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Global SCRUM GATHERING® Phoenix 2015

 

REPORT

By Theofanis Giotis

Athens, Greece

________________________________________________________________________

Global SCRUM GATHERING® Phoenix 2015

Talking Stick Resort, Phoenix, Arizona, 4-6th of May 2015

Reporting from Phoenix: Theofanis Giotis, MSc, Ph.D. C., PMP, CSM/CSP, PMI-ACP, CTT+, PRINCE2 Trainer Global Correspondent at https://pmworldjournal.net/ and CEO at 12PM Consulting

It took me 25 hours fly time from Athens to Phoenix, Arizona through Istanbul and New York. When I arrived at The Talking Stick Resort at Phoenix late on Saturday night, 2nd of May, I was feeling that this event would be a great Global SCRUM GATHERING® event. Global SCRUM GATHERING® events take place three times per year (America, Europe and Far East). In 2015, Talking Stick Resort at Phoenix, Arizona was hosting the North America event between 4th and 6th of May 2015.

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The five star hotel was magnificent. More than 700+ participants gathered there from all over the world (I was the only participant from Greece)

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More than 300 papers were submitted from experts for this Global SCRUM GATHERING event at Phoenix and 50 of them were selected to be presented on the event in the following three tracks:

  • Starting Down the Path [BEGINNER]
  • 401: Secure Your Footing [INTERMEDIATE] and
  • 601: The Scrum Mountaineer [EXPERT]

Also there were a dozen of PechaKucha sessions – short presentations with total duration 6 minutes and 40 seconds (20 slides with 20 seconds per slide). Participants at this Global SCRUM GATHERINGS® event earned Category A SEUs towards CSP certification.

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About the Author

pmwj36-Jul2015-Giotis-PHOTOTHEOFANIS 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/

Welcome to the July 2015 Edition of the PM World Journal

 

David L. Pells

Managing Editor

Addison, Texas, USA

________________________________________________________________________

Welcome to the July 2015 edition of the PM World Journal (PMWJ). This 36th edition of the Journal contains 32 articles, papers, reports and book reviews by 43 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 2 Featured Papers by authors in Indonesia and Nigeria. Yerry Silitonga, senior project management practitioner in the Indonesian oil and gas industry, has authored a paper titled “’Real Options Method’ vs. ‘Discounted Cash Flow Method’ to Analyse Upstream Oil and Gas Projects.” Dr. Ngwu Chukwuemeka, Dr. Kevin Okolie and Dr. John Ezeokonkwo are the authors of a research-based paper titled “Appraisal of the Effects of Materials Management on Building Productivity in South East Nigeria.” We are happy that these authors are sharing their research and serious papers with readers of the PMWJ this month.

One Featured Interview is included, republication of an interview with Deena Gordon Parla by Petek Katakci of PMI Turkey in Istanbul. Ms. Parla is Chair of the Strategy Development and Oversight Committee of the PMI Board of Directors on which she currently serves. This interview was originally published in the PMI Turkey bi-monthly newsletter; republished here at the request of PMI Turkey.

7 Series Articles are included this month, by authors in four different countries. Prof Darren Dalcher in UK introduces this month’s Advances in Project Management series article with “In data we trust: Establishing the value of information, big data and analytics.” Roel Wolfert in The Netherlands and Roger Davies in the UK are the authors of the Advances series article titled “Realising value out of Big Data through small data.” These authors are addressing the complex emerging topic of ‘big data’ as it impacts programme and project management.

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About the Author

pmwj36-Jul2015-Pells-PHOTODAVID PELLS

Managing Editor, PMWJ
Managing Director, PM World Library

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David L. Pells is Managing Editor of the PM World Journal, a global eJournal for program and project management, and Executive Director of the PM World Library. David is an internationally recognized leader in the field of professional project management with more than 35 years of experience on a variety of programs and projects, including energy, engineering, construction, defense, transit, high technology and nuclear security, and project sizes ranging from several thousand to ten billion dollars. He has been an active professional leader in the United States since the 1980s, serving on the board of directors of the Project Management Institute (PMI®) twice. He was founder and chair of the Global Project Management Forum (1995-2000), an annual meeting of leaders of PM associations from around the world. David was awarded PMI’s Person of the Year award in 1998 and Fellow Award, PMI’s highest honor, in 1999. He is also an Honorary Fellow of the Association for Project Management (APM) in the UK; Project Management Associates (PMA – India); and Russian Project Management Association SOVNET. From June 2006 until March 2012, he was the managing editor of the globally acclaimed PM World Today eJournal. He occasionally provides high level advisory support for major government 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/.

 

 

The Importance of Project Management Methodologies and Tools in Non-Governmental Organizations: Case Study of Lithuania and Germany

 

SECOND EDITION

By Meda Keleckaite

and

Assoc. Prof. Evelina Meiliene

Kaunas University of Technology

Kaunas, Lithuania

________________________________________________________________________

Abstract

Certification bodies, the managerial and academic literature, and general practice indicate that organizations willing to succeed in managing projects need to be compliant with certain rules, practices and methodologies (Golini R., Kalchschmidt M., Landoni P., 2014).

The main aim of this research is to compare the level of awareness and application of PM methodologies and tools in NGOs of two socially, politically and economically distant countries – Lithuania and Germany. There was a scientific literature analysis made to define project management methodologies, its’ benefits and current situation of PM challenges NGO sector has to face. Moreover, a survey of 100 NGOs project managers was held to assess the level of awareness and application of PM methodologies and tools in NGOs. There was also a correlation analysis made to appraise the determining factors of usage of PM methodology and software.

This research will contribute to NGOs’ decision making process about application of PM methodologies and tools. Research results could be also used by PM consulting and Software companies, editors of PM guidelines.

Key words: NGOs; project management; project management methodologies

JEL code: L3

 

Introduction

There are thousands of Non-Governmental Organizations (NGOs) actively working in Lithuania and Germany. Their ability to fulfil society needs depends increasingly on project-based funding. Nevertheless, while the livelihoods of many people depend on NGOs’ ability to deliver project results effectively and efficiently, project management (PM) is rarely identified as a strategic priority for these organizations (PM4NGOs, 2013). Despite the fact that there are PM tools and methodologies created and adapted exclusively for NGOs, there is still no significant evidence on wide application in this sector.

The NGO sector is extremely diverse, heterogeneous and populated by organizations with hugely varied size, scope, targets, structures and motivations. Therefore, they face a lot of challenges which, together with absence of proper PM methodology, usually cause poor project planning, scarcity of accountability and stakeholder involvement, complexity of inter-related tasks, superficial risk management strategies, unmotivated project team and eventually – bad quality, losses of time and money.

This research seeks to analyse current NGOs’ project management challenges, to introduce the reader with the variety of PM standards and tools, to prove the benefits of PM methodology and depict situation of the awareness and usage of different PM methodologies and tools in NGOs of Lithuania and Germany.

The research methods used in the article include the scientific literature review, survey based on questionnaire and correlation analysis.

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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 Authors

pmwj36-Jul2015-Keleckaite-PHOTOMeda Keleckaite – Andrijauskiene

Kaunas, Lithuania

 Lithuania - small flag

 

Meda Keleckaite – Andrijauskiene is currently working in the field of project management in NGOs and also is a member of an international evaluation team for quality assessment in higher education in Lithuania. She has gained a bachelor degree in economics with a specialization in international economics and trade. Later on, she continued with the double master’s degree in project management by combining studies in Lithuania and Germany. The scientific interests of the author are related to project management methods for non-governmental organisations, social and economic effectiveness of projects, emigration and labor market.

Meda Keleckaite – Andrijauskiene can be contacted at [email protected]

 

Assoc. Prof. Evelina Meiliene

Kaunas University of Technology,
Kaunas, Lithuania

Lithuania - small flag

 

 

Profile to be added shortly

 

 

 

 

 

Great Lessons in Project Management

 

BOOK REVIEW

pmwj36-Jul2015-Tammana-BOOKBook Title: Great lessons in Project Management     
Author: David Pratt PMP
Publisher: Management Concepts Press
List Price:   $29.00           
Format: soft cover, 143 pages
Publication Date:   2015    
ISBN: 978-1-56726-472-2
Reviewer: Rohit Tammana , PMP
Review Date: 06/2015

 


Introduction

Being able to document lessons learnt is one of the toughest tasks of a project manager. Only when you understand your mistakes, you can avoid them in the future projects. David Pratt teaches through this book not only lesson learnt, but also how to make use of those lessons and make a difference on future projects.

Overview of Book’s Structure

The book consists of 19 chapters which cover all the PMI knowledge areas and all the processes within each knowledge area. Each chapter cites a unique story and draws upon the lessons learnt from troubled projects. Since each story is unique, equal focus is placed on all knowledge areas and how these integrate with the PMBOK process groups.

Highlights

This book highlights how just memorizing the PMBOK processes and knowledge areas is not good enough, buy applying the knowledge in the right context matters. The book digs deeper into describing how projects failed in real life and how you can overcome such situations. It helps you gain knowledge on what not to do while running projects and how emotional intelligence plays a vital role to successfully run projects and recover from failing projects.

Highlights: What I liked!

Within each story lies a typical day to day conversation which happens for every project. The book shows how communication management – listening actively and questioning/probing ideas is very important to a project manager to ensure better understanding of every project. The one liner at the end of every chapter summarizes in a single sentence the lessons learned. By just reading these one-liner lessons learned every day, once can avoid the common pitfalls in most projects.

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About the Reviewer

pmwj36-Jul2015-Tammana-REVIEWERRohit Tammana

Texas, USA

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Rohit Tammana is a Senior Project Manager with 10+ years’ experience running New Product Introduction (NPI) engineering projects. He specializes in New Product Introduction projects – taking a new product idea development through the project lifecycle all the way to its commercialization. Rohit has a Bachelor’s and a Master’s degree in mechanical engineering and a MBA in Information and Operation Management. Email address: [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 Agile Culture: Leading Through Trust and Ownership

 

BOOK REVIEW

pmwj36-Jul2015-Isenberg-BOOKBook Title: The Agile Culture: Leading Through Trust and Ownership
Author: Pollyanna Pixton, Paul Gibson, Niel Nickolaisen
Publisher: Addison-Wesley
List Price: $31.99 (£19.99)  
Format: soft cover; 229 pages
Publication Date: 2014     
ISBN: 0-321-94014-8
Reviewer:     Kaylan Isenberg
Review Date: May, 2015

 


I’ll admit that it was the “Agile” in the title of this book that caught my attention. Certainly Agile with a capital A has a lot of buzz right now in both tech and PM circles. While I was expecting to read a book that spoke more to the formalized Agile way, this book can be seen more as a framework for the cultural shifts that need to happen to help teams become more agile, lowercase a, with shifting demands in every type of marketplace, as well as more Agile, with internal/external processes.

The authors are experts in their fields: Pixton in collaborative leadership, Gibson in product development, and Nickolaisen in technical process improvement. As such, they each bring a unique perspective to the topic of healthy team and project dynamics. While there are sections of combined voices, the book also allows for each of them to take turns in exploring different aspects and sharing their experiences with the reader. In fact, the many case studies shared throughout the book are amongst the book’s highlights; the authors are not shy about providing details, best practices, obstacles, and learnings that they have encountered throughout their varied careers.

The book starts with focusing on the two biggies in team dynamics: trust and ownership. The authors are adamant that these are the keys to all project success, and they do an excellent job providing assessments, diagrams, and models for team leaders and members to consider as they are evaluating and building their own project teams.

I had a major ‘aha’ moment thanks to one of their diagrams, a quadrant entitled “The Trust-Ownership Model,” which depicts the potential project/team states – Failure, Command & Control, Conflict, and Energy & Innovation – depending on the levels of team/individual ownership and leadership/business process. I won’t give it all away, but I bet you can guess which of those four is the ideal state for a project/team (41-58).

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About the Reviewer

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Kaylan Isenberg

Portland, Oregon, USA

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 Kaylan Isenberg is a Project Manager at ThinkShout, a digital experience agency that specializes in supporting nonprofits through open source solutions. Prior to web development, Kaylan worked in program and project management at EdTech and SaaS companies.

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

If you are an author or publisher of a project management-related book, and would like the book reviewed through this program, please contact [email protected] or [email protected].

 

Program Management for Improved Business Results

 

BOOK REVIEW

pmwj36-Jul2015-Jantrania-BOOKBook Title:   Program Management for Improved Business Results, 2nd Edition
Author: Russell J. Martinelli, James M. Wadell, Tim J. Rahschulte
Publisher: John Wiley & Sons
List Price:   $65.00           
Format: Hard Cover, 408 pages
Publication Date: July 2014        
ISBN: 978-1-118-62792-1
Reviewer:     Ash Jantrania, PMP, CSM, Six Sigma Green Belt
Review Date:  June 2015

 


Introduction

The key theme of the book is to understand the foundational concepts of Program Management and how these can be applied to extract maximum Business benefits in an organization. The book also explains the benchmarks and best practices that help program manager become more productive and effective.

Program management helps an organization derive business benefits by delivering business value and business results. Program management provides value by acting as the organizational glue to align execution and strategy. The new capabilities created by Program management produce tangible enhanced business results.

Overview of Book’s Structure

The Book is divided into Six Parts.

  • Part I explains the Program Management fundamentals and its strategic purpose.
  • Part II details ways to manage a program from its inception to closing and explains how best to navigate programs to reap business benefits.
  • Part III gives a thorough understanding of the common practices, metrics and tools available for use by a Program Manager.
  • Part IV focuses on primary roles and responsibilities of a Program Manager as well as the core competencies and skills that a Program Manger requires to effectively manage programs for enhanced business results.
  • Part V gives an idea of means to transition to program management in an enterprise and how PMO can serve as both a business function as well as operational support body for program management activities.
  • Part VI consists of comprehensive case studies to demonstrate how program management can be applied in practice.

Highlights

A full-fledged Program management discipline when correctly applied in an organization results in translation of organizational initiatives and strategic goals into positive business benefits.

In order for Program management to reap business benefits, the entire organization needs to be involved. When we say entire organization we mean senior company management, middle level management, program manager, project manager and all other program and project stakeholders. The authors have suggested tools and techniques for a superior performance by a Program manager.

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About the Reviewer

pmwj36-Jul2015-Jantrania-PHOTOAsh Jantrania

North Texas, USA

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

Editor’s note: This book review was the result of 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].

 

Hyper-Productive Knowledge Work Performance

 

BOOK REVIEW

pmwj36-Jul2015-Mehrooz-BOOKBook Title: Hyper-Productive Knowledge Work Performance – The TameFlow Approach and Its Application to Scrum and Kanban
Author: Steve Tendon and Wolfram Muller
Publisher: J. Ross Publishing
List Price: $64.95  
Format: Hard cover; 296 pages
Publication Date:   2015    
ISBN: 978-1-60427-106-5
Reviewer: Nazanin Mehrooz, PMP, CSM
Review Date: June 2015

 


Introduction to the Book

The TameFlow Approach advocates hyper productivity and better management practices.   On a glance, this approach provides an organizations the ability to adopting experimental practices with very little planning, incremental budgeting, quick execution and shorter feedback loops. It also provides the ability for creating business value through knowledge work for information based organizations.

In this book, Steve Tendon shares his experiences while working at a hyper-productive organization (Borland International) and shares various productivity pattern theories which can be replicated to target similar benefits. These patterns allow both top-down and bottom-up approach of communication and empower workers to share ideas in an open and trust based environment.

Wolfram Muller shares his knowledge of advanced agile project management, critical chain and constraint theory in hopes of providing the reader with ways to increase speed, throughput, reliability and agility. These concepts can increase Scrum and Kanban team productivity by addressing key challenges in the thinking process to improve the throughput and overall ROI of the project.

Overview of Book’s Structure

The book is broken down into 2 parts:

Part I covers TameFlow Principles of Hyper-Productive Knowledge Work Performance with the following chapters:

  1. A case of Software Hyper-Productivity (Borland Quattro Pro for Windows) to raise the positive seen on application of this approach
  2. Shapes and Patterns of Hyper-Productivity
  3. The Nature of Knowledge Work
  4. Management’s Profound Understanding of Knowledge Work
  5. Management’s Responsibility and Learning Organization
  6. Discovery Driven Planning
  7. Budgets Considered Harmful
  8. Created a Shared Vision at the Team Level
  9. Critical Roles, Leadership and More
  10. The Thinking Process
  11. Throughput Accounting
  12. Herbie and Kanban
  13. The Financial Metrics Supporting Unity of Purpose and Community of Trust
  14. The Kanban Method, Flow and Throughput
  15. Understanding the Impact of a Constraint
  16. The (Super-) Human Side of Flow

Part II covers Hyper-Productive Scrum and Kanban applications of TameFlow perspective with the following chapters:

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About the Reviewer

pmwj36-Jul2015-Mehrooz-PHOTONazanin Mehrooz

Texas, USA

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

 

Best Practices for Managing BPI Projects

 

BOOK REVIEW

pmwj36-Jul2015-James-BOOKBook Title: Best Practices for Managing BPI Projects
Author: Gina Abudi & Yusuf Abudi
Publisher: J. Ross Publishing
List Price: $69.95   
Format: Hard Copy
Publication Date: March 2015     
ISBN: 978-1-60427-096-9
Reviewer: Patrick James, PMP
Review Date: June/2015

 


Introduction

Major difference between any traditional project and BPI project is that BPI projects are very versatile and cross boundaries of every department within an organization. This makes BPI projects more challenging but on the same note very interesting.

This book is complete and comprehensive guide to manage BPI projects with success. Since all the BPI projects are very challenging and without any predefined scope and on the same note expectations from the higher management are always very high, this book will definitely help and guide you to complete your projects with high success rate.

Gina Abudi & Yusuf Abudi, as expert gurus of business process improvement has summarized this book so well that it is easy to follow and learn. This book is full of real time examples from different types of scenarios and situations across the organizations.

These examples and references are from different industries; still same continuous improvement methodologies and concepts can be easily adopted by any organization across the board.

Overview of Book’s Structure

This book consists of 12 chapters with easy to understand business examples with charts, graphs and tables. Author has summarized the major concepts from defining what BPI projects are; and the challenges that these projects brings and how to successfully manage and complete these projects on time and per management’s expectations.

In Chapter 04 – “Understanding and Socializing the BPI Project” the author has explained the key factor to be successful in your next BPI project. Understanding the scope and the true issue and challenge in hand is important and most important is to socialize the project. Knowing your stakeholders and subject matter experts is the key to success. Building up the great relationship with your stakeholder can help you understand the project scope as well as help you manage your stakeholders. Project Managers who are taking new BPI projects should read this chapter every time starting new project. This will definitely help start project on the right foot.

Highlights

This book is a complete guide for learning and becoming expert in managing BPI projects and if you are already managing Process Improvement projects this book will enhance and add more value to your existing knowledge. Throughout the book you will find very useful codes and references from very successful people who have either worked with the author, done research, written articles & books on this important topic.

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About the Reviewer

pmwj36-Jul2015-James-PHOTOPatrick James MBA, PMP

North Texas, USA

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Patrick James
graduated from Punjab University with a major in Mathematics & Statistics; he earned his MBA in Marketing from Preston University. He earned his PMP Certification from the Project Management Institute (PMI®) in 2014. 8 years ago while working as an analyst he slowly started advancing his true passion to work as a project manager, to manage complex and challenging projects. Over the last 6 years he has successfully managed several Business Process Improvement and re-engineering projects. Patrick likes working with cross-functional teams in a collaborative environment. An active member of PMI and the local Dallas PMI Chapter, he likes to read articles & books on Project Management, IT and Business Optimization. Patrick is currently working as Project Manager – BPI for an IT Network Solutions Company in the DFW area of north Texas.

 

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].

 

Exercising Agency: Decision Making and Project Initiation

 

BOOK REVIEW

pmwj36-Jul2015-Freeland-BOOKBook Title: Exercising Agency: Decision Making and Project Initiation
Author:        Mark Mullaly
Publisher:    Gower Publishing
List Price:     $109.95
Format:        hard cover, 192 pages
Publication Date:   2015    
ISBN:      978-1-4724-2788-5
Reviewer:     Newton F (Butch) Freeland
Review Date: June 2015

 


Introduction

This book is a well thought out and well documented analysis of decision making as it applies to project initiation. He begins with an excellent discussion of general decision theory. The remainder of the book explores various decision making processes and their influence on project initiation and ultimate success.

He makes the claim early that “The up-front process of initiation has been identified as having a dominate influence in determining the success or failure of individual project efforts.” This excellent book then develops the issues (see Format above) pertaining to the influence of various decision making processes on the success of projects.

Overview of Book’s Structure

The introduction discusses the purpose of the book, a discussion on various decision making processes and an introduction to the chapters in the book.

The second chapter discusses project initiation challenges, how individuals attempt to influence projects, etc. This chapter frames the problem the book is trying to solve.

Chapters three through seven discuss in detail those elements of decision making and their influence on the success of the project.

Chapters eight through ten are the guidance chapters. They provide guidance, based on previous discussions, to:

  • project shapers – those who are attempting to get a project underway,
  • executives who must evaluate and making the decision whether or not to proceed
  • How to improve the effectiveness of project initiation

Highlights

The book is very well organized and leads the reader logically from problem identification through the development of the various issues that influence project initiation and to guidance aimed at improving project initiation and performance.

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About the Reviewer

pmwj36-Jul2015-Freeland-PHOTOButch Freeland

North Texas, USA

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Newton (Butch) Freeland’s
background includes US Naval Flight Officer – E-2C operations and T&E, Airborne systems test, systems engineering, business development, international border security and Project management for the past 28 years. Systems have included UAV, E- 2C, SATCOM, Austrailian P-3 weapons upgrade, SeaVue radar, Ukraine border security, and DEA aircraft sensor and communications modifications.

 

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].

 

Spreading out best practices in project management among PMI Madrid Chapter Branches

 

REPORT

Project Management in Spain – monthly report

By Alfonso Bucero

International Correspondent & Editorial Advisor

Madrid, Spain

________________________________________________________________________

From the activities to be developed by the PMI Madrid Chapter through its regional branches, this month an on-line event has been done among the Castilla-León Branch, created on 2013 and Extremadura-Castilla La Mancha Branch, from recent creation. That event arises from the approaches that happened during the last weeks from both Branches, with the purpose of putting ideas and knowledge in common; sharing experiences as the first branches created at Spanish level, and discussing among them the difficulties and opportunities of creating a Branch. Then, the event served to introduce each other and meet personally.

In that session participated, Anabel Domínguez Pardo, Manuel Domínguez Dorado, Alejandra Delgado and Francisco José Moleón Domínguez, from Extremadura-Castilla La Mancha Branch of Madrid Spain Chapter; and Carlos Javier Pampliega García, Luis Sanz Salinero, Ana Aranda Basterra, Enrique Arroyo García, Antonio Oliva González y Mónica Iglesias Sanzo, from Castilla y León Branch. As session conductor they used the subject as follows “The Project manager Role in the Small Firms”

That subject was interesting for all three regions where most of the businesses are composed by small companies and freelancers. Project Managers working in Madrid, Barcelona or Valencia communities, are dealing with a broad lack of knowledge about “project Management”, I mean the functions and benefits a project manager adds.

According to that need and framed within PMI as an organizational leader on project management spreading, these two Branches arose, oriented to achieve three main objectives:

More…

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

 

About the Author

pmwj36-Jul2015-Bucero-PHOTOAlfonso Bucero

Contributing Editor
International Correspondent – Spain

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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/

 

PMI Argentinian Chapters are very active this year

 

REPORT

Project Management Update from Buenos Aires

By Cecilia Boggi, PMP

International Correspondent

Buenos Aires, Argentina

________________________________________________________________________

PMI Argentinian Chapters are very active this year and in the first months already conducted several seminars in different geographies of the country.

Among the lectures by the PMI Buenos Aires Chapter we would like to highlight the one on March 26th. in which Eng. Gustavo Baldoni addressed the issue of conflict resolution and how to approach them from the context of the systems theory.

On April 14th, another open meeting of PMI Buenos Aires Chapter was held by Eng. Gustavo Flouret entitled “Strategic Planning and Project Management” were was described the strategic process, based on theoretical concepts and putting them into practice during his conference.

In May, took place the conference entitled “The role of the PMO in the Era of Process Management” by Mr. Gregorio Correa, who presented the evolution of people, processes, business and technologies in organizations and the role of the upper Management in the level of participation of the PMO. After a discussion, it was concluded that it is necessary that the executive level is convinced of the added value of complementing functions among Project Offices and Process Offices.

But not only in the capital of Argentina they have conducted these conferences.

The city of Cordoba was a meeting place for leaders of projects and interested in project management in the day on June 24th, organized by the Cordoba Community of PMI and PMI Chapter Buenos Aires, which had important exhibitors, as they were Eng. Aníbal Ambrosino, Quality Manager of the National Commission of Space Activities (CONAE) in charge of managing projects linked to the Argentine Space Plan and Eng. Ignacio Gei, Undersecretary for Information Technology of the Government of the Province of Córdoba and promoter of the “Digital Citizen” entrepreneur project to digitalize all procedures of Córdoba citizens and within the paradigm of e-government.

More…

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

 

About the Author

pmwj36-Jul2015-Boggi-PHOTOCECILIA 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/.

 

Chile at Milan Expo 2015, PMI Santiago Chapter, Top 25 Solar PV Projects in Chile

 

REPORT

Project Management Update from Santiago

By Jaime Videla

Santiago, Chile

________________________________________________________________________

Milan Expo 2015

Tradition of Chile’s southernmost reaches the show

A deeply rooted cultural heritage on the southern tip of Chile is one of the national attractions in the Milan Expo 2015 in Italy. The work of the artisan Carolina Quintul, descendant of kawéscar people will be in the first days of July in this important global event.

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His pieces of rattan basketry form part of a larger exhibition entitled “Crafts Alive” where are six artists from different parts of the country – all belonging to the network Craft Chile – exposing and holding workshops for the public.

Carolina Quintul manufactures baskets, bread baskets, small canoes and other utilitarian and ornamental objects, with the reed, a plant that grows in the southernmost regions of Chile. His office was inherited from their ancestors and transmitted to their children and grandchildren, all who collaborate with her regularly offer their products in the Plaza de Armas of Punta Arenas.

More…

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About the Author

pmwj36-Jul2015-Videla-PHOTOJaime Videla, PMP

Santiago, Chile

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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/

 

 

 

Project completions, fascinating new project plans, rail & mega projects, including the Palace of Westminster

 

REPORT

UK Project Management Round Up

By Miles Shepherd

Executive Advisor & International Correspondent

Salisbury, England, UK

________________________________________________________________________

INTRODUCTION

It hardly seems a month since the main project of the year finished – the UK General Election closed with the result we all now know. This completion of the democratic process was supposed to unleash a flood of new or delayed projects but so far there has been little sign of the expected tidal wave. Instead, there are several other projects that have completed, some delayed decisions and the threat of a new megaproject. We also have a few

COMPLETIONS

One small but significant project completed this last month. Rats have been eradicated from the island of South Georgia. This may not seem a big deal, unless you are a ground nesting seabird, but rats escaped from ships calling at the Island and multiplied until there were estimated to be millions loose.

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Photo courtesy of the British Geological Society

These creatures took to eating the only source of food available and hence destroyed more than 90% of the bird population. Now, after a campaign that lasted some 5 years and cost in excess of £7.5 million of which UK government provided £750,000 the island is free from this invasive pest. The first phase completed in 2011 when the overall plan was tested and found to be viable. After an intensive fund raising period which allowed 3 Bolkow – 105 helicopters to be purchased, the second phase, a major drop of poison took place in the first half of 2013.

The final phase was completed by the large poison spreading activity took place. Covering some 100,000 hectares, this is the largest habitat restoration project yet undertaken. Early results show some significant improvements: the South Georgia pipit has pulled back from the brink of extinction. Other notable varieties on the increase include the South Georgia pintail and several types of albatross.

Another successful project took place millions of miles from Earth – the Philae Lander that touched down – several times – on Comet 67P/Churyumov-Gerasimenko has re-booted and sent down 85 seconds worth of data. This is a much bigger deal that it sounds as the data has been transmitted via the orbiting Rosetta satellite which is now being repositioned to improve the strength of signals. All this is being done remotely but a very large multinational project team based at the European Space Agency.

More…

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About the Author

pmwj36-Jul2015-Shepherd-PHOTOMILES 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/.

 

 

IPMA Italy Workshop on Complexity & Culture, Costa Concordia, Young Crew Awards & 1st National Forum, Maire Tecnimont in Russia

 

REPORT

Project Management Report from Milan

By Luca Cavone

International Correspondent

Milan, Italy

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INTRODUCTION

June was characterized by many initiatives within the community of project managers in Italy. Even if every news story was very interesting it was not possible to include all of them in the report. I propose a selection of the most relevant ones.

At first, we will present some recent events organized by IPMA Italy, in particular the seminar about project complexity, organized in cooperation with ANIMA. A second one is the workshop which involved the leading companies of the recovery of the wreck of the Costa Concordia.

We will continue with the initiatives organized by the Young Crew, in June it took place the launch of the IPMA Award Young Project Manager of the Year. At the beginning of October in Florence will be held the first national forum of young project managers, organized with the support of GE.

Finally some news from the industrial world: Maire Tecnimont was awarded with a contract for the construction of a new ammonium plant in Russia.

Enjoy the reading!

More…

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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/

 

Project Management and audit perspective in EU – Importance of cooperation among EU Supreme Audit Institutions highlighted in Riga, Latvia

 

REPORT

By Emīls Pūlmanis

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

Riga, Latvia

________________________________________________________________________

Introduction

I have had opportunity to participate in the Contact Committee meeting of EU Supreme audit institutions as part of Latvian presidency in the EU council. The cooperation platform of the Supreme Audit Institutions of the EU and the European Court of Auditors – the Contact Committee – was held in Riga, Latvia on June 18 and 19, 2015. The meeting was attended by the Heads of the Supreme Audit Institutions of the EU Member States and five candidate countries, representatives from the European Commission and the European Investment Bank, and the President of the European Court of Auditors, Mr.

pmwj36-Jul2015-Pulmanis-MEETING PHOTO

Vítor Caldeira. The European Organization of Supreme Audit Institutions (EUROSAI) was represented at the meeting as an observer. The meeting is organized by the State Audit Office of the Republic of Latvia.

The Speaker of the Latvian Parliament (Saeima) Ms Inara Mūrniece during Contact Committee opening speech pointed to the logo of Latvian Presidency of the EU Council making symbolic links with millstone: “Mill is used for grinding grain to get pure top quality flour. Only from such we can bake a good bread. Supreme audit institutions work is to help the countries build a perfect system of governance in public administration”.

Ms Ināra Mūrniece expressed her utmost respect for the successful cooperation within Contact Committee members. She stressed that such international cooperation also builds public trust in audit authorities.

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About the Author

pmwj36-Jul2015-Pulmanis-AUTHOR PHOTOEmils Pulmanis

Riga, Latvia

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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/

 

IRNOP XII conference in London, UK

 

REPORT

By Jouko Vaskimo

Espoo, Finland

________________________________________________________________________

IRNOP (The International Research Network on Organizing by Projects) XII conference was held in London, UK, on June 21-24, 2015. The conference, a biennial series started in Sweden in 1994, took place at the School of Construction and Project Management, a part of the Bartlett Faculty of the Built Environment, University College London, and was organized by Dr Andy Davies, Professor in the Management of Projects, and Dr Hedley Smyth, Director of Research. The conference theme was The Power of Projects. The Bartlett School of Construction provided an excellent venue for the event, which the participants found appropriately informal and collegial, encouraging active exchange and networking.

pmwj36-Jul2015-Vaskimo-IMAGE

University College London Roberts Building (photos courtesy Jouko Vaskimo)

The conference program included plenary sessions and several simultaneous parallel tracks with a total of over 80 keynote and paper presentations. The conference was attended by over 130 participants from more than 35 countries, and by some of the most renowned scholars in the field of project management research. The three-day conference was organized for faculty and students from universities from all over the world having an interest in projects, temporary organizations, project organizing and project-based organizations. In addition to the official program, the conference offered an excellent social program of several receptions, and a doctoral workshop for PhD students.

The conference was sponsored by Association for Project Management, Project Management Institute, and International Project Management Association.

In his opening presentation Professor Davies welcomed everyone sincerely to the Bartlett School of Construction and Project Management, and to University College London Bloomsbury Campus. Professor Davies pointed out that the theme of each IRNOP conference reflects the interests of the host institution, and that this conference is no different: The organizers selected The Power of Projects theme to emphasize the role of projects in the far-reaching transformation of London’s built environment such as the development of an entirely new urban area in the Olympic Park, Crossrail suburban rail system (largest megaproject in Europe) and The Shard (tallest building in Europe).

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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/

 

Emotional Intelligence and Project Management in ICT Industry in Latvia

 

SECOND EDITION

By Dr.oec. Juris Binde

Dr.oec. Vita Zvirbule

M.oec. Zane Demjanova

M.oec. Ilze Saulite

Latvijas Mobilais Telefons, Ltd.

Riga, Latvia

________________________________________________________________________

Abstract

Although emotional intelligence (EI) is recognized as a significant soft skill, among others, in project management, it still remains essentially underexplored in information and communications technologies (ICT) project management in Latvia. Hence, the aim of this paper is to examine the relevance of project manager’s EI to improve project performance in the Latvian ICT industry.

To achieve the abovementioned goal, a questionnaire-based survey among top ICT project managers is employed to establish a link between project managers’ EI and the performance of their ICT projects in order to determine the level of importance of EI skills for successful project execution in the ICT industry.

Research results show a significant relevance of EI factors in project performance in ICT projects; as well as, recognize that such soft skills as EI competencies are not only equally important to hard skills (management experience, leadership and technical skills) required for project management, but also if relevance of EI skills is overlooked, it could undermine the potential for fulfilling the criteria set for ICT project success under time and resource constraints.

Managerial implications of the results are twofold. Firstly, findings help formulating recommendations on selection of project managers for ICT project management based on EI competencies; secondly, it is of significant importance for project managers in recognizing the relevant EI competencies that are required for successful execution of ICT projects.

Keywords: Emotional intelligence, ICT industry, Project manager, Project performance

JEL code: M10, O32

Introduction

Manifestations of increasing globalization (investment flows, labour force movement, increased consumption of good and services, changes in the structures of economies) and the changing entrepreneurship environment have substantially changed the requirements as to the skills of managers (leaders), resulting of growing importance of leadership in the 21st century across the globe, including in project management. It is suggested that project managers must have specific skills in project leadership and management (Galbreath & Rogers, 1999). Leadership that focuses on the project is a systematic application of management awareness and skills in each stage of the project life cycle (Kloppenborg et.al., 2003) and this concept in theory describes good practice management referable to project environment (Toth, 2011).

Today’s organizations are faced with particularly complex circumstances, where versatility thrives forcing to give up stereotypes and truly comprehend individual differences, ways of thinking and learning (Maccoby, 2004; Mersino, 2007) and with a business environment of increasing complexity where such elements as changing technologies and globalization trends makes project performance an ever more challenging task (Smith, 2014). Therefore, in today’s project management, it is topical to develop such project management competencies and skills, which would combine the classic management skills with project leaders’ social skills.

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 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 Authors

pmwj36-Jul2015-Binde-BINDEDr. Juris Binde

Latvian Mobile Telephone, Ltd.
Latvia

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Juris Binde
is the President of Latvian Mobile Telephone, Ltd. since 1992, Chairman of Management Board since 2004, Assoc. professor Vidzeme University of Applied Sciences since 2011. From 1987 to 1992 – Chief Technologist and Head of Technology Department in the Scientific Research Institute VEF.

Graduated Riga Polytechnical Institute in the specialty of Designing Engineer-Technologist of Radio Electronic Equipment (Mg.sc.ing, Dipl.ing). In 2007 completed his doctoral program in the Faculty of Economics and Management of the University of Latvia, defended his doctoral thesis for the degree of Doctor of Economics (Dr.oec.) in Business Administration. Dr. Binde also studied in Germany (1990), International Business Institute IFL in Stockholm (1995) and University of Columbia in USA (2000). He is the author of more than 45 scientific publications and 3 commercial patents.

Juris is Vice-President of Latvian Employers Confederation, Honorary Doctor of Riga Technical University (Dr.h.c.), Vice President of Latvian ICT Association (LIKTA), Chancellor of the Order’s Chapter of Republic of Latvia, Member of Advisor’s Council Latvian Chamber of Commerce and Industry (LCCI). Juris Binde can be contacted at [email protected].

 

pmwj36-Jul2015-Binde-ZVIRBULEVita Zvirbule

Latvian Mobile Telephone, Ltd.
Latvia

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Vita Zvirbule
is the Head of Business Information Division for Latvian Mobile Telephone, Ltd. Vita has 20 years experience in market research. She is responsible for assessment and valuation of different market and business process development. Vita holds a master degree in Computer Science and doctor degree in Economics (Dr.oec). Vita is a Certified Competitive Intelligence professional. Vita Zvirbule can be contacted at [email protected].

 

pmwj36-Jul2015-Binde-DEMJANOVAZane Demjanova

Latvian Mobile Telephone, Ltd.
Latvia

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Zane Demjanova
holds an MBA from University of Latvia majoring in International Finance and a Bachelor of Science in economics and business from Stockholm School of Economics in Riga. She has a 10 year experience in mobile telecommunications working as a market analyst for Latvian Mobile Telephone, Ltd. Her professional experience is focused on market research projects with emphasis on customer behavior. Main scientific field of interest is practical application of mobile technologies in business and consumer segments. Zane Demjanova can be contacted at [email protected].

 

pmwj36-Jul2015-Binde-SAULITEIlze Saulīte

Latvian Mobile Telephone, Ltd.
Latvia

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Ilze Saulite
is certified Project Manager IPMA “Level C”. She has 10 year experience in mobile telecommunications working as a Head of Customer Care Division for ZetCOM, Ltd. (virtual mobile operator in Latvia). From 2010 she has been working at Business Development Department for Latvian Mobile Telephone, Ltd., where she was Head of Project Management Division and Project Portfolio manager. Today Ilze is the Customer Care Department Director for Latvian Mobile Telephone, Ltd., with practice experience in large and limited complexity project management. Ilze Saulite holds a master degree from University of Latvia majoring in Economics and Management.   She can be contacted at [email protected].

 

 

Two Birds! A Simple Approach to Improving Program/Project Management Practice and Governance

 

SECOND EDITION

By Wayne Abba, David Pells and Miles Shepherd

USA and UK

________________________________________________________________________

ABSTRACT

Project management (PM) is implemented perfectly on few programs and projects, and in few organizations. The continued high rate of project problems and even outright project failures suggest improvement is needed in many organizations. The causes of most plan deviations are well known and well documented. Serious PM problems can also be attributed to lack of top management attention or knowledge (aka weak PM governance).

With the increased complexity of many modern projects, few managers and individuals can identify all internal weaknesses. This paper shows that independent assessments and/or perspectives are needed at various points in the life cycle of every large program or project to ensure that important issues are not overlooked or ignored. Just as independent cost estimates have long been recognized as invaluable for checking the validity of a project cost estimate, so are periodic independent reviews needed to check the overall health of a program or project.

This paper reflects the Authors’ recent experience as advisors to government agencies, national laboratories, global programs and major corporations. It outlines their successful model for conducting short independent reviews, and shows how such reviews can help organizations improve both basic Program and Project Management practice and governance.

The “Two Birds” in the title refers to the context of the paper: how to address practice and governance in a single review (killing two birds with one stone!); and the use of two expert advisors to conduct short assessments.

Project Management – Not as Easy as it Looks

Project management may not be rocket science, but it is often much more difficult than many people, including executives and other stakeholders, realize.

Failure Rates Stay the Same

Discussion of project success and failures is a natural aspect of project management. After all, don’t we implement professional project management in order to increase the probability of project success? Research (Cortex 2015) has revealed that project failure rates appear to have remained relatively unchanged for many years. Beginning around 1995, several well-publicized reports described failure rates on major IT projects, including the infamous Chaos report. Most reports indicate average project failure rates exceeding 50%.

According to McKinsey (2012) half of all large IT projects—defined as those with initial price tags exceeding $15 million—still massively blow their budgets. On average, they run 45 percent over budget and 7 percent over time, while delivering 56 percent less value than predicted. Software projects run the highest risk of cost and schedule overruns.

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 2nd annual University of Maryland Project Management Symposium in College Park, Maryland, USA in June 2015. It is republished here with the permission of the authors and conference organizers.

 

About the Authors

pmwj36-Jul2015-Abba-ABBAWayne F. Abba

Abba Consulting
Falls Church, VA, USA

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Wayne F. Abba
is an executive advisor and principal of Abba Consulting, an independent management consulting firm based in Falls Church, Virginia. He is internationally-recognized as a spokesperson for program management using Earned Value Management (EVM). With over 30 years’ experience in program analysis and a worldwide reputation as a leader in acquisition improvement, he was integrally involved in the complete reengineering of Department of Defense (DoD) contract cost and schedule management policies and implementation, which was awarded the Packard Award for Excellence in Acquisition in 1998. He retired in 1999 as Senior Program Analyst in the Office of the Under Secretary of Defense for Acquisition and Technology. His clients include the Social Security Administration, the Federal Aviation Administration, the Agency for International Development, the US Navy, the National Nuclear Security Administration, the National Science Foundation, the Office of the Secretary of Defense and several national laboratories. He has been an advisor to the Office of Management and Budget, the Government Accountability Office (GAO) and other US and foreign government agencies. He served several years as an officer of the National Defense Industrial Association’s Integrated Program Management Division. Wayne has a Masters degree in Public Administration from The American University and a B.S. degree from the University of the State of New York.

During his public service career, Wayne coordinated cooperative agreements among DoD and its counterparts in Australia, Canada, Japan, New Zealand, Sweden and the United Kingdom related to acquisition policies & standards. Since retiring from DoD in 1999, Wayne has also been vice president for a PM software and services company; a member of the NDIA Program Management Systems Committee with responsibility for international liaison; President of the College of Performance Management (CPM) and currently Executive VP of CPM; advisor to GAO Cost Estimating and Assessment and Scheduling guide teams; Senior Program Management Advisor for the Global Threat Reduction Initiative Program for the NNSA at DOE headquarters; program/project management advisor to several US national laboratories; Member of the Board of Directors of the Graduate School Japan (2012-present); and advisor to Japan’s Ministry of Defense on acquisition and program management issues. He was a winner of PMI’s Distinguished Contribution Award in 1999; was named an Honorary Fellow of the Centre for Excellence in Project Management, India in 2005; and has been a frequent keynote speaker on EVM, Program & Project Management since 1990. Wayne can be contacted at [email protected]

 

pmwj36-Jul2015-Abba-PELLSDavid L. Pells

PM World Services, Inc.
Addison, TX, USA

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David L. Pells
is the President of PM World Services, Inc., a program/project management (P/PM) services firm based in Texas. He is also president of PM World, Inc., a project management information services and publishing firm. He has over 35 years of P/PM-related experience in a wide variety of industries, programs and projects, including engineering, construction, energy, transit, defense, security and high technology, and project sizes ranging from thousands to many billions of dollars. David is a Fellow and past member of the Board of Directors of the Project Management Institute (PMI®). He was founder and Chair of the Global Project Management Forum (1995-2000) and the American Project Management Forum (1996-1998). Mr. Pells was awarded PMI’s Person-of-the-Year Award in 1998 and highest award, the PMI Fellow Award, in 1999. He is an Honorary Fellow of the Association for Project Management (UK), Project Management Associates (India), and Russian Project Management Association. Mr. Pells has a BA in business administration from the University of Washington and an MBA from Idaho State University, USA. He lives in Addison, Texas, USA.

Career highlights include: Executive Advisor for multi-billion $, multi-national Global Threat Reduction Initiative for the National Nuclear Security Administration (NNSA), US Department of Energy (DOE); Senior advisor to Sandia National Lab, Los Alamos National Lab, Savannah River National Lab and Oak Ridge National Lab on nuclear security and other programs; Executive advisor on multi-billion $ transit programs in Dallas and Seattle; Member of mobilization team & first manager of project management systems for Superconducting Super Collider (green-field, 10-year, $10B+ project for US DOE) in Texas; Program manager, project management process improvements; Special advisor on several of DOE’s largest projects at Idaho National Laboratory (INL); Project controls engineer on large international construction projects; Program controls on two major projects for US Department of Defense; Project controls & project management support for design/construction of nuclear reactor, environmental restoration program, Space Nuclear Reactor Project, New Production Reactor Program, low-level radioactive waste storage program for DOE at INL; and Executive advisor for multi-billion $ nuclear power plant project in Finland. David is a widely-published author and current managing editor of the PM World Journal and managing director of the PM World Library. He has spoken at project management events and meetings worldwide.  David can be contacted at [email protected]

 

pmwj36-Jul2015-Abba-SHEPHERDMiles Shepherd

MS Projects Ltd.
Salisbury, England, UK

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Miles Shepherd
is managing director for MS Projects Ltd, a consulting company supporting various UK Government agencies, nuclear industry organisations and other businesses. He is also Chairman of General Estates Co Ltd, a UK based property company; a Director of PM World Inc. in the United States; and an executive editorial advisor for the PM World Journal in the United Kingdom. Miles has over 35 years of project, programme and portfolio management experience in UK, Eastern Europe and Russia. His PM experience includes defence, major IT projects, nuclear decommissioning, nuclear security, rail and business projects for the UK Government and EU.   Past Chair, Vice President 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 an honorary Fellow of IPMA and the Australian Institute of Project Management (AIPM). He was Chair of the ISO committee that developed ISO 21500, Guidelines for Project Management, and currently chairs the committee developing new International standards for project governance and Program/Portfolio Management. He was the UK delegate to ISO Technical Committees on Quality in PM, Governance of IT projects and several other specialist committees. He chairs the British Standards Institute (BSI) MS/2 Project Management Committee and IT strategy Group. He helped set up APM’s team to develop guidelines for project management oversight and governance.

Selected Career Highlights: Executive Advisor for multi-billion $, multi-national Global Threat Reduction Initiative for the National Nuclear Security Administration (NNSA), US Department of Energy (DOE); Lead advisor, Leningrad NPP management system redesign prior to hand over to State Regulatory Authority (GAN); 30 years in British Army, including Battery Commander, Head of Army Personnel Selection Centre, Technical Intelligence Officer, Information Policy Manager at UK Army HQ, and Head of Management Training at the UK’s Defence IT Management Training Centre, Royal Military College of Science, Shrivenham (1965-1994), Programme Manager for implementation on MoD’s New Management Strategy; Technical Lead, European Commission Study on energy security (2004 – 2005); Academic development of Project Management Academies for a major Oil and Gas exploration company (2007) and a nuclear engineering group (2008); Project Services Manager for AEA Technology Plc, responsible for implementation of a Project Management Office and PM control systems for nuclear power plant decommissioning projects in UK and Eastern Europe (1994-1998); Quality, Risk & Security Manager – designed & implemented ISO 9001, ISO 14001 and OHAS 18000 compliant systems, Quality Manager for AEA Technology Plc (1998-2004) with extensive first, second and third party audit responsibilities; Site Security Manager & Atomic Control Officer for Harwell, liaison with UK security agencies for civil nuclear security planning and for security compliance; Project Management consultant on decommissioning of Chernobyl Reactor no 4 in Ukraine (1998-2005); Project Director, EC Q115 Project –EC funded project to improve technical standards and reduce trade barriers in 9 East European countries; and Executive Advisor for a multi-billion Euro Finnish nuclear power plant project. Actively involved in graduate project management education and research, Miles has been Research Supervisor for the UK’s Open University (1997 – 2012), University of Leeds (2010 – 2012) University of Manchester (2010 – present) and University College London (2006 – present). He is a Director of PMI’s Global Accreditation Center.

Miles can be contacted at [email protected]

 

The Project Manager Leadership Dilemma: Candid versus Creative Communications

 

SECOND EDITION

By William A Moylan, PhD, PMP
Eastern Michigan University

and

Loran W Walker, DMIT, PMP
Capella University

USA

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Abstract

A key responsibility of the project manager is to communicate reality during project execution. Candid communication exhibited with brutal honesty may cause the project manager to be executed prematurely. Alternatively, the project manager as political spin-doctor spews creative deceit about project progress and performance. The paper addresses the communication challenges and ethical leadership dilemmas that confront the project manager, and proposes suggestions for astute project communications and project stakeholder management.

Introduction

Groucho Marx opined “I’m not crazy about Reality, but it’s still the only place to get a decent meal.” How is reality communicated during project execution, both visually and virtually? Should the project manager communicate with brutal honesty, or alternatively, become a political spin-doctor spewing creative deceit about project progress and performance? Are there better ways to move a project forward? Is it a case of the Project Manager being honest, reasonable, and/or pragmatic? What is the truth-reality for the Project Manager? The paper considers this conundrum of candid versus creative communications that confront the project manager.

Being transparent in the business world means to be free from pretense or deceit (www.m-w.com). This transparency requires the ethical project manager to be completely honest in managing people and their projects. The Project Management Institute’s Code of Ethics and Professional Conduct is “specific about the basic obligation of responsibility, respect, fairness, and honesty” (PM/BOK, p. 29). However, can the project stakeholders truly handle the truth without executing the messenger – the Project Manager?

This paper addresses these communication challenges and the ethical leadership dilemmas that challenge the project manager as functions of proper project communications and astute project stakeholder management. The paper includes a series of tips and suggestions for astute project communications and project stakeholder management based on a collection of lessons learned.

The Culture of Project Communications

The project organization culture is formed by the project stakeholders, both proponents and team participants, which influences greatly the particular project’s communication procedures and practices. The preferred behaviors for a successful project manager include being honest, open, trustworthy and co-operative. These personal virtues are all functions of the professional trait of exhibiting strong personal communications. Likewise, the core managerial skills of leadership, decision making and motivation are rooted in project communications. Irrespective of the quality of the project manager’s management acumen and personal attributes, the project may still fail if the proper balance of team dynamics, executive support and customer satisfaction are not executed properly (Cerimagic, 2010). Savvy management of project communications is critical for project success, which requires an in-depth understanding of both the project manager’s role [the medium] as well as the importance of accurate project communications [the message].

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 2nd annual University of Maryland Project Management Symposium in College Park, Maryland, USA in June 2015. It is republished here with the permission of the authors and conference organizers.

 

About the Authors

 

pmwj36-Jul2015-Moylan-MOYLANWilliam A. Moylan, PhD, PMP

Michigan, USA

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Dr. William A. Moylan, PhD, PMP, FESD, DTM is an educator, consultant, trainer, expert witness and practitioner in project management and Construction Engineering. He is an Associate Professor in Construction Management at Eastern Michigan University. Dr. Moylan has extensive professional experience in all aspects of program and project management, including over eleven years internationally with the Arabian American Oil Co, and since 1983 has been involved in implementing information technology. Dr. Moylan received his BS in Construction Engineering from Lawrence Technological University; his Masters from the Massachusetts Institute of Technology, majoring in Project Management and minoring in International Business, and, his Ph.D. in Organization and Management with a specialization in Leadership from Capella University. Dr. Moylan is active in a variety of professional societies including PMI, ESD and Toastmasters International. Dr. Moylan can be contacted at [email protected].

 

pmwj36-Jul2015-Moylan-WALKERDr. Loran W. Walker DMIT, PMP

Michigan, USA

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Dr. Loren W. Walker, DMIT, PMP, passed away unexpectedly on November 25, 2014 from an apparent heart attack. Loving husband of Susan for 32 years and beloved father of Adam and Barbara Walker. Dr. Walker worked in the Computer Science and Information Systems fields for nearly 30 years. He was an Adjunct and Full-time professor in information systems and the social sciences. He specialized in consulting and teaching High-Level Programming Languages (C, C++, Java, and .Net Technologies), Systems Analysis & Design, Project Management, Web Design, Programming Technologies and Enterprise Architecture. He was a full Professor at Capella University [a premiere distance learning university based in Minneapolis, Minnesota, USA], and served as the Project Management Lead Core Faculty for Capella’s Masters and Undergraduate programs, which included responsibility for all PM course content and directing all adjunct instructors in the Project Management discipline. The proposal abstract for the original paper was submitted to the University of Maryland by Dr. Moylan and him shortly before his untimely passing. Susan Walker can be contacted at [email protected]

 

Producing Competent Practitioners Using Project Based Learning

 

SECOND EDITION

By Paul D. Giammalvo

Jakarta, Indonesia

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ABSTRACT

This paper is a case study based on 20+ years of developing and delivering graduate level, blended learning courses using project based learning as the means to develop individual competency in applied project management and capacity development/enhancement in those organizations. The majority of experience has been with English as Second Language (ESL) mid-career path practitioners from South and Eastern Asia Pacific, the Middle East, Africa and Europe. This paper explores:

  1. Why exam based credentials alone do not and cannot validate competency
  2. How to develop a graduate level, project based, blended learning program of learning designed to build competency and
  3. How to evaluate the effectiveness/efficacy of this kind of a course using the Kirkpatrick 4 Level Assessment Method.

The paper concludes with 4 recommendations:

  1. Professional level credentials require both an Exam AND a peer reviewed Practicum based on evidence.
  2. It takes 15,000 hours of progressively more challenging experience to produce a top level professional anything;
  3. To improve competency, make “Cram for the Exam” courses an ethical violation;
  4. Adopt Kirkpatrick’s 4 Level assessment as the basis to evaluate and certify REP’s AEP’s and ATO’s as well as University programs.

INTRODUCTION

As evidenced by the taming of fire and inventing the wheel, followed by the 7 Wonders of the Ancient World, sufficient facts exist which supports the premise that the processes of project management have been with human sapiens for thousands if not tens of thousands years. However, “formalized” project management, as evidenced by the awarding of university degrees (construction project management) and the formation of professional organizations such as the US based Project Management Institute (PMI) or the International Project Management Association (IPMA) or the Association for the Advancement of Cost Engineering International (AACEI) have only been around for approximately 50 years.

Yet in that time, there has been no credible published research supporting any claims that projects are being delivered any more “successfully” today than they were 50 or even 5,000 years ago. Worse yet, with projects becoming ever more complex as well as expensive, both public sector and private sector project sponsors have a moral if not legal (fiduciary) obligation to be more honest in terms of basing the business case on real cost estimates as well as reasonable durations.

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 2nd annual University of Maryland Project Management Symposium in College Park, Maryland, USA in June 2015. It is republished here with the permission of the authors and conference organizers.

 

About the Author

pmwj36-Jul2015-Giammalvo-PHOTODr. Paul D. Giammalvo, CDT, CCE, MScPM, MRICS, GPM-m

Jakarta, Indonesia

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Dr. Paul D. Giammalvo
, CDT, CCE, MScPM, MRICS, GPM-m, is Senior Technical Advisor (Project Management) to PT Mitratata Citragraha. (PTMC), Jakarta, Indonesia. www.build-project-management-competency.com. He is noted for the development and presentation of graduate level, blended learning curricula designed for mid-career path, English as Second Language (ESL) professionals to develop competency in the local practitioner and build capacity for the local organizations For 20+ years, he has been developing and delivering Project Management training and consulting throughout South and Eastern Asia, the Middle East, West Africa and Europe.

He is also active in the Global Project Management Community, by playing a leadership role in the Association for the Advancement of Cost Engineering International, (AACEI) http://www.aacei.org/; He also is active in two IPMA member organizations: The Green Project Management Association (GPM) http://www.greenprojectmanagement.org/ where he the Chair of the Certification Board of Directors and American Society for the Advancement of Project Management http://www.asapm.org/ for which he was elected to serve on the BoD as Director of Marketing. He also sat on the Board of Directors of the Global Alliance for Project Performance Standards (GAPPS), http://www.globalpmstandards.org/, Sydney, Australia and is active as a regional leader in the International Guild of Project Controls, http://www.planningplanet.com/guild developing a 5 level, 4 track competency based credentialing program for them.

He has spent 20 of the last 45 years working on large, highly technical international projects, including such prestigious projects as the Alyeska Pipeline and the Distant Early Warning Site (DEW Line) upgrades in Alaska; Negev Airbase Constructors, Ovda, Israel; Minas Field in Rumbai, Sumatra and Freeport McMoran Copper and Gold mine in West Papua. His current client list includes Fortune 500 major telecommunications, oil, gas and mining companies plus the UN Projects Office and many other multi-national companies, NGO organizations and Indonesian Government Agencies.

Dr. Giammalvo holds an undergraduate degree in Construction Management, his Master of Science in Project Management through the George Washington University and a PhD in Project and Program Management through the Institute Superieur De Gestion Industrielle (ISGI) and Ecole Superieure De Commerce De Lille (ESC-Lille). Paul can be contacted at [email protected].