Welcome to the December 2014 Edition of the PM World Journal

David Pells,

Managing Editor

Addison, Texas, USA

Welcome to the December 2014 edition of the PM World Journal (PMWJ). This 29th edition of the Journal is another full issue, containing 40 articles, papers, reports and book reviews by 52 different authors in 18 different countries. An additional 40+ news articles about projects and project management around the world are included. More than 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 each month. 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. This month’s edition is jam packed with some really good material.

Invitation to Share Knowledge

We invite you to share your knowledge and experience (and stories) related to program and project 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 and 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 email your original work to me at [email protected].

This month in the Journal

We begin this month with a Featured Interview. Gordana Blažević and Zlatko Barilović in Croatia have interviewed Mr. Mate Rimac, brilliant founder and principal of Rimac Automobili Ltd in Zagreb. In their interview, titled “From iGlove to the Fastest Electric Car in the World”, Gordana and Zlatko pose project management related questions to Mr. Rimac, who shares their experience during the “projects” of launching their company and first products. Gordana has been a PMWJ correspondent in Zagreb for the last year; Mr. Barilovic has previously authored papers published here. Please read their very interesting interview with an exceptional Croatian entrepreneur.

5 Featured Papers, by authors in six different countries, are included this month. Gideon Wobowo in Indonesia is the author of an interesting paper titled “Why Adopt a Standardized 3D Work Breakdown Structure for Tangible Drilling Cost in Indonesia?” O. Chima Okerkeke, Nigerian project management leader currently residing in the UK, has contributed an important paper titled “An Analysis of the Electricity Industry in Nigeria One Year after Privatization.” Bob Prieto in the USA is back with another important paper on “The Challenge of Infrastructure and Long Term Investment.” Waffa Karkukly in Canada and Prof Laurence Lecoeuvre in France are the co-authors of “The Integration of Change Management and Project Management – The Role of the PMO.” Chandan Patary in India has provided another interesting paper titled “Challenges in Smart Grid Project Execution: View from a Manager”, based on his own experience and knowledge. Featured Papers are serious, research-based contributions to the literature and field of professional P/PM.


To read entire paper (click here)

About the Author

david-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.

Linking the Comprehensive Six-Phase Project Life Cycle Model and Project Team Cognitive Readiness with the TCM Framework


Russell D. Archibald, Ivano Di Filippo,
Daniele Di Filippo, and Shane C. Archibald

Mexico, Italy & USA


This paper describes and justifies how the comprehensive six-phase project life cycle model plus the concepts of project team cognitive readiness are linked to the TCM Framework through holistic management and systems thinking. This project life cycle model recognizes that there is always a Project Incubation/Feasibility Phase prior to the currently existing Project Starting Phase of most project management standards, and also that there must be an additional Post-Project Evaluation Phase after the current standard Project Close-out Phase. These phases are defined and discussed for two basic types of projects: 1) delivery or commercial projects and 2) innovative, transformational projects.

It is recommended that this Comprehensive Project Life Cycle Model be adopted as the standard for important projects. The Project Incubation/Feasibility Phase provides the opportunity to introduce the TCM Framework properly as an integrated component of the project management methodologies to be used throughout the project life cycle. Regarding the Post-Project Evaluation Phase the need to differentiate between ‘project success’ and ‘project value’ is discussed. This new phase is also consistent with TCM practices and enables effective project evaluation from the total cost engineering viewpoint. Finally, the concept of Project Team Cognitive Readiness, applying recently acquired knowledge from cognitive psychology of human behavior in teams, is described briefly and related to potential improvements in effectively using TCM processes.

This paper contains original recognition of the need for improvements in project management standards and best practices, as indicated by the final recommendations and conclusions, which are:


Adopt as a Standard the Six-Phase Comprehensive Project Life Cycle to Include the Incubation/Feasibility and the Post-Project Evaluation Phases: Adoption of this comprehensive project life cycle will bring the standard up to widely used best practices that are described in this paper.

Revise the AACE International TCM Framework to Recognize the Comprehensive Six-Phase Project Life Cycle: Such revision will link the TCM Framework more closely with current best practices in project, program, and portfolio management. 


Project Management Principles and Practices Provide Benefits When Used Throughout the Strategic Asset Management Processes in the TCM Framework: These principles and practices are equally beneficial when applied throughout the entire TCM Framework, and not just during the project planning and execution phases. 

More Research is Required to Develop and Apply Project Team Cognitive Readiness to all Important Projects: All projects are planned and executed by people, but the discipline of project, program, and portfolio management has neglected to capitalize on the advances of the cognitive sciences to achieve high-performance teamwork on projects.

Keywords: project management, systems thinking, project life cycle, total cost, TCM, team cognitive readiness.


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 2014 ICEC World Congress in Milano, Italy. It is republished here with permission of the authors.

About the Authors

russell d archibaldRussell D. Archibaldflag-usa-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), also published in Italian and soon in Spanish and Portuguese; 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] LinkedIn: profile

pmwj16-nov2013-archibald-difillipo-AUTHOR IMAGE 2 I DI FILIPPOIvano Di Filippo    flag-italy                                                   


Ivano Di Filippo: Certified PM and Member of Istituto Italiano di Project Management/ISIPM. Member of Professional “Project management – Level 7” list held by ASSIREP. Team leader of Genial Software, a high performance expert team. Ivano has over 20 years of experience as a consultant and project manager in business information and systems development. During three years of study with the medical faculty at La Sapienza University in Rome he developed a strong interest in subjects concerning human behavior and human mental processes, and has continued over many years to cultivate and develop this interest by applying the cognitive psychological theories as an important key to success in the numerous projects he has directed. Contemporarily he studied computer science to become a web site programmer and IT programmer as applied in project management. Ivano has 25 years with Radiotaxi 3570 Company, Rome, Italy, (the largest Radiotaxi company in Europe) and at present he is in charge of human resources in its Operations Control room. He is the author of “When Does a Project Start? The Critical Buffering Theory” in the Magazine “Il Project Manager” No. 8, 2011, published by Franco Angeli. Website: www.genialsoftware.it Email: [email protected] LinkedIn: profile

pmwj16-nov2013-archibald-difillipo-AUTHOR IMAGE 3 D DI FILIPPODaniele Di Filippo flag-italy  


Daniele Di Filippo: Graduate Student at Roma3 University (Rome, Italy) in IT Engineering, concluded an internship at NTT Data Company and received his bachelor degree in IT Engineering in July 2012. Member of Istituto Italiano di Project Management/ISIPM. He participated to InnovAction Lab 2013, where he further developed teamwork and business skills and experienced startup context. He was part of the logistics management at Umap 2013 International Conference on User Modeling, Adaptation and Personalization. He is currently studying for his Master Degree and researching for his Thesis on Brain Activity Map project, supported in Europe by the Human Brain Project/HBP, which aligns with Obama’s Initiative in America. He’s also designing an IT infrastructure as an in-the- field application of Project Management frontier Standards: Compass4Business. Website: http://danieledifilippo.wordpress.com Email: [email protected] Linkedin: profile

pmwj16-nov2013-archibald-difillipo-AUTHOR IMAGE 4 S ARCHIBALDShane C. Archibaldflag-usa


Shane C. Archibald: BSc, Managing Principal, Archibald Associates llc. Shane has 20 years of experience in the development and implementation of advanced, integrated project management processes and systems on large complex projects and programs in several industries and governmental agencies. Most recently, he implemented the first phase of Project Controls applications and procedures for a large international heavy equipment design-manufacture-installation corporation, including advanced planning, scheduling, cost management, contract management, change management, and risk management processes. Co-author (with Russell Archibald) of Leading and Managing Innovation: What Every Executive Team Must Know About Project, Program, and Portfolio Management (2013), also published in Italian and soon in Portuguese and Spanish. Previously Shane has:

  • Developed and documented the project planning and control policies, processes and procedures for a US$10+ Billion transportation engineering & construction portfolio for one of the 50 United States, and managed the scheduling effort for that portfolio. Provided Subject Matter Expertise for a State-Wide Project Controls System Implementation.
  • Managed the Project Controls Department for the Washington State Ferries, Terminal Engineering and Construction program, valued at US$1+ Billion.
  • Managed the scheduling effort on a nation-wide US$4+ Billion telecommunication systems and facilities upgrade project.
  • Managed the development process of a set of Web-based global enterprise products (shipping, pricing and logistics.)
  • Implemented various project management and controls software applications and integration efforts, including several generations of Oracle Primavera systems.

Website: ArchibaldAssociates.com    Email: [email protected] LinkedIn: profile



From iGlove to the Fastest Electric Car in the World

By Gordana Blažević and Zlatko Barilović

Zagreb, Croatia

Rimac Automobili is a Croatian company specialized in manufacturing high–performance electric vehicles, founded in 2009. The company developed and introduced their first concept electric car named the Concept_One, which later on went into production. It currently employs 60 young engineers of various professions that work intensively on the development of new technologies and launch first-rate electric products – from the aforementioned Concept_One to an electric bicycle known as Greyp. In the premises of this successful Croatian business, we were greeted by the founder and director of the company, Mate Rimac. Rimac Automobili is praised and acknowledged from all over the globe and the story of its success is known. Nevertheless, we wanted to personally visit and get to know the 26-year-old who has already made a huge impact on the international market with his visionary ideas and high caliber competency.

We were welcomed by Monika Mikac, the director of operations and one of the first employees, in an energetic environment in which the young engineers work. She introduced us to the world of Rimac Automobili; it all began when Mate, who was 17 at the time, made his first patent – a glove that would act as a keyboard and mouse. Since then, he participated in numerous innovation fairs. Shortly after that, he launched his second invention called the Active Mirror System – a system designed to resolve the problem of blind spots in cars, and with these two products under his belt he won multiple first place awards, despite the strong international competitors.

Apart from his love for electrical engineering, he is also a fan of cars. He invested the money he made from his patents into a BMW E30 323i. This is where Rimac Automobili actually started. His passion for racing led him to develop the fastest electric car in the world. He initiated the CONCEPT_ONE project. Read more into the story in the continuation of this article.

Q: The idea of the Concept_One project came from your passion for cars, and it literally began from an empty piece of A4 paper. How did you gather a team for the project, and what did the initial project phase look like?

A: It all started as a hobby, and I’ve always wanted to make my own car, so I jumped right into it. First, I met Adriano, a designer with whom I arranged the commencement of the project. This was back when I was still in college and there wasn’t even a company yet. Adriano, who had a full-time job, did his part in designing and I moved along the technical side of the project. Even then, because of my involvement in racing, there was huge media coverage and investors came knocking – they wanted to order a car. This is when it occurred to me; what we were working on made sense and our project could become more than just a hobby; it could become our job.

I founded my company in a garage and I hired the people who worked with me after their regular work. When I realized that this could be a serious business I started to hire full time employees, rented a facility and professionalized everything.


To read entire paper (click here)

About the Authors

pmwj16-nov2013-blazevic-IMAGE 2 AUTHOR PHOTOGordana Blažević flag-zagreb-croatia

Zagreb, Croatia

Gordana Blažević is a member of IPMA Young Crew and president of Young Crew Croatia. She was born in 1985, graduated the Faculty of Civil Engineering from the University of Zagreb in September 2010. After graduation, she worked for OPTIMA Project Ltd, a registered company for performing construction services, expert supervision, consulting and project management until September 2012. After that, the Faculty of Civil Engineering at the University of Zagreb in the Construction Management Department employed her as a young research associate. As the president of Young Crew Croatia, Gordana is a part of various projects on a national and international level. She is also a member of IPMA Marketing Working group. Questions and feedback are highly welcome via [email protected]

pmwj18-jan2014-matijevic-PHOTO2 BARILOVICZlatko Barilovićflag-zagreb-croatia

Zagreb, Croatia

Zlatko Barilović was born in 1984 in Zagreb. He holds a graduate specialist degree (MA) in Marketing from the Faculty of Economics in Osijek, Croatia. Prior to that he graduated from the Specialist Graduate Professional Study of Project Management at the University of Applied Sciences Baltazar Zaprešić, Croatia, which was a continuation of his undergraduate studies in Business and Management (major Cultural Management). Currently he is attending a doctoral study in Management at the Faculty of Economics in Osijek, Croatia. He is a member of the International project management association (IPMA) and a member of the Presidential Board of the Croatian Association for Project Management (CAPM). At the University of Applied Sciences Baltazar Zaprešić he teaches Basics of Management, Project Management 1 and 2, and Planning, preparing and starting the project – practicum. He has written over 20 scientific and professional papers, and has led several projects for the University of Applied Sciences Baltazar Zaprešić. He was the editor of two project management books. Zlatko Barilović can be contacted at [email protected]

An Integrated Delivery Office: The Journey Continues


Eric Loyd and Danielle Cooper

TXU Energy

Dallas, Texas, USA

About TXU Energy

About 50 retail electricity providers offer as many 250 retail plans in the competitive markets of Texas. TXU Energy (TXUE) is the market-leader, powering the lives of more Texans than any other retailer. For six consecutive years, the Texas market has been ranked as the most competitive and most innovative by international consulting firm DRG. TXU Energy exemplifies the spirit of competition and innovation, giving customers choice, convenience and control over their electricity usage and spending. Initiatives driven by the Delivery Office have helped strengthen TXU Energy’s competitive position by delivering quality solutions quickly to market.

The formative years: 2009 – 2010

The Project Management Office was established in 2009, as a complement to TXUE’s systems integration effort. In those first couple of years, the team’s focus was primarily establishment of new processes, tools, and standards. Projects were primarily small, incremental changes to the newly implemented SAP platform. Stabilization of the platform consumed the majority of 2010, with the PMO leading various SWAT team efforts to alleviate manual workarounds and assist the business with system issues.

Raising the bar: 2011 – 2012

As the platform began to stabilize, a flood of pent up project demand hit. During 2011, there were over 400 active project requests in the system, with each department clamoring for their initiatives to take priority. In response, leaders from Finance and the PMO partnered to define a project selection process and a new Demand Management organization was created, to assess each project’s alignment with strategic objectives and minimize the churn the technology teams were facing in trying to respond to business stakeholders. Entering 2012, there were 80 active projects, with clear priorities for execution. A quarterly proposal submission process was established, with more rigorous business case evaluations.

Business value creation: 2013 – 2014

With stabilization and process standardization complete, and a track record of on-time, on-budget delivery, the business began to ask how projects could be delivered faster. In response, the PMO began to investigate Agile delivery methods. In September, 2013, the team established and trained two Agile teams and began delivering work using a Scrum-based framework. Entering 2014, the Agile teams were in place, the Quality Assurance team was rolled into the PMO, and the team established more business-oriented metrics and scorecards.

2014 Delivery Office Responsibilities & Priorities

The delivery office’s current areas of responsibility build upon the established foundation of Program and Project Management.   As the processes for project management were institutionalized, the team also put rigor around the release management functions and processes.


To read entire paper (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 authors and symposium organizers. For more about the annual UT Dallas PM Symposium, click here.

About the Authors 

pmwj29-dec2014-Loyd-AUTHOR1 LOYDEric Loyd flag-usa

TXU Energy

Texas, USA

Eric Loyd, CSM, CSPO, is a proven executive with a passion for establishing and improving Project Management Offices across multiple industries. Eric has spent the last 13+ years leading teams specializing in IT Governance, IT Portfolio and Demand Management, Project Management, IT Service & Change Management, Organizational Change Enablement, and Quality Assurance. In his current role, Eric is responsible for directing TXU Energy’s Delivery Office which is made up of the Project Management Office (PMO) and Quality Assurance (QA) groups. Eric is focused on developing leaders and teams within the project management profession, ensuring the successful management and delivery of top quality business solutions, and helping to enable business value through technology solutions. During his tenure, TXUE has experienced a 30% improvement in on time project delivery, achieving 95% on time delivery with -3.5% variance to budget during 2013. Eric is a graduate of Baylor University and is a Certified Scrum Master (CSM) and Certified Scrum Product Owner (CSPO) by the ScrumAlliance.

pmwj29-dec2014-Loyd-AUTHOR2 COOPERDanielle Cooper flag-usa

TXU Energy

Texas, USA

Danielle Cooper is a Manager in the TXU Energy Business Technology group. A graduate of Baylor University, Danielle holds a BBA with emphasis in Information Technology and International Business. Danielle began her career in consulting, with Arthur Andersen, before transitioning those skills to industry. With experience in project management and organizational change management, she applies her skills to the governance and enablement areas of the Delivery Office. Danielle can be contacted at [email protected].

The 12 Pillars of Project Excellence: A Lean Approach to Improving Project Results

PM WORLD Book Review

pmwj29-dec2014-Sitaula-BOOKBook Title: The 12 Pillars of Project Excellence: A Lean Approach to Improving Project Results
Author: Adil F. Dalal
Publisher: CRC Press – Taylor & Francis Group, LLC
List Price:   US$57.56
Format: Soft cover; # 691 of pages
Publication Date: 2012
ISBN: 978-1-4398-4912-5
Reviewer: Manjeeta Sitaula
Review Date:            11/2014


Introduction to the Book

It is very seldom that a non-fiction book can captivate the readers to the very last chapter. However, “The 12 Pillars of Project Excellence: by Adil P. Dalal, not only provides practical examples but is full of witty illustrations that entice the readers and help relate the daily experiences a professional in the field of project management encounters.

Oftentimes a project manager plateaus at the level of managing project constraints: scope, time and budget, and lacks a greater vision of leading and influencing the team to reach established objectives. This book inspires managers to become better leaders and highlights qualities imperative for the success of an organization.

The author provides insight on the qualities of a dynamic leader, the concept of lean thinking, eliminating unnecessary components of projects. He also discusses organization cultures, reasons for project failures and the lessons that can be learnt from them. With exercises presented behind the chapters, this book provides plenty of opportunity for self-assessment.

Overview of Book’s Structure

The twelve pillars of project excellence are presented in individual chapters and warm-up introductions. From chapter to chapter, the transitions appear to be seamless. The titles of the chapter have a strong statement in themselves, for instance, ‘Be a Project Leader’ to ‘Invest in Your Appreciating the Assets.’

The summary and conclusion sections capture the quintessence of all twelve chapters. The key points are tabulated and illustrated through pictures and analogies. Upon the completion of the book, the reader feels empowered and prepared to set high goals for a successful project. 


To read entire Book Review (click here)

About the Reviewer 

pmwj29-dec2014-Sitaula-REVIEWERManjeeta Sitaula, PMPflag-usaflag-nepal

Texas, USA

Manjeeta Sitaula is a professional in the field of Civil Engineering and has been certified as a PMP since 2013. She has been involved in the industry for five years and is working towards becoming a certified Risk Management Professional and a Professional Engineer. She can be reached 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 – http://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].

A World Gone Social

PM WORLD Book Review

pmwj29-dec2014-Mehrooz-BOOKBook Title: A World Gone Social
Author: Ted Coine and Mark Babbitt
Publisher: AMACOM
Format: Hard cover; 238 pages
Publication Date: 2014
ISBN: 978-0-8144-3326-3
List Price:      $24.95
Reviewer: Nazanin Mehrooz, PMP, CSM
Review Date:            November 2014

Introduction to the Book

Social Media has changed the way many people communicate and is also impacting our economy with advertisement and testimonials. Survival of companies in a socially driven economy requires changes in ways some corporations respond to customer or employee concerns. Media visibility via social networks can magnify such issues quickly and impact profits if not quickly and adequately addressed. Visible communication addressing such concerns can improve trust, confidence and improved corporate branding. It can also result in more engaged and powerful networking capabilities to attract resources, build loyal consumer bases and tap into subject matter expertise at lower costs.

Overview of Book’s Structure

The book is broken down into 4 sections:

Section 1 covers changes which are in play by moving away from the old-school leadership approach of message-controlling companies to customers and employees to the new social era where customers or employees are empowered by use of social media to change directions of operations and corporate strategies.

Section 2 covers the need to transition from a large to a smaller, nimble, engaged and self-sustaining team structure to survive the social age. Flat organizations with Ordinary People Extraordinary Network (OPEN) structures are the new trend which results in stronger personal relationships and a catalyst to change business models.

Section 3 covers ways to assess your current organizational culture and social presences as a baseline and how to build socially enabled teams, turning customers into ambassadors and cultivating passionate champions for your brand.

Section 4 covers what may be in store in the future for social businesses and how to measure the return on investment (ROI) for building them. The next steps for social media for general audiences and leaders are shared.

Highlights: What’s New in this Book?

Utilizing social networks to building a more nimble and responsive organization is a rather new concept. It supports the thought process of flat organizations being more agile and adaptive. By utilization of social media, lower level employees can quickly reach out to C-level and above decision makers to share concerns, recommendations and provide subject matter expertise. This can results in an environment supporting leadership without authority and result in higher productivity from engaged and empowered employees.


To read entire Book Review (click here)

About the Reviewer

Nazanin-MehroozNazanin Mehrooz, PMP, CSMflag-usa

North Texas, USA

Nazanin Mehrooz is a certified project manager and scrum master. Nazanin started her career as a software developer and transitioned to leading mid-size teams as a functional manager and (most currently) a senior project manager in Technology Services at BNSF. Her background includes managing a portfolio of 30+ projects with budgets exceeding 15 Million USD. Nazanin is an active volunteer for the PMI Dallas and Fort Worth Chapters in Texas, USA. Email: [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 – http://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].

Going Beyond The Waterfall

PM WORLD Book Review

pmwj29-dec2014-Depperschmidt-BOOKBook Title: Going Beyond The Waterfall
Author: Barbara Davis & Darren Radford
Publisher: J. Ross Publishing
List Price:   US$ 49.95
Format: Hard Cover; 288 pages
Publication Date:   June 2014
ISBN: 978-1-60427-090-7
Reviewer:      Mark W. Depperschmidt
Review Date:            October 2014

Introduction to the Book

Going Beyond the Waterfall addresses scope definition and provides a model for predicting, evolving and managing scope across a project life cycle. It stresses the importance of contribution of decisions and actions of every team member during the evolutionary process.

It also identifies the impact that tasks and activities have on scope. The tools and methods provided by the authors give practical means to managing scope and prevent unnecessary scope creep and run away projects.

Although the book spends considerable time on the basics of scope and scope management, it also provides significant information on the strengths and weaknesses of Waterfall, Agile and Enterprise Architecture.

The publisher offers a downloadable decision case template; charter, scope, and benefits realization planning documents; project issue and risk tables; a deliverables and artifacts index; and a change control log — available from the Web Added Value™ Download Resource Center at www.jrosspub.com 

The publisher cites a free download of the templates. The free templates are in pdf form. An additional fee of $6.95 is required for the Microsoft Word and Excel versions of the PDF files ready for customization and use.

Overview of Book’s Structure

The book is organized in 4 sections addressing discovery, scope and defining business solutions; change control; project and architecture methodologies and implementations. Each section includes multiple chapters detailing the section.

Each chapter contains valuable diagrams to illustrate the points, checklists and reference citations for additional reading. It also includes an Appendix of templates, outlines and checklists. 


To read entire Book Review (click here)

About the Reviewer

pmwj29-dec2014-Depperschmidt-REVIEWERMark W. Depperschmidtflag-usa

Texas, USA

Mark W. Depperschmidt is a project management professional with 20+ years’ experience in both operations and IT. Mr. Depperschmidt has worked in the finance, real estate, mortgage and insurance sectors developing or implementing systems both operational and technological. Mr. Depperschmidt is PMP and Six Sigma Lean Professional certified. He can be reached 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 – http://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].

Advances in Project Management Series: Managing the Urgent and Unexpected


By Stephen Wearne, PhD


Keith White-Hunt, DSc

United Kingdom

Urgent work may be required unexpectedly by any organization, for instance to take advantage of a business opportunity or for protection against a sudden physical or business threat or to restore a severely damaged asset. So what is different from normal if a project is urgent and unexpected and so has to be started without prior study of its scope or how to deliver it? How is managing any urgent and unexpected project different from managing normal work? What are the lessons and ideas which may help?

To answer these questions we drew on twelve cases of urgent unexpected projects ranging from the launch of the Freeview television system in the United Kingdom to the sifting and removal of the New York World Trade Center pile of debris following the “9/11” terrorist attack.1 The urgent unexpected projects we examined all achieved their sponsor’s objectives. They do not necessarily represent every possible surprise which may require immediate action. They did provide an opportunity to consider what was different in managing them compared to normal practice.

An emergency is defined as a sudden event requiring immediate action where there is thought to be a threat to life or property. None of the cases examined were emergencies in that sense, but four of them consisted of managing restoration and recovery work after emergencies. Four consisted of managing preventative work to forestall threatened emergencies. Two were new business opportunities. In their effects all the cases were the same in being triggered by a surprise event which demanded resources for urgent action.

If a project is unexpected and also urgent the result can be a crisis, what the dictionary defines as ‘a turning-point in progress’ or ‘a state of affairs in which a decisive change for better or worse is imminent’ (Oxford English Dictionary) and medics say ‘when a change takes place which is decisive of recovery or death’. The word ‘crisis’ implies that the result will be bad, or at least undesired. This is not necessarily true. Two of the cases examined show that unexpected events can be opportunities. The crisis then can be in applying resources quickly enough.

Every project tends to seem unique to the individuals and organizations involved in it. An urgent and unexpected project may seem to those involved in it to be more unique than others.


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. This month’s authors are also the authors of the book: Managing the Urgent and Unexpected: Twelve Case Studies and a Commentary, published in 2014 by Gower. For information about the book, click here. Information about the Gower series can be found at http://www.gowerpublishing.com/advancesinprojectmanagement.

About the Authors

pmwj29-dec2014-Wearne-AUTHOR1 WEARNEStephen Wearne, PhD flag-uk

United Kingdom

Stephen Wearne, PhD is Senior Research Fellow, Project Management Research and Resources Group, University of Manchester. Stephen worked previously in the engineering and project management of large water power and nuclear power projects in the UK, South America and Japan. He is an Emeritus Professor of Technological Management, University of Bradford; Founder Chairman of the UK Engineering Project Management Forum. His awards include: Brennan Medal, Institution of Chemical Engineers; Garth Watson Medal, Institution of Civil Engineers; Sir Monty Finniston award, UK Association for Project Management.

???????????????????Keith White-Hunt, DScflag-uk

United Kingdom

Professor Keith White-Hunt has held senior management positions in academia, business and government in the Arab Gulf, UK/EU, USA, and Asia-Pacific Region. This experience includes: President and Vice-President for Academic Affairs at universities in the Arab Gulf, as well as holding the personal Chair in Management endowed by the Ruler of one of the GCC States; Pro Vice-Chancellor and Dean of some of the World’s largest AACSB and AMBA accredited university Business Schools; Director of Technology Transfer & Commercial Development at one of the World’s ‘Top 100’ research universities; COO of a ‘Top 100 Index’ Hang Seng listed multinational company; Director for Business Development at a Silicon Valley based leading international consultancy; and Deputy CEO & President, North American Operations of one of the largest regional Economic Development Corporations in the UK. He has Board experience with multiple companies and has been an advisor to international government bodies, NGOs, universities and quality assurance agencies.

Advances in Project Management: Learning to deal with emergencies: What the project management bodies of knowledge don’t tell us


By Prof Darren Dalcher

Director, National Centre for Project Management

University of Hertfordshire


How should we respond to project emergencies?

Terms such as emergency, urgency or unexpectedness do not really feature in the traditional project management vocabulary or bodies of knowledge.

Conventional project management wisdom assumes a somewhat linear progression from problem understanding towards the development of a solution. Given that projects imply novelty and innovation, the process flows from a state of greater uncertainty, where little is known about the context and boundaries, to a point where implementation can occur with predictable impacts and outcomes. Knowledge is enhanced and accumulated during this journey. Consequently, in idealised form, the life of a project can be typified by a progressively decreasing level of uncertainty and a growing familiarity.

While it is impossible to legislate against surprises, accidents and misfortune, including those that results from lack of knowledge, the general approach makes an assumption that risk management will have identified and mitigated against most latent pitfalls. Yet, projects, and indeed organisations, networks and supply chains are not immune to emergencies. So how do we deal with such events? Indeed, even normal operations may be susceptible to events that require urgent projects to recover from emergencies.

When disaster strikes

In November 2012, a fire broke out in a fashion factory on the outskirts of Dhaka killing at least 117 people and injuring over 200. In an unrelated accident on 24 April 2013 an eight story commercial building collapsed in another outskirt of Dhaka, killing 1,129 workers and injuring 2,515 people. It is considered to be the deadliest garment-factory accident in history as well as the greatest accidental structural failure in modern human history.

Many companies outsource operations and production to cheaper markets to take advantage of labour and material costs. The factories involved in the accidents deliver products to major chains in the US, Germany, France, Italy, the UK and the Netherlands, including household names such as Walmart, Sears, Carrefour and IKEA.


To read entire article (click here)

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

About the Author 

darren-dalcherDarren Dalcher, PhDflag-uk

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].

To see other works by Prof Darren Dalcher, visit his author showcase in the PM World Library at http://pmworldlibrary.net/authors/darren-dalcher/.

Project Management Update from Chile


By Jaime Videla

International Correspondent

Santiago, Chile

PMI Santiago Chile Chapter 

2014 Cono Sur Tour Congress 

More than 500 people participated in the 2014 Cono Sur Tour in Santiago

Various exhibitions were presented during the 2014 Cono Sur Tour Congress held in Casa Piedra, Santiago, November 12th. The day was closed with a “touch” of humor.

The 2014 Version Tour began with the presentation of the prominent investor, Randy Havre called “Brave New World”. Havre, in the United States under the 1987 crisis, founded Havre JB Securities, Inc., a stockbroker with full financial services, becoming the first company in Hawaii with direct access to the floor of the NYSE.

Then and parallel talks “Acts performed more than words! The project manager as leader of facts” and “Case Management expectations and influences of stakeholders in the project implementation 4G LTE service Entel” dictated by Miguel Sanchez-Martin Spotorno and Carlos Valenzuela, respectively.

For the first talk exhibitors argued that effective leadership must make things happen. For this, you need actions are achieved and these can only be realized through the project team, and thus show that facts speak louder than words.

Meanwhile, Carlos Valenzuela stated that “in implementing key was conducting various activities and reports to involve business and technical leaders from the pre-feasibility stage through post launch.”


To read entire report, click here

About the Author


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].

To view other works by this author, visit the PM World Library at http://pmworldlibrary.net/authors/jaime-videla-pmp/

UK Project Management Round Up


By Miles Shepherd

Executive Advisor & International Correspondent

Salisbury, England, UK


As autumn slides slowly into winter, the news in 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, and 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 wellworn but equally challenging views over high speed rail.

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


All 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 – 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 claim 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.


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/.

Project Management Report from São Paulo


By Mauricio Lopes

International Correspondent

São Paulo, Brazil

2014: a year that showed the importance of the project, program and portfolio management in Brazil

Arguably this was a unique year in terms of major events in Brazil. In 2014 we watched the realization of the World Cup, elections for President, Governors, Deputies and Senators, serious corruption problems in the largest Brazilian company, energy and water supply crisis in major cities of the country unprecedented and the preparation of facilities for the Olympic Games Rio 2016.

In all these and other great project management events, positively or negatively, permeated by all of them. This once again reiterates the need ever more present to take seriously the use of the best practices in project, program and portfolio management. In these five examples we could understand as the project management was important to achieve the project objectives, as well as its poor use generated unsatisfactory results.

  1. FIFA 2014 World Cup

This year was held in Brazil the 20th edition of the FIFA World Cup. This is one of the biggest events in the world, which brought together 32 countries from all five continents. There were 3.6 billion people around the world who watched the games on TV. We cannot deny that the event was a resounding success by the quality of the games and also for their organization.

Importance of the project management

The great organization of the event during the period of the games between the months of June and July was a demonstration of the efficient use of good project management practices. The problems in the realization of 64 games at the 12 host cities were minimal, considering the distances and the characteristics of each region.

The same cannot be assigned to the project as a whole, when considering the construction and reform of the twelve sports arenas and urban mobility works necessary for the event. The construction costs to exceed the original budget and completion deadlines also exceeded the planned milestones, causing concern to members of FIFA.

Thus, if we look at the life cycle of the FIFA 2014 World Cup project only in the phase of the event, the project was a success. However, analyzing the entire project for all its phases, from conception, definitions and the construction of arenas until the games, FIFA World Cup project, mainly to Brazil was not as resounding success.


To read entire report, click here

About the Author

140321-pmwj21-lopes-IMAGE1 LOPESMaurício Lopes flag-brazil

São Paulo, Brazil

Maurício Lopes, PMP is a Project Management Specialist. He is a PMP certified in 2000. He is a civil engineer with MBA in Project Management. He was one of the founders of the São Paulo PMI Chapter and Financial Director, Administrative Director, member of the Steering Committee from 1998 to 2003. He was vice-coordinator of the Project Management Division of the Engineering Institute of São Paulo from 1998 to 1999. Since 2004 Maurício Lopes has been speaking in project management courses for CPLAN, FATEC, INPG, IETEC and FIA. He has 20 years of experience in project management with main focus in the engineering & construction area. Currently, he is associate director of M2L Project Management (www.M2L.com.br), a company specialized in project management consulting and implementation operating in over 40 large engineering & construction projects. Maurício Lopes is author of articles for Revista Grandes Construções, a magazine specialized in engineering & construction, and he has the main characteristics related to project management – lean, practical and systematic ways. Mauricio is an International Correspondent for PM World in Brazil. He can be contacted at [email protected].

To see other works by Mauricio Lopes, visit his Author Showcase in the PM World Library at http://pmworldlibrary.net/authors/mauricio-lopes/

Project Management in Spain – monthly report


By Alfonso Bucero

International Correspondent & Editorial Advisor

Madrid, Spain

PMI Madrid Chapter Annual Congress celebrated at

Confortel Hotel in Madrid

On November 27th was celebrated the PMI Madrid Chapter Congress at Confortel Hotel in Madrid. More than two hundred people joined that Event. This Congress counted on a very good set of speakers that shared with the attendees their practical experiences, theory and soft skills. One of the keynote speakers was Mr. Antonio Nieto-Rodriguez, PMP, member of the PMI Board of Directors, and PMO Manager for “Paris Bas”, Bank which Headquarters are located in Brussels, who shared his experience managing a Project Office during the last four years.

I had the opportunity of chatting with Antonio, who was really well impressed because of the huge number of attendees to the Congress, and he mentioned the international relevance that the Project manager profession is acquiring, even he talked about the appearance of project management skills as a requirement for Job Positions at Top Management level. Mr. Rodriguez-Nieto said that this fact is making a difference regarding the past of Project management. Management are more and more aware of the need of managing projects well in organizations, and of the importance of counting on certified and experienced project professionals to get it done right and at the right time.

Other always alive subject, but currently remarked, were Change Management projects, about which Amanda Palazón was talking. Amanda remarked about the constant changes we are living in XXI organizations and our attitudes and reactions in front of those changes.


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

About the Author 

alfonso-buceroAlfonso Buceroflag-spain

Contributing Editor

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].

To see other works by Alfonso Bucero, visit his author showcase in the PM World Library at http://pmworldlibrary.net/authors/alfonso-bucero/

Project Management Update from Argentina


By Cecilia Boggi, PMP

International Correspondent

Buenos Aires, Argentina

In recent times we have had many developments regarding significant projects and events of Project Management in Argentina.

Among the highlights, we can mention that in the month of October has been released and launched the ARSAT-1, first Argentine telecommunications satellite for the purpose of providing telecommunications in the country. ARSAT-1 is the first satellite of the Argentine Geostationary Satellite Telecommunications System, a plan that involves the design and manufacture three own satellites and launch into orbit and operated by Argentina with the aim of increasing the country’s capabilities in telecommunications and promote the development of the space industry. Undoubtedly, a project of vital importance to the region!

Another of the highlights of this region is the realization of PMI Congress of the Latin American Southern Region, called PMI Tour Cono Sur, which this year celebrates its tenth anniversary.

This event taking place since 2005, currently is being developed in 11 locations in the countries of Argentina, Bolivia, Chile, Paraguay, Peru and Uruguay. In the case of Argentina, the PMI Tour Cono Sur has three events, one in the city of Mendoza, organized by the PMI Nuevo Cuyo Chapter, one in Buenos Aires and the last one in the city of Rosario, organized by the PMI Buenos Aires Chapter. I have been fortunate to participate in the congresses of Mendoza and Buenos Aires and I can ensure that the level thereof is growing every year.

As keynote speaker of the PMI Tour Cono Sur in Buenos Aires, we had a presentation made by the Manager of Planning and Control of the company Nucloeléctrica Argentina S.A. (NA-SA), who was one of the responsibles of the project of construction of the Nuclear Plant Atucha II, Engineer José Salla.


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

About the Author

Cecilia BoggiCECILIA BOGGIflag-argentina

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

To view other works by Cecilia Boggi, visit her author showcase in the PM World Library at http://pmworldlibrary.net/authors/cecilia-boggi/.

On the Subject of Lynda Bourne’s article on Governance in the October PM World Journal


4 November 2014

Managing Editor,

I was most interested to read Dr. Lynda Bourne’s article in your November issue of the PM World journal on the subject of Governance. Lynda has provided a valuable background as to what “governance” is all about in her “Governance overview”. It describes well the generally accepted concept and purpose at the top of the corporate hierarchy.

But these days associations and corporations are beginning to talk about governance as it relates to project management as in the form of projects, programs and portfolios. So the last two paragraphs of Lynda’s article are particularly insightful and, I think, worth requoting here. She says:

“The Governance of PPP is focused on ensuring management develop and implement systems that are capable of ensuring the right projects and programs are selected by the organisation to support its objectives, and that the selected ‘few’ are accomplished as efficiently as possible. Management’s role is to understand the Board’s strategy and objectives and develop systems that are capable of offering effective ‘answers’ to both sets of questions as well as providing advice and recommendations for improvements.


The governance system and the management system are symbiotic, but whilst being mutually interdependent, the two systems fulfil very different functions. A well governed organisation is designed to allow these two systems to work together to the benefit of the organisation’s overall stakeholder community.”

If I may put that more simply, because “The governance system and the management system are symbiotic” it means, as Lynda pointed out, corporate governance establishes the basis on which the Project Portfolio group shall be managed.

However, by the same token, the Project Portfolio group is charged with how the Program Management group shall be managed, and the Program Management group establishes the basis on which their contained projects shall be managed. So, at each level we see that “governance” edicts provide management’s terms of reference at the next level down. Or, in short, one man’s governance is another man’s management standard.

There is nothing new about all of this, of course; we’ve just got a better way of driving the point home.

Max Wideman

[email protected]

Vancouver, BC, Canada

Redefining Operational Excellence: New strategies for maximizing performance and profits across the organization, First Edition

PM WORLD Book Review

pmwj29-dec2014-Ivanov-BOOKBook Title: Redefining Operational Excellence: New strategies for maximizing performance and profits across the organization, First Edition
Author: Andrew Miller
Publisher: AMACOM
List Price:   US$27.95
Format: hard cover; 256 pages
Publication Date: June, 2014
ISBN: 9780814433973
Reviewer:   Galia Ivanov
Review Date:   November, 2014

Introduction to the Book

The timing of the release of this book could not have been better, since virtually every organization is looking for ways to improve the bottom line in the challenging economic state of the last decade. The author provides a clear definition of Operational Excellence and in-depth analysis of what works and what does not, with specific examples and additional information for readers that would like to expand their knowledge on the subject.

It makes the compelling argument that there is no magic methodology that will improve the performance and profitability, because every methodology has limitations and it is often used to avoid using judgment.

The book provides practical ways to improve the performance of any organization by focusing on critical thinking and common sense, which are basic but often forgotten to be practiced today. It explains that Operational Excellence is a mindset and requires and commitment to improvement and it does not happen overnight.

Overview of Book’s Structure

The book is organized in 11 chapters.

Chapter 1 describes the “old” way of thinking about Operational Excellence. Chapters 2 to 7 describe the alternative “new” way of thinking about the Operational Excellence and how to implement it. In chapter 8 the author makes the argument why the center of excellence does not work.

Chapter 9 provides examples of specific industries and their experience with the pursuit operational excellence. Chapter 10 examines the role of technology in supporting operational excellence. Chapter 11 talks about the future of operational excellence and how to sustain it.


To read entire Book Review (click here)

About the Reviewer 

pmwj29-dec2014-Ivanov-REVIEWERGalia Ivanov, PMP flag-usa

Texas, USA

Galia Ivanov is certified Project Management Professional. She has been providing for over 15 years Information Technology consulting services in all phases of the software development lifecycle and maintenance for web based applications. The majority of her work has been with state transportation and regional authorities in the United States focused on leading testing, quality assurance and quality control initiatives. She holds a degree of Masters of Science in Computer Engineering. www.linkedin.com/in/galiaivanov/

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 – http://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].

A Compendium of PMO Case Studies: Reflecting Project Business Management Concepts

PM WORLD Book Review

pmwj29-dec2014-Gan-BOOKBook Title: A Compendium of PMO Case Studies: Reflecting Project Business Management Concepts
Author: Dennis L. Bolles, PMP and Darrel G. Hubbard, P.E.
Publisher: PBMconcepts
List Price:   US$34.95
Format: Hard cover; 273 pages
Publication Date:   2012
ISBN: 978-0-9858484-0-8
Reviewer:      Johnny Gan
Review Date:            October, 2014

Introduction to the Book

A Compendium of PMO Case Studies: Reflecting Project Business Management Concept, like its name, it’s a collection of information on PMO case studies, which introduces Project Business Management (PBM) concept on the new generation of the PMO. Based on actual PMO experiences, each case study in this book illustrates the best practices, governance structures, and results of organizations that have successfully implemented formal PMOs.

This is not Dennis L, Bolles and Darrel G. Hubbard’s first collaboration. In 2007, they worked together and completed the book, named The Power of Enterprise-Wide Project Management. Dennis L, Bolles is the President of DLB Associates, LLC and has more than 40 years of experience in multiple industries providing business and project management professional services. Darrel G. Hubbard is President of D.G. Hubbard Enterprises, LLC providing executive consulting and assessment services over 45 years. As they mentioned in the book preface, this book combined their 85 years of practical experience to provide a business oriented view and a business construct of the key functions of a new PMO.

Enterprises are now addressing the growing pressures from widespread competition and the global economy, to deal with these global business challenges, the organizations have to establish enterprise-wide offices to prioritize their resources, projects, and programs to more efficiently achieve business results and value, and improve the alignment of project execution with corporate strategy.

Another driving force influencing organization to establish enterprise-wide offices is they have to focus on their own advantages to keeping the leading position in the market.

The trend to develop enterprise-wide PMOs will continue to increase; many will apply the Project Business Management Concepts in this book. 


To read entire Book Review (click here)

About the Reviewer

Johnny-GanJohnny Gan, PMPflag-china

Texas, USA

Johnny Gan had many years of software R&D experience at HRsmart.com (http://www.hrsmart.com/), and was working as consultant at Yoh (http://www.yoh.com/) Company, which helped industry leading companies get superior value from their investments. Mr. Gan received his MS degree from Southern Methodist University in Dallas, Texas, USA, and is also certified by the Project Management Institute as a Project Management Professional (PMP®). He has been an active member of PMI for several years. Johnny 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 – http://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].

IPMA Education and Training Series: Designing a Resource Kit for Instructors and Practitioners “To Manage the Implementation of Development Projects”


Robert Youker

(Formerly of the World Bank Institute)

Maryland, USA

Project management is the science and art of implementing projects according to pre-determined schedule, cost, and performance criteria. When these implementation criteria are not met projects are unlikely to succeed. There is growing evidence of serious project implementation problems in the developing world resulting in part from a shortage of well-trained project managers.

Addressing those problems requires that project managers be better prepared in all aspects of project implementation. The IPMA – International Project Management Association report a worldwide demand for training and education of project managers fueled by their certification programs and the establishment of the ISO 21500 for Project Management.

For many years The World Bank had been developing and presenting Project Management courses in Washington and overseas for the newly appointed Project Managers of World Bank financed projects from member countries.

Over time the approach shifted from Washington based courses to helping local training institutions in many different countries to offer courses themselves. In some cases this included training trainers and using satellite communication to offer distance learning courses.

As the strategy of the World Bank shifted from training to strategy seminars, the technology of the CD-ROM provided the means of quickly transporting hundreds of pages of written material all around the world.


To read entire article (click here)

Editor’s note: This series of articles is by members of the IPMA Education and Training (E&T) Board or other IPMA leaders 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

robert-youker-bioRobert Youkerflag-usa

World Bank (retired)

Robert Youker is an independent trainer and consultant in Project Management with more than forty years of experience in the field. He is retired from the World Bank where he developed and presented six week project management training courses for the managers of major projects in many different countries. He served as the technical author for the bank on the Instructors Resource Kit on CD ROM for a five week training course on Managing the Implementation of Development Projects. He has written and presented more than a dozen papers at the Project Management Institute and the International Project Management Association (Europe) conferences many of which have been reprinted in the Project Management Institute publications and the International Journal of Project Management (UK). Mr. Youker is a graduate of Colgate University, the Harvard Business School and studied for a doctorate in behavioral science at George Washington University. His project management experience includes new product development at Xerox Corporation and project management consulting for many companies as President of Planalog Management Systems from 1968 to 1975. He has taught in Project Management Courses for AMA, AMR, AED, ILI, ILO, UCLA, University of Wisconsin, George Washington University, the Asian Development Bank and many other organizations. He developed and presented the first Project Management courses in Pakistan, Turkey, China and Africa for the World Bank. A few years ago Mr. Youker conducted Project Management training in Amman, Jordan financed by the European Union for 75 high level civil servants from Iraq who implemented the first four World Bank projects in Iraq. He is a former Director of PMI, IPMA and asapm, the USA member organization of IPMA. Most recently he has been consulting for the US Government Millennium Challenge Corporation on project management training in Africa. Bob can be contacted at [email protected]

To see more works by Bob Youker, visit his author showcase in the PM World Library at http://pmworldlibrary.net/authors/robert-bob-youker/

Why Adopt a Standardized 3D Work Breakdown Structure for Tangible Drilling Cost in Indonesia?


By Gideon Wibowo

Jakarta, Indonesia


This paper offers a solution to create a reliable database of drilling activity by standardizing the Work Breakdown Structure (WBS) through Budget Schedule (BS) 19 and BS 20 that are submitted to Indonesian Government Agency by the Production Sharing Contract (PSC) Contractors.

By standardizing WBS, it can give some advantages to Indonesian Government Agency i.e. provide reports on the use of materials and costs consistently and in a standard format, provide the material needs and the cost of a project, and develop a database for consolidate data to determine where the variances that exist between functional areas, project areas and projects during a specific time period. The database will provide an insight to how an improvement will be made ​​to the need of material and the cost of drilling and workover project in the future.

Standardization of WBS models designed should also be multi-dimensional, because the ability of three-dimensional model allows stakeholders to view the data from three different perspectives.

  1. Introduction

Indonesian Government Agency (henceforth called “IGA”) has responsible to supervise and control the activities of upstream oil and gas under the Production Sharing Contract (PSC). In supervising and controlling the activities of the upstream oil and gas, IGA will evaluate and approve the Authorization for Expenditure (AFE) and close out AFE proposed by the PSC Contractors. AFE system is designed to provide the information necessary to analyze, evaluate, approve and monitor the project expenditure by PSC Contractors. AFE proposals are submitted in the form of a document package where AFE Budget Schedule (BS) is part of the AFE package document.


To read entire paper (click here)

About the Author

pmwj29-Dec2014-Wibowo-AUTHORGideon Wibowoflag-indonesia

Jakarta, Indonesia

Gideon Wibowo currently works at SKK Migas as a Cost Engineer on the upstream oil and gas business unit for evaluating and controlling capital project (Capex) and operating expense (Opex) for Oil & Gas Production Sharing Contractors as per PSC Agreement. He has five years of professional experience in electrical and instrumentation in offshore construction (supervising construction and mechanical completion) as E&I Construction Engineer for five EPCI projects and over two years of professional experience in electrical and instrumentation in mining operation/ maintenance as E&I Maintenance Engineer. Gideon has a Bachelor’s degree in Electrical Engineering, Sub Option Instrumentation and Control, from the Universitas Gadjah Mada (UGM). He holds international credential from AACEI as a Certified Cost Professional (CCP). Gideon can be contacted at [email protected].

The Challenge of Infrastructure and Long Term Investment


Bob Prieto

Princeton, NJ, USA

In July of this year I had the opportunity to participate in a high level roundtable discussion in support of the Post-2015 development and climate change agendas of the United Nations. The focus of the panel discussion was to identify potential “moments” and “movements” that could represent game changing and enabling opportunities for implementation of each of these agendas. During our deliberations we identified long term investment in infrastructure and improvements to the infrastructure prioritization and delivery processes as a primary challenge and opportunity.

At one level this is readily understandable but at another level, the strength and importance of infrastructure to achieving these broad global agendas had never been so directly and strongly linked. This was made all the more important given the diversity of backgrounds represented in the discussion.

Through their deliberations the panel outlined a long term vision and roadmap for implementation including identification of a potential “grand challenge” to act as a centerpiece for a relevant “movement” in support of these development and climate change agendas.

It is essential to recognize the breadth of the context of these discussions and the charter of the panel which was specifically asked to consider:

  • Frameworks, prioritization
  • Cost recovery
  • Preparation, sequencing and efficient delivery
  • Instruments and mechanisms to stimulate blended finance/long term finance/institutional investor interest
  • Regulatory obstacles to long term finance
  • Establish regional institutional investor groups
  • Resilient, sustainable and productive infrastructure investments
  • Cities, key industrial sectors, key public goods
  • Long term vision and route maps for implementation

From their deliberations the panel identified an initial roadmap and some associated actions, challenges and opportunities that are described below. 


To read entire paper (click here)

About the Author

bob prietoBob Prietoflag-usa

Senior Vice President


Princeton, NJ, USA

Bob Prieto is a senior vice president of Fluor, one of the largest, publicly traded engineering and construction companies in the world. He focuses on the development and delivery of large, complex projects worldwide. Bob consults with owners of large engineering & construction capital construction programs across all market sectors in the development of programmatic delivery strategies encompassing planning, engineering, procurement, construction and financing. He is author of “Strategic Program Management”, “The Giga Factor: Program Management in the Engineering and Construction Industry” and “Application of Life Cycle Analysis in the Capital Assets Industry” published by the Construction Management Association of America (CMAA) and “Topics in Strategic Program Management” as well as over 500 other papers and presentations.

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