Welcome to the June 2015 Edition of the PM World Journal

By David L. Pells,

Managing Editor

Addison, Texas, USA


Welcome to the June 2015 edition of the PM World Journal (PMWJ). This 35th edition of the Journal is another full issue, containing 29 articles, papers, reports and book reviews by 33 different authors in 16 different countries. News articles about projects and project management around the world are also included. Since the primary mission of the journal is to support the sharing of knowledge and information related to program and project management (P/PM), please share this month’s edition with others in your network.

Invitation to Share Knowledge

We invite you to share your knowledge and experience (and stories) related to program and project management. A wide variety of articles, papers, reports, book reviews and news stories are included in the PMWJ each month. Share knowledge and gain visibility for you and your organization; publish an article or paper in the PMWJ. See our Call for Papers in the news section of the PMWJ this month; if interested in submitting works for publication, review the Author Guidelines for the journal. Then just email your original work to [email protected].

This month in the Journal

We begin this month with 4 Featured Papers by authors in four different countries. Bob Prieto, senior vice president at Fluor in the USA, has authored another very interesting paper titled “Project Management Theory and the Management of Large Complex Projects.” Alan Stretton, PhD (hon) in Australia is the author of an important paper titled “Further thoughts on the nature of, and futures for, project management.” Dr. Benia Mapepeta in Zimbabwe is the author of “Impact of Corporate Social Responsibility on Corporate Image through Implementation of Socio-Economic Projects: the Case of Zimbabwe Revenue Authority (ZIMRA).” Dr. Isaac Olaniyi Aje, Bosede Aderibole and Olusola Ogunsina in Nigeria are the authors of “Supply Chain Management Practices in Construction Procurement: Perceptons of Professional Quantity Surveyors in Ondo State, Nigeria.” We are happy that these authors are sharing their research and serious papers with readers of the PMWJ this month.

5 Series Articles are included this month, by authors in three different countries. Prof Darren Dalcher in UK introduces this month’s Advances in Project Management series article with “There is nothing so permanent as temporary: Some thoughts on adapting project structures.” Jonathan Whelan, also based in UK, is the author of the Advances series article titled “Managing change in a complex environment.”

Dr. Lynda Bourne in Australia, principal of Stakeholder Management Pty Ltd and one of the world’s leading authorities on the subject of program/project stakeholder management, has provided another useful article in her series on “Stakeholder Engagement”. This month’s article is titled “Understanding and visualising your Stakeholder Community”. More wisdom from Dr. Bourne on a subject of critical importance on many projects!

Dr. Steve Perry in the USA is the author of the article this month provided by the IPMA Education and Training Board; it is titled “3 Reasons Online Training Institutions Fail.” The article provides both a critique and a prescription for positive change.

The third article in the series on Agile and Earned Value provided by the College of Performance Management (CPM) in the USA is included this month. It is titled “Using Story Points to Generate Earned Value Metrics” and authored by Eric Christoph in the USA.


To read entire paper, click here


About the Author


pmwj35-Jun2015-Pells-PHOTODavid Pells

Managing Editor, PMWJ



David L. Pells is Managing Editor of the PM World Journal, a global eJournal for program and project management, and Executive Director of the PM World Library. David is an internationally recognized leader in the field of professional project management with more than 35 years of experience on a variety of programs and projects, including energy, engineering, construction, defense, transit, high technology and nuclear security, and project sizes ranging from several thousand to ten billion dollars. He has been an active professional leader in the United States since the 1980s, serving on the board of directors of the Project Management Institute (PMI®) twice. He was founder and chair of the Global Project Management Forum (1995-2000), an annual meeting of leaders of PM associations from around the world. David was awarded PMI’s Person of the Year award in 1998 and Fellow Award, PMI’s highest honor, in 1999.

David is also an Honorary Fellow of the Association for Project Management (APM) in the UK; Project Management Associates (PMA – India); and Russian Project Management Association SOVNET. He is an honorary member of the Project Management Association of Nepal.  From June 2006 until March 2012, he was the managing editor of the globally acclaimed PM World Today eJournal. He occasionally provides high level advisory support for major programs and global organizations. David has published widely, spoken at conferences and events worldwide, and can be contacted at [email protected].

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

For more, visit https://www.pmworldjournal.net/ and http://www.pmworldlibrary.net/.


PMP Project Management Professional Exam Study Guide, 7th Edition


pmwj35-Jun2015-Coelln-BOOKBook Title: PMP Project Management Professional Exam Study Guide, 7th Edition
Author: Kim Heldman, PMP
Publisher: SYBEX
List Price:   $59.99
Format: soft cover, 696 pages
Publication Date:   2013    
ISBN: 978-1-118-53182-2
Reviewer:     Maryanne Coelln, PMP
Review Date: 05/2015


It was 2002, and I decided to study for the PMP exam. I researched what my local PMI chapter was using for their PMP exam review class, and it was the first edition of this book. I read it cover to cover over several weeks, took all of the quizzes, and appreciated how nicely it was laid out.

Since that time, I have recommended Kim’s book over and over to others interested in project management, not restricting its use to preparing for the PMP exam. That’s what sets this book apart from other exam resources. Kim has a real knack for organizing the material so that you are learning it to become a better project manager, not just pass a test. This book is the latest revision of her original work. She’s updated it to reflect the most current version of the exam, and its original essence is retained.

Overview of Book’s Structure

Kim aligns the chapters of the book with the process groups. This is an insightful departure from other study books, which are aligned by knowledge areas. This helps the new project manager with the understanding of how each process integrates with the other processes, which is more intuitive than learning about the knowledge areas in silos. Kim’s approach on teaching these fundamentals makes it easier to digest. The PMP exam expects project managers to understand and know the inputs and outputs, so this structure definitely aids in studying for the exam. Kim includes an appendix with all of the inputs and outputs for easy reference.

The book starts with an assessment test to give you an idea how much you already know, and what you need to learn. Every chapter has quiz questions to help reinforce what you’ve just read. Additionally, there are many online resources available that supplement the book; downloadable / printable flash cards and two sample tests. Answers to all questions are provided in the book and/or online. Two hours of audio instruction via the web are also included.


The best part of this book’s approach is in the conversational writing style. As you read the paragraphs, it’s as if Kim was right there with you explaining the concepts. Starting with “What is a Project” and ending with “Closing the Project and Applying Professional Responsibility”, Kim’s way of organizing each chapter with examples, tables, diagrams and exercises helps keep the topic relevant and the mind alert


To read entire Book Review, click here


About the Reviewer


pmwj35-Jun2015-Coelln-PHOTOMaryanne Coelln

Texas, USA



Maryanne Coelln
, PMP, is Director of Project Delivery for the American Airlines Federal Credit Union.  Maryanne has a B.S.C. degree in Marketing from Santa Clara University, California and earned her PMP in 2003. She has over 15 years of experience in leading technical project teams and is focused on developing practical methodologies. She has been an active member in the PMI Dallas Chapter for many years.


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].


Program Management for Improved Business Results, 2nd Edition



pmwj35-Jun2015-Dunn-BOOKBook Title:   Program Management for Improved Business Results, 2nd Edition
Authors: Russ J. Martinelli; James M. Waddell; Tim J. Rahschulte
Publisher: John Wiley & Sons, Inc.
List Price:   $65.00
Format: Hard cover, 389 pages
Publication Date:   2014    
ISBN: 978-1-118-62792
Reviewer:     Wyatt Dunn, PMP
Review Date: May 2015


As almost any Project Manager including PMP certified Project Managers know, there is a great wealth of books and reference guides on Program Management. Many of these focus mainly on the mechanics of a program management process. Strikingly by contrast, Martinelli, Waddell, and Rahschulte’s book, Program Management For Improved Business Results, brings forward the key concept about being focused on the business results outcome as a guiding principle vs the more pure mechanics of a program management process.

The authors take great pains to lay out this principle in the Chapter 1, It’s About the Business. The fundamental elements of their concepts are explained and further supported by the coalescing of PMI (US) and Office of Government Standards (UK) definitions of program management identifying a group of related projects managed in a coordinated manner (PMI) that delivers outcomes and benefits related to the organizations strategic objectives (OGS). It is the intertwining of these correlated concepts that lay the groundwork for remaining chapters in the book.

Overview of Book’s Structure

The overall structure of the Program Management For Improved Business Results contains five (5) key sections:

  • Part I: It’s About the Business
  • Part II: Delivering the Whole Solution
  • Part III: Program Practices, Metrics, and Tools
  • Part IV: The Program Manager
  • Part V: Organizational Considerations.

In Part I, the foundation of the author’s views on Program Management are defined and related to the principle focus of yielding business benefits. The further alignment of a program with a coherent set of business strategies is explored to ensure the greatest degree of success.

In Part II, the Whole Solution concept is explored where many large projects are reviewed with the consideration of being transformed into a Program because they are complicated. This concept is often also applied to several projects around a central theme. In considering the Whole Solution, it is the complexity of a single or multiple projects that is the driving factor where their interconnectedness and cross-linked deliverables require their execution be organized into a program. It is in response to this complexity that now requires how project teams now need to be viewed as an integrated program team. The process of organizing and managing the program team and overall program is then explored.


To read entire Book Review (click here)


About the Reviewer


Wyatt Dunn, PMP

North Texas, USA



Wyatt Dunn has more than 30 years of IT and operational project management experience in the power, telecom, ERP, and IT consulting businesses. Certified Salesforce.com Admin, PMP, and Registered Professional Engineer-Inactive. Wyatt volunteers in job placement groups assisting others with job search and referral support. A car guy, he is an active member of the PMI Dallas Chapter.


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].


Challenges & Best Practices of Managing Government Projects & Programs


pmwj35-Jun2015-Azam-BOOKBook Title: Challenges & Best Practices of Managing Government Projects & Programs   
Authors: Young Hoon Kwak, PhD, Min Liu, PhD,
Peerasit Patanakul, PhD, Ofer Zwikael, PhD, PMP
Publisher: PMI, Inc. USA
List Price: US$ 29.95
Format: Soft Cover; 74 Pages
Publication Date: 2014    
ISBN: 978-1-62825-065-7
Reviewer: Javed Azam, MBA, MSc, PME, P.G.
Review Date: May 2015



Projects and programs funded by governments are designed to achieve strategic long-term goals but due to their fundamental characteristics and how they are structured, often lead to failure with profound disruptions and financial ramifications. Government funded initiatives undertaken in the United States, United Kingdom and Australia are researched. Project data associated with 39 large-scale and mega-projects (18 in USA, 6 in UK & 15 in Australia), collected from government audit reports across three principal sectors including Infrastructure and Transportation (13), Information Technologies/System (9), Defense (8) and Diverse/involving more than one sector (9), was analyzed. With an average cost of US$ 13 billion, the duration of all projects and programs was 8.8 years.

The research identified 6 key characteristics of Government Funded Projects and Programs (GFPP), and present 28 recommendations to improve processes and success factors. The analysis and recommendations presented in the book reinforces the importance of utilizing project/program management principles and systems that would lead to successful implementation of projects and thereby, reduce and/or prevent waste of taxpayers’ monies in the process.

Overview of Book’s Structure

The book consists of seven chapters. The Chapter 1-Introduction, includes three sections that cover Motivations & Objectives, Literature Review & Research Approach & Data Analysis, while Chapter 2-Key Characteristics of Government Projects & Programs, covers six sub-sections describing 6 key characteristics and features of GFPP and builds the case for the next chapter. The 6 key characteristics include: (I) Non-Financial Benefits, (II) Political Environment, (III) Formal Process, (IV) Megaprojects, (V) Long Product Life Cycle and (VI) Multiple Stakeholders.

The Chapter 3-Recommendations for Government Projects & Programs, is the central part of the book and presents recommendations in each of the 6 key categorized characteristics outlined in chapter 2. The authors presented 28 key recommendations described in six categories.

The Chapter 4-Discussion, consists of five sub-sections and summarize the principles utilized, critical factors that affected outcomes with statistical analysis of data, and key findings and implications, while Chapter 5Concluding Remarks, summarizes the findings, recommendations and their implementations in policy and decision making useful for governmental officials and other stakeholders. Chapter 5 is followed by an Appendix with a list of the 39 projects and programs analyzed during the research with project name, country, sector and government owner. The book is enriched with References for easy retrieval of subject matters.

In order to equip the reader with the core subject matter, the authors devote less than 20% of the contents with introductory materials including introduction and 6 key characteristics of GFPP. More than 50% of the book deals with the core subject matter of recommendations for government projects and programs, and 30% of the remaining chapters include discussion, concluding remarks, appendix and reference.


To read entire Book Review (click here)


About the Reviewer


pmwj35-Jun2015-Azam-PHOTOJaved Azam, MBA, MSc, PME, P.G.

Dallas, Texas, USA




Javed Azam has more than 25 years of technical/engineering and management experience in conducting and leading projects in more than 15 countries (USA, W-Europe and SE-Asia). He served in progressively responsible positions as Regional Director, Program/Project Director and Chief Operating Officer of consulting engineering firms, and demonstrated his management, operations and leadership skills in the acquisition and implementation of complex and multidisciplinary projects (capacity enhancement, geotechnical, inspection/testing, environmental, infrastructure & water resources development) projects in often culturally challenging environments.

In addition to his technical certifications, Javed is a Licensed Professional Geoscientist (P.G., Geologist), Certified Professional Geologist (CPG), and a Certified Project Management Expert (PME). He is member of several professional organizations including the American Institute of Professional Geologists (AIPG) and the Project Management Institute (PMI). He is an alumnus of University of Texas, University of California-Berkeley, and Delft University of Technology/ITC.

Javed is driven by passion, integrity, high performance teamwork, and servant leadership to deliver successful project/program outcomes, and provides expertise to his clients and quantifiable value to his organization. He serves as a Principal Consultant with Development Group International in Dallas, TX and can be reached at [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 Project Manager’s Guide to Mastering AGILE: Principles and Practices for an Adaptive Approach


pmwj35-Jun2015-Martin-BOOKBook Title: The Project Manager’s Guide to Mastering AGILE: Principles and Practices for an Adaptive Approach
Author: Charles G. Cobb
Publisher: Wiley
List Price:   $65.00
Format: soft cover; 403 pages
Publication Date:   2015
ISBN: 978-11-118-99104-6
Reviewer:     Rodger L. Martin, PMP, JD, MBA, BSEE
Review Date: May 2015

Introduction to the Book

The author presents a comprehensive, well-integrated and easy to follow book that can be used as a textbook in a graduate level Agile Project management course. The book is organized like a martial arts concept called “shu-ha-ri”. The “shu” phase is the “by the book” approach to understand the accepted rules of Agile. The “Ha” phase takes the concepts to a deeper understanding. The “Ri” phase gets the reader/student to the mastery stage enabling he/she to develop their own principles and practices for effective use of Agile project management.

Overview of Book’s Structure

The book is divided into six parts.

  • Part 1 – Fundamentals of Agile
  • Part 2 – Agile Project Management
  • Part 3 – Making Agile Work for a Business
  • Part 4 – Enterprise Level Agile Frameworks
  • Part 5 – Case Studies
  • Part 6 – Appendices

Highlights: What’s New in this Book?

Using the “Shu-Ha-Ri” approach, the author takes the reader from fundamentals to the challenges of scaling Agile in a distributed enterprise. Not only does it explain Agile concepts, but it leads the reader to higher levels of understanding the principles.

Highlights: What I liked!

Six parts and 22 Chapters give the reader a comprehensive review of Agile as a project management approach. The case studies provide not only the successes but the failures. The book shows the shortfalls in the plan-driven approach under adaptive conditions. It also identifies where Agile is deficient and needs some “traditional” approaches. Not every project is suitable for Agile, but the reader needs to know when to blend techniques to deliver a successful project. There are several tools on the market to scale Agile. Only one tool was presented, but they all have similarities. Properly implemented, Agile methodologies and traditional plan driven approaches can result in a hybrid methodology that can satisfy executive management’s need for visibility into how the money is being spent and controlled.


To read entire Book Review (click here)


About the Reviewer


pmwj35-Jun2015-Martin-PHOTORodger Martin, JD, MBA, BSEE, PMP

Texas, USA


Rodger Martin
has a broad background in business, law, engineering and Project Management. He is a retired US Air Force officer with expertise in rockets and National Ranges. His work experiences include government, military, public corporations, small business consulting and high-tech non-profit organizations. For the last 12 years, he has worked on Document Management, Knowledge Management and Process Management/Modeling projects for commercial companies. He acquired his PMP certification in 2007. He is also a certified Mediator.


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].


Political Crisis, PMI Chile Congress Call for Papers, PMI Santiago Chapter Meeting & Big Project News


Project Management Update from Santiago

By Jaime Videla

International Correspondent

Santiago, Chile



Government Management

The year 2015 will be recalled by Chileans as the one of the loss of political innocence.

Indeed, after corruption scandals that affects the household of the Chilean president due to the events of insider trading, cases of nepotism deployed by members of government and parliamentarians of the ruling bloc, as well as cases of bribery impacting much of political parties both government and opposition that are being investigated by the justice, public opinion polls have been lapidary: The rejection of the political reaches 97%.

pmwj35-Jun2015-Videla-IMAGE1The disapproval of the president’s performance over 66%. 72% reject the reforms promoted by the government. Chile lives the biggest political crisis of the past 25 years.

Several scenarios have been proposed to address and resolve the political dilemma: expect the problem be resolved by itself, the change of the Constitution, the change of the government program, the formation of a national unity government, and even the resignation of the President.

According to surveys, the 5 main problems facing Chileans are: crime, health, education, corruption and employment. Reform of the Constitution is among the last problem to be solved.

It is obvious to everyone except for the government, that they should act seriously and first focus on solving those five problems, and not to spend time and resources on constitutional reform.

The interests and expectations of citizens (stakeholders) are known, thanks to surveys.

The management plan should be reviewed and updated in the light of the interests of stakeholders.

The government team should have adequate technical and political skills in order to meet the management plan, and of course free of nepotism.

The legislative power at least, must be purged of members linked to cases of bribery, nepotism and corruption.

The audit institutions should be led by competent and upright citizens.

All of this does not ensure success, but the probability of right guess is much greater.

PMI Santiago Chile Chapter

Call for Papers 2015

They established the guidelines of Call for Paper for the next PM Congress organized by PMI Santiago Chile Chapter, to be held in Santiago on November 11th, 2015 at Casa de Piedra Events Center; and in Antofagasta on November 13th (location to be determined). For both versions, the event will last for eight hours.


To read entire report, click here


About the Author


pmwj35-Jun2015-Videla-PHOTOJaime Videla, PMP

Santiago, Chile



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

Jaime Videla is fluent in English, Portuguese and Spanish, lives in Santiago and can be contacted at [email protected].

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


Swansee Bay Tidal Lagoon project, Rampion Wind Farm, Post-Election Impacts, Finance, Crossrail & the Wallasea Island Wild Coast Project


UK Project Management Round Up

By Miles Shepherd
Executive Advisor & International Correspondent

Salisbury, England, UK




The main topics this month will be a look at post-election UK, developments around the energy sector and …


Swansea Bay Tidal Lagoon. Laing O’Rourke, the Kent based construction company, has been chosen as the main contractor for the £200m deal to deliver the lagoon’s 1,345ft (410m) turbine house and water flow sluice.

The overall project is a harbour structure that closes off a tidal area. The walls will have hydro-turbines incorporated through which the sea moves to generate electricity. It is expected to generate around 500GWh per year – enough electricity to power more than 155,000 houses in the area and have a life of 120 years.

This element of the build will require up to 500 workers at peak construction, a substantial number of whom will be local to South Wales. Concrete, reinforcing and other materials will also be sourced locally.  Laing O’Rourke has named Arup as its lead design and engineering partner for the contract.

Jonathan Adams, Project Lead at Laing O’Rourke said: “From London 2012 to St Pancras International Station to Heathrow Terminal 5, we’ve been involved in the delivery of some of the UK’s most celebrated infrastructure projects. Today, the Swansea Bay Tidal Lagoon is the talk of the international construction industry and we are thrilled to be playing a part in its delivery.” Following advanced works and value engineering, a fixed price contract will be signed later this year for the main build. Tidal Lagoon Swansea Bay Plc has also run tenders for the project’s marine works package and for a package to provide public realm ancillary works. The results of these tenders will be announced shortly. Further tenders for the construction of a Turbine Assembly Plant in Wales, and for the lagoon’s public realm and buildings work will proceed through the summer.


To read entire report, click here


About the Author


pmwj35-Jun2015-Shepherd-PHOTOMiles Shepherd

Salisbury, England, UK

UK small flag 2



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/.


Corruption and Project Management (Project Management Report from São Paulo)



By Mauricio Lopes

São Paulo, Brazil



Corruption and project management

On May 27, 2015 the world woke up terrified with the operation led by the FBI to arrest seven directors of FIFA. The reason for the arrests was corruption in many TV broadcasting contracts from various championships around the world.

This is not an isolated case of corruption in the world. Far from it. We are living in Brazil since last year with an unprecedented corruption scandal in Brazil’s largest company, Petrobras. This scandal involved several stakeholders like politicians, businessmen, directors and managers of Petrobras.

The corruption occurs in many ways and in many situations. One of the biggest corruption occurrences are in the projects due to the high amounts involved. Exactly in this context we have a vulnerability in this process. The projects are one of the main areas where corruption resides and thus must be addressed harder.

Good practices are necessary but not sufficient

It is true that today the good project management practices are widely practiced around the world. There is also the adoption of corporate governance as well as the project governance. In most cases, the projects are managed by professionals certified by PMI ® or IPMA ®, but the problems with corruption still occur frequently. Many companies also use the FEL methodology developed by IPA (Independent Project Analysis) to ensure the profitability of large projects and still accumulate losses due to corruption.

The PMI also has a comprehensive Code of Ethics directed to the project manager’s role.

Despite all the advances in the use of tools and techniques in programs and project management, good practices are necessary but not sufficient. This is a reality.

Sox Law: that is a good example

Can we go back in time to 2001, immediately after the world was still traumatized by the attacks on the World Trade Center in New York. The accounting scandal in one of the largest American companies, Enron, demanded that it be sanctioned by the US Congress who enacted a law to set new standards and improvements for all US public companies, boards of directors and internal business administration. It was the Sarbanes-Oxley Law, known as Sox Law.

The Sox Law has allowed greater investor confidence and the sustainability of organizations. A breakthrough of this law was to blame the individual for the crimes and not only companies, which dramatically inhibits actions in violation of existing laws.

Why is there no specific legislation to ensure that projects are managed by the main stakeholders within the ethical and moral standards required by, for example, PMI®’s Code of Ethics?


To read entire report, click here


About the Author


pmwj35-Jun2015-Lopes-PHOTOMaurício Lopes

São Paulo, Brazil



Maurício Lopes
, PMP is a Project Management Specialist. He was PMP certified in 2000. He is a civil engineer with MBA in Project Management. He was one of the founders of the São Paulo PMI Chapter and Financial Director, Administrative Director, member of the Steering Committee from 1998 to 2003. He was vice-coordinator of the Project Management Division of the Engineering Institute of São Paulo from 1998 to 1999. Since 2004 Maurício Lopes has been speaking in project management courses for CPLAN, FATEC, INPG, IETEC and FIA. He has 20 years of experience in project management with main focus in the engineering & construction area. Currently, he is associate director of M2L Project Management (http://www.m2l.com.br/), a company specialized in project management consulting and implementation operating in over 40 large engineering & construction projects. Maurício Lopes is author of articles for Revista Grandes Construções, a magazine specialized in engineering & construction, and he has the main characteristics related to project management – lean, practical and systematic ways. Mauricio is an International Correspondent for PM World in Brazil. He can be contacted at [email protected].

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


News from Nepal, Expo 2015, IPMA Italy and the PMI Northern Italy Chapter (Project Management Update from Milan)



By Luca Cavone

International Correspondent

Milan, Italy




We are back this month with a complete report of the on-going initiatives within the Project Management community in Italy.

At the opening, we will provide few contributions that we cannot miss. The first is a report from Nepal, about the earthquakes that hit the country between April and May. We will introduce a series of projects and initiatives that UNICEF Italy launched to support the local community.

The second contribution concerns Expo 2015: facts & figures from the event after one month from the official opening at the beginning of May.

Finally, we will introduce recent and upcoming initiatives from the main national project management associations.

Along the entire report, we will see how social projects are confirmed as one of the recent main trends in project management.

Enjoy the reading!


To read entire report, click here


About the Author    


pmwj35-Jun2015-Cavone-PHOTOLuca Cavone

Milan, Italy




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

Luca is an international correspondent for PM World in Italy; he can be contacted at [email protected].

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


PMI Madrid Spain Chapter at the PMI LIM in London; BIM en CONSTRUMAT in Barcelona


By Alfonso Bucero

International Correspondent & Editorial Advisor

Madrid, Spain



PMI Madrid Spain Chapter is represented at the PMI LIM in London


The PMI UK Chapter team with Mercedes Martinez and James Snyder

One more year, the PMI Madrid Spain Chapter has been represented at the PMI LIM and at the PMI EMEA Congress in London. This year the PMI EMEA Congress counted 850 attendees. There were a lot of representatives from Africa (Nigeria, Ghana, Botswana and Kenia). Mercedes Martinez (PMI Madrid Spain Chapter Secretary) attended that meeting working on the PMBOK Sixth Edition translation. Alfonso Bucero represented the PMIEF (PMI Educational Foundation) as a “PMIEF Engagement Committee member”.


 Mercedes Martinez with A. Bucero            

Seventeen representatives from PMI EMEA Chapters went by the PMIEF kiosk, where showed up a lot of interest about the activities that such foundation is doing. Both Spanish professionals (Mercedes and Alfonso) shared that important event that usually is celebrated in a chosen city of EMEA region, this year London was that city (at the Excel Area).


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


About the Author


pmwj35-Jun2015-Bucero-IMAGE3Alfonso Bucero

Contributing Editor
International Correspondent – Spain



Alfonso Bucero, MSc, PMP, PMI-RMP, PfMP, PMI Fellow, is an International Correspondent and Contributing Editor for the PM World Journal in Madrid, Spain. Mr. Bucero is also founder and Managing Partner of BUCERO PM Consulting. Alfonso was the founder, sponsor and president of the PMI Barcelona Chapter until April 2005, and belongs to PMI’s LIAG (Leadership Institute Advisory Group). He was the past President of the PMI Madrid Spain Chapter, and now nominated as a PMI EMEA Region 8 Component Mentor. Alfonso has a Computer Science Engineering degree from Universidad Politécnica in Madrid and is studying for his Ph.D. in Project Management. He has 29 years of practical experience and is actively engaged in advancing the PM profession in Spain and throughout Europe. He received the PMI Distinguished Contribution Award on October 9th, 2010 and the PMI Fellow Award on October 22nd 2011. Mr. Bucero can be contacted at [email protected].

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


More from recent PMI Leadership Events in the Beautiful State of Mendoza – including many photos


By Cecilia Boggi, PMP

International Correspondent

Buenos Aires, Argentina



Continuing from last month’s report about the Leadership Seminar event in the beautiful state of Mendoza – Argentina, I’ll dedicate this edition to describe the PMI Southern Latin-American leadership meeting that took place in Mendoza with great success considering the number of participants and the quality of their presentations.

On Friday April 10th, a Regional Meeting of Leaders of PMI Region 13 Southern Latin America took place at Diamandes Winery in the Valle de Uco, Mendoza. In that paradise framed by vineyards and mountains, was achieved a record call of more than 70 regional leaders, about three times the average amount of assistance to such events.

The first lecture of the day was presented by Eduardo Braun who, as in his “Seminar Leadership in Times of Crisis” the previous day, spoke about the importance of culture in leadership, illustrated through his interesting interviews with key international leaders.


(Photo: Eduardo Braun delivering his presentation “Leadership & Culture”)

Stephen Townsend, Director of Global Alliances & Networks of PMI Global Operations Center who, accompanied by Joseph Falu, PMI Chapter Administrator was the next lecture of the day, introduced the new leaders to the world of Global PMI and commented on current strategies for the Institute and projects that are being developed.


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


About the Author



Cecilia Boggi

International Correspondent
Buenos Aires, Argentina

 Argentina flag smallest


 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/.


Klaient, The power of change in the palm of your hand: A Bolivian project developed for the world


By Rocio Zelada, PMP

International Correspondent

Santa Cruz de la Sierra, Bolivia



“Klaient , The power of change in the palm of your hand”

A Bolivian project developed for the world


Klaient is an app that provides an interactive 24/7 platform to allow people to speak out their discomforts and praises about companies, institutions and people.

Klaient relies on freedom of expression to solve problems.

Whether you want to complain about a bad service or make a compliment to a world leader.

In an entertaining interview, Pablo Villa CEO y Co-Fundador de Klaients tells us about some details of the project and leave a nice message for other young entrepreneurs who have some business dream.

During the interview Pablo said: “As entrepreneurs, we see things in a different way, we see things as they are simple even if they are difficult, we visualize the finished product, and we imagine what to do to accomplish this purpose. There is nothing impossible for us, we just saw an opportunity and we made it happen”


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


About the Autho


pmwj35-Jun2015-Zelada-PHOTORocio Zelada, PMP

Santa Cruz, Bolivia



Rocio Zelada
, MBA, PMP, SDI L1 is the Executive Director of Bolivia – Practical Thinking Group and current president of the PMI Santa Cruz Chapter (2014-2016).  She is also a consultant, instructor and facilitator of various courses, workshops and seminars on leadership, project management, business analysis, personal relationship and related topics.  Her previous experience includes operations manager with Axxon Consulting Bolivia; systems developer, project manager and specialist in business development for YPFBTransporte; technical advisor for Microsoft Bolivia; and project manager in the energy to market sector.

Rocio holds a Bachelor of Science degree in Systems Engineering and a Master’s degree in Business Administration, with specialization in project management.  In addition to her PMP® certification from the Project Management Institute (PMI®), she is a Certified Facilitator (SDI L1-Personal Strengths) and a Microsoft Certified .NET Professional (ASP.NET).  She has experience and solid knowledge in project management; business analysis and process reengineering; design, programming, implementation, testing and management of information systems and technology, including ITIL, COBIT and ERP systems; software architecture; object oriented programming; processes for management of transport of hydrocarbons; education and knowledge transfer; human talent, interpersonal relationships and conflict management; and corporate change management.

For information about Practical Thinking, visit www.practical-thinking.com  

Rocio can be contacted at [email protected]practical-thinking.com or bo.linkedin.com/pub/Rocio-zelada-pmp/22/b12/a33/

To view other works by Rocio, visit her Author Showcase in the PM World Library at http://pmworldlibrary.net/authors/rocio-zelada-pmp/


Applying Cultural Intelligence in International Project Management


By Prof. Dr. Ruta Ciutiene
Kaunas University of Technology, Lithuania

Prof. Dr. André Dechange
Fachhochschule Dortmund – University of Applied Sciences and Arts, Germany

Jolita Kiznyte
Kaunas University of Technology, Lithuania




In order to succeed and stay competitive in globalized business environment organizations started to incorporate cross-cultural management competencies into project management. Cultural intelligence (CQ) is an ability to proceed effectively and efficiently in culturally diverse situations when the main focus is differences in cross-cultural behaviors. This skill is increasingly becoming beneficial for project managers, as those who have high CQ can quickly adapt their management style in order to handle issues raised from multicultural background (concerning customers, suppliers, associates, etc.). Overall, there are four CQ capabilities: Drive, Knowledge, Strategy and Action. Project managers have to improve all four capabilities in parallel because focusing on only one can cause deeper cultural ignorance instead of leveraging CQ. This paper aims to introduce Cultural Intelligence as an approach for successful cultural differences management in international projects.

Key words: Cultural intelligence, cross-cultural management, international project management

JEL code: F23, M16


International projects comparing to local projects often have a higher level of complexity and uncertainty. Some of specific characteristics have to be taken into account in order to successfully implement projects in global environment: global stakeholders, cultural diversity, cultural differences, etc. It is becoming a norm that project managers have to develop intercultural skills for smooth interactions with internal and external stakeholders and project team members (Köster, 2010, pp. 8). According to Livermore (2010, pp. 3) Cultural Intelligence (CQ) is a set of skills that facilitates effective cross-cultural management. Instead of learning the intricacies of the culture and practices of every nation, CQ provides a broad-based model that helps to emphasize an overall understanding of other cultures, and it does not require comprehensive knowledge of specific information about every individual culture. The goal of this paper is to introduce Cultural Intelligence as an approach for successful cultural differences management in international projects. Main method to investigate the topic is to analyze theoretical sources (books, articles, research reports, essays, etc.) and gather insights in order to define how Cultural Intelligence can be incorporated into international project management. To reach the goal following topics are being discussed: Cultural Differences influence on International Project Management; Cultural differences and project team challenges; The concept of Cultural Intelligence; Actions which can be taken into account to apply Cultural Intelligence in international project management.

Cultural Differences influence on International Project Management

Project management has to foster global approach, be flexible enough in order to succeed working with stakeholders, team members from different cultural horizons. Binder (2009, pp. 18) defines international projects as projects with team members from the same company working in different countries. And expands definition of international project by adding global project concept: “Projects managed across borders, with team members from different cultures and languages, working in various countries around the globe”. Roux-Kiener (2009, pp. 10) emphasizes that nowadays globalization of projects has become a common phenomenon in project management. Some years ago projects were mostly implemented on local basis with direct contact with stakeholders.

Brünnemann (2013, pp. 4) states that project managers usually have to deal with versatility of cultures at the same time as international project might be set in a specific country or it may be part of a large program spanning across several countries or the project team consists of members from various countries or cultures. As project management face cross-cultural issues it is important to review on what extent culture influence project management. Hall (1976, pp. 16) notes that culture consists of ideas, values, attitudes, norms and patterns of behavior. It is not a genetic phenomenon and it cannot exist without society involved because culture is shared between members of society. Hofstede (2001, pp. 21) defines culture as “The collective programming of the mind which distinguishes the members of one group from another”, what means that culture is learned through generations but it has a tendency to change as external environment changes. Scientist states that core element of culture is system of values. Fischer, at. all (2009, pp. 189) agree that culture is a collective phenomenon and that people learn it but not transmit genetically. According to them: “…culture is passed on through socialization processes within specific groups, which require communication of key symbols, ideas, knowledge and values between individuals and from one generation to the next”.


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; original copyrights retained. This paper was originally presented at the 4th Scientific Conference on Project Management in the Baltic States, University of Latvia, April 2015. It is republished here with the permission of the authors and conference organizers.


About the Authors



Prof Ruta Ciutiene, PhD

Kaunas University of Technology



Ruta Ciutiene
 holds a PhD in Management and Administration. Since 2001 she has been working in various positions at Kaunas University of Technology, where from 2012 she is a professor at Department of Management and Manager of the Project Management Master Degree study program. From 2014 she also is a Product Development Director in the Executive School of Economics and Business School. She teaches several courses in project management not only for economics and business, but for engineering students also.

Human resources management in projects and engineering projects issues are her main scientific fields of interest. She has practical experience in working with business and public sector development projects. She also trains and consults businesses and the public sector in project management processes. At the same time she coordinates, manages and participates in local and international studies and business development projects as well as scientific. Further, she works as an external evaluator on international projects.

Ruta Ciutiene can be contacted at [email protected].


pmwj35-Jun2015-Ciutiene-AUTHOR2 KIZNYTE

Jolita Kiznyte

Kaunas, Lithuania



Jolita Kiznyte
has a Bachelor degree in Public administration, during bachelor study’s author did research on public diplomacy, country branding, cultural diplomacy. At this moment the author is finishing double master degree studies in Project Management and works as a research assistant in Fachhochschule Dortmund. During the years of master studies Jolita did researched on cross-cultural differences management in international project teams, cross-cultural management. Recently the author started the establishment of her own Start-up company and does the research on possibilities of applying project management methods to raise the success rate of early stage Start-ups. Main publications: The Role of Public Diplomacy in “selling” European Cultural Identity and Values Globally (2012), Shaping the Image of Lithuania in the Global Arena: Challenges, Tendencies, Opportunities (2013), Contemporary State Image Forming Using Public Diplomacy and Developing Nation Brand: The Case of Lithuania (2014) and Applying Cultural Intelligence in International Project Management (2015).

Jolita can be contacted at [email protected]


pmwj35-Jun2015-Ciutiene-AUTHOR3 DECHANGE

Prof. Dr. André Dechange

Dortmund, Germany



André Dechange
, born 1967, studied electrical engineering and business administration and made his PhD at the Technical University in Dortmund. He worked as a consultant and manager in different international companies for more than 20 years. He was responsible for more than 4 years for a Project Management Office (PMO) in Germany, Austria, and Switzerland.

Since 2008 he is working as a trainer and consultant for project management. He is a PMP and a professor of project management at the University of Applied Science in Dortmund.

André can be contacted at e-mail: [email protected].


Micro-Economical Aspects of Public Projects: Impact Factors for Project Efficiency and Sustainability


By Emīls Pūlmanis
PhD.cand., MSc.proj.mgmt.
State Audit Office (Latvia)
Development project manager

Riga, Latvia




Project management approach in the public administration becoming gradually applied tool for implementation of different public programs and activities. Latvia has several methodological documentations to evaluate the possible benefits from infrastructure but still there is need for improvements as the only clear defined methodology is for transport sectors and those which have been provided by the European commission, but not always have been practically used in local municipalities’ project evaluations.

Public projects, and planning for such projects, generally have the following characteristics:

  • Such projects are inherently risky due to long planning horizons and complex interfaces.
  • Technology is often not standard.
  • Decision making and planning are often multi-actor processes with conflicting interests.
  • Often the project scope or ambition level will change significantly over time.
  • Statistical evidence shows that such unplanned events are often unaccounted for, leaving budget contingencies sorely inadequate.
  • As a consequence, misinformation about costs, benefits, and risks is the norm.
  • The result is cost overruns and/or benefit shortfalls with a majority of projects.

Paper exanimates public project management applications in the context of the underlying structure that adverse dynamics and their application to specific areas for micro-economical level of project management, synthesizes the policy messages, and provides directions for future research. Public sector project management in Latvia become popular in recent years as there is different type of public funding sources available.

The paper examined the application of the project management practice and its micro-economic aspects in public sector in Latvia. Public sector project management in Latvia become popular in recent years as there is different type of public funding sources available. The paper describes the public sector project management practice in Latvia. Study shows that public sector project maturity level is low and should be improved. Research period covers the time from January 2013 – March 2015.

JEL codes: O220, H430, H540

Keywords: project management, project planning and initialization, public sector, efficiency


Government and organizations usually embark on different projects with the aim of creating new service or improving the functional efficiency of the existing ones. All these projects require appropriate skills and techniques that go beyond technical expertise only, but encompass good and sound skills to manage limited budgets, and monitor shrinking schedules and unpredicted outcomes, while at the same time dealing with people and organizational issues (Abbasi, Y. G. & Al-Mharmah, 2000). The application of project management practice in public sector has been identified as an efficient approach which would help in upgrading management capabilities and enable public sector to efficiently complete projects and attain developmental objectives (Arnaboldi M., Azzone G., & Savoldelli A., 2004).

Recipients of funding – both public authorities, public institutions and businesses, is a major challenge for financial gain and to promote public welfare. However, the benefits bring with them the responsibility for waste and financial records and reports on practical goals. Funding Administration requires thorough knowledge and understanding of the law. A growing number of mass media and the administration of financial instruments institutional statements we hear that a large number of project applications, which is a low quality place. Now that the errors and weaknesses in project development and administration are unacceptable, more and more to think of an effective system that would be according to the conventional project management theory. Such a system would be built at local level, ensuring appropriate project specialist, but the program level, i.e. need to improve the administration of financial instruments including methodical and regulatory documents update and synchronize project management theory to improve the project initiation process and ensure the quality of project applications development, thus resulting in an effective and rational use of taxpayers’ money (Pūlmanis, 2012).

The typical steps of project planning are:


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; original copyright pertains. This paper was originally presented at the 4th Scientific Conference on Project Management in the Baltic States, University of Latvia, April 2015. It is republished here with the permission of the author and conference organizers


About the Author



Emils Pulmanis

Riga, Latvia




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

Emils can be contacted at [email protected].

To view other works by Emils Pulmanis, visit his author showcase in the PM World Library at http://pmworldlibrary.net/authors/emils-pulmanis/


Project Risk Register Analysis and Practical Conclusions


Juris Uzulāns
University of Latvia

Riga, Latvia




The aim of the current research is to examine real project risk registers to find correlations between the project management theory, especially project risk management, and practical results of real project risk management – the risk registers publicly available in the Internet.

In the research the author has analysed the compliance between the project risk management theory which is described in “A Guide to the Project Management Body of Knowledge” by Project Management Institute, Tasmanian Government Project Management Guidelines and Risk Management Guide For DoD Acquisition and the project risk registers.

In the previous research the author concluded that after analysing just 30 risk registers significant differences could be found between the risk register described in the theory and risk registers of real projects. At the end of the identification phase of the risk management process the coincidence between the described risk register and real project risk registers is high. As a result of the research it cannot be concluded what the minimum amount of information in the risk register is to make it comply with the risk register described in the theory. The challenge is to design recommendations for practical use.

Key words: Risk, project, project risk management, risk register.
JEL code: M00


Project management is a new science characterized by dynamic development. The first editions of A Guide to the Project Body of Knowledge, Tasmanian Government Project Management Guidelines and DSMC Risk Management Guide for DoD Acquisition were launched in 1996. The latest version of A Guide to the Project Body of Knowledge – the fifth one – was issued in 2013. The latest – 7th version of the Tasmanian Government Project Management Guidelines came out in 2011. The most recent, 7th, interim release version of Risk Management Guide for DoD Acquisition is of year 2014. Although a new edition was issued in average every three years, the author considers that none of them contains references to research results; it can be assumed that the manuals represent theoretical reflection on the authors’ experience. However, the development of a science is impossible without research and research-based conclusions and recommendations.

The article describes the research on 30 risk registers. The aim of the study is to assess the compliance of the publicly (in the Internet) available project risk registers with the description of project risk management in three project risk management manuals. For the purposes of the research the author has used both quantitative and qualitative research methods.


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 4th Scientific Conference on Project Management in the Baltic States, University of Latvia, April 2015. It is republished here with the permission of the author and conference organizers.


About the Author



Juris Uzulāns, PhD cand

University of Latvia
Riga, Latvia



Juris Uzulāns possesses more than 15 years of experience in theoretical and practical project management. It includes managing projects in the state governance, health care system, institutions of higher education and IBM Latvia. The author has designed and delivered courses in project management in HEI School of Banking and Finance, Baltic Computer Academy as well as commercial firms specialized in training.

In science the author focuses on risk management, analysis of project processes and documentation. Juris is author of 4 books on project management and 20 scientific publications.

Juris Uzulāns can be contacted at [email protected].


The Necessity for Project Management as an Instrument for Continuing Economic Development by the new Nigerian Federal Government


By O. Chima Okereke, PhD

Herefordshire, England


The Buhari administration was sworn in on Friday, May 29th with so much good will that it is difficult to find any group, both inside and outside the country that is not wishing the government every success. The expectations are quite high and the problems to solve are reportedly various and many with differing importance. The priority on the problems changes as people and groups express their views. Corruption, poor national electricity power supply, the Boko Haram insurgency and widespread insecurity in the form of kidnapping, large youth unemployment, removal of subsidy on fuel and the poor fuel situation in the country for a large oil producing nation, unacceptable salaries of the legislators, etc. The list of problems that people suggest is long.

It is clearly the case that all these problems cannot be solved at once. In spite of this, Nigerians are extremely optimistic that the new president has come to change the status quo as he promised during the elections. He has come to deliver change. What exactly does this mean in the light of the problems listed in the foregoing paragraph?

President Buhari is very much aware of the unusual, overwhelming and extremely optimistic welcome that he has received. While he has tried to dampen down the sky-high optimism by explaining that he is not a magician, the expectations are such that it may be difficult to control. The administration will have an enormous task of managing the seemingly overblown hopes. It is also the case that various persons and groups have their ideas of what they consider the most important problem to be addressed by the new government. It could be the case that after two years of the administration without the problems being resolved, the administration could be seen as not delivering.

To illustrate, in an interview with the Nigerian Tribune published in March 24, 2015, Owelle Rochas Okorocha, one of the APC governors was complaining of the current poor power supply in the country. Whilst it is the case that the power supply is certainly poor, without being overly pessimistic, it is not feasible that within five years, the new government will have so developed the power supply in the country that there will be steady and uninterruptible power supply in every city, town and village for 24 hours a day, 7 days a week and 365 days a year. It is necessary to have our feet on the ground and be realistic on what is achievable within a given time span and with limited resources.

This is where the application of the discipline of project management processes should come to the fore. Which problems should be solved first, in effect, what problems should be given priority, solved and delivered within a reasonable time of a few years? Do we have the resources to solve them? How can we find the necessary human and material resources, and the fund? What are the timelines for delivering solutions? How can these expectations be managed, in other words, how can the administration maintain the goodwill as the difficult and time constrained tasks of producing results are embarked upon? It is certainly important to try to maintain the good will because such a clement environment should help as much as possible to elicit good cooperation and a commitment to success from everyone.

Project management is defined as the application of knowledge, skills, tools, and techniques to project activities in order to achieve the desired goals and meet project requirements. In effect, it could be defined as an instrument for translating strategic decisions made in national executive meetings or company boardrooms into real-life products which are solutions to national problems or meet the needs of customers. In the subsequent paragraphs, the application of project management as an instrument that could be used to deliver continual economic development by the government will be briefly investigated.

The topics to be covered include the following:

  1. The use of project management to prioritise our problems
  2. An analysis of one of the problems in order to determine the requirements of resources and processes for achieving them
  3. Concluding remarks in which many plans are not achieved because of the absence of the discipline and processes of PM to ensure that what is planned is achievable and executed.


To read entire paper (click here)


About the Author



O. Chima Okereke, PhD, PMP

Herefordshire, UK

UK small flag 2 flag-nigeria



Dr. O. Chima Okereke, Ph.D., MBA, PMP is the Managing Director and CEO of Total Technology Consultants, Ltd., a project management consulting company working in West Africa and the UK. He is a multidisciplinary project management professional, with over 25 years’ experience in in oil and gas, steel and power generation industries. Before embarking on a career in consulting, he worked for thirteen years in industry rising to the position of a chief engineer with specialisation in industrial controls and instrumentation, electronics, electrical engineering and automation. During those 13 years, he worked on every aspect of projects of new industrial plants including design, construction and installation, commissioning, and engineering operation and maintenance in process industries. Chima sponsored and founded the potential chapter of the Project Management Institute (PMI®) in Port Harcourt, Nigeria, acting as president from 2004 to 2010.

Dr. Okereke has a Bachelor of Science Degree in Electrical Engineering from the University of Lagos, and a PhD and Masters in Business Administration (MBA) degree from the University of Bradford in the UK. He also has a PMP® certification from the Project Management Institute (PMI®) which he passed at first attempt. He has been a registered engineer with COREN in Nigeria since 1983. For many years, Total Technology has been a partner for Oracle Primavera Global Business Unit, a representative in Nigeria of Oracle University for training in Primavera project management courses, and a Gold Level member of Oracle Partner Network (OPN). In the UK, the company is also a member of the Herefordshire and Worcestershire Chamber of Commerce. He is a registered consultant with several UN agencies. More information can be found at http://www.totaltechnologyconsultants.org/.

Chima is the publisher of Project Management Business Digest, a blog aimed at helping organizations use project management for business success. Dr. Okereke is also an international advisor for PM World. He can be contacted at [email protected]  or [email protected].

To view other works by Dr. Okereke, visit his author showcase in the PM World Library at http://pmworldlibrary.net/authors/dr-o-chima-okereke/



The changing face of project leadership: a look at how senior project manager roles have evolved and what skillsets they require now


By Eddie Kilkelly
Managing Director, insynergi

United Kingdom




As the appetite for change that drives programmes and projects to transform organisations becomes ever more urgent, we are seeing the emergence of the role of a super project manager. This article outlines some strategies for organisations looking to develop their most senior project leaders.


The appetite for change that drives programmes and projects to transform organisations has become ever more urgent. After a number of years of restraint, increasingly we are finding the resources and enthusiasm to deliver more change than ever. At the same time, projects are more complex and cross-cutting and organisations are seeking to implement an agile approach to handle all of this complexity and deliver capability sooner. These factors are driving the emergence of a breed of super project manager or project leader who possesses a broader range of skills and competence than traditional project managers.

Traditionally, while projects may be complicated the structures were quite straightforward, with a controlled start, middle and end delivering a defined output through clear, robust and well-understood processes. While the expectation of innovation in projects has increased, a high percentage of projects were repetitions of previous project undertakings with just a few adaptations.

Modern project management is increasingly complex. Internally, senior project managers must have an understanding of the stability and sensitivity of the project objectives and the strategic importance of a project to the organisation – especially its financial significance. Depending on the scale of the project, the senior leader may have to take into account added hierarchies and layers of governance and reporting arrangements. They must have a clear appreciation of the needs of a wide range of stakeholders and the sociological, legal, environmental and political factors that are in play. Additional internal complexities include how the project interfaces with other change initiatives, the range of technical disciplines and approaches required and the geography and culture – including the language – of both the delivery teams and the business community affected by the project.

How is a successful project leader made?

Project managers are not all created equal and the journey to become a project manager is not a formally defined one. When asked, most will say that they drifted into project management in an unplanned way probably taking part in small project initiatives and working their way up to taking an increased level of responsibility. This is different in every case and what one organisation calls a project may not even register as a project with another.

There are generally three identifiable stages of developing a senior project manager, transforming a project manager with foundation-level project management skills and knowledge to someone capable of taking a leading role in change across the organization.


To read entire article (click here)


About the Author


pmwj35-Jun2015-Kilkelly-PHOTOEddie Kilkelly

Insynergi, London



Eddie Kilkelly is Managing Director at insynergi, London, UK. He has been involved in the Best Practice and Change Management industries for two decades, as a Project and IT Service Manager, an implementation consultant and a coach, and mentor to senior project and programme managers and project sponsors. Kilkelly helps organisations to achieve their objectives through effective management of change by empowered and confident people. For more information visit http://www.insynergi.org/ or email [email protected]



Clearing an Obstructed View – How Can Project Managers Gain Insight into Their Portfolios?


Yasser Mahmud,
Vice President Industry Strategy and Business Development
Primavera Global Business Unit, Oracle



Timely visibility
! It is generally accepted wisdom that this quality is a key ingredient for C-level success. But it remains both an elusive and oftentimes misunderstood concept in project portfolio management—sometimes even the most seemingly straightforward questions about if a project budget is on track, or who is involved on a given project are difficult to answer. Therefore, if visibility is needed for success, the lack of visibility is a major, if not critical, dilemma.

So, why is the information reaching executives so poor? And is there more to the issue than just the quality and quantity of information? These are the questions that project managers and executives face—here are the answers to help remedy the situation to gain and share a more complete and accurate view of project portfolios.

The Role of Excessive Optimism

Unsurprisingly, project teams do not always divulge all information to their superiors. They tend to only flag headline information—not all relevant details—to avoid a conflict and more difficult operating conditions. The Cranfield School of Management found that this is primarily attributed to the role of excessive-optimism that occurs in project management, especially in the planning and delivery stages of a project.

Project teams also tend to apply this optimism when something is going wrong with a project. They do not share the information with executives, because they expect the project to be successful in the end—which is not always the case. And, they believe that as soon as they raise a red flag they will be judged with additional oversight, administration, and reporting requirements, resulting in further obstacles to completion.

However, the reality is that if the C-suite has all of the information—good and bad—executives are able to identify strategies and drive the action needed to get a project back on track.

Other than leading to missed deadlines and overspending, the lack of visibility caused by over-optimism can have more profound effects, cause critical issues to escalate quickly and extending the time it takes to find a solution—all of which can happen very publicly.

Clearing the Road to Complete and Timely Visibility

To overcome these obstacles, executives must enact a cultural change across their organization. This can be achieved through more anonymous information, most often delivered via a greater use of applications and mobile devices in real-time.

Anonymous feedback allows teams to be honest about what is going on with a project and enables senior executives to see a more complete picture in a timely manner. And, while it is in the early stages of maturity, the gamification of corporate applications has potential to accelerate this feedback, which could prove to benefit organizations by getting a higher volume of feedback from the ground level and in more real-time.


To read entire article (click here)


About the Author



Yasser Mahmud

Oracle Primavera



Yasser Mahmud
is Vice President of Industry Strategy at Oracle’s Primavera Global Business Unit. Primavera is one of six, self -contained global business units at Oracle. Yasser was a member of the Primavera management team, prior to the acquisition of Primavera by Oracle in 2008. At Primavera, Yasser has served in leadership roles in strategy, marketing, business development and product management since 2002. Before joining Primavera, Yasser worked in various strategy, engineering, and consulting positions at Motorola, Toshiba, EXE Technologies, & Manhattan Associates.   He holds dual Bachelor’s degrees in Electrical Engineering and Industrial and Systems Engineering from Georgia Institute of Technology, and MBA from the Wharton School at the University of Pennsylvania. In his spare time he loves to ride his restored Triumph Bonneville motorcycle. He can be followed on twitter under the handle: #yasser_mahmud.


Project Cost management for Project Managers based on PMBOK


By Dr. T D Jainendrakumar

Madhyapradesh, India


The Cost Management includes the processes involved in estimating, budgeting, and controlling costs so that the project can be completed within the approved budget. Project managers must make sure that their projects are well defined, have accurate time and cost estimates, and have a realistic budget that they were involved in approving. Costs are usually measured in monetary units like dollars.

Before going to this knowledge area we need to familiar with some of the definitions or terms used in Cost management.


Profit = Revenue – Costs

Profit Margin = Profit / Revenue

Cash flow refers to the movement of cash into or out of the project.

Direct costs are costs that can be directly related to producing the deliverable of the project: salaries, cost of hardware & software purchased specifically for the project, etc.

Indirect costs are costs that are not directly related to the deliverable of the project, but are indirectly related to performing the project, e.g. cost of electricity, Internet, rent and office supplies.

Reserves are dollars included in a cost estimate to mitigate cost risk by allowing for future situations that are difficult to predict

Sunk cost is money that has been spent in the past; when deciding what projects to invest in or continue, you should not include sunk costs in the project budget.

  • To continue funding a failed project because a great deal of money has already been spent on it and it is not a valid way to include that money to the revised project budget to make a failed project successful, sunk costs should be forgotten

Variable Costs: change with the amount of production (cost of material).

Fixed Costs: do not change with production (rent, setup costs, etc.)

Net present value: the total present value (PV) of a time series of cash flows. It is a standard method for using the time value of money to appraise long-term projects. Higher the NPV is better.

Discount rate: Minimum acceptable rate of return on an investment.


To read entire article (click here)


About the Author



Dr. T D Jainendrakumar




Dr. T D Jainendrakumar, PhD, MCA, PMP is an international PMP trainer, EX-Scientist/Principal Scientist/Joint Director, N.I.C, Ministry of Information and Communication Technology, Government of India, Madhyapradesh. He has over 25 years’ of extensive experience in the areas of IT Project management in e-governance at Ernakulam District Collectorate, District Courts of Kerala, Central Administrative Tribunal Ernakulam, Rajeev Gandhi National Drinking Water Mission (400 crore project), New Delhi and Principal Systems Analyst in National Informatics Centre, Madhya Pradesh State Centre especially in the following areas of specialization: IT practice management (Project Management Methodologies, Tools and techniques, Standards & Knowledge);IT Infrastructure Management (Project Governance, Assessment, Organisational Instructions & Facilities and Equipments); IT-Resource Integration Management (Resource Management, Training & Education, Career Development & Team Development);IT-Technical Support (Project Mentoring, Project Planning, Project Auditing and Project Recovery); and Business Alignment Management (Project Portfolio management, Customer Relationship Management, Vendor Management & Business performance management).

Teaching Project Management & ICT Subjects for professionals and post graduates. Master of Computer Applications (MCA), a 3 year post graduate course dealing with software Engineering and Project Management from a premier institute Anna University Campus. He is a PMP of PMI USA since 2008. Resource person of PMI, you can see his name in the PMBOK 4th edition and 5th edition published by PMI, USA under the list of contributors for project management. Scored 4.11 out of 5 in the project management (2005) examination conducted by brainbench.com, secured a Masters Certificate in Project Management, and is one among the top scorers (First in India and 3rd position in the world in the experienced category).

Published many international journal papers in PM World Today having cumulative index factors more than 2 in the areas of specialization of Project Management & Information Technology.

Holding a Hon’ Doctorate from Cosmopolitan University, USA in Project Management & Information Technology. Presently working as an independent project management consultant and an International Project management (PMP) trainer. Provided PMP training to the senior officials of big MNCs like M/S. Earnest & Young and He is a visiting professor and sharing his knowledge and experience and to handle classes in Management Information Systems, Quality Management, Project Management and Software Engineering to some of the big universities. He 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/t-d-jainendrakumar/

Your Project Failed, Did You Fail to Identify Warning Signs?


By Pilar Plazas, MS, MBA, PMP, CSM

Colombia and USA



All Project Managers have been exposed to the belief that when principles, tools and frameworks are used correctly they inevitably lead to successful projects. Many Project Managers believe they will always succeed where others have failed. Have you fallen into this trap? If so, you are not the only one. Sadly, research shows that projects fail more often than anyone would like to admit.

The overall failure rate for projects is yet to be determined. The low end of the spectrum indicates some 37% of projects within a given year were at risk, recovered or failed (PM Solutions, 2011). Other reports have indicated a failure rate as high as 60%.

The bottom line is that projects fail. In many cases there are warnings that, when addressed in a timely manner, can help save projects. Moreover, one needs to keep in mind that the causes of failure can be almost as numerous and diverse as the projects themselves. In an attempt to help other professionals in the field, I have identified some of the most commonly overlooked factors that cause project failure.


Project Managers have multiple principles, tools and frameworks at their disposal to make their role more effective. All of those resources are important and helpful. However, a large percentage of projects seem to fail or end sooner than planned. When a project fails, its team fails with it. The work they were developing did not have the anticipated impact and they may even experience a temporary low morale. Moreover, there is an economic impact to the business when projects are not successful: project failure is the cost of capital that could have been used for profitable initiatives. There are numerous factors impacting project completion.

Early on the Project Manager must identify risk factors impacting his/her own project and mitigate them appropriately. This article focuses on risk factors intrinsic to the company and team. However, keep in mind that you can also experience external influences such as rapid industry, market or technological changes.

Dismal Communication: The most common reason of project failure is a lack of communication or miscommunication. A Project Manager needs to actively and constantly involve his/her team members. Communication needs to be a two way-street, on which the flow is based on its stakeholders’ needs. All team members need to openly participate. Teams that do not take the initiative, inquire, or challenge assignments, may not consider the downstream impact of their code. They only see communication as the way of receiving information instead of the two-way street the productive process requires it to be. Not surprisingly, in these cases the delivered product does not meet customer requirements or requires a large number of code fixes during testing. Likewise, Project Managers that do not pay close attention to the information received from the team may inaccurately report progress to stakeholders until it is too late to change the course. There is never too much communication, there is only wrong means of communication.

Inadequate identification of Project Stakeholders: At the beginning of the project it is also necessary to identify all stakeholders, their influence, and their needs. As the project progresses, iterations are useful to review stakeholders. Poor Communication was previously mentioned as a barrier to success; however communication alone is not the problem. It is intimately related to proper stakeholder analysis. Keep in mind that not all information is equally important to everyone. Before communication comes into play, proper stakeholder identification is required. It is necessary to identify who needs to know what information, when they need it, and by what means it needs to be delivered. In other words, the first step before disseminating information is to identify all stakeholders and then their particular communication needs. This is not only useful to meet project requirements, but also to remove obstacles when they arise. This also helps to ensure buy-in for the project so it is fully adopted after implementation.


To read entire article (click here)


About the Author


pmwj35-Jun2015-Plazas-PHOTOPilar Plazas

Bogotá, Colombia
Atlanta, USA

flag-usaColombia - small flag



Pilar Plazas started her career as a Microbiologist after graduating from Los Andes University in her native Bogotá, Colombia. She soon became certified in Molecular Biology through a partnership between Los Andes University and Harvard University. She participated in the research and development of synthetic vaccines before moving to Springfield, MO to obtain her MBA from Drury University. She later attended Trident University where she completed her Master of Science in Clinical Research Administration with Summa Cum Laude honors. She gained experience in non-profit, private, and public sectors.

During the past 10 years, Pilar has been in Atlanta, Georgia, USA working with Fortune 500 companies in roles of increasing responsibility. These roles include; Global Project Manager, Program Lead, Senior Project Manager and IT Project Manager. She has an impeccable record of success in project management and review engagements. She also has demonstrated the ability to recognize business objectives, foresee the solutions, develop approaches, estimate resources, and deliver successful projects. She is considered highly skilled in communicating with multi-cultural project teams, clients, and senior management.

Pilar is actively involved in the community mentoring the next generation of professionals in her field of expertise. She holds PMP and CSM Certifications and can be contacted via www.linkedin.com/in/pilarplazas