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Welcome to the April 2014 Edition of the PM World Journal

David Pells,

Managing Editor

Addison, Texas, USA
________________________________________________________________________

Welcome to the April 2014 edition of the PM World Journal (PMWJ). This month’s edition again contains a wide range of contents from around the world, with 35 articles, papers, reports and book reviews by 40 different authors in 13 different countries.  An additional 40+ news articles about projects and project management around the world are included. More than 20 countries are represented by authors or subjects this month.

Invitation to Share Knowledge

We invite you to share your knowledge and experience related to program, project and portfolio management.  We publish a wide variety of articles and papers, case studies and reports, book reviews and news stories.  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 contact me at [email protected]worldjournal.net.

This month in the Journal

We begin with 1 Letter to the Editor this month, from Drew Davison in Canada who has responded to the March letter to the editor by Dr. Lynda Bourne in Australia on the subject of stakeholder management. Join the debate.  If you have a reaction to something you read in this publication, share it with the world in an old fashioned letter to the editor – but send as an email please.

9 authors in 6 different countries have contributed Featured Papers this month.  Chandan Patary in India has authored “Innovation for Survival: An Inside Look in the World of Innovation Know-how.”  Mónica Gutiérrez in Colombia is the author of “Applyinig PRiSM Methodology in the Canadian Construction Sector: Study of Benefits, Challenges and Constraints.”  Bob Prieto in the UAS is back with another paper this month titled “Addressing Project Capital Efficiency Through a Business Basis of Design.”  Ogun Oghenekevwe, Ogunsina Ouola and Ugochukwu Stanley Chukwudi in Nigeria are the authors of “An Assessment of the Impact of Inflation on Construction Material Prices in Nigeria.” Richard Amponsah and Bernardine Gatete in Ghana have authored “Private Sector Involvement in Infrastructure Development Projects through Public-Private Partnerships: A Study of Road Infrastructure in Ghana.” Patrick Weaver in Australia has contributed another paper with historical significance titled “The Origins of Bar Charting.”

These are all significant papers that contribute to the P/PM literature, several by academic researchers.  If you are associated with an academic institution, involved in serious research related to project or program management, and are not required to publish only in refereed journals, consider submitting your research results for PMWJ publication.  We can assure you that your paper will be read.

6 Series Articles are included this month, by 7 authors in 5 different countries. Darren Dalcher in the UK has provided another introductory article in our Advances in Project Management Series.  Darren’s article is titled “Who needs project requirements?”  As usual, Darren’s short intro is enlightening.  The featured author in the Advances Series this month is Gower author Dr. Mario Kossman (Germany and UK), author of “Developing the system requirements for a local healthcare system in Cameroon.”  Don’t miss these very interesting articles this month.

Another series article by IPMA leaders on Education and Training topics is also included.  This month’s article, “The Power of IPMA Self Assessment,” is by Krystyna Linkowska from Poland, currently studying in Ireland.  The third article in the series on the broad topic of Maturity in Project Management within organizations by Russell Archibald (Mexico) and Darci Prado (Brazil) is included this month. Their article is titled “Project Management Maturity for Project Categories.” Don’t miss this new article on this important topic by two leading authorities on the subject.

More…

To read entire paper (click here)

About the Author

flag-usadavid-pellsDAVID PELLS

Managing Editor, PMWJ

David L. Pells is Managing Editor of the PM World Journal, a global eJournal for program and project management, and Executive Director of the PM World Library. 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].

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

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

The Modern Firm: Organizational Design for Performance and Growth

PM WORLD BOOK REVIEW

pmwj21-apr2014-Youker-IMAGE1 BOOKBook Title:   The Modern Firm: Organizational Design for Performance and Growth
Book Author: John D. Roberts
Book Publisher:  Oxford University Press, USA
Publication Date (Year): 2004, 2007 (paper)
ISBN13:  9780198293767             336 pages
List Price:      US$ 45.00 (Hardcover) US$29.95 (Paper)
Reviewed by:  Robert Youker
________________________________________________________________________

One of the key problems in writing a business book with case examples is that after publication the “good” business example may have gone downhill.  This happened with the famous book, “In Search of Excellence” and also happened with the case of BP (British Petroleum) in this excellent book whose sub-title is “organizational design for performance and growth”. Never the less there are many other examples and case studies. This slim volume published by Oxford University Press was selected as business book of the year 2004 by the Economist magazine. “The Modern Firm” written by John Roberts, an economics professor at Stanford Business School, lays out in wonderfully lucid and jargon-free language a framework for thinking about corporate structure, given that any organization is multifaceted, and the range of organizational variables is mind-boggling.

With an economist’s discipline, the author introduces the reader as gently as possible to some demanding and stimulating ideas, ones that have already been tested by the likes of BP.

Nobody, it can now be said, is fully fit to run a modern firm until they have read “The Modern Firm.””    (The Economist December 18, 2004)

When I read this book I came to agree with the Economist that it would become a classic. Roberts has provided the basic economic theories that tie together organizational design, competitive strategy and the business environment. He has presented the theories that lie behind the accelerating movement toward project and program management and the use of teams and networks. The theories of complementary, tight and loose coupling, non-convexity and non-concavity, exploiting vs. exploring, motivation, and the disaggregated model explain how corporate strategy should be designed for high performance. Strategy is a creative act that requires both analytical managerial problem-solving and articulating a vision, but also the communication and persuasion that are the essential features of leadership. Strategic and organizational choices must be made holistically, recognizing the interdependencies.

To improve performance and growth and adapting to major changes in their environment companies are:

More…

To read entire Book Review (click here)


About the Reviewer

robert-youker-bioflag-usaRobert Youker

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

Project Management Update from Argentina

REPORTS

By Cecilia Boggi, PMP

International Correspondent

Buenos Aires, Argentina
________________________________________________________________________

During last March, in the beautiful city of Rio de Janeiro, Brazil, it was held the Project Management Institute Latin America Leadership Institute Meeting 2014 (PMI LA LIM 2014). This meeting, organized by the PMI Leadership Institute, was attended by more than 160 volunteers from 36 chapters in 17 countries.

The purpose of this meeting was to inspire and support PMI Chapter volunteer leaders representing chapters from around the world in the evolution of their leadership skills and to provide the opportunity to network with volunteers from across the globe, attend educational keynote and breakout sessions addressing critical aspects of chapter volunteer management and leadership development, learn about the tools and programs that have been developed to assist volunteers in successfully leading and managing PMI Chapters, hear the latest news and information about PMI’s global initiatives and engage with PMI staff.

Leaders and volunteers from PMI chapters in Argentina participated in this important meeting, as well as leaders from the rest of the countries in the region and from other continents.

The agenda of this meeting had excellent presentations, such as the motivating words of Mr. Ricardo Triana, Chair of the Board of Directors of PMI, who was strongly applauded by the audience.

More (with great photos)…

To read entire report (click here)

About the Author

flag-argentinaCecilia BoggiCECILIA BOGGI

International Correspondent

Buenos Aires, Argentina

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

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

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

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

IPMA Council of Delegates convenes in Toronto, Canada

REPORT

By Jouko Vaskimo

Editorial Advisor & Correspondent

Helsinki, Finland
________________________________________________________________________

International Project Management Association (IPMA) Council of Delegates (CoD), the highest decision-making body of the first global project management association, convened on March 29th … 30th 2014 in the One King West Hotel in Toronto, Canada, with delegates from 33 out of the 56 IPMA Member Associations (MA) in attendance. The meeting was organized by Project Management Association of Canada / Association de gestion de project du Canada (PMAC-AGPC), the local IPMA MA, and hosted by PMAC-AGPC President, Mr Alex Jalalian.

pmwj21-apr2014-Vaskimo-IMAGE1 MEETING

In the photograph (from left to right): Mr Reinhard Wagner, IPMA Vice-President of R&D and Awards, Mr David Hudson, IPMA Vice-President of Membership, and Professor Mladen Radujković, IPMA President, CAPM President, addressing the IPMA Council of Delegates opening plenary (photos courtesy Jouko Vaskimo)

Mr Alex Jalalian, PMAC-AGPC President, warmly welcomed the IPMA CoD to Canada, to the region of Ontario, and to the city of Toronto. Mr Jalalian was very happy to host the CoD meeting, and stated “I would like to welcome you all to Toronto, Ontario, in Canada. It’s a great honor for the Project Management Association of Canada to be your host. This is the first CoD meeting ever outside the continent Europe (applauds of the audience). I would like to wish you all joyful days. If you needed any help, please don’t hesitate to contact me or Laylee (our event manager). All the best!”  Mr Jalalian can be contacted at [email protected] and at [email protected] .

More (with many great photos)…

To read entire report, click here


About the Author

flag-finlandjouko vaskimoJouko Vaskimo

Helsinki, Finland

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

To view other works by Jouko Vaskimo, visit his author showcase in the PM World Library at http://pmworldlibrary.net/authors/jouko-vaskimo/

Software Extension to the PMBOK® Guide Fifth Edition

PM WORLD BOOK REVIEW

pmwj21-apr2014-Ure-IMAGE1 BOOKBook Title: Software Extension to the PMBOK® Guide Fifth Edition
Author:  Project Management Institute together with the IEEE Computer Society
Publisher:  PMI
List Price:   List price: US$52.95, PMI Member price: US$42.35
Format:  soft cover; 247 pages
Publication Date:   2013     ISBN: 9781628250138
Reviewer:      James Ure, edited by Jean Richardson
Review Date:              February, 2014
________________________________________________________________________

Introduction – A reference book long overdue

In the fall of 2013, PMI partnered with the IEEE Computer Society to publish the Software Extension to the PMBOK® Guide Fifth Edition. Given the complexity and challenges of software development today, this addition to PMI’s Library of Global Standards is perhaps long overdue, but it is still a welcome and significant event. Project methodology has long been part of software development but the PMBOK® Guide editions lack detail and specificity to address the unique context and needs of software projects.

Furthermore, in recent years, as agile frameworks and practices have gained wider acceptance and are increasingly the way software is done, there has been uncertainty about how agile fits within the process-driven structure of the PMBOK® Guide. For better or worse, a view emerged that associated the PMI with “waterfall” and considered anything “agile” as being beyond the scope of our formal body of knowledge.

Fortunately, this false dichotomy and misleading characterization of the PMI is on the wane and the Software Extension does a good job of establishing how the body of knowledge structure accommodates a variety of specific approaches. It includes detail on structured practices common in predictive life cycles together with techniques common in adaptive lifecycles. It also includes the rigor of software quality management associated with IEEE standards and fits all of this within the broader PMBOK® Guide process framework.

Organization – Following the PMBOK® Guide

The Software Extension uses the same section and subsection organization found in the PMBOK® Guide. There are sections for Project Life Cycle, Project Management Processes, Project Integration, Project Scope, Time, Cost, Quality, Human Resources, Communications, Risk, Procurement, and Stakeholder Relations. Each Section has an introduction which outlines how it relates to the corresponding section of the PMBOK® Guide. It is thorough – every subsection is referenced and for areas where the Software Extension has nothing unique to add, a citation is given – “See Section X.x.x.x of the PMBOK ® Guide.” 

More…

To read entire Book Review (click here)


About the Reviewer

pmwj17-dec2013-ure-IMAGE2 REVIEWERflag-usaJames Ure, PhD, PMP

Oregon, USA

James Ure is a seasoned project manager and IT leader with over 15 years of experience managing a variety of software projects. He is the Assistant Newsletter Director for PMI-Portland, and started the Chapter’s Book Review Program.

To see other works by James Ure, visit his author showcase in the PM World Library at http://pmworldlibrary.net/authors/james-ure/

About the Editor

pmwj21-apr2014-Ure-IMAGE3 RICHARDSONflag-usaJean Richardson, PMP

Oregon, USA

Jean Richardson is an agile coach and project management professional with more than 20 years of experience.  You can read her blog on leadership, agile, and project management at http://azuregate.net/blog-archive /

Editor’s note:  This book review was the result of cooperation between the publisher, PM World and the Portland, Oregon, USA Chapter of the Project Management Institute (PMI Portland Chapter – www.pmi-portland.org). Publishers provide the books to the PMI Portland Chapter, where they are offered free to PMI members to review; book reviews are published in the PM World Journal and PM World Library.  Reviewers can keep the books and claim PDUs for PMP recertification.  PMI Portland 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] or [email protected].

Nuances of Project Management: A Physician’s Experience

PERSONAL STORY

By Dr. Richa Uppal

Oregon, USA
________________________________________________________________________

Calvin: They say the secret to success is being in the right place at the right time. But since you never know when the right time is going to be, I figure the trick is to find the right place and just hang around!

Hobbes: Being with you, it’s just one epiphany after another.

(from The Days Are Just Packed by Bill Waterson)

The objective of project management is to provide the foundation and structure for repeatable project success. As a physician asked to take a leadership role in restructuring and standardizing workflow at our institution, I was able to apply some project management principles to a process improvement project. My objective is to share my journey in order to bring it alive for other physicians, who may not have been introduced to this powerful tool, and may benefit from it. Often in the healthcare field, outside consultants and IT professionals design changes which impact the daily work practices of physicians and nursing staff. While this brings needed skills and professionalism, it can cause knowledge loss and lack of alignment with the organization’s overall goals. Consequently, it would be useful to start building project management competency within the healthcare profession.

I had taken an elective in project management as part of my Master’s program in clinical research at Oregon Health Sciences University (OHSU). OHSU is unusual among medical schools, to offer courses in project management. Around the same time, I was asked to chair a team to standardize workflow for rooming patients.

Patient rooming is a pre-visit preparation process. It involves obtaining records for emergency room and specialist visits, medication information, preventative health screening tests, vaccination and social history, and then taking the appropriate vital signs in preparation for the doctor’s visit. When this is an efficient process, the doctor can focus on treating the patient, instead of looking for information or materials and wasting time and healthcare dollars in the process. It would be analogous to having executives research meeting venues and make their own travel arrangements while being paid top dollar.

Our leadership council had determined that standardization of nursing activities in preparing for a physician visit would be the first step toward streamlining the clinical workflow. This project was mandated after a switch to a new complex electronic medical health record (EMR), when it became evident that the current workflow was grossly inadequate. Physicians were spending a lot of time entering data in EMR that could be collected by nursing staff.  A twenty-member process improvement (PIT) team was created, which consisted of two senior partners, their staff, six nurse managers from each branch of our institution, a Human Resource Manager, an IT and electronic health record specialist and the Chief Information Officer. Six months into its inception, I was asked to join — the co-chair left a week later.

More…

To read entire article (click here)


About the Author

pmwj21-apr2014-Uppal-AUTHOR IMAGEflag-usaDr. Richa Uppal

Oregon, USA

Dr. Richa Uppal practices Internal Medicine at the downtown Portland Clinic in Portland, Oregon, USA. She attended medical school at Manipal University in India, and completed her Internal Medicine Residency at New York Downtown Hospital. After moving to Portland in 2010, she completed a Master’s in Clinical Research from OHSU. According to Richa, “I believe in a common-sense approach to medicine, one where the provider collaborates with the patient to achieve great physical and mental health. I try to stay on the learning curve and improve continuously, so I can provide the best care to my patients. I have a special interest in LEAN, project management methodologies and professional communication in the setting of health care.”

You can reach Dr. Richa Uppal at [email protected]

IPMA Education & Training Board Series: The Power of IPMA® Self-Assessment

SERIES ARTICLE

By Krystyna Linkowska

Wroclaw University of Technology

Wroclaw, Poland
________________________________________________________________________

The IPMA® Competence Baseline (ICB3.0) describes the essential knowledge and experience requirements of a person responsible for project management and is an integral component of the universally recognised IPMA® 4 level certification system.

It is structured to assess the individual’s level of competence in the Technical, Behavioural and Contextual domains as shown in the “Eye of Competence”

pmwj21-apr2014-Linkowska-IMAGE1

Assessment of candidates for IPMA® certification is based on a range of data about the applicant including CV, examination results, a written project report, an interview and a self-assessment by the candidate.

The Self-Assessment is just one component that assists the assessors in forming a holistic view of the candidate. However, it also brings benefits to the individual via high quality learning and personal development.

Having recently completed the self-assessment process, I can describe the learning acquired and benefits obtained from the undertaking as follows.

Participating in the IPMA® Competence Baseline (ICB 3.0) self- assessment allowed me to appraise in a formal and structured way, the knowledge and experience I have in the field of Project Management.

It highlighted and exposed areas in which my knowledge and experience are limited, and which are essential to my becoming a successful Project Manager.

More…

To read entire article (click here)

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


About the Author

pmwj21-apr2014-Linkowska-IMAGE2 AUTHORflag-polandKrystyna Linkowska

Wroclaw University of Technology

Poland

Kyrstyna Linkowska, an IPMA® Level C certification applicant from Poland, is a graduate of the Faculty of Environmental Engineering, Wroclaw University of Technology, Wroclaw, Poland.  She has experience as a contract manager, project engineer and design engineer primarily in the electrical contracting sector.She is currently undertaking a Strategic Project Management Diploma with the Institute of Project Management.

Advances in Project Management: Developing the system requirements for a local health care system in Cameroon

SERIES ARTICLE

By Mario Kossmann 

Germany & UK
_______________________________________________________________________

Abstract 

Using the example of a charity project that is concerned with the development of a local health care system in a deprived region of Cameroon, this article illustrates a systematic mind-mapping based approach [1] to developing system requirements. Particular emphasis is placed on the parallel development of a high-level system concept, representing first architectural decisions that have an influence on the development of the system requirements, which can then be mapped to specific system elements. These high-level conceptual views on the future system together with the derived system requirements can subsequently be used to launch a bidding process for the realization of specific system elements such as the construction of modular buildings of a health center by suppliers, e.g. local building companies or sub-contractors.

The project context of the system

The population in the region around the village of Siliyegue, which is about 60 km from the capital of Cameroon Yaoundé and surrounded by villages with similar needs, is suffering from multiple diseases; lack of pastoral and spiritual care; lack of secondary education, professional training and employment perspectives; lack of infrastructure such as proper roads, electricity, running drinking water and waste disposal; as well as lack of medical care in case of emergencies, in particular regarding first aid and related transportation capabilities [2].

The system under consideration is a comprehensive local health care system with a secondary school based around a new Salvatorian mission that address the needs identified above; in order to increase the spiritual and physical wellbeing of the local population in general, and thereby improve the average life expectancy and perceived quality of life. The local health care system is being designed, realized, integrated and delivered to the local population by means of an international charity project [2].

A system can be defined as an integrated set of interacting elements such as products, services, people, processes, hardware, software, firmware and information. It serves a defined purpose, may consist of a number of integrated sub-systems (‘system of systems’), and may be integrated itself into a wider system (the ‘served system’). Within a system, a number of people perform generic roles, operating different processes while using appropriate facilities, equipment and supplies, in order to serve the defined purpose of the system.

The Salvatorians (Society of the Divine Saviour) are a Roman Catholic religious order that operate globally. Salvatorian priests, sisters and brothers in the Katanga province of the Democratic Republic of the Congo have already been running a number of nurseries, primary schools and secondary schools in the Congo, as well as two missions in Cameroon. At the global level, the Salvatorians are supported by the Salvatorian Office for International Aid (SOFIA), which is based in Rome, Italy, and facilitates financial support of development projects through governmental institutions, charity organizations and even individual donors [3].

In the following, the paper looks in turn at (1) a generic, mind-mapping based approach to develop system requirements and the importance of developing a high-level system concept in parallel; (2) a step-by-step example from the development of a health care system in Cameroon, covering the parallel development of both the system requirements and the high-level system concept; and (3) the emerging system elements and the high-level system concept of the health center that forms part of the local health care system.

More…

To read entire article (click here)

About the Author

flag-ukflag-germanypmwj16-nov2013-kossmann-IMAGE 2Dr. Mario Kossman

Germany & UK

Dr. Mario Kossmann is an experienced Systems Engineer and Capability Integrator for Airbus, having previously worked for Blohm & Voss as Systems Engineer, Technical Manager and Consultant in Services Marketing. He has served as a naval officer with the German and French navies, and was awarded an MEng in Aerospace Technology from the University of the Federal Armed Forces in Munich (Germany), an MBA from the University of Warwick (UK) and a Ph.D. in Requirements Engineering from the University of the West of England. He is the author of the books Delivering Excellent Service Quality in Aviation (Ashgate 2006) and Requirements Management – How to ensure that you achieve what you need from your projects (Gower 2013), as well as numerous research publications in the field of Systems Engineering. Mario is also a certified Project Manager and a Certified Systems Engineering Professional (CSEP).

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

Series on Earned Value Management: PARCA: The Next Generation of Earned Value Management

SERIES ARTICLE

By Karen A. Kostelnik

USA
________________________________________________________________________

“All programs deserve to be program managed; Earned Value Management is one of the program management tools that can be used by all program team members,” Mr. Gordon Kranz.

Performance Assessments and Root Cause Analyses (PARCA) in the Office of the Assistant Secretary of Defense for Acquisition is an exciting place to be. Both Mr. Gary Bliss, Director of PARCA and Mr. Gordon Kranz, Deputy Director for Earned Value Management in PARCA, are visionary leaders who believe in Earned Value Management (EVM) and the benefits it provides DoD programs. Mr. Kranz’s office serves as the Department of Defense focal point for all policy, guidance, and competency relating to Earned Value Management (EVM). EVM is one of DoD’s and industry’s most powerful integrated program management tools used by the government and industry program managers and their teams to support decision making as they navigate the day-to-day constraints and risks that all DoD programs face.

PARCA EVM’s vision is to foster cross functional situational awareness, visibility, and accountability through integrated program management at all levels of the acquisition community.  The department was founded on the following Guiding Principles:

  • Increase the quality and utility of EVM data
  • Increase the use of EVM across the acquisition chain
  • Improve acquisition professionals’ ability to utilize EVM
  • Reduce Contractor’s administrative burden of inefficient use of EVM
  • Ensure constructive 2-way communication between DoD and Industry
  • EVMS is perceived by all stakeholders to be cost effective

These principles drive the activities of Mr. Kranz and his team. Last summer, PARCA released the Integrated Program Management Report Data Item Description (IPMR DID). The IPMR DID combined and replaced the Contract Performance Report and Integrated Master Schedule DID’s and requires data to be submitted in UN/CEFACT XML data schema. The integrated report and focused requirements reduces the reporting burden on contractors. The receipt of the data in XML format means that analysts and other consumers of the data do not need to have the native tools to view and analyze the data.

More…

To read entire article (click here)

Editor’s note: This series of articles, some previously published in The Measurable News, is provided by the College of Performance Management (CPM), the world’s leading professional organization devoted to integrated project and program performance management.  More information about CPM can be found at www.mycpm.org.


About the Author

flag-usapmwj21-apr2014-Kostelnik-AUTHOR IMAGEKaren A. Kostelnik

Virginia, USA

Ms. Karen A. Kostelnik supports Mr. Gordon Kranz, the Deputy Director for Earned Value Management, Performance Assessments and Root Cause Analyses in the Office of the Assistant Secretary of Defense for Acquisition, Department of Defense (DoD), Government of the United States of America. Mr. Kranz’s office serves as the DoD focal point for all policy, guidance, and competency relating to Earned Value Management. Ms. Kostelnik holds a Project Management Professional (PMP) certification from the Project Management Institute (PMI) and a Master’s Degree in Business Administration (MBA) from the Smith School of Business, University of Maryland, USA.  She has 20 years of experience in the areas of program execution, organizational management, and financial analysis.

Risk Doctor Briefing: MINDFULNESS IN MANAGING RISK

SERIES ARTICLE

Dr David Hillson PMI Fellow, HonFAPM, FIRM

The Risk Doctor Partnershp

UK
________________________________________________________________________

Mindfulness has its roots in Eastern religion, although it is also used therapeutically to treat a variety of psychological conditions (including anxiety, depression and stress), as well as in coaching to encourage excellence in healthy people. Used properly, mindfulness can also make our risk management more effective.

Being mindful means bringing your complete attention to your current experience on a moment-to-moment basis, being aware of everything in your surroundings, acknowledging what is there and accepting it as valid. So how can this help us to manage risk better?

Mindfulness can be particularly useful in improving our identification of risks, by making us more aware of the full range of potential risk sources. These include:

  • Ourselves – we are often blind to the risks that we bring with us to our businesses and projects. Being self-aware will help us to identify those actions and attitudes that create uncertainty, as well as exposing risky biases and behaviours. Similarly mindfulness can help us find internally-generated risks that arise from within our own teams and organisations, as a result of policies and practices as well as ethos and culture.
  • Others – it is important to be aware of the people we are working with, understanding their motivations and moods, ambitions and attitudes. Every business or project has a large number of different stakeholders who can either generate risk or help us to address it. We need to know who is in our stakeholder network and understand how they might affect what we are trying to achieve.
  • Environment – many risks arise from the situation in which we are operating. This includes our physical surroundings as well as less tangible elements of the context. What do you see and hear around you? And what do you sense or feel? Which of these things create uncertainty?

More…

To read entire article (click here)

About the Author

Dr. David Hillsonflag-ukDr. David Hillson

The Risk Doctor Partnership

Dr David Hillson CMgr FRSA FIRM FCMI HonFAPM PMI-Fellow is The Risk Doctor (www.risk-doctor.com).  As an international risk consultant, David is recognised as a leading thinker and expert practitioner in risk management. He consults, writes and speaks widely on the topic and he has made several innovative contributions to the field. David’s motto is “Understand profoundly so you can explain simply”, ensuring that his work represents both sound thinking and practical application.  

David Hillson has over 25 years’ experience in risk consulting and he has worked in more than 40 countries, providing support to clients in every major industry sector, including construction, mining, telecommunications, pharmaceutical, financial services, transport, fast-moving consumer goods, energy, IT, defence and government. David’s input includes strategic direction to organisations facing major risk challenges, as well as tactical advice on achieving value and competitive advantage from effectively managing risk.

David’s contributions to the risk discipline over many years have been recognised by a range of awards, including “Risk Personality of the Year” in 2010-11. He received both the PMI Fellow award and the PMI Distinguished Contribution Award from the Project Management Institute (PMI®) for his work in developing risk management. He is also an Honorary Fellow of the UK Association for Project Management (APM), where he has actively led risk developments for nearly 20 years.  David Hillson is an active Fellow of the Institute of Risk Management (IRM), and he was elected a Fellow of the Royal Society of Arts (RSA) to contribute to its Risk Commission. He is also a Chartered Fellow of the Chartered Management Institute (CMI) and a Member of the Institute of Directors (IOD).

Dr Hillson can be contacted at [email protected].

To see other works previously published in the PM World Journal by Dr David Hillson, visit his author showcase at http://pmworldlibrary.net/authors/dr-david-hillson/

Advances in Project Management: Who Needs Project Requirements?

SERIES ARTICLE

By Prof Darren Dalcher

Director, National Centre for Project Management

University of Hertfordshire

UK
________________________________________________________________________

Introduction to the April 2014 Advances in PM Series Article

Projects typically arise in response to the needs, wants or wishes of an individual, group, organization or community. Project management endeavours to capture, analyse, prioritise, justify and transform these needs and wants into desired outputs and outcomes that deliver and deploy the required functionality, or performance, to the target community.

The conceptual steps that lead to the transformation from a concept or need into a more formal form of a systems requirements document are addressed through the processes of requirements management. Fittingly, the Sixth edition of the APM Body of Knowledge published by the UK’s Association for Project Management defines requirements management as “the process of capturing, assessing and justifying stakeholders’ wants and needs”.

Indeed, in any endeavor it is always a good idea to understand what needs to be built before embarking on the actual doing. This is especially true when the user is not the person building the system. Ultimately starting any major creative task without upfront negotiation and agreement is a risky undertaking. Furthermore, uncovering the requirements during construction, manufacturing or even post-release is likely to lead to escalating costs and drifting scope.

At the most elementary level project management is about satisfying the needs and expectations of the concerned stakeholder groups. Requirements management is concerned with understanding, formulating and documenting the perceived needs of stakeholders.  Yet, most projects involve multiple groups of stakeholders with varying levels of interest and sets of issues and concerns. To ensure the success of projects, the different sets of priorities, influences and concerns have to be elaborated, understood and contextualized in a systematic manner.

More…

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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-dalcherflag-ukDarren Dalcher, PhD

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/

Maturity in Project Management Series: PM Maturity for Project Categories

SERIES ARTICLE

By Russell D. Archibald

San Miguel de Allende, Mexico

Darci Prado

Minas Gerais, Brazil
________________________________________________________________________

Here we describe the need for systematically categorizing the many different types of projects that exist, discuss a few of the many possible ways to categorize them, and present a widely used project categorization approach that has proven practical for many organizations. That project categorization model has been used since 2005 in the project management (PM) maturity research conducted using the Prado PM Maturity Model in Brazil, Italy, Spain, Portugal, Mexico, and the United States.

The Need for Categorizing Projects and Programs

Significant differences exist between the many projects within:

  • The total spectrum of actual projects that exist in the worlds of government, business and industry, and
  • The smaller numbers of different kinds of projects that are being planned and executed within one organizational entity or enterprise.

Practical experience over many decades in creating and managing the many types (or categories) of projects that exist has led to:

  • Recognition that the diversity inherent within the many existing and potential projects demands that projects be segregated in several ways for several purposes, to continue to improve the ways in which both the buyers (owners) and sellers (contractors or developers) manage specific projects.
  • Recognition, definition and understanding of the project management (PM) principles and practices common to all (or at least many) projects in all types of human endeavors and organizations, as documented in the several PM bodies of knowledge and the PM literature in general.

These categorization purposes within an enterprise are to:

  • Strategically and operationally select, authorize, and prioritize their projects.
  • Operationally plan and execute their projects:
    • individually,
    • within programs, and
    • within project portfolios.
    • Measure and benchmark the maturity of the project, program, and portfolio management capabilities within organizations, and implement effective improvements in those capabilities to achieve greater project success, project value, and stakeholder satisfaction.
    • Educate and train the managers and specialists involved in projects and PM.
    • Develop and manage the careers of managers and specialists involved in creating and managing projects, the project management discipline, and its informational tools.

Methods of Project Categorization

A number of project attributes that can be used to categorize or classify projects have been identified by Crawford et al (2004), but to date there is not one method or system in use across all industries or governments. Of the many possibilities we present four different approaches here that convey some of the important characteristics of projects and programs.

More…

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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

flag-usa-mexicorussell d archibaldRussell D. Archibald

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/

flag-brazilpmwj18-jan2014-archibald-PHOTO PRADODarci Prado, PhD 

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/

Project Management in the Ring of Fire!

SECOND EDITION

Force Majeure Revisited – Extreme Weather and Natural Disasters are neither Acts of God nor Black Swans!

By David L. Pells

Managing Editor, PMWJ

Texas, USA
________________________________________________________________________

(Originally published as an editorial in PM World Today, April 2011)

Introduction

Once again, we are overtaken by events.  On 22 February 2011, a 6.5 magnitude earthquake struck near Christchurch, New Zealand, devastating the city and causing massive destruction, dozens killed and injured, and thousands of lives disrupted in the region.  The world watched as historic landmarks were toppled, offices and homes destroyed and rescue teams rushed to save lives.  We were in touch with friends and colleagues in New Zealand and received a wrenching report from Sean Whitaker, the president of the PMI New Zealand chapter who lives in Christchurch. [1]

Then on Friday, 11 March, a massive 9.0 magnitude earthquake struck near the city of Sendai in northwest Japan, followed by a 40 foot tsunami that leveled cities, towns, farmlands, factories and the countryside for five miles inland from the shoreline.  While the earthquake shook the country, with buildings swaying in Tokyo some 200 miles away, the tsunami resulted in nearly 30,000 killed and missing.  To further compound the disaster, several reactors at the Fukushima Nuclear Power Plant lost power and emergency cooling, resulting in partial meltdown in at least two reactors.  The world again watched the national disasters in Japan unfold.

In Japan, all life and work in northwestern Japan stopped; communication, power and transportation systems in the region (including Tokyo) were disrupted;  supply chains in many key industries including automobiles, electronics and semiconductors were affected, resulting in plant stop-works and parts shortages worldwide; and the Japanese government established national emergency rescue and recovery programs.  It is now clear that most life and business in Japan, one of the world’s largest and most important economies, were seriously disrupted, with the long term impact on the country’s economy and industries yet to be determined.  (the nuclear disaster seems to be widening, with high levels of radioactivity detected both farther from the plant and in ocean water.)

More…

To read entire paper (click here)

About the Author

flag-usadavid-pellsDAVID PELLS 

Managing Editor, PMWJ

David L. Pells is Managing Editor of the PM World Journal, a global eJournal for program and project management, and Executive Director of the PM World Library. 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 see 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.

EARNED VALUE MANAGEMENT AND RISK MANAGEMENT: A PRACTICAL SYNERGY

SECOND EDITION

Dr David Hillson PMI Fellow, HonFAPM, FIRM

The Risk Doctor Partnership

UK
________________________________________________________________________

INTRODUCTION 

In today’s uncertain business environment there is understandable pressure to improve the quality of decision-making at all levels in the organisation. A number of techniques have been developed to address this concern, in an attempt to introduce some rational framework to the decision-making process. Two of the leading approaches are Earned Value Management (EVM) and Risk Management (RM). These stand out from other decision support techniques because both EVM and RM can and should be applied in an integrated way across the organisation. Starting at the project level, both EVM and RM offer powerful insights into factors affecting project performance. While this information is invaluable in assisting the project management task, it can also be rolled up to portfolio, programme, departmental or corporate levels, through the use of consistent assessment and reporting frameworks.

Another key similarity between the two techniques lies in the word “management”. It is possible to conduct “Earned Value Analysis” and “Risk Analysis” to expose underlying drivers of performance. But both techniques emphasise the need to move from analysis to management, using the information to support proactive decision-making. Consequently, both EVM and RM encourage those using the techniques to take appropriate management action based on the results, and not to stop at mere analysis.

Since both EVM and RM address the same problem space (performance of projects, programmes, portfolios and businesses), and both provide management information to provide a basis for decisions and action, there has been considerable interest in the possibility of developing a combined approach to create synergistic benefits. Currently EVM and RM operate as parallel coexisting processes without systematic integration (although good project managers may intuitively link the two in practice). Much of the discussion to date on the relationship between EVM and RM has been rather theoretical, addressing the key principles underlying the two techniques. This paper however outlines practical steps that can be implemented to combine EVM and RM in order to gain maximum benefit for projects and the organisation. It is assumed that the reader is familiar with the principles and processes of EVM and RM, and these are therefore not described here.

More…

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About the Author

flag-ukDr. David HillsonDr. David Hillson

The Risk Doctor

Dr David Hillson CMgr FRSA FIRM FCMI HonFAPM PMI-Fellow is The Risk Doctor (www.risk-doctor.com).  As an international risk consultant, David is recognised as a leading thinker and expert practitioner in risk management. He consults, writes and speaks widely on the topic and he has made several innovative contributions to the field. David’s motto is “Understand profoundly so you can explain simply”, ensuring that his work represents both sound thinking and practical application.

David Hillson has over 25 years’ experience in risk consulting and he has worked in more than 40 countries, providing support to clients in every major industry sector, including construction, mining, telecommunications, pharmaceutical, financial services, transport, fast-moving consumer goods, energy, IT, defence and government. David’s input includes strategic direction to organisations facing major risk challenges, as well as tactical advice on achieving value and competitive advantage from effectively managing risk.

David’s contributions to the risk discipline over many years have been recognised by a range of awards, including “Risk Personality of the Year” in 2010-11. He received both the PMI Fellow award and the PMI Distinguished Contribution Award from the Project Management Institute (PMI®) for his work in developing risk management. He is also an Honorary Fellow of the UK Association for Project Management (APM), where he has actively led risk developments for nearly 20 years.  David Hillson is an active Fellow of the Institute of Risk Management (IRM), and he was elected a Fellow of the Royal Society of Arts (RSA) to contribute to its Risk Commission. He is also a Chartered Fellow of the Chartered Management Institute (CMI) and a Member of the Institute of Directors (IOD).

Dr Hillson can be contacted at [email protected].

To see other works previously published in the PM World Journal by Dr David Hillson, visit his author showcase at http://pmworldlibrary.net/authors/dr-david-hillson/

Project Management Update from Chile

REPORT 

Jaime Videla

International Correspondent

Santiago, Chile
________________________________________________________________________

900,000 evacuated as 8.2 Earthquake rattles Chile

A massive 8.2 magnitude quake has struck off the coast of northern Chile, killing 6 people and sending a 2-meter tsunami wave. Over 900,000 people and 11 hospitals were evacuated along the coastline. The quake occurred Tuesday 1st, 95 km (59 miles) northwest of the mining area of Iquique near the Peruvian border. The epicenter was located at a shallow depth of about 20 km (12 miles) below the seabed.

One day after a magnitude 8.2 quake rocked Chile, more temblors continue to rock the western coast of the country. The largest, of magnitude 7.8, took place at 2:43 a.m. UTC. That was one of several aftershocks that took place Wednesday night, including a 5.8-magnitude quake that took place at 11:14 p.m. ET.

In February 2010, central and southern Chile were hit by a powerful earthquake of 8.8-magnitude followed by a tsunami that devastated dozens of towns. The quake left more than 500 dead and $30 billion in damage to infrastructure.

The country’s president, Michelle Bachelet, has declared the region around the epicenter a “disaster zone” and praised Chile’s emergency services for their swift response to the crisis.

PMI Santiago Chile Chapter

PMI Santiago Chile Chapter invites you to visit and participate in some of the following activities that PMI Chile plans over the coming months:

More…

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About the Author

JAIME-VIDELA-bioflag-chileJAIME VIDELA

Santiago, Chile

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

To see other works by Jaime Videla, visit his author showcase in the PM World Library at http://pmworldlibrary.net/authors/jaime-videla-pmp/ 

Report from the IPMA Project Excellence Awards Office

REPORT

By Kasia Pachuta

Krakow, Poland
________________________________________________________________________

Call for Applications

Increase your visibility by applying for one of 4 categories that recognize extraordinary achievements on your projects and on an individual level.

Achievements in project management are recognized in two categories — the Awards for Internationally Funded Humanitarian Projects and the Community Service/Development Projects.

These non-profit projects may be of any size or value, from either the public or private sector. A winning project will be one that demonstrates, through narratives and documentary evidence, excellence and/or innovation in the application of project management.

Individuals showing excellent performance in the field of project management are recognized in two other categories: Project Manager of the Year and Young Project Manager of the Year (age 18 -35). These Awards recognize the individuals who provide the most effective demonstration of their project management competence, no matter the scale, number or type of projects referenced.

More…

To read entire report, click here


About the Author

flag-polandpmwj18-jan2014-bednarczyk-PHOTO2 PACHUTAKasia Pachuta 

IPMA Award Office Manager

Cracow, Poland

Kasia Pachuta has a very international educational background. She studied in Poland, France, USA and South Korea, graduating from Cracow University of Economics. Kasia can be contacted at [email protected]

To see other works by Kasia Pachuta, visit her author showcase in the PM World Library at http://pmworldlibrary.net/authors/kasia-pachuta/

Project Management Report from Belo Horizonte

REPORT

By Manuel Carvalho da Silva Neto

International Correspondent

Minas Gerais, Brazil
________________________________________________________________________

March PM Events

March was an interesting month for Project Management professionals.

PMI – Minas Gerais, based at Belo Horizonte, promoted its first 2014 webinar: Risks Management – Key Aspects by Mr. José Fernando Pereira Junior, PMP, RMP, IPMA-D. Mr. Pereira Junior presented risk concepts, the PMBOK® Risk Management Processes and explained a lot of actual situations and real samples.

Otherwise, PMI – Minas Gerais organized its second 2014 Monthly Technical Event. Mrs. Fabiana Bigão, MsC, PMP presented an interesting lecture about Using Project Model Canvas in Project Planning Practice. Mrs. Bigão, explained about the Project Model Canvas, a way created by Mr. José Finocchio Jr., in order to conceive projects in a simple way, to be used by low maturity organizations.  Mrs. Bigão concluded her lecture presenting Project Canvas Model real application. In order to know more, please visit www.pmimg.org, www.pmcanvas.com.br and www.pmstory,com.br, all of them only in Portuguese.

On March 24th  was held in São Paulo, the PMO Master Day. This event, coordinated by Mr. Américo Pinto, MBA, PMP who is completing his PhD at Skema University in Lille, France. Mr. Pinto is also a Project Management book author. 

More…

To read entire report, click here


About the Author

flag-brazilManuel-Carvalho-da-Silva-NetoManuel Carvalho da Silva Neto

Minas Gerais, Brazil

Manuel Carvalho da Silva Neto, MSc, Mech. Engineer and PMP is Fundação Dom Cabral Invited Professor and also Consultant. He is a seasoned professional with over 39 years of experience in Project Management, Process Management and Strategy. Manuel has managed or participated in more than a hundred projects across different fields including Steel, Mining, IT, Telecom, Food Processing, Government and Construction to mention a few. He worked also in projects of PMO (Project Management Office) and Methodology of Project Management. He has also strong skills in Leading People and Finance. He served as Minas Gerais State Undersecretary for Planning and Budget, from 2007 to 2008. Manuel can be contacted at [email protected]

To see other works by Manuel Carvalho da Silva Neto, visit his author showcase in the PM World Library at http://pmworldlibrary.net/authors/manuel-carvalho-da-silva-neto/

Project Management Report from São Paulo

REPORT

By Mauricio Lopes

International Correspondent

São Paulo, Brazil
________________________________________________________________________

2014 FIFA World Cup: Difficulty understanding of the stakeholders

Nowadays the stakeholders management in complex programs or projects is one of the most important knowledge areas around the world and it would not be different in a large program as World Cup.

At the end of March will be 73 days from the beginning of the 2014 FIFA World Cup in Brazil. We are watching concerned about the development of the various projects that are part of the program “World Cup”. One special project is Arena São Paulo (or most commonly called Itaquerao), where the opening of the world cup will be held.

Many problems have occurred for the delivery of the arena to be fully able to meet the quality standards established by FIFA. Some of them could not be discussed in the current phase, but in the early phases, such as the feasibility phase.

We could simply list the phases of the life cycle of this project as follow: feasibility, initial definitions, designs, procurement, construction, FIFA temporary structures, test events and the matches. The question to be discussed is many of problems are happening, because there is no clarity on the key stakeholders involved roles.

The understanding of the key stakeholder roles should be defined in details during the feasibility and initial definitions phases in the project life cycle. As an example we can mention the responsibility for the payment of FIFA temporary structures at the time that the IT facilities should be ready for testing events, was defined a few days ago to determine who will pay for it. That uncertainty has delayed the IT facilities, and according to FIFA schedule, to perform the services takes 90 days.

We have a problem, if it is not the schedule, it certainly is a quality problem.

More…

To read entire report, click here


About the Author

flag-brazil140321-pmwj21-lopes-IMAGE1 LOPESMaurício Lopes

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].

Project Management Report from Milan

REPORT

By Luca Cavone

International Correspondent

Milan, Italy
________________________________________________________________________

INTRODUCTION

The world of projects, as well as many other disciplines, has moved its focus from a hard approach to a soft approach, from traditional methodologies to new methodologies.

Even if this trend was quite consolidated, but never as recently there has been a so strong focus on these aspects, with such a large number of events and initiatives to reinforce its importance.

As evidence of this in the first months of 2014 there were numerous events that involved the professionals from the industry.

In particular, we make reference to the event “Collaboration in Virtual Teams” organized by IPMA Italy, as well as the one on “Culture, Skills, Organization,” up to the application of new methodologies, such as “Agile for Innovation.

In this month’s report we will give a broad overview of the events mentioned and other initiatives that have characterized the Italian project management in the first quarter of the year.

IPMA Italy

As we have had the opportunity to explain in the introduction, the latest initiatives in Italy in the field of project management have focused on new topics.

Clear examples are the events organized by IPMA Italy since the beginning of the year.

There were three appointments that took place in accordance with this direction.

More…

To read entire report, click here


About the Author

flag-italy130923-cavone-150X184Luca Cavone

Milan, Italy

Luca Cavone is a Consultant at JMAC Europe, the Consulting firm of the Japan Management Association. He is mainly focused to support companies in Innovation Management and Product Development Projects typical of R&D and Marketing areas, with an interdisciplinary background of the business processes. In JMAC Luca follows also the study and development of project management methodologies based on the application of Lean Thinking approach. Before joining JMAC he worked several years in the Aerospace industry.   Since 2009 Luca has been actively involved with the International Project Management Association (IPMA); at that time he was between the founders of the Young Crew Italy and was appointed as first chairman. In 2011 he left the position to join the Young Crew Management Board, where he’s currently Head of Membership and Responsible for the Young Project Manager of the Year award. Since 2010 Luca is also a member of the Executive Board of IPMA Italy.  Luca is an international correspondent for PM World in Italy; he can be contacted at [email protected].

To view other works by Luca Cavone, visit his author showcase in the PM World Library at http://pmworldlibrary.net/authors/luca-cavone/

Project Management in Spain – monthly report

REPORT

By Alfonso Bucero

International Correspondent & Editorial Advisor

Madrid, Spain

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BIM Management at Barcelona

On March 25th 2014, the second edition of the BIM MANAGEMENT training course was delivered as a part of the AEDIP LONGLIFE PROGRAMME. “The first edition was a success regarding the objectives scope. The Barcelona edition was better because it collected the lesson learnt from the first edition delivered on 2013. We have verified that BIM Management is a key competence for the “project manager” in the real state industry”.

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Why to deliver a training course for Project managers based on BIM?

We found five reasons, as follows:

1)    A group of firms have been using BIM. Other companies are in the process of analyzing the impact. We found that other professionals do not believe in BIM. The most mature organizations have assumed the effects of BIM in process management. But the global situation is not steady.

2)    BIM is not software. BIM is a process through you is representing a building based on data. The process computerization through a software package is what modifies completely the traditional project rules and its construction.

3)    On 2013 two emblematic companies from Madrid considered as leaders in the Construction Industry incorporated BIM. The third project is meaningful because “Infraestructures de Catalunya”, public firm and a pioneer in Project management, has valued in their technical offer that one of their projects to be modeled using BIM. The immediate effect of not understanding enough BIM might mean the loss of business opportunities and the loss of business competitiveness in a short term.

More…

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


About the Author

flag-spainalfonso-buceroAlfonso Bucero 

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/