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Global SCRUM GATHERING® Prague 2015

 

Reporting from Prague

Theofanis Giotis, MSc, Ph.D. C., PMP, CSM/CSP, PMI-ACP, CTT+, PRINCE2 Trainer

Global Correspondent for https://pmworldjournal.net/ and CEO of 12PM Consulting


Global SCRUM GATHERING® Prague 2015
Hilton Prague, 16th to 18th of Nov. 2015

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https://www.scrumalliance.org/courses-events/events/global-gatherings/2015/prague-2015

I traveled from Athens to Madrid for PMI’s EMEA Region 8 Leadership meeting, then to Berlin and then to Prague. Hilton Prague was the hosting hotel for Global SCRUM GATHERING® Prague 2015 event that took place between 16th and 18th of Nov. 2015. More than 600+ participants gathered at the 5 star hotel from all over the world.

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The event was organized by ScrumAlliance and the theme of the Gathering was The Avant Garde Culture of Prague. City of a Hundred Spires, Prague is the capital of the Czech Republic, filled with beautiful bridges, marvelous cathedrals, and well-worn cobbled lanes. The magical city is full of energy, music, art, and fine dining. Prague promotes thinking beyond what you can see, fully exploring your imagination. With all five senses enraptured in historical traditions, combined with its modern ways, Prague encapsulates “Disruptive Thinking.

The Gathering featured 3 tracks, highlighting different senses of Scrum: Touch, Visual, Auditory.

  • Beginner sessions were for attendees with 0 – 2 years of solid Scrum implementation experience.
  • Advanced sessions are for attendees with over 2 years of solid Scrum implementation experience.

More than 250 papers were submitted from experts for this Global SCRUM GATHERING event at Prague 2015 and 50 of them were selected to be presented on the event in the following 3 tracks.

More…

To read entire report, click here

 


 

About the Author

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THEOFANIS GIOTIS

Athens, Greece

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Mr. Theofanis Giotis (BA, MSc, Ph.D. C., PMP, PMI-ACP, PRINCE2 Practitioner, PRINCE2 Trainer, CTT+, CSM) is CEO of ITEC CONSULTING (12PM CONSULTING) (1988-now), Co-Founder and first President of PMI-GREECE Chapter (2005-2014) and Deputy BoD member of PMI-GREECE Chapter (2014-2016).

Theofanis has 27 years of professional experience in Project, Program and Portfolio Management, Economics and Management. As an entrepreneur, consultant, international speaker and trainer, Theofanis has worked in different cultural environments in EMEA region. Since 1992, he was heavily involved in Project Management as part of a team to setup the first PMO in Greece for managing a €200 million programme with 16 projects.

Since 1987 he has managed hundreds of projects in the EMEA region using plan driven (waterfall) and change driven (agile) approaches. He has envisioned, planned, designed, developed & implemented hundreds of projects with 22.000+ consulting and training hours.

He has given 150+ presentations worldwide in ICT & Project Management and has passed more than 80 professional certifications. Since Sept. 2005, he has published more than 150 articles for Project Management.

Theofanis holds a BA in Economics from University of Athens, Greece, a MSc in Management (O.R.) from Lancaster University, UK and he is a Ph.D. candidate in Project Management at University of Piraeus. Also he holds a Computer Programming/Systems Analysis degree from ACE College, Greece. He was certified as a PMP in 2004 and graduated from PMI Leadership Institute Masters Class (LIMC) in 2007.

Theofanis serves as the International correspondent of PM World Journal and PM Ambassadors in Greece. Also he is a member of PMI, IEEE, ISACA & AMACON.

Since 2001, he has taught 200+ Project Management courses (PMP, Agile, Scrum) with 2000+ attendees. As of July 2010, he has trained over 35% of all Greek PMPs.

He is an adjunct professor at four Greek Universities teaching Project, Program and Portfolio Management at MBA level. Also he represents Greek Standardization Organization (ELOT) at ISO TC 258 for Project, Program and Portfolio Management Standard. Theofanis can be contacted at [email protected]

To view other works by Theofanis Giotis, visit his author showcase in the PM World Library at http://pmworldlibrary.net/authors/mr-theofanis-giotis/

Project Management Update from Sofia

 

Bulgaria Project Management Association; PMI Bulgaria; November PM Activities & Events

By Todor Todorov

International Correspondent

Sofia, Bulgaria


 

Christmas spirit is knocking on the door and everyоne is rushing to complete the planned important tasks for the year. So is business and organizational activities, including project management in Bulgaria. As a first report from Bulgaria our topic this month will be – Project management institutions and organization within Bulgaria and recent activities of PM professional society within the country.

INTERNATIONAL PROJECT MANAGEMENT ORGANIZATIONS IN BULGARIA

Project management in Bulgaria is represented by most of the existing organizations around the world. We do have the representative of the International Project Management Association (IPMA) – Bulgarian Project Management Association (BPMA) and we also have the Project Management Institute Chapter (PMI Chapter Bulgaria).

Bulgarian Project Management Association (BPMA®) is a professional association of individuals and legal entities. According to BPMA charter the organization represents the interests of managers and experts related to project management in business, government and local authorities and NGOs. BPMA works for the introduction of high professional standards in project management and validation of the profession “project manager” as a highly specific profession and with application in all areas of human activity.

As part of IPMA, BPMA has stringent requirements for membership. Regular member of the association can be any capable person or legal organization that shares the objectives of the association, observes its rules and regularly pays its dues. Based on the certification system of the International Project Management Association (IPMA®) BPMA holds a certification program in program management which consists of four levels:

More…

To read entire report, click here

 


 

About the Author

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Todor S. Todorov, PhD

Sofia, Bulgaria

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Todor Stankov Todorov is a project management practitioner since 2002 and researcher in the field of project and program management since 2005. PhD in the field of program and project management, he also holds a BS degree in International Economic Relations and MS degree in International Project Management.

Since 2009 he is junior researcher in a project “From project to program management: a systematic approach for generating competitive advantages and sustainable development”, financed by the Bulgarian Science Fund where he makes a young fellowship research in the field of program management. In 2012 Todor made a PhD visit to “Skema Business School”, Lille, France with mentor prof. J Rodney Turner.

Todor has significant practical experience as project manager and consultant, advisor and communicator in the field of project and program management. He has worked as an external independent expert and evaluator in the field of projects and programs for the Bulgarian public sector including Ministry of Regional Development, Ministry of Agriculture, Ministry of Labour and Ministry of Economy. For the past ten years he has managed and consulted for over 35 industrial and public projects for private companies, NGOs and local authorities amounting over € 30 million. Since 2005 Todor is an indirect member of IPMA through Bulgarian Project Management Association.

Todor is also a part-time lecturer at the University of National and World Economy for International Project Management MS classes. Todor is an international correspondent for PM World in Bulgaria and can be contacted at [email protected] or [email protected]

 

Digital Project Management: The Complete Step-by-Step Guide to a Successful Launch

BOOK REVIEW

pmwj41-Dec2015-Raibick-BOOKBook Title: Digital Project Management: The Complete Step-by-Step Guide to a Successful Launch
Author: Taylor Olson, PMP
Publisher: J. Ross Publishing
List Price: $49.95.
Format: Hard Cover, 254 pages
Publication Date:   2016    
ISBN: 13-978-1-60427-125-6
Reviewer: Edward Raibick, PMP
Review Date: October 2015


 

Introduction

The book titled Digital Project Management – The Complete Step-by-Step Guide to a Successful Launch is an excellent guide for project managers responsible for managing internal intranet or external internet web site. It takes the reader through a 30-step process for estimating project costs, gathering requirements, planning, executing and delivering a successful web site.

This book also offers the reader a wealth of information and lessons learned by the author. It also offers documents and templates that can be downloaded from the publisher’s web site for use on the reader’s projects.

Overview of Book’s Structure

The book is organized in three Sections:

         Section I: Initializing

  • Needs Assessment
  • Documentation

Section II: Planning

  • Communication
  • Information Architecture
  • Analysis
  • Development
  • (Test) Preparation  

Section III: Construct to Close

  • (Web) Content
  • Testing
  • Cutover
  • Summary

Highlights

This book walks the reader through the development and release of a web site for a fictitious company called Jetzen whose business is the sale of spaceships. It is an easy-to-read book loaded with tips and advice gained by years of project management experience of the author.

More…

To read entire Book Review (click here)

 


 

About the Reviewer     

pmwj41-Dec2015-Raibick-PHOTOEdward Raibick

Texas, USA

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Edward Raibick has extensive engineering, managerial and IT Project Management experience. Edward holds an Associate in Specialized Technology degree in Electronics, a Bachelor’s degree in Information Technology and Master’s degree in Information Technology with a concentration in Internet and IT security. His career includes over 10 years with the IBM Corporation and over 15 years with Texas Instruments. Edward is a member of the Project Management Institute, Dallas Chapter, having acquired his PMP certification in 2011. Email address: rai[email protected]   

 

Editor’s note: This book review was the result of a partnership between the publisher, PM World and the PMI Dallas Chapter. Authors and publishers provide the 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 Dallas Chapter members can keep the books as well as claim PDUs for PMP recertification when their reviews are published. 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].

The Optimistic Workplace

 

BOOK REVIEW

Bpmwj41-Dec2015-Mehrooz-BOOKook Title: The Optimistic Workplace
Author: Shawn Murphy
Publisher: AMACOM
Format: Hard cover; 224 pages  
List Price: $24.95
Publication Date:  2016    
ISBN: 978-0-8144-3619-6
Reviewer: Nazanin Mehrooz, PMP, CSM, SA, SCP
Review Date: August 2015

 


 

Introduction to the Book

I have often read and heard about the importance of an optimistic work place and the positive effects it has on people and organization. This book shares what you are likely to see when this optimism isn’t in your workplaces and guides leaders towards changing the climate where people feel autonomous, creative and energetic and are able to accomplish amazing things.

Along the way, it teaches you how to be a better leader by developing people and deliberately building purpose and meaning into work and keeping it there. The end resulta are contagious optimistic people who care about what they do and how they do it. The beauty of it doesn’t require you to be a manger to make this happen. Anyone can begin this process of becoming a steward. Even small change can have ripple effects as they are played forward to significantly impact the climate and eventually lead to positive changes in the overall culture.

Overview of Book’s Structure

The book contains 11 chapters and a few appendices around the following:

  1. The Future of the Workplace – The culture of a company can take years to influence and change. However, the climate you work in can be influenced pretty easily by focusing on creating happy teams, building positive relationship, aligning work with purpose and developing people.

2. Destructive Management – Misuse of power, autocratic management style and change resistance all negatively impact optimism. Leaders should focus on creating an environment where employees feel autonomous which leads to energy, vitality and optimism instead of distress and apathy.

3. The Power of Contagious Emotions – Unplanned giving has many positive influences to the climate. Something as small as helping a coworker out on a task can build strong working relationship, trust and motivate others to do the same. It should starts with understanding yourself and how to feel fulfilled in what you are doing before you can help others achieve the same.

More…

To read entire Book Review (click here)

 


 

About the Reviewer

pmwj36-Jul2015-Mehrooz-PHOTONazanin Mehrooz, PMP, CSM, SA, SPC

Texas, USA

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 Nazanin Mehrooz is a certified project manager, scrum master and SAFe Program Consultant. Nazanin started her career as a software developer and transitioned to leading mid-size teams as a functional manager, senior project manager, release train engineer and SAFe instructor. Her background includes managing a portfolio of 30+ projects with budgets exceeding 15 Million USD and most recently leading an agile train containing 6 scrum teams. Nazanin is an active volunteer for the PMI Dallas and Fort Worth Chapters. Email: [email protected]

 

Editor’s note: This book review was the result of a partnership between the publisher, PM World and the PMI Dallas Chapter. Authors and publishers provide the 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 Dallas Chapter members can keep the books as well as claim PDUs for PMP recertification when their reviews are published. 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].

 

European Commission Stabilization and Association Agreement; U.S. Secretary of State in Kosovo; Motorway “Arber Xhaferi” between Kosovo and Macedonia

 

REPORT

Project Management Update from Kosovo

By Kushtrim Mehmetaj

International Correspondent

Prishtina, Kosovo

________________________________________________________________________

 

Kosovo signs Stabilization and Association Agreement (SAA) with European Commission

The signature of the SAA is the most important event after 2008 when Republic of Kosovo declared independence. Kosovo Parliament has already ratified the SAA. The EU Office in Kosovo / EU Special Representative and Embassies / Offices of EU Member States in Kosovo congratulated today the people of Kosovo on the signature of the Stabilisation and Association Agreement (SAA) with the European Union, and issued the following statement:

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“The Stabilisation and Association Agreement is the first contractual relationship between Kosovo and the European Union. It represents an important milestone for Kosovo’s European future. Once ratified by the European Parliament and the Kosovo Assembly, the SAA will deepen the political, economic and trade ties between the EU and Kosovo. It will, from then on, form the main framework for the relations between the EU and Kosovo, further preparing Kosovo on its European path.

The agreement will facilitate the gradual alignment of Kosovo’s legislation with the whole body of EU law and standards, creating new impetus for Kosovo’s economy. It will introduce higher standards for consumer protection, leading to an increased safety for Kosovo’s consumers.

More…

To read entire report, click here

 


 

About the Author

pmwj41-Dec2015-Mehmetaj-PHOTOKushtrim Mehmetaj

International Correspondent
Prishtina, Kosovo

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Kosovo flag

 


Kushtrim S. Mehmetaj
, BS, MS (Strategic Management) is an International Correspondent for PM World Journal for Albania and Kosovo. Mr. Mehmetaj is also working at the M4D OG, Management and Development consulting business. Mr. Mehmetaj has more than 12 years of professional experience in international environments including a number of management, support and advisory positions for various EU, USAID, SCO-K and other internationally financed enterprise and economic development organizations and projects, including the Hope Fellowship Program, the Kosova Private Enterprise Program, and the Kosova Trust Agency.

Kushtrim has extensive knowledge & experience in enterprise change management, modern corporate governance, strategic management, project management, financial & investment analysis, and human resource development. He has experience in investment promotion and economic development, and good knowledge of European Affairs, Competition Law and EU Integration processes.

Kushtrim holds many certificates related to business research, international business, entrepreneurship, market development, corporate governance, strategic management and other subjects directly related to programme and project management. He has master’s and bachelor’s degrees from the University of Prishtina in Kosove and ABMS Switzerland. Kushtrim is fluent in several languages, including English and German, lives in Prishtina and can be contacted at [email protected].

For more information, visit http://www.pmforum.org/pm%20forum%20team/index.htm#Mehmetaj.

 

3rd IPMA Research Conference in Stellenbosch, South Africa

 

REPORT

By Jouko Vaskimo

Espoo, Finland

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Mr Reinhard Wagner, International Project Management Association (IPMA) President and Chairman of the Conference, and Dr Mias de Klerk, Head of Research at the University of Stellenbosch Business School (USB), opened the 3rd IPMA Research Conference at Stellenbosch, South Africa, on 25th November 2015. The theme of the first IPMA Research Conference to be organized in Africa was Project management in emerging economies – practice meets research. Mr MC Botha, Senior Lecturer Extraordinaire at the USB, performed the duties of Master of Ceremonies.

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Participants of the 3rd IPMA Research Conference (photos courtesy Jouko Vaskimo)

The conference comprised a system of plenary sessions with keynote presentations by renowned experts in project management, presentations with research and scientific foci, and a generous offering of social events surrounding the official conference program. The conference, co-hosted by University of Johannesburg, the Graduate School of Technology Management of University of Pretoria, and the University of Stellenbosch Business School took place at the Spier Estate on 25th … 26th November 2015, attracting 35 participants from 15 different countries.

The first IPMA Research Conference was organized by German Project Management Association (GPM) in November 2013 in Berlin, Germany, with the theme Theory meets practice in projects: 80 people from 22 countries attended this conference. The second IPMA Research Conference was organized by Business School of Nankai University, Tianjing, China, in December 2014 with the theme How to make the research meet the need of practice in PM. For further information, please navigate to www.ipma.world/research/ipma-research-conferences/ .

Mr Reinhard Wagner, IPMA President and Chairman of the Conference, delivered a keynote presentation titled Developing our society through projects and programmes – context, concepts and competences on the first conference day. Mr Wagner was very happy with the conference, and commented “IPMA is facilitating dialogues between various stakeholders in the world. During this Research Conference, we could start a great dialogue between researchers and practitioners from all around the world about how to support the development of emerging economies. The situation and needs of societies in Africa, Asia and Latin America are very different to those in the developed countries of the Northern hemisphere. We got great insights in what should be done to provide support through the application of a tailored project management approach. It was made clear during the conference by looking into the recently published standard IPMA Individual Competence Baseline (IPMA ICB®), that the focus should be on the people competences and the perspective competences, which means the “soft” side of project management and the management of the project´s context. We are continuing to support the emerging economies by facilitating dialogue between the various stakeholders.”

More…

To read entire report, click here

 


 

About the Author   

pmwj36-Jul2015-Vaskimo-PHOTOJouko Vaskimo

Espoo, Finland

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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/

 

 

This Month, People, Programs, Portfolios and Progress

 

REPORT

UK Project Management Round Up

By Miles Shepherd

Executive Advisor & International Correspondent

Salisbury, England, UK

________________________________________________________________________

 

This Month

The events in Paris have overshadowed almost everything else this month. The shock and revulsion generated by the attacks has affected us all. The reactions in Paris, in Brussels and throughout Europe are likely to go some way towards preventing further atrocities. But the most significant result is a closer cooperation amongst European leaders that looks likely to encourage closer integration of key counter terrorist activities, the first step in what will prove to be a long road towards the elimination of such threats to society. The journey can be made more easy by the adoption of project management approaches – be they program or portfolio specific.

Meanwhile, the project world continues to provide much of interest. In UK, big projects seem to attract the most attention with infrastructure projects heading the list. Rail is coming in for more criticism, energy is beginning to attract more attention and defence procurement is the subject of what seems to be a Whitehall power play. At the professional society level, there is news of the Association for Project Management Board elections and Presidential news at both the Institution of Civil Engineers and the Association for Project Management (APM). But first let’s take a look at some people in the news.

People

Many readers will recollect the crucial role played by Sir John Armitt (left) in the run up to the London Olympics. Coming from a construction industry background, he is well acquainted with project management. There is a tale, apocryphal no doubt, that he used to talk about the Olympic programme to politicians as that was what they understood. When speaking to the Tier One contractors, he referred to the Olympic portfolio as they were each running their own project. But when he spoke to experienced Project Managers, he referred to the Olympic Project – because that was how he saw it! Well, a lot has happened since then, he has been a member of the Davis Commission – advising on London’s third runway; he is reputed to have saved the West Coast Mainline upgrade project (some project at £18 billion). According to the Times, he led the Channel Tunnel rail link and helped to construct Sizewell B, the last nuclear plant built in UK.

Sir John came up with the Labour Party’s plan for a committee to oversee all of the UK infrastructure. This idea, to have a single body responsible for oversight of all such projects. This idea has been implemented by George Osbourne, the Chancellor of the Exchequer as the National Infrastructure Commission. Interestingly, Sir John claims that the state of UK infrastructure, which is only rated in 27th place worldwide, is “not the infrastructure that is built, but the projects that aren’t.” It will be particularly interesting to see how the nation’s portfolio of major infrastructure projects progresses in the hands of the Commission.

More…

To read entire report, click here

 


 

About the Author

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MILES SHEPHERD

Salisbury, UK

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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/.

 

Tough days, but some projects; Minas Gerais PMI Chapter new Bylaws

 

REPORT

Project Management Report from Belo Horizonte

By Manuel Carvalho da Silva Neto

International Correspondent

Minas Gerais, Brazil

________________________________________________________________________

 

TOUGH DAYS, BUT SOME PROJECTS

Brazil is living some bad situations, economical recession, political crisis, and lack of confidence and hope.

In Minas Gerais state the things are not different. The most important state industries are Steelmaking, Mining and Car Production. All of these industries are fighting against low demand and over supply.

A major accident (or neglect) killed at least 26 people and caused huge devastation on Doce River when a SAMARCO (a joint venture between VALE and BHP) ore dam burst and turned things worst. The answers that federal and state authorities gave to this situation are delayed and clearly insufficient. At least 3 million people are with severe problems to get clean and potable water supply and tons of fish and other animals are dead. The accident was near the historic city of Mariana, the first Minas Gerais capital city.

2016 will be a hard year. The economy will slow down a little bit more and the political crisis seems to be never ending.

In spite of this, some projects are being performed such as the expansion and improvements on the airports conceded to private companies and those from smart companies (and full of cash) that know that crises and recessions are not forever.

Case in point, Presidente Tancredo Neves International Airport, in Confins, near Belo Horizonte, Minas Gerais’ capital city, finally obtained the environmental licenses in order to start the works for expansion, now in progress.

Minas Gerais State Government resumed the work on a lot of hospitals all over the state, overcoming the alleged lack of money.

More…

To read entire report, click here

 


 

About the Author

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Manuel Carvalho da Silva Neto

Minas Gerais, Brazil

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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 40 years of experience in Project Management, Process Management and Strategy. Manuel has managed or participated in more than three hundred huge projects across different fields including Steel, Mining, IT, Telecom, Food Processing, Government and Construction, to mention a few. He worked also in projects to implement PMO (Project Management Office) and Project Management Methodology. 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 is a part-time international correspondent for PM World Journal in Brazil.

Manuel can be contacted at [email protected].

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

 

PMI Tour Cono Sur 2015

 

REPORT

Project Management Update from Buenos Aires

By Cecilia Boggi, PMP

International Correspondent

Buenos Aires, Argentina

________________________________________________________________________

 

PMI Tour Cono Sur 2015 Congress successfully completed both in Argentina and throughout Southern Latin America Region.

The PMI Tour Cono Sur is a Regional Congress taking place in multiple locations on successive dates, providing the synergy between PMI Chapters and allowing both exhibitors and participants attend several consecutive events. The first edition of the Tour was held in 2005 between PMI chapters and Buenos Aires, Argentina, Santiago, Chile Montevideo, Uruguay.

In this eleventh edition in 2015, the PMI Tour Cono Sur has been developed in 12 locations into the countries of Peru, Chile, Argentina, Uruguay, Paraguay and Bolivia.

In my November report I mentioned about the successful conferences held in the cities of Cordoba and Buenos Aires, which have had excellent exhibits.

The PMI Tour Cono Sur continued in the city of Mendoza, with the organization of PMI Nuevo Cuyo Chapter during the days Friday 6th and Saturday 7th, in November.

On Friday 6th, the congress was held at the National University of Cuyo with lectures from various industries and subjects speakers, ending with a great keynote speaker, as it is Diego Rosner, executive producer of the 3D animation movie called “Metegol”, also known as “Futbolin” in some countries and “Underdogs” in the United States.

Rosner commented about how it was that from an idea that at first seemed far-fetched, it became a project that finally culminated in the successful Argentine-Spanish co-production film, directed by Juan Jose Campanella, an Argentine director recognized for having won an Oscar for his film “The Secret in Their Eyes”, and inspired by the story “Memories of a right wing” by the famous Argentine writer Roberto Fontanarrosa.

More…

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

 


 

About the Author

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CECILIA BOGGI

International Correspondent
Buenos Aires, Argentina

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 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 http://www.activepmo.com/

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

 

Polish Project Excellence Award; XVIII Conference IPMA Poland; 7 Gaz-System projects; Polish Silicon Valley; PMI Poland

 

REPORT

By Artur Bialy

International Correspondent for PM World Journal

Kraków, Poland

________________________________________________________________________

 

Polish Project Excellence Award

The Polish Project Excellence Award Gala was held on October 22, 2015 at the exclusive Marriott Hotel in the center of Warsaw held. During the event, emerged winner of the contest for the best-managed project in Poland in 2015. The event was preceded by a meeting VIPs, which was attended, among others, representatives of strategic business partners IPMA Poland, representatives and managers finalists Assessors Teams evaluating this year’s draft.

Polish winner of Project Excellence Award 2015 was the Nowy Styl Group for the project – Innovative technologies in the furniture industry – construction of a modern production plant in Nowy Styl Sp. zoo and implementation of innovative products on the European market

XVIII Conference IPMA Poland

The biggest project management conference in Poland took place on 22-23 October 2015. XVIII IPMA Poland conference main theme was “Projects of the future: New horizons, proven solutions ”

Conference IPMA Poland allows a wider audience to hear the speeches of eminent practitioners who implement innovative development projects impacting favorably on the economy and their actions promote effective management, as well as trainers and coaches specializing in the development of soft skills project manager. The aim of this year’s event was an attempt to develop a common language for business, science and administration units, the promotion of Polish entrepreneurship and modern technologies.

This year’s conference breaks for a moment from the past and analyzing the facts and conclusions. Breaks with theoretical considerations and scenarios for “what if”. It opens up a world vision of modern project management – vision for 5, 10 or 15 years. You will journey through time in the world of project management – with unconventional methodologies, techniques that focus the best possible practices and ideas that may seem futuristic.

More…

To read entire report, click here

 


 

About the Author

pmwj41-Dec2015-Bialy-PHOTOArtur Bialy, PMP

Kraków, Poland

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Artur Bialy is an experienced project manager, program manager and technical manager/leader, with approximately 15 years of experience managing IT projects on various levels. He has managed the implementation of complex internet applications, data warehouse and real-time systems. Artur has worked in various roles for international companies in Poland, Ireland, France and Spain. He is an expert in IT project management, business intelligence and real-time applications. Mr. Bialy graduated from the University of Technology and Science, the Department of Computer Science, where he was conducting research into Intelligent Agent Systems and Artificial Intelligence.

Artur holds a Master’s Degree in Applied Computer Science. He also holds the Project Management Professional (PMP ®) certification from the Project Management Institute (PMI®) and is an active member of PMI; he was a founding member of the PMI Poland Chapter. He is involved in new agile project management practices, works as an active Scrum Master and helps in implementations of lean/agile practices. He is certified Scrum Master and as one of few in Poland – Certified Scrum Practitioner (CSP) by Scrum Alliance. Artur is a Member of PMI® and the Scrum Alliance (Certified ScrumMaster). He is a founder and managing director of startup providing innovative technologies for travel sector – http://www.hypersquare.com/

Artur Bialy lives in Kraków, Poland and can be contacted at [email protected]. Artur’s project management blog can be found at http://www.bialy.eu/.

To view other works by this author, visit his author showcase in the PM World Library at http://pmworldlibrary.net/authors/artur-bialy/

 

IPMA Italy 2015 award; National Young Project Managers Forum; Smart City Exhibition; Ultra-wideband project; City Life: skyscraper “Storto”

 

REPORT

Project Management Report from Milan

By Luca Cavone

International Correspondent

Milan, Italy

________________________________________________________________________

 

INTRODUCTION

We are back this month with a great report rich of interesting news from the field of projects!

The main contributions are coming from business, government and associations.

We begin sharing the initiatives recently developed by IPMA Italy, in particular we emphasize IPMA Italy 2015 Award, the competition for members to provide articles based on “experiences and best practices for the success of projects”. Still on IPMA side we report about the First National Forum for Young Project Manager, the event held in Florence in early October.

Later we introduce a couple of initiatives dealing with Innovation: the first it is closed by a few days in Bologna, the fourth edition of Smart City Exhibition, the annual meeting focused on issues of public administration and innovative projects in urban centers. A great interest was arisen also by the re-opening of the Ultra-wideband project under the guidance of Prime Minister Matteo Renzi.

Finally some news from the construction side, with an update about CityLife projects, that are reshaping the urban “face” of Milan.

Enjoy the reading!

More…

To read entire report, click here

 


 

About the Author

pmwj36-Jul2015-Cavone-PHOTOLuca Cavone

Milan, Italy

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Luca Cavone is a Consultant at JMAC Europe, the Consulting firm of the Japan Management Association. He is mainly focused to support companies in the governance of innovation projects and product development. He has a strong background and expertise in project management methodologies and business practices.

Before joining JMAC he had several years of experience in international projects within the aerospace industry. Together with the consulting activities he’s involved as a lecturer for masters and university courses on project management and innovation management. Since 2014 he’s Adjunct Professor in “Language and Communication Skills for Project Management“ in the Master’s in International Business & Economics degree program at the University of Pavia.

Since 2009 he has been member of the IPMA (International Project Management Association), for which he has held board positions both a national and international level. He’s regularly invited at international conferences to deliver speeches and workshops.

Luca joined the PMWJ in 2013 as an international correspondent in Italy; he can be contacted at [email protected].

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

 

PMOs of Today and Tomorrow

 

SECOND EDITION

Darrel G. Hubbard, PE

President, D.G.Hubbard Enterprises, LLC   

and

Dennis L. Bolles, PMP

President, DLB Associates, LLC

USA

________________________________________________________________________

 

INTRODUCTION

The PMO of yesterday never was, the PMO of today is not, and the PMO of tomorrow never will be just an “office.” The PMO is, was, and will continue to be a functional “organization” for the business management of projects, project-programs, and project-portfolios, which is a Project Management Organization (Hubbard & Bolles 2014).

Today, the deployment of a Project/Project-Program/Project-Portfolio Management Organization (“PMO”) has become a key business, management, and organizational function at an enterprise’s executive-level and at a business-unit’s executive-level, for successfully achieving desired business results in the enterprise’s management of its projects, project-programs, and project-portfolios.

However, Hubbard and Bolles’ PMO case studies (Bolles & Hubbard 2012 and 2015) and research by others (Hobbs & Aubry 2010) indicate that: 1) No single view of the Project Management discipline, or a single form of an associated PMO implementation exists, which will allow any enterprise to solve the larger issues presented when managing projects to achieve business benefits, value, and profits; 2) PMOs in different industries, different regions, similar sized enterprises, or in private or public enterprises do not vary systemically in the manner in which they are structured or the functional roles they fulfill; and 3) The organizational structure and the functional roles employed by a PMO are driven by the enterprise’s political and organizational context.

This research also led the co-author’s to develop and publish a set of PMO Frameworks and Models (Hubbard & Bolles 2014) that reflect the PMOs being employed by some enterprises today, and which can, and will, benefit many enterprises tomorrow.

STRUCTURING, TYPES, and FUNCTIONING of PMOs

The co-author’s ongoing search of the project and business management literature identified issues causing confusion when communicating about PMOs and in understanding PMO structuring, positioning, functioning, and use within an enterprise

Structuring and Organizing in Business

Minimizing miscommunication regarding PMOs requires establishing a mutual understanding of some commonly used terms related to organizational management and structuring of PMOs within a business enterprise. Therefore, having a definition of management, organization, structure, functional organization, business unit, and division – as presented below in a project business management context – improves communication concerning PMOs with the management of an enterprise and project management practitioners.

Management is used in three different contexts. “Management,” as an action, is the organizing and coordinating of the activities, organizations, personnel, and materiel of a business, or a unit of the business, in order to achieve the defined strategic initiatives and business objectives of the enterprise. While “management,” as a process, consists of the interlacing functions of creating corporate policy, vision, and mission and then organizing, planning, monitoring, controlling, and directing the enterprise’s resources in order to achieve the objectives of that vision and mission. In addition, “management,” as personnel, are those directors, executives, and managers with the authority and responsibility to make decisions for the enterprise, to administer the business of the enterprise, and to manage each organization within the enterprise.

More…

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 9th annual University of Texas at Dallas Project Management Symposium in Richardson, Texas, USA in August 2015. It is republished here with the permission of the authors and conference organizers.

 


 

About the Authors

dennis bollesDennis L. Bolles, PMP

DLB Associates, LLC
Michigan, USA

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Dennis Bolles, PMP, President – DLB Associates, LLC, has over forty-five years of experience in multiple industries providing business and project management professional services. He assists organizations, as a Subject Matter Expert (SME) consultant, to achieve their business strategic objectives with the analysis of their business process improvement needs and development of business and project management capabilities.

He has been a member of the Project Management Institute (PMI) since 1985, received his PMP® certification in 1986 (#81), and is a founding member of the PMI Western Michigan Chapter, serving on its Board of Directors and in several positions since its 1993 inception.

Bolles performs speaking engagements and assists Project/Program/Portfolio Organizations (PMOs) start-up teams begin the planning and implementation processes; conducts on-site organizational project management capability assessments; provides virtual and periodic on-site support for development of business and project management methodologies, policies, procedures, processes. systems, tools, and templates for organizational governance and corporate strategy; assists in the implementation of a project business management methodology that integrates strategic planning, business objective development, portfolio management, program management, and project management processes to achieve strategic objectives and maximize operational efficiency enterprise-wide through the development and management of Project Management Organizations.

Bolles served as a member of the PMI Virtual Community of Practice Advisory Group (VCAG) advising the Manager of Community Development on future program enhancements and initiatives that would increase the value of PMI’s Communities of Practice and further develop their leadership to mature their communities. He was the PMI Standards Project Manager who led the project core team to a successful completion and on-time delivery of the Project Management Body of Knowledge (PMBOK®) Guide Third Edition in 2004. He has served on and has contributed to multiple PMI Standards bodies over the past 20 years.

He is a published author of many project management articles, is a PMI Congress/ Symposium/Chapter speaker, and author of Building Project Management Centers of Excellence, AMACOM, NY, 2002. He is the co-editor of The PMOSIG Program Management Office Handbook, JRoss, 2010. He is the co-author with Darrel G. Hubbard of The Power of Enterprise-Wide Project Management: Introducing a Business Management Model Integrating and Harmonizing Operations Business Management and Project Management, hardcover – AMACOM, NY, 2007, now in paperback, revised, and retitled The Power of En­terprise PMOs and Enterprise-Wide Project Management – PBMconcepts, MI, 2014, and of A Compendium of PMO Case Studies – Volume I: Reflecting Project Business Management Concepts, PBMconcepts, MI, 2012 and of A Compendium of PMO Case Studies – Volume II: Reflecting Project Business Management Concepts, PBMconcepts, MI, 2015.

He can be contacted at [email protected] and at LinkedIn at http://www.linkedin.com/in/dlballc01. Visit the PBMconcepts website at http://www.pbmconcepts.com/ for information about current and future book projects.

To see more works by Dennis Bolles, visit his author showcase in the PM World Library at http://pmworldlibrary.net/authors/dennis-bolles/

 

darrel g hubbard

Darrel G. Hubbard

D.G.Hubbard Enterprises, LLC
California, USA

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Darrel G. Hubbard
is President of D.G.Hubbard Enterprises, LLC providing executive consulting and assessment services. He has over 50 years of experience in consulting, line management, and technical positions. He has served as a corporate executive officer; managed the due diligence processes for numerous mergers and acquisitions; managed information technology, proposal, accounting, and project control organizations; was a program manager on engineering projects; was a project manager on commercial projects; and a designated “key person” under government contracts. He has also held executive positions in, and was professionally licensed in, the securities and insurance industries.

He assists organizations, as a Subject Matter Expert (SME) consultant, to achieve their en-terprise’s strategic business and tactical objectives. He provides analysis of their man-agement structures, business processes, general business operations, and project man-agement capabilities, while supplying specific recommendations on business, methodology, and process improvements. Mr. Hubbard also assists companies, as an out-side third party, with the intricacies of the due diligence process in their merger and acquisition activities. He also supports companies in the managerial development and establishment of their Project/Program/Portfolio Organizations (PMOs) and provides work­shops and seminars focusing on the business management aspects of project management.

Mr. Hubbard holds a bachelor’s degree in mathematics and physics with a minor in chemistry from Minnesota State University at Moorhead. He is a registered Professional Engineer in Control Systems in California. Mr. Hubbard joined the Project Management Institute (PMI) in 1978 (#3662), is a charter member of the PMI San Diego Chapter, and was deputy project manager for the Project Management Body of Knowledge (PMBOK®) Guide Third Edition ANSI Standard by PMI. He was the Exhibitor Chairperson for the 1993 PMI North American Congress/Seminar/Symposium, is a published author of many articles, a presenter at several PMI Congresses and other Project Management Symposiums, and a guest speaker at PMI and IIBA Chapter meetings. Darrel is also a Life-Member of the International Society of Automation (ISA).

He is a contributing author to The AMA Handbook of Project Management, AMACOM, 1993 and The ABCs of DPC: A Primer on Design-Procurement-Construction for the Project Manager, PMI, 1997. He is the co-author with Dennis L. Bolles of The Power of Enterprise-Wide Project Management: Introducing a Business Management Model Integrating and Harmonizing Operations Business Management and Project Management, hardcover – AMACOM, NY, 2007, now in paperback, revised, and retitled The Power of Enterprise PMOs and Enterprise-Wide Project Management – PBMconcepts, MI, 2014, and of A Compendium of PMO Case Studies – Volume I: Reflecting Project Business Management Concepts – PBMconcepts, MI, 2012 and of A Compendium of PMO Case Studies – Volume II: Reflecting Project Business Management Concepts, PBMconcepts, MI, 2015.

He can be contacted at [email protected] and LinkedIn at http://www.linkedin.com/in/DarrelGHubbard Visit the PBMconcepts website at http://www.pbmconcepts.com/ for information about current and future book projects.

To see more works by Darrel Hubbard, visit his author showcase in the PM World Library at http://pmworldlibrary.net/authors/darrel-g-hubbard/

 

The Hidden Pyramid

 

SECOND EDITION

By Andrea Caccamese, PMP®, Prince2® Practitioner, ITIL® V3 Foundation

and

Damiano Bragantini, PMP®, Agsm Distribuzione

ltaly


 

Abstract

Soft skills for the Project Manager have been traditionally identified as a set of cross-cutting skills that should complement the core job of establishing and maintaining reasonable tradeoffs among the elements of the traditional project management “iron triangle”. But there is more: the project manager needs to extend its integrative role also to a “hidden pyramid” where “soft factors” like motivation, socialization and attitudes are managed into a constrained environment between themselves and with the traditional “hard factors”, like scope, time, cost and quality. Project management can rely upon tools for dealing with “hard factors”: scope, time, cost and quality can be quantitatively defined and measured. But, what about “soft factors”? This paper presents the result of an extended research effort aiming to identify a model for “soft factors”, including taxonomies and proxies representing their qualitative/quantitative values. This model can be put in place in any context where the integrative project management effort is extended to the “hidden pyramid”.

Background

In the last three decades the issue of what constitutes project success has been debated, and many efforts have been made to provide the project manager with tools and techniques useful to pursue project management success. At the beginning the effort was focused upon tools and techniques related to the “iron triangle”, originally focused upon scope, quality, time and cost, and further integrated with tools and techniques focused upon uncertainty governance issues (Atkinson, 1999; Bernroider and Ivanov, 2011; Toor and Ongulana, 2010). Some steps ahead have been made in the direction to incorporate “soft” factors in the basis for project management success: “the project manager’s leadership style influences project success” and “different leadership styles are appropriate for different types of project” (Muller and Turner, 2006, p. 30). Even recently (Serrador and Turner, 2015, p. 30), in debating the relationship between project efficiency (as they redefined project management success) and project success referred “team satisfaction” as one of the dimensions of project success and identified ”team morale”, “skill development”, “team member growth” and “team member retention” as possible measures for it. Overall, there is a quite diffused tendency to complement the traditional view of project management success based upon the successful maintenance of the “iron triangle”, with a need to support, throughout the project, the growth needs of individual team members; at the end of the day, no one is happy if the project delivers according to the goals set up by the iron triangle and, as a result of this, team members suffer for low morale and may decide to leave the performing organization.

In 2012 the existence of a soft pyramid (Exhibit 1) has been postulated, in which the management of “soft” factors in a constrained environment should complement the traditional effort of managing “hard” factors in a constrained environment (the “iron triangle”), and that this should be reflected appropriately in project management methods (Caccamese, Bragantini, 2012).

More…

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 PMI North America Global Congress 2015. It is republished here with the permission of the authors.

 


 

About the Authors           

pmwj41-Dec2015-Caccamese-CACCAMESE

 

Andrea Caccamese

Italy

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Andrea Caccamese
is an Electronic Engineer with more than 30 years of work experience in Information Technology and in Management Consulting for Banking, Finance, Insurance, Oil, Manufacturing, Defense, Software Development and Hardware Manufacturing sectors. Currently he is an independent Project Management Consultant and Trainer. Mr. Caccamese has gained extensive experience in Program and Project Management, working for or with large organizations or Customers from Banking, Finance, Insurance and Manufacturing, being the leader of several relevant Programs and Projects. Andrea Caccamese is a certified Project Management Professional (PMP) from Project Management Institute (PMI). He is also a certified PRINCE2 Practitioner and ITIL V3 Foundation Certified. He has been actively involved with Project Management Institute (PMI) in the development of the standard for OPM3 (Organizational Project Management Maturity Model) Second Edition as a Sub-Team Leader, as a final Exposure Draft Reviewer and Contributor of PMBOK Fourth Edition, and as an Internal reviewer and final Exposure Draft Reviewer of PMBOK Fifth Edition. He has also been actively involved and is still involved with the local PMI Northern Italy Chapter, where he has been a contributor to some research projects. Mr. Caccamese is a frequent contributor and speaker at various Project Management events and is co-author of the preparatory text book for PMP Certification examination “Professione Project Manager”, and co-author of the text “Il ruolo del Project Manager”.   Andrea Caccamese can be reached at [email protected]

 

pmwj41-Dec2015-Caccamese-BRAGANTINIDamiano Bragantini

Italy

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Damiano Bragantini
is a Civil Engineer with more 15 years of experience in Civil Infrastructure and Information Technology experience. Currently he is working with Agsm Group, an important Italian utility in generation, distribution and supply of electricity and gas. Mr. Bragantini is also a recognized teacher at the University of Liverpool (UK) where he teaches in the project management MSc. Mr. Bragantini is a certified Project Management Professional (PMP) from the Project Management Institute (PMI). He has been also actively involved with PMI as a final Exposure Draft Reviewer for Project Cost Estimating Standard and Practice Standard for Earned Value and as internal reviewer of PMBOK Fifth Edition. Mr. Bragantini has also been actively involved and is still involved with the local PMI Northern Italy Chapter, where he has been a contributor to some projects. Damiano Bragantini can be contacted at [email protected].

 

Influencing Change: Extending the Conversation beyond Planning to Execution

 

SECOND EDITION

Eric Loyd and Danielle Cooper

TXU Energy

Dallas, Texas, USA

________________________________________________________________________

 

Abstract

For the last few years, the TXU Energy Delivery Office has focused on its formation, expansion and changes to methodology and practices. Over the last year, the team has taken on new challenges: moving the business to a portfolio investment approach, redefining Technology’s role, and driving business conversations on future state capabilities. This role expansion is due to the team’s historical excellence in execution, quality and perspective. Having played a critical role in delivering functionality for the business enables the team to take the conversation further, defining and shaping “What’s Next,” in terms of team skills, abilities, and solutions.

Executive Summary

TXU Energy

About 50 retail electric providers (REPs) offer as many as 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 REP. 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.

Foundation

The Project Management Office (PMO) was established in 2009, as a complement to TXUE’s systems integration effort. In those first few 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. 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.

Expansion

Entering 2012, there were approximately 80 active projects, with clear priorities for execution. A quarterly proposal submission process was established, with more rigorous business case documentation and validation. 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 investigating Agile delivery methods. In September, 2013, the team established and trained two Agile teams made up of business and technology members and began delivering work using a Scrum-based framework. Given Agile’s focus on building in quality, Quality Assurance (QA) resources began to be integrated into the delivery organization.

More…

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 9th annual University of Texas at Dallas Project Management Symposium in Richardson, Texas, USA in August 2015. It is republished here with the permission of the authors and conference organizers.

 


 

About the Authors

pmwj41-Dec2015-Loyd-LOYD

 

Eric Loyd

TXU Energy
Texas, USA

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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. Eric is a graduate of Baylor University and is a Certified Scrum Master (CSM) and Certified Scrum Product Owner (CSPO) by the ScrumAlliance.

 

pmwj41-Dec2015-Loyd-COOPER

 

Danielle Cooper

TXU Energy
Texas, USA

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Danielle Cooper,
CSM, is a Senior Manager in TXU Energy’s Delivery Office. Danielle began her career in consulting, working with clients across multiple industries and technologies. Her tenure at TXU Energy has provided the opportunity to leverage skill sets in areas including performance management, resource management, project management, organizational change management and communications. Danielle leads a team responsible for establishing governance and enablement practices within technology and internal stakeholders. Also a graduate of Baylor University and a Certified Scrum Master (CSM) by the ScrumAlliance, Danielle can be contacted at [email protected].

The First 90 Days of PMO Leadership

 

SECOND EDITION

You’ve gotten the title and responsibility, now what?

By Connie Inman

and

Marylyn Elle Houston

USA

________________________________________________________________________

 

Abstract

You have been working your way up on the team and now you have been given the opportunity to lead the Project Management Office. There are multiple thoughts, best practice references, and theories on how to best setup, staff, and deliver Project Management Office Services. But, how do you as the new leader take on an existing PMO and what are the 10 things you can do to make sure your first 90 days are not your last with the company. What if you do not have a staff, or worse, the wrong staff?

Often the PMO becomes the ‘dumping ground’ of the business – a place to park underperforming employees that are not quite bad enough to terminate but not good enough for any real responsibility. This paper will walk you through your first 90 days on the job. Topics include how to evaluate the team, the processes, the tools, and identify short-term initiatives that will make the most positive impact on the organization. We will also cover how to breathe life back into an undervalued PMO through in-place process improvements and establish performance metrics to communicate the value added by having YOU leading this Project Management Office. We will look at the top 10 activities you should begin planning now for improvement quick wins and leadership ability recognition.

Introduction

This paper will walk through the first 90 days on the job as a PMO Leader. Topics include how to evaluate the team, the processes, the tools, and identify short-term initiatives that will make the most positive impact on the organization. We will also cover how to breathe life back into an undervalued PMO through in-place process improvements and establish performance metrics to communicate the value added by having YOU leading this Project Management Office. We will look at the top 10 activities you should begin planning now for improvement, quick wins and leadership ability recognition.

Getting Started

You have been working your way up in the company and now you have been given the opportunity to lead the Project Management Office. There are multiple thoughts you may have, and as well intended or accurate as those thoughts may be, there is one element that determines the outcome with you in place – YOU. Jack Canfield offers a theory of E+R=O wherein E is the event (what is happening). The R is for your response or reaction to the event. The O is for outcome (the resulting situation). The event is the constant and the only way to change the outcome is to change the variable of your response or reaction.

The role of leader is on your shoulders and the success of the department is dependent on your positive response to the event of building a PMO. However, how do you as the new leader take on an existing PMO and what are the 10 things you can do to make sure your first 90 days are not your last with the company. What if you do not have a staff, or worse, the wrong staff? Often the PMO becomes the ‘dumping ground’ of the business – a place to park underperforming employees that are not quite bad enough to terminate but not good enough for any real responsibility either.

In the section we will begin by evaluating the current situation, then identifying the initiatives, and building the plan for the department and your path to PMO leadership success.

More…

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 9th annual University of Texas at Dallas Project Management Symposium in Richardson, Texas, USA in August 2015. It is republished here with the permission of the authors and conference organizers.

 


 

About the Authors

pmwj41-Dec2015-Inman-INMANConnie Inman, PMP, MBA

Buckeye Partners, L.P.
Houston, TX, USA

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Connie Inman
completed her PMP in 2000 and has been working with organizations to establish and operate PMO’s over the last 11 years. Ms. Inman is currently the Director, Engineering PMO at Buckeye Partners, L.P., mid-stream Oil & Gas Company in Houston, TX. She completed her MBA with a concentration in Process Improvement through Nova Southeastern University in Fort Lauderdale, FL. She can be contacted at [email protected]

 

pmwj41-Dec2015-Inman-HOUSTONMarylyn Elle Houston

SPX
Charlotte, NC, USA

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Marylyn Elle Houston
is a graduate of The University of Tennessee, at Knoxville with a Bachelor of Science degree in Business Administration, a collateral in Information Management, and a Minor in Information Studies/Technology. Ms. Houston is currently the Corporate Guest Services Administrator at SPX in Charlotte, NC, a global supplier of highly specialized, engineered solutions with operations in over 35 countries and sales in over 150 countries around the world. She can be contacted at [email protected]

 

The Wetware of Project Management

 

SECOND EDITION

By Tobe Phillips

Texas, USA

________________________________________________________________________

 

Summary

Project management is typically an exercise in guiding a group of individuals to completion of objectives. Each individual involved in the project brings a unique skill set or perspective a PM actively works to merge into a coherent approach toward the desired end state. While each project participant brings unique facets into play, we also possess general traits and patterns of behavior. Research in fields like psychology, neurology and behavioral economics shed light onto these patterns. These predispositions we possess to varying degrees can be based on the operations of our brain – our wetware. Understanding trends, or limitations, of our mental operations and behaviors equips a project manager to better ensure project success, as enhanced understanding of human behavior enables the crafting of approaches best suited to the project team.   This paper highlights research findings in human behavior that, when practically applied into every day projects, could enhance project manager effectiveness.

Introduction

It’s been said project management methodology is the accumulation of thousands of years of getting things wrong, and doing the opposite on the next project. And since the creation of pyramids, humans have been involved in those projects. We all participate in projects of some variety, whether in work, civic, or personal environments. For this reason, a case could be made that our project methodology is a massive, longitudinal effort to harness and unite the efforts of project participants to ensure a positive impact on projects. Operating under this presumption, it follows that an increased understanding of people, and in particular trends in our behaviors, should improve the frequency of project success. This knowledge should help reinforce those aspects of project management we do well now, help us to avoid common pitfalls, and potentially suggest novel methodologies.

While this paper speaks of projects methodology broadly, we all individually fall along some continuum of project management maturity in our personal practice and within our organizations. At one end is strong maturity – well defined scopes, tight governance, and ready access to stakeholders, for instance. At the other end is weak maturity – poorly conceived timelines, lack of risk assessment and inadequate demand management.   For those with strong project maturity, it is likely positively impacted by some combination of your personal effort, the support of leadership, and an organizational context conducive to project management. You work at it, you focus on it, you are always looking for new information and tips. For those at the end of lesser project maturity, you likely know where you want to be and probably even how to get there, but life (and maybe your organizational culture…..or leadership….or…..?) intervenes. Most of us fall somewhere between the two ends and, no matter you lie on that spectrum, you are not alone.   An enhanced understanding of the human impact on projects should enable a more mature approach to projects.

The science of human behavior – whether couched in terms psychological, economical or neurological – continues to grow. We know increasingly more about how we are built and wired at the level of our brain, and how this influences our manifest behaviors. Thus the driving question for this paper: How do our behaviors reflect the makeup of our brain and how can we address our ingrained abilities and predispositions to reinforce best practices, make better project decisions and avoid common mistakes?

This paper highlights the practical impacts of human behavior on project management in terms of:

  • 1 key principle
  • 3 properties of our brain
  • 4 patterns of thought and their subsequent behaviors

More…

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 9th annual University of Texas at Dallas Project Management Symposium in Richardson, Texas, USA in August 2015. It is republished here with the permission of the authors and conference organizers.

 


 

About the Author

pmwj41-Dec2015-Phillips-PHOTO

 

Tobe Phillips, PMP, PhD, MS, SPHR

Director, Office of the CIO
Baylor Scott & White Health Care System Information Services
Texas, USA

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Tobe Phillips
serves as Director of the Office of the CIO, where he oversees the standardized approach to IS human factor initiatives and management approaches, including organizational change management, performance monitoring, communications, and administration. Previous roles at BSWH include Director of the Program Management Office and Strategic Initiatives for Baylor’s Information Services Department and Manager of Project Management for Baylor’s Electronic Health Record initiative, Manager of Training and Communications in the Office of Clinical Transformation, and HR consulting.  Prior to this position he was employed in both private and public-sector initiatives where he used his extensive change management and project management experience to develop and implement process improvement initiatives.

Tobe received his Master’s degree in Clinical Psychology from Abilene Christian University and his PhD in Industrial-Organizational Psychology from the University of North Texas.  He holds also maintains his Senior Professional in Human Resources and Project Management Professional certifications.

Tobe can be contacted at [email protected]

 

Transition to an Automated Online Talent Acquisition System in an IT Project-Based Organization: A Case Study

 

CASE STUDY

Dr. Debashish Sengupta
Alliance School of Business & Program Director
Alliance Ascent College, Alliance University, Bangalore, India

Prof. Ray Titus
Professor of Marketing and Strategy
Alliance School of Business, Alliance University, Bangalore, India

Subhashish Sengupta
PMP Pro & Project Manager
Bangalore, India

________________________________________________________________________

 

Evolution of Talent Acquisition

The evolution of recruitment as a function has been fascinating. The traditional recruitment involved recruiting over long timelines and use of print advertising (post, spray and pray). Process superseded end-result and the idea was to ensure right headcount. Later recruitment saw the shift to online and e-recruitment. The offline post-spray-pray of recruitment advertisements was complimented with online post-spray-pray of attracting candidates. The traditional recruitment and online recruitment existed side-by-side. The next version of recruitment was a considerable advancement over the previous versions. While the older forms of recruitment focused on the active job seekers and aimed at attracting them, the newer version of recruitment focused also on the passive job seekers. The passive job seekers are those who are not actively looking for a change of job but are precious talent who can be converted. The newer version of recruitment also saw the recruitment going social or in other words, social media recruitment. The use of social networking platforms like LinkedIn, Twitter saw recruiters connecting to professionals over social networks and attracting talent. The focus shifted from process to end-result. No more headcount is enough. Talent acquisition was the need of the hour.

Today all these versions interestingly co-exist, although there is increasing shift towards talent hiring. Employer branding has become all the more important. The next shift of recruitment is even more transformational and aims for the very first time to convert recruitment from a cost centre into a profit centre. What many times is dubbed as the fourth version of recruitment or recruitment 4.0 believes in the power of the network. It involves crowdsourcing and Gamification. The traditional job boards and job agencies lose significance. The recruitment also looks beyond recruiting traditional employees to recruiting talent over the network who connect, do the job and disconnect. The process follows an open call format i.e. being open to virtually anyone in the world. The volunteering workers join, connect over the network and do the job. This is known as crowdsourcing. ‘This depends on building and nurturing a “qualitative” community, a strong employment brand, vibrant social networks, mapped competitors, and putting in place a predictable talent pipeline for key hiring channels’ (Jeffery, 2011) (Foxall, 2013) (McClure, 2011) (Haterd, 2011). ‘Simply defined, crowdsourcing represents the act of a company or institution taking a function once performed by employees and outsourcing it to an undefined (and generally large) network of people in the form of an open call. This can take the form of peer-production (when the job is performed collaboratively), but is also often undertaken by sole individuals. The crucial prerequisite is the use of the open call format and the large network of potential laborers’ (Howe, 2006).

Technology continues to impact hiring in a big way. The war for talent on one hand makes it imminent for companies to find newer and better ways of acquiring talent. On the other hand there is a continuous pressure to reduce cost and improve the ROI on recruitment. In short, can technology help to improve the rigour and effectiveness of hiring and help in acquiring better talent at a lower cost? The more a company can do that, the greater advantage it has over its competitors. Better talent at a lower cost means even more in knowledge intensive and tech-skills intensive industry like Information Technology. IT Project-based organizations are increasingly transitioning to fully automate hiring using automation and artificial intelligence. The possibility of reducing human involvement and let machines take over the hiring initially in screening resumes and then in conducting selection tests and then even in scheduling interviews and finally conducting interviews and making offers (Nagy, 2013) (Paesani, 2013) (Jibe, 2015) (Rosenblum, 2015) (Faliagka, et al., 2012).

More…

To read entire paper (click here)

 


 

About the Authors

pmwj41-Dec2015-Sengupta-DEBNASHDr. Debashish Sengupta

Professor, Organizational Leadership & Strategy
Alliance School of Business, Program Director
Alliance University, Bangalore, India

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Dr. Debashish Sengupta
currently works as a Professor in Organizational Leadership & Strategy Area with Alliance School of Business, Alliance University, Bangalore (India). Dr. Debashish Sengupta is the author of a Crossword bestseller book – ‘Employee Engagement’ (Wiley India, 2011). The book has been cited by KPMG in its report ‘Post Merger People Integration’ (2011). He has also authored four other books – ‘Business Drama’ (Zorba, 2014), ‘Human Resource Management’ (Wiley India, 2012) ‘You Can Beat Your Stress’ (Excel Books, 2007) and ‘FMI’ (Excel Books, 2010). He has been a book reviewer for the prestigious Emerald Group Publishing, London (U.K.). He is an avid researcher and has won best paper awards and best young researcher award for his research works. He occasionally writes columns, articles and case studies for reputed business publications. He writes a professional blog on people engagement – http://www.peopleengagement.blogspot.in/ Dr. Sengupta is a much sought speaker at various business forums and a resource person in several MDPs, corporate training programs. His invited talk on ‘Engaging Gen Y’ for the entire HR fraternity of Tata Consultancy Services, Bangalore was contributory in design of a Gen Y policy of the company. Email: [email protected] Twitter: @d_sengupta @employeeengage1

 

pmwj41-Dec2015-Sengupta-TITUSProf Ray Titus

Professor of Marketing and Strategy
Alliance School of Business
Alliance University, Bangalore, India

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Ray Titus
is the Professor and Marketing & Strategy at the Alliance School of Business, Alliance University, located at Bangalore, India. Ray’s entry into academia followed a decade long stint in the Industry where he served in Operations, Marketing, and Project roles. As an Industry Professional he’s overseen strategic growth infinitives that included product and category expansions and the launch of an independent strategic business unit.

Prof. Ray publishes his professional blog ‘Buyer Behaviour’ which is listed among the ‘Top 100 academic Blogs every professional investor must read’ by Currency Trading and ‘15 Must Read Indian Blogs about Investing & Business’ by INForum India. Ray is also a business columnist whose expert opinion features in leading business newspapers and magazines. email: [email protected];     Blog: http://www.buyerbehaviour.org/ Twitter handle: https://twitter.com/buyerbehaviour

 

pmwj41-Dec2015-Sengupta-SubhashishSubhashish Sengupta, PMP

PMP Pro & Project Manager
Bangalore, India

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Subhashish Sengupta
is a certified Project Management Professional (PMP®). He has over 15 years of work experience in the IT industry and his key strengths are in Project Development & Management, Delivery management, Project Analysis & Design. He currently works as Project Manager. He has played a leading role in coming-up with recommendations on implementing Agile in the Indian IT scenario. He has received several awards in his career and was awarded the ‘Star performer of the Year’ award for his professional contributions. Besides his present role, Subhashish also has interests in practice-oriented research, especially in the area of Project Management. Email: [email protected]

 

The project manager you know

 

COMMENTARY

By Almahdy Eltonsy

Cairo, Egypt

________________________________________________________________________

 

Project management is an art based on a core knowledge; as project managers we all face many situations after which we wonder and say: “How did I do that??”

The article aims is to share what we tested many times in our daily work and life; we need to put a name over it.

My article is based on the ICB (IPMA International Competence Baseline) linking it to real situations.

First, the ICB divides project management competencies into 3 categories as shown.

pmwj41-Dec2015-Eltonsy-IMAGE1

The details of the competencies are as follow:

pmwj41-Dec2015-Eltonsy-IMAGE2

Openness:

It is the autumn with a breezy air in the hot weather of Cairo, standing in front of a huge modern building, new hospital, a national project that all look at as a real example of determination for change.

With tight schedule and a lot of complex situations the GPM, general project manager, as well the PMs in the project keep looking at their watches.

Now the project organization is complet, and we started with a team of 7 core team members. The core team members or the subproject managers are not all from my organization and they do not directly report to me.

After about 6 weeks from starting the project, with a project period of 8 months (32 weeks), I found two project managers in my team standing in front of me at 18:00. Looking me in the eyes they said: “It will not work, we are under resourced and the work is massive. We will quit and advise the others to quit as well. We are sorry but we saw a real bad progress and a catastrophic situation”

What a feedback!

More…

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About the Author

pmwj41-Dec2015-Eltonsy-PHOTOAlmahdy Eltonsy

Cairo, Egypt

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Almahdy Eltonsy
, IPMA – B is a Senior Project Manager in the HealthCare industry, and the first healthcare PM granted the IPMA-B certification in Egypt. Starting with Siemens in 1993, Almahdy has extensive technical and managerial experiences, gaining the ability to work cross-functionally in a time-intensive environment. One of the most important milestones in Almahdy’s project management career is Children’s Cancer Hospital in Egypt (57357) (http://www.57357.com/ ), a 30 Million Euro Project. As a GPM for this strategic pivotal project, the scope was not only project management but also the service management, in addition to work with accreditation bodies.

In 2012 Almahdy moved to GE HealthCare to work as a product service manager for Surgery – X-Ray – Intervention – Ultrasound – Life Care solutions, using his experience in leading the service team with project management methodology. Almahdy’s motive to change is to take a new challenge and exposure to new cultures and discipline, taking advantage of his technical and managerial skills and using the project management tool box in general management aspects.

In addition to his work in healthcare, Almahdy worked as an IT project developer with one of the largest media and advertising groups in Egypt. Almahdy was able to realize a new methodology and software for Media planning and advertising campaign planning. Almahdy holds a B.Sc. in Systems and Biomedical Engineering from Cairo University – Faculty of Engineering, and passed many specialized courses in Siemens, GE and Microsoft. Linkedin: Almahdy Eltonsy. Email: [email protected]

To view other works by Almahdy Eltonsy, visit his author showcase in the PM World Library at http://pmworldlibrary.net/authors/almahdy-eltonsy/.

 

The Differences between a Project Management Certification and a Training Certificate

 

COMMENTARY

By Jerry Ihejirika

Nigeria

________________________________________________________________________

 

It has come to my notice that most persons who are interested or are practising in the field of project management (PM) tend to confuse or interchange a PM training certificate with PM certification. They are not the same thing and all present and future project management practitioners should understand the difference. Also, most PM trainers, tutors and coach have been at fault at these as they have often failed to inform their trainees or students that what they would receive at the end of their training is a PM training certificate and NOT a PM certification.

Now, let me share the differences:

  1. Anyone can receive a PM training certificate but not anyone can receive a PM certification as it requires some very important criteria.
  1. A project management training certificate can be earned after completing your project management training, while a project management certification requires passing a professional examination from a recognised body. You can also earn a PM certification by achieving some certain competence or experience level in the field of project management.
  1. Project management training certificates are issued by educational institutions (excluding universities and polytechnics), while project management certifications are issued by a third-party, PM standard-setting organisation such as the PMI USA, APM UK or the IPMA.
  1. You can list your PM training certificate on your resume or curriculum vitae under the Education category but a PM certification is more of a designation that’s usually placed after one’s name. Example: Jerry Ihejirika, PMP, ITIL, PRINCE2, MoR, Level D. (As at the time of the writing this article, Jerry Ihejirika has not obtained any of those PM certifications, but he has a bachelor’s degree in project management technology).

More…

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About the Author

pmwj23-jun2014-Ihejirika-AUTHOR PHOTOJerry Ihejirika

Lagos, Nigeria

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Jerry Ihejirika is a project management graduate (BTech) and blogger. He’s passionate about project management and blogging.

Jerry has published several insightful articles on project management, social media and career development. He’s also working towards establishing an Initiative (PM for Africa Initiative) that will help in creating more awareness, promoting and advancing the best practice of project management in Africa.

You can connect with Jerry Ihejirika through his blog at http://jerryihejirika.com/.”

To see more works by Jerry Ihejirika, visit his author showcase in the PM World Library at http://pmworldlibrary.net/authors/jerry-ihejirika/

 

Optimizing project management with a combination of PRINCE2 and PMBOK

 

ADVISORY ARTICLE

Panagiotis Fiampolis,
Research & Development Director
PEOPLECERT

and

Mike Acaster
PPM Portfolio Manager
AXELOS Global Best Practice

United Kingdom

________________________________________________________________________

 

Abstract

The PMBOK® Guide and PRINCE2® have very different perspectives on project management but the combination of the two provides a powerful tool for organizations to achieve successful project outcomes. In this article we outline the differences and similarities between the two most recognized global project management approaches and discuss the benefits to be gained from using a combination of the two complementary approaches to project management

Introduction

The PMBOK® Guide and PRINCE2® have very different perspectives on project management but the combination of the two provides a powerful tool for organizations to achieve successful project outcomes1. PMBOK takes the viewpoint of the project manager, providing everything the project manager needs to know and understand. PRINCE2, in contrast, takes the organizational viewpoint and is intended to meet the objectives of the organization, defining the roles and responsibilities of various stakeholders in the project delivery process.

Organizations may well be asking themselves whether they should be using PMBOK or PRINCE2 and which approach would be best for them. If so, they are asking themselves the wrong question. PMBOK and PRINCE2 have varying attributes; depending on the issues the organization needs to address they may work effectively together or in tandem with other approaches to project management, such as Agile or standards-based approaches. A PRINCE2 project manager needs a body of knowledge to call upon in order to be competent – PMBOK fits the bill. Meanwhile, the PMBOK Guide requires a method that the project management team can adopt – this can be PRINCE2.

Key differences in approach

PMBOK, with a heritage dating back to 1987, provides a knowledge base for the project manager, whereas PRINCE2 provides the end-to-end process to manage a project in an organization. PMBOK is a guide to the Project Management Institute’s Project Management Body Of Knowledge (PMBOK). It provides guidance as to what a project manager should be doing, as well as some specific tools and techniques for doing so. It does not include defined roles and responsibilities, product descriptions and the order of activities in processes – this is where PRINCE2 comes in. PRINCE2 is a clearly defined framework with roles, responsibilities, principles and processes. In some countries it is, in effect, mandatory for a project manager to be certified in PRINCE2.

More…

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About the Authors

pmwj41-Dec2015-Fiampolis-FIAMPOLISPanagiotis Fiampolis

Research & Development Director, PEOPLECERT
United Kingdom

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PEOPLECERT partners with multi-national organizations and government bodies for the development & management of globally recognized certification schemes and the delivery of their related standardized exams in over 150 countries. PEOPLECERT maintains certification programmes on behalf of a wide range of organizations, including the ECDL Foundation, City & Guilds, AXELOS (joint venture between the UK Cabinet Office and Capita plc.) for the Global Best Practice portfolio (including ITIL® and PRINCE2®). PEOPLECERT has been selected as an Examination Institute to deliver the new AXELOS PRINCE2® Agile certification. Panagiotis can be contacted at [email protected] ; Website: http://www.peoplecert.org/

 

pmwj41-Dec2015-Fiampolis-ACASTERMike Acaster

PPM Portfolio Manager, AXELOS Global Best Practice
United Kingdom

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Mike Acaster
looks after the maintenance and development of PRINCE2, MSP, MoP, MoR, MoV, P3O and P3M3. Mike joined AXELOS from its inception having transferred from the Cabinet Office following its decision to establish a joint venture company with Capita plc. Mike led the development of PRINCE2 Agile™ from inception through to product launch of the first new products in the PPM portfolio since the formation of AXELOS. Website: https://www.axelos.com/. Mike can be contacted at [email protected]

 

References

1Klas Skogmar. ‘PRINCE2®, the PMBOK® Guide and ISO 21500:2012’.
https://www.axelos.com/case-studies-and-white-papers/prince2-the-pmbok-guide-and-iso-21500-2012

ITIL® / PRINCE2® / MSP® / M_o_R® / P3O® / MoV® / MoP® are registered trademarks of AXELOS Limited. PRINCE2 Agile™ is a trade mark of AXELOS Limited.

PMBOK® is a registered mark of Project Management Institute, Inc. registered in the United States and other nations.

For further reading AXELOS recently commissioned a White Paper authored by Klas Skogmar to give further clarity on the synergies between PRINCE2, the PMBOK Guide and ISO21500