes this team? Ideally three to five people with experience in tool development, business process knowledge and project management.

Each person’s particular knowledge, when managed properly and proactively, can contribute a specific layer of project management insight so that reactive project management becomes a thing of the past.


You may have heard the term “fire fighters”. These people are the resources who resolve issues that arise without warning, the issues that were not foreseen in risk logs or project plans. These resources are hailed for their quick ability to handle urgent priorities and get the projects back on track. The downside is that project managers are often held liable for the problems the firefighters fix. All project managers have been in this situation at some point and it is not a pleasant experience. There is a term for this situation: reactive management.

Read any management article and you will see terms such as “proactive,” “innovative” and “collaborative” to describe approaches for how a project manager can move from reactive management to proactive management. Stakeholders look to the PMO to implement correct governance, processes or tools to assist project managers embracing these traits. Large enterprises must have an elite PMO behind them that brings innovative processes, governance and tools to better enable project managers. While PMOs should create the services for their project managers, often times an alternative approach is needed: resources within the PMO need to be motivated. This is where the PMO Triangle comes in.


To read entire paper (click here)

Editor’s note: Second Editions are previously published papers that have continued relevance in today’s project management world, or which were originally published in conference proceedings or in a language other than English. Original publication acknowledged; authors retain copyright. This paper was originally presented at the 8th Annual UT Dallas Project Management Symposium in Richardson, Texas, USA in August 2014. It is republished here with permission of the author and symposium organizers. For more about the annual UT Dallas PM Symposium, click here.

About the Author

pmwj28-nov2014-London-AUTHOR PHOTOMatthew Londonflag-usa

Texas, USA

Matthew London, MA, MBA, PMP, PMI-ACP, PMI-RMP has over eight years of experience in project and program management. He has managed complex projects and programs for Fortune 500 companies and has experience in multiple industries. Currently, Matthew is a manager at EY; he holds degrees from Dallas Baptist University, Southern Methodist University, and Texas A&M Commerce University. Matthew can be contacted at [email protected].

Introduction to Earned Schedule


Walt Lipke

Oklahoma, USA


Earned Schedule is an extension to Earned Value Management. The method provides considerable capability to project managers for analysis of schedule performance. From the time of the public’s first view of Earned Schedule with the publication of “Schedule is Different” in the March 2003 issue of The Measurable News, its propagation and uptake around the world has been extraordinary. This article will cover the capabilities of the method and challenges encountered, progressing through the significant extensions, to its present status.

Origin of Earned Schedule

Last year, 2013, was the ten year anniversary of Earned Schedule (ES). During its relatively short existence, ES has made a large impact on Earned Value Management (EVM) and project management, as well. Frankly, I have been extremely surprised by its uptake in EVM application and academia, including research.

In my keynote at the 2013 EVM World conference, I recounted the story of how ES came about. In 2002, I was involved with software process improvement in an organization that had nearly achieved Level 5 of the Software Engineering Institute Capability Maturity Model (SEI CMM®). Only one Key Process Area, Defect Prevention (DP), remained to satisfy the achievement of Level 5.

Software organizations were attempting to satisfy DP by applying Statistical Process Control (SPC) to defect counts from the quality process of software development, i.e. inspections and reviews. My belief was that this approach to achieve DP could possibly cause sub-optimization of the development process. This later was shown to be true.

My thought was to use management indicators that encompassed most of the development process. By encompassing the process, the improvement would more generally be beneficial and more likely have positive impact. We were employing EVM; thus, it seemed reasonable to apply SPC to the cost and schedule performance indexes, CPI and SPI, respectively. After all, EVM was used in the project execution phase, generally eighty percent of the effort.

Before much action was taken to investigate this approach, I attended the College of Performance Management (CPM) 2002 spring conference, at which a presentation was given by Quentin Fleming. In his presentation the statistics based research of CPI by Dr. Christensen was discussed. It was fascinating material, and due to the statistical nature of the research it led me to believe I was on the right track with using CPI to satisfy the DP attribute of the CMM®. However, later that evening after some reflection, I realized Mr. Fleming did not mention anything about SPI.

The next morning as I walked through the courtyard of the hotel, I happened to encounter Mr. Fleming, with his suitcase, on his way to checkout and leave the conference. I told him I had attended his presentation and that I was really interested in the statistical testing and study of CPI behavior. I then asked, “Has any comparable research been accomplished for SPI?” Mr. Fleming responded saying, “No there hasn’t. You do know that SPI fails for late performing projects.” …Yes, I knew that, but sometimes you just don’t make the connection. It was then obvious, with the known failure mode of SPI, reliable statistical analysis of the indicator was not possible and therefore the SEI CMM® Level 5 key process area, Defect Prevention, could not be satisfied using the SPI indicator.

This was my dilemma. I needed a reliable schedule indicator for software process improvement; thus, the impetus for creating ES. Originally, ES had a single purpose; i.e., provide a path for achievement of CMM® Level 5. There was no intention for ES to be made available to other EVM practitioners. Only after the schedule indicators from ES proved reliable from several months of prototyping on software projects did I realize that the method held potential for the EVM community. This led to the publication of The Measurable News article “Schedule Is Different” [Lipke, 2003].


To read entire paper (click here)

Editor’s note: Second Editions are previously published papers that have continued relevance in today’s project management world, or which were originally published in conference proceedings or in a language other than English. Original publication acknowledged; authors retain copyright. This paper was originally presented at the 8th Annual UT Dallas Project Management Symposium in Richardson, Texas, USA in August 2014. It is republished here with permission of the author and symposium organizers. For more about the annual UT Dallas PM Symposium, click here.

About the Author

Walt-LipkeWalt Lipkeflag-usa

Oklahoma City, OK, USA

Walt Lipke retired in 2005 as deputy chief of the Software Division at Tinker Air Force Base. He has over 35 years of experience in the development, maintenance, and management of software for automated testing of avionics. During his tenure, the division achieved several software process improvement milestones, including the coveted SEI/IEEE award for Software Process Achievement. Mr. Lipke has published several articles and presented at conferences, internationally, on the benefits of software process improvement and the application of earned value management and statistical methods to software projects. He is the creator of the technique Earned Schedule, which extracts schedule information from earned value data.

Mr. Lipke is a graduate of the USA DoD course for Program Managers. He is a professional engineer with a master’s degree in physics, and is a member of the physics honor society, Sigma Pi Sigma (SPS). Lipke achieved distinguished academic honors with the selection to Phi Kappa Phi (FKF). During 2007 Mr. Lipke received the PMI Metrics Specific Interest Group Scholar Award. Also in 2007, he received the PMI Eric Jenett Award for Project Management Excellence for his leadership role and contribution to project management resulting from his creation of the Earned Schedule method. Mr. Lipke was selected for the 2010 Who’s Who in the World. At the 2013 EVM Europe Conference, he received an award in recognition of the creation of Earned Schedule and its influence on project management, EVM, and schedule performance research. Most recently, the College of Performance Management awarded Mr. Lipke the Driessnack Distinguished Service Award, their highest honor, at the 2014 EVM World conference. Walt can be contacted at [email protected].

To view other works by Walt Lipke, visit his author showcase in the PM World Library at http://pmworldlibrary.net/authors/walt-lipke/.

Projects & Project Management in Germany


By Reinhard Wagner

International Correspondent for PM World Journal

Munich, Germany

October is a very busy month for the GPM German Project Management Association, because two major events being held in Nuremberg, the “secret” Capital of PM in Germany. The first event is a PMO Day, which happened this year on October 27 with close to 400 participants. This event was held now for the fourth time and it was mainly dedicated to learning more about the practice of PMOs in the Germanic countries.

During the PMO Day, the results of an intensive PMO Survey were presented. GPM asked the University of Applied Sciences of Nürtingen and a related Research Institute to conduct this survey to elaborate on the practice of PMOs in the Germanic countries. More than 250 respondents from various industries and organisations answered a questionnaire. Obviously, the PMO is spread in organisations of different sizes – about 70% of small and medium-sized organisations use the PMO concept, whereas more than 80% of larger organisations use it. The larger organisations could have several PMOs set up, e.g. organisations with more than 10.000 employees reported to have on average 7.3 PMOs, supporting about 100 projects per PMO. Especially the Automotive Industry is using the PMO concept, significantly higher than other industries.

The PMO concept is highly accepted in most of the organisations, surprisingly the line managers are more in support of a PMO than the project managers, whom the PMO should help to manage their projects. There is a need for marketing the benefits to them and / or changing the image of a PMO to a positive one. The main contributions of a PMO is to avoid duplication of work, to better achieve the strategic goals as well as a sustainable development of an organisation. Unfortunately, a PMO and its leadership is not involved in the strategic decision making process. Here is room for improvement. Another area for improvement is how the contribution of a PMO to the success of an organisation is measured. Those PMOs, measuring quantitatively the contribution to success are highly accepted in an organisation, the others (not measuring at all or measuring qualitatively) are struggling for acceptance. Last, not least, there are multiple tasks for a PMO to perform, depending on the maturity of the organisation and the size.

There are plans to perform an international survey on PMOs from next year on, using the network of IPMA Member Associations around the world. 


To read entire report, click here

About the Author 

pmwj17-dec2013-wagner-IMAGE2 AUTHORReinhard Wagnerflag-germany

International Correspondent – Germany

Based near Munich 

Reinhard Wagner is an International Correspondent for PM World Journal in Germany. He is also CEO of Projektivisten GmbH, a service provider specialized in the field of project, program and portfolio 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 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 150 books and articles, speaks to national and international audiences and is President elect of IPMA International Project Management Association. Reinhard is living close to Munich, Bavaria and can be contacted via [email protected].

To view other works by Reinhard Wagener, visit his author showcase in the PM World Library at http://pmworldlibrary.net/authors/reinhard-wagner/

UK Project Management Round Up


By Miles Shepherd

Executive Advisor & International Correspondent

Salisbury, England, UK


As autumn slides slowly into winter, the Project World in UK seems to be holding its breath as the results of this year’s Association for Project Management Awards are due for release just after we go to press. You can be sure that the results will be fully covered here as soon as they are available.

On a more prosaic note, the focus on infrastructure projects continues as further announcements are made on rail projects, problems over winter power supply have finally penetrated to the Parliamentary mind and to the BBC. We are also seeing more challenges to project plans with a complaint over estimated costs as well as the well-worn but equally challenging views over high speed rail.

There are some other project issues that also attracted attention, notably concerns over strategic capabilities of Boards and interesting news of a very important project seeking improved diagnostics concerned with Alzheimers’.


pmwj28-Nov2014-shepherd-IMAGE1All too often, the client does not get a look in on these pages so I offer a small note of protest from the Office of Gas and Electricity Markets – or Ofgem – that claimed that the cost of the new Caithness – Moray transmission link was too high. Ofgem carried out its own estimate for the project and concluded that their total came to £1.06 million or £174 million less than owners Scottish and South East (SEE) calculation. The project is operated by by SHE (Scottish Hydro Electric Transmission) and is intended to link renewable energy to the grid in the north of Scotland.

Ofgem claims that unnecessary costs derive from over-estimates of risk, by some 61%. It claimed that in addition to over-estimating the risk, SHE had not provided sufficient justification for the risk allowance and produced insufficient evidence to support their estimate of the impact of certain risks. Unusually, Ofgem also said that SHE had budgeted to too many ‘overpaid staff and claimed that there was excessive monitoring of contractors. Ofgem are reported to be concerned that the extra costs will have to be paid for by customers.

The project is part of the long term energy policy developed by the Scottish Government that seeks to have all of Scotland’s energy generated from renewable sources by 2020. According to press reports, customers – especially those in some the very remote parts of the country – are concerned that the move to renewables will increase costs. Many others are concerned about the proliferation of wind farms in areas of outstanding natural beauty.

In another stakeholder rebellion, the Annual General Meeting of Balfour Beatty was the scene of a protest by a single “investor” who had bought a voting share in the company. He protested, vigorously, that the Chair was a “corporate psychopath” as part of his attempt to prevent the £820 million sale of Parsons Brinckerhoff to WSP of Canada. The sale was completed at the end of October and the specialist press has reported that WSP has appointed several senior staff from Parsons Brinckerhoff and CH2M Hill as the group continues to expand in the UK.


To read entire report, click here

About the Author

pmwj17-dec2013-shepherd-AUTHOR IMAGEMILES SHEPHERD flag-uk

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 and overseas 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 Director of PMI’s Global Accreditation Centre and the Chair of the ISO committee developing new international standards 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].

To view other works by Miles Shepherd, visit his author showcase in the PM World Library at http://pmworldlibrary.net/authors/miles-shepherd/.

On the Subject of Yan Gelrud’s paper titled “The algorithm for generating an optimal investment portfolio” in the October edition


5 October 2014

Managing Editor,

I read Professor Yan Gelrud’s paper on “The algorithm for generating an optimal investment portfolio” with great interest. If I could replicate the mathematics faithfully, it would certainly help me with my financial investment portfolio.

However, the nature of a financial investment portfolio is rather different from a portfolio of potential projects, so I am not sure that the same math would apply, which I presumed was the intent?

For one thing, projects are measured in blocks of completed projects and are not flexible in terms of varying purchasable amounts. That makes devising any sort of “balanced” portfolio difficult. For another, projects are much more risky, especially in the formulation stage when they exist only in the minds of the proponents or sponsors, likely with little or no track record. And for yet another, projects in their making are hedged by politics.

Nevertheless, anyone who can come up with some sort of practical formula for even doing a first rough cut at project selection would, I am sure, be very much welcomed by the project management risk industry.

Best regards,

Max Wideman

Vancouver, BC, Canada



A compendium of PMO case studies – reflecting project business concepts


pmwj28-nov2014-Rao-BOOK COVERBook Title: A compendium of PMO case studies – reflecting project business concepts
Authors: Dennis Bolles and Darrel Hubbard
Publisher: PBMconcepts, USA
Publication Date: 2012
List Price: US $29.20
Format: Paperback; 404 pages
ISBN-13: 978-0985848408
Reviewer: Raju Rao, PMI Cert OPM3-P, SCPM, PMP
Review date: October 2014

Executive Summary

This book has chronicled numerous case studies of PMOs from diverse sectors. It is based on the concept of Project Business Management which has been propounded earlier by the authors. Case – studies have been analyzed and responses from the survey participants have been documented. The findings could be   used by consultants or practitioners to enhance project management maturity in organizations.

Project Business Management

This book is an addendum to the books already published by the authors on ‘Building Project Management Centers of Excellence’ and ‘Power of Enterprise Wide Project Management’ where they introduced the concept of Project Business Management. Through explicit case studies it can help in providing practitioners with sufficient examples in various situations to enable them to use them while standardizing and improving project and program management practice in organizations.

The earlier project management center of excellence model with components of Authorization, Standards, Education and Readiness it has evolved into an Enterprise wide PMO of Excellence model with components of Governance, Standardization, Capability and Execution. This has further grown to the Project Business Management Organization Model with components of Governance, Methodology, Capability, Planning and Execution.

The value from this book

The most interesting and useful part of this book is the research result presented in Chapter 6 Section III. Apart from classifying data in terms of demographic data, industries, products and services, PMO, etc., an analysis has been done in terms of contextual responses. This latter approach could be quite useful to practitioners and consultants who are implementing or improving PMOs in organizations. The analysis include views from the business angle i.e. vision, mission and goals, PMO Innovation and Best Practices, Impact on organizations and value added to them. Comments have also been made relating to governance, methodology, Capability, planning execution, PBM Office (PMO) and sustainability.


To read entire Book Review (click here)

About the Reviewer

Raju-RaoRaju Rao, PMPflag-india

Chennai, India 

Raju Rao, PMP, SCPM, OPM3 Cert Professional is Founder and Principal consultant – Xtraplus Solutions, a PM consulting and training company based in Chennai, India. Mr Rao has a B.Tech degree in Chemical Engineering from the University of Madras, India; an Advanced PM certificate from Stanford University; and a certificate from IIM Calcutta. He has about 40 years’ experience in engineering, process and project management and has been an active member of PMI for several years. He held leadership positions in both the 1st and 2nd edition projects of OPM3 and has been involved in development of several PMI standards and awards. Mr Rao has been a visiting and adjunct faculty for engineering and business schools in India. He has presented numerous papers in global congresses and is the coauthor of two books – Project Management Circa 2025 published by PMI and Organizational Project Management published by Management Concepts, USA. Raju has been a President of South India section of AACE International and is the founder of the Indian Project Management Forum. Raju Rao lives in Chennai, India and can be contacted at [email protected] 

Editor’s note: This book review was the result of cooperation between the publisher, PM World and the Dallas Chapter of the Project Management Institute (PMI Dallas Chapter – www.pmidallas.org). Authors and publishers provide books to PM World; books are delivered to the PMI Dallas Chapter, where they are offered free to PMI members to review; book reviews are published in the PM World Journal and PM World Library. PMI members can keep the books as well as receive PDUs for PMP recertification when their book reviews are published. PMI Dallas Chapter members are generally mid-career professionals, the audience for most project management books. If you are an author or publisher of a project management-related book, and would like the book reviewed through this program, please contact [email protected].

EFFECTIVE COMPLEX PROJECT MANAGEMENT – An Adaptive Agile Framework for Delivering Business Value


pmwj28-nov2014-Jantrania-BOOK COVERBook Title: EFFECTIVE COMPLEX PROJECT MANAGEMENT – An Adaptive Agile Framework for Delivering Business Value
Author: Robert K. Wysocki
Publisher: J. Ross Publishing
List Price:   US$69.95
Format: Hard cover; 332 pages
Publication Date: 2014
ISBN: 13: 978-1-60427-100-3
Reviewer:      Ash Jantrania
Review Date:            October 2014

Introduction to the Book

The author has emphasized the need for a practical approach to successful project management within an organization for complex projects.

Overview of Book’s Structure

For successful project management involving complex projects, there is a need to transition from the traditional Waterfall to an adaptive Framework – Adaptive Complex Project Framework (ACPF).

ACPF is robust and adaptive tool which apples the Agile and lean approach. It is a methodology applicable to all industry types and has been developed, refined and validated for over 20 years.

Highlights: What’s New in this Book?

The book highlights the need for a change in current day project management approach. There is a need for a totally different type of project management approach looking at the multi-million dollar complex projects. Such projects are typically delivered late, over budget and minus desired customer expectations.

The current day plan based approach does not deliver projects meeting customer expectations. The author has given a very detailed understanding of Adaptive Complex Project Framework (ACPF). This new approach is the most forward thinking concept in complex project management.


To read entire Book Review (click here)

About the Reviewer

pmwj28-nov2014-Jantrania-REVIEWERAsh Jantrania, PMP, CSMflag-usa

North Texas, USA

Ash Jantrania is a seasoned Project Manager in Dallas Fort Worth area. He has extensive Project Management and Business / Systems analysis experience in Telecom, Transport, Mortgage Banking, Health, E-Commerce, Retail & Non Profit organizations. Ash holds PMP and Scrum Master certifications. He has comprehensive knowledge of project management in both Waterfall and Agile/Scrum methodologies. He can be contacted at [email protected].

Editor’s note: This book review was the result of cooperation between the publisher, PM World and the Dallas Chapter of the Project Management Institute (PMI Dallas Chapter – www.pmidallas.org). Authors and publishers provide books to PM World; books are delivered to the PMI Dallas Chapter, where they are offered free to PMI members to review; book reviews are published in the PM World Journal and PM World Library. PMI members can keep the books as well as receive PDUs for PMP recertification when their book reviews are published. PMI Dallas Chapter members are generally mid-career professionals, the audience for most project management books. If you are an author or publisher of a project management-related book, and would like the book reviewed through this program, please contact [email protected].

Public Sector Project Management Application and Sustainability Problems, Case of EU Member State – Latvia


Emīls Pūlmanis

PhD.cand., MSc.proj.mgmt.

State Regional Development Agency (Latvia)

Deputy Director of Project implementation and monitoring department

Riga, Latvia


The application of Project Management (PM) tools and techniques in public sector is gradually becoming an important issue in developing economies, especially in a new development country like Latvia where projects of different size and structures are undertaken. The paper examined the application of the project management practice in public sector in Latvia. Public sector project management in Latvia become popular in recent years as there is different type of public funding sources available. The paper describes the public sector project management practice in Latvia. Study shows the evaluation of impact factors in public sector projects of efficiency and sustainability. Research period covers the time period from January 2013 – July 2014. 

Key words: project management, project planning and initialization, efficiency, public administration

JEL codes: O220, H430, H540

  1. Introduction

Government and organizations usually embark on different projects with the aim of creating new service or improving efficiency of the existing ones. All these projects require appropriate skills and techniques that go beyond technical expertise only, but encompass good and sound skills to manage limited budgets, while at the same time dealing with people and organizational issues.

The object of the research is public sector project management.

The aim of the article is to evaluate project planning and initialization practice in public sector in Latvia as well as project management process efficiency.

The objectives of the article are as follows:

  • assess the public sector project initialization practice and identify the problem areas of public project management in Latvia;
  • analyse theoretical background of project management;
  • provide proposals for public sector project management improvement.

The research methods used in the article include the project empirical data analysis and literature review as well as survey based on questionnaire.

Study shows that public sector project maturity level is low and should be improved. Research period covers the time period from January 2013 – February 2014.


To read entire paper (click here)

About the Author

pmwj28-Nov2014-Pulmanis-AUTHOR PHOTOEmils Pulmanisflag-latvia-riga

Riga, Latvia

Emils Pulmanis is a member of the board of the Professional Association of Project Managers in Latvia and Deputy Director of the Project Implementation and Control Department at the State Regional Development Agency of Latvia. He has gained a BSc. in engineer economics, a professional master’s degree in project management (MSc.proj.mgmt) and currently is a PhD candidate with a specialization in project management.  He has elaborated and directed a number of domestic and foreign financial instruments co-financed projects. He was a National coordinator for a European Commission-funded program – the European Union’s financial instruments PHARE program in Latvia. Over the past seven years he has worked in the public administration project control and monitoring field. He was a financial instrument expert for the Ministry of Welfare and the European Economic Area and Norwegian Financial Mechanism implementation authority as well as an expert for the Swiss – Latvian cooperation program as a NGO grant scheme project evaluation expert. He has gained international and professional project management experience in Germany, the United States and Taiwan. In addition to his professional work, he is also a lecturer at the University of Latvia for the professional master study program in Project management. He has authored more than 25 scientific publications and is actively involved in social activities as a member of various NGO’s.

Emils can be contacted at [email protected]

Gamifying Agile projects to Drive Employee Engagement and Increase Performance


By Chandan Lal Patary


Employee engagement has become a top business priority for every organization. In this rapid cycle economy, business leaders know that having a high-performing workforce is essential for growth and survival. They recognize that a highly engaged workforce can increase innovation, productivity, and bottom-line performance while reducing costs related to hiring and retention in highly competitive talent markets.

Team engagement is key to excellent project execution especially in agile project. After all, stakeholder disengagement is a major reason for productivity loss across function and industries. No wonder, enterprises are willing to know more about some practice which can helpful in better engagement, sharing and collaboration and also how it could add to high-value interactions with customers, employees and partners.

Gamification helps to increase the engagement in fun way. Gartner predicts that more than 70% of the world’s largest 2,000 companies are expected to have deployed at least one gamified application by year-end 2014.

This cases study will share the approach team has taken and the improvement team has realized through Gamification. Some of the information have been changed and the original name and figured has been modified. This paper will answer below questions

How can we the get the buy – in from team members?

How can we create more participation?

How can we increase engagement through mechanism like gamification?

How can we achieve targeted business goal with full participation from all members?

1.   Introduction

Self-organizing team does not need any game to maintain the passion level; team has reached certain stage where they are self-driven with acceleration. They are empowered and motivated. Every team would like to reach this state. It needs dedicated effort by all team members, consciously to drive the action and get this high level of enlightenment state.

The best architectures, requirements, and designs emerge from self-organizing teams but in team that is already dysfunctional and following agile process to get speed and efficiency will not work.

A self‐organized team is empowered by management to make decisions on their own without waiting for management’s approval. These teams are usually cross‐functional and the roles of individuals are not defined. When the team is given a task, it becomes the responsibility of the whole team, collectively, to finish it, not a specific person on the team. 


To read entire paper (click here)

About the Author

chandan-lal-pataryChandan Lal Pataryflag-india

Bangalore, India

Mr. Chandan Lal Patary is currently working as an agile coach and Global Program manager at ABB. He has deep experience in developing Software products across various domains and has successfully executed many Projects. Chandan has worked on domain like Healthcare, Aerospace, Building automation, Power automation, Industrial Automaton under real time mission critical product development to large scale application development. Chandan has 16+ years of industry experience. He is certified PMP from 2008, Green Belt certified holder from 2005. Chandan is an agile practioner and Certified Scrum Master from 2011. Chandan holds a Bachelor’s from National Institute of Technology (National Institute of Technology –Agartala, Tripura) in Electrical Engineering-1998. He has completed one year Executive General Management program from Indian Institute of Management-Bangalore, Karnataka in 2007. He has published several management papers. He can be reachable through email/LinkedIn: [email protected]

Effect of Organizational Unwritten Rules on PMO Success


By Essam Mohamed Lotffy

Trojan Holding, Abu Dhabi, UAE


Frank R. Parth

Project Auditors, California, USA


Every organization has both a formal structure, shown by the organization chart, and in informal structure that forms the culture of how the organization works. This informal structure, the culture, is created by the unwritten rules of the organization, and it can have a significant impact on the success or failure of any internal project.

PMOs were centralized to service the entire organization and provide added convenience to the project team, PMOs often struggles to gain buy-in from other departments because they often try to do everything at once they launch with too much information, processes, tools and templates without taking into account the cultural changes/factors that may be necessary within the organization to allow for the project management process to be properly followed and supported.

In spite many organizations have learned about the strong benefits of PMOs – the increases in productivity and the financial benefits of being able to more effectively manage the multiple projects within the organization. However, “how” the PMO is implemented is often more important than the “what” it is designed to do. PMOs are often requested by senior management or executives to benefit the overall organization, but they have an impact on the day to day work of lower level employees. Unless the implementation is done correctly, the unwritten rules of the employees can derail the PMO before it has a chance to show any benefits. These unwritten rules form the culture of the organization, and each department and group within the organization has its own unique culture.

Just because upper management sees the long-term benefits of a PMO does not mean that every employee sees the same benefits. Every employee, as well as every manager, interprets changes from their own personal standpoint “What does this mean to me?”. If the personal benefits are not clear and obvious, there will be resistance to the change. While the resistance is personal to each employee, the group’s unwritten rules will have a significant impact on how that resistance is manifested.

What Are The Unwritten Rules?

Many of the beliefs, expectations and values, the “culture” held by an organization are encoded in a set of “Unwritten Rules”. These rules guide behavior and attitudes throughout any organization. It is an aspect that is of special importance to establishment of a PMO. These rules make daily operations more efficient by improving how people interact. However, when changes are required, such as implementing a PMO, they may be beneficial or detrimental, too often the latter.

There is no intent here to decide if a specific Unwritten Rule is “right” or “wrong”. These “Rules” are largely unarticulated and almost never discussed as such. They may even be dutifully followed without conscious awareness that they exist. Nonetheless, Unwritten Rules hold unbelievable power over the workforce, and may be responsible for much of the ineffective behavior we see in organizations.


To read entire paper (click here)

About the Authors 

???????????????????????????????Essam Lotffyflag-uae

Abu Dhabi, UAE

Essam Lotffy PMP, CCP is a Construction Manager-MEP at Trojan general contracting in Abu Dhabi, UAE. He received his BSc. degree in Electrical Engineering (Major) and Power Distribution (Minor) through Zagazig University, Zagazig, Egypt since 2001. Pursued and achieved his certificates in Project Management (PMP®) from PMI-USA since 2013, and certificate in Cost Management (CCP®) from AACE International since june-2014. He does claim 13 years extensive hands on experience in various aspects of projects and project management within maintenance, power distribution networks monitoring and supervision and construction projects as well. During his employment tenure with his past employers Suez Canal Electrical Distribution Company, United Engineering & Trading Company – ENTRACO, and TROJAN General Contracting, he has successfully managed various projects, in addition enhancing the process capabilities and organization performance as well. Essam Lotffy is actively pursuing potential opportunities in the project management field, where a room of growth and opportunities for advancement exists. Essam can be contacted at [email protected] or [email protected]

pmwj28-Nov2014-Lotffy-Parth-PARTHFrank Parthflag-usa

California, USA

Frank Parth, MS, MSSM, MBA, PMP is the President of Project Auditors LLC and a past member of PMI’s Board of Directors. Mr. Parth brings 35 years’ experience in project and program management to his teaching and consulting work.

He had a first career designing satellite systems for the US government and in 1993 he set up a consultancy and began consulting in program management and systems engineering. He has created PMOs for several Fortune 1000 companies and for companies internationally. He consults to clients in multiple industry sectors, including telecom, construction, high tech, chemical processing, utilities, government, healthcare, mining, financial services, and aerospace. He is currently supporting Saudi Arabia’s Saline Water Conversion Corporation in improving their project management processes and in developing a PMO.

Mr. Parth teaches project management courses throughout the world. He is a guest lecturer at USC’s Marshall School of Business, the University of California, Irvine, and at the American University of Sharjah (AUS) in the UAE. He is an accomplished international speaker and does pro bono teaching in Vietnam.

He has co-authored or contributed to multiple books on project management and has published numerous papers in project management and systems engineering. He is actively involved with PMI, serving on local and national committees and was PMI’s Project Manager for the Standard for Program Management, 2nd edition published in 2008. Frank can be contacted at [email protected]

Can Multidimensional WBS be the Solution for IT Project Issues?


By Asma AlFadha

Sultanate of Oman



From small organization to large, IT projects are growing rapidly with the revolution of technology and expansion of systems. They worth the companies a lot and become very important while most of the organizations are moving toward digitizing and automation. Consequently, the need of good project management is necessary to achieve the goal without wasting time and cost.

Work Breakdown Structure WBS has proven to be a powerful control, plan and monitor tool for projects. It decomposes the projects to manageable components. This helps to execute the project very well, estimate the cost and schedule, allocate and assign resources and track the project progress and performance. The result of all of these outcomes can hit the heart of the project success.

Through this short paper, different models of WBS will be explored including a 3D WBS. 3D WBS was first introduced by Moine where he projected 3 types of tree structure and combined them together to form one cube model that make effective different in the project management field. The paper will also suggest, based on comparison and evidence, for IT project managers to adopt the 3D model as it proves its efficiency in other industrial fields.

Keywords: WBS, Building Information Modeling, Multi-Dimensional WBS structure, Business Intelligence System, components, tasks, tree structures.

1.    Introduction

From small to large organizations, IT projects exist in almost all the companies. The success of these projects reflects highly in the performance of the organization in general. Implementing Enterprise Resources Planning (ERP) systems, Document management systems (DMS) and others have lots of potential challenges in each and every implementation step and activity. One of the tools used to implement the project successfully and overcome the challenges is Work Breakdown Structure (WBS).

Work Breakdown Structure WBS is a tool to decompose the project into smaller components (tree structure). It’s a project management tool that is important to establish a framework for better management control over the projects budget, schedule and scope. It is also defined as “an enumeration of all work activities in hierarchic refinement of detail which organizes work to be done into short manageable tasks with quantifiable inputs, outputs, schedules, and assigned responsibilities” 


To read entire paper (click here)

About the Author

pmwj28-Nov2014-AlFadha-AUTHOR PHOTOAsma AlFadhaflag-muscat-oman

Sultanate of Oman 

Asma AlFadha is a senior developer in a Salalah Methanol Company subsidiary of Oman Oil Company (OOC), Sultanate of Oman. She worked previously with one of the biggest software company in the country and was involved with many huge projects for government and big companies. Ms AlFadha has experience in many programming languages and different platforms. Being part of the whole life cycle of the software provided the experience not only in dealing with computers and languages, but also in communicating with people and learning to understand them and analyze their thoughts for transforming into computerized codes. Asma has 5 years’ experience in development. She graduated from Sultan Qaboos University with a bachelor’s degree in Computer Science. Contact her on: [email protected] or [email protected]