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Interview with Deena Gordon Parla, PMP

FEATURED INTERVIEW

Interviewed by Sertug Yilmaz

Istanbul, Turkey

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Interview with Deena Gordon Parla, PMP

Former Chair of the Strategy Development and Oversight Committee

PMI Board of Directors

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Ms. Deena Gordon Parla, PMP, has extensive leadership experience in strategy development, business transformation, and project/program/portfolio management, primarily in the ICT, pharmaceutical, R&D, energy and defense industries. This includes delivery of projects for global multi-national corporations, governmental and not-for-profit organizations in North America and EMEA who are seeking to close the gap between strategy and execution. She is currently engaged with CXO level clientele for delivery of program assurance services to organizations undertaking strategic mergers/acquisitions. She also teaches project management at the Middle Eastern Technical University in Turkey.

For the non-profit sector, she established an organizational relationship between PMI and the American Red Cross to more rapidly progress their project management maturity. Previously at Booze & Co, she worked with CXO level clientele to transform e-business strategies into e-solutions that delivered operational savings and increased market share. She has also served as Secretary, Board of Directors, for the bi-national Turkish American Association-Ankara.

Ms. Gordon Parla has served PMI as a volunteer leader since 2004. Since joining the PMI Board, she has been a member of and is currently the Chair of the Strategy Development and Oversight Committee (SDOC), responsible for guiding the PMI Board’s strategic dialogue and planning. She has also worked on strategic initiatives for chapters worldwide, including improved chapter governance processes, reporting, and rollout of the chapter conflict resolution framework. Ms. Gordon Parla is a keynote speaker at PM conferences and PMI® Leadership Institute Meetings globally. She graduated from the PMI® Leadership Institute Master Class in 2007.

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Sertug Yılmaz (Yilmaz):    Let’s begin with a quick introduction. Can you share a little about your professional background with our readers?

Deena Gordon Parla (Parla):      I have extensive leadership experience in strategy development, business transformation, and project/program/portfolio management, primarily in the ICT, pharmaceutical, R&D, energy and defense industries. This includes delivery of projects for global multinational corporations, government entities and not-for-profit organizations in North America and EMEA that are seeking to close the gap between strategy and execution. Given the global nature of my clientele, I work primarily from Turkey, Washington, D.C. and London. I am currently engaged with C-level clientele for delivery of program assurance services to organizations undertaking strategic mergers/acquisitions.

I recently completed a three-year term on the PMI Board of Directors, including serving as the 2015 Strategy Development Oversight Committee Chair, responsible for guiding strategic dialogue and planning. A PMI volunteer leader since 2004, I worked on strategic initiatives for chapters worldwide, including improved governance processes, performance reporting, and rollout of a conflict resolution framework. I’m also a regular speaker at PM Conferences and PMI® Leadership Institute Meetings globally.

Yilmaz:         What were your impressions of the recent PM Summit in Ankara, Turkey?

Parla:           It was an impactful, well-organized summit bringing together 300 practitioners representing a wide range of industries, from private, public, and international development sectors. Topics were timely and relevant to the value of our profession and applying PPM practices as an enabler for:

  • Managing complexity associated with mega-infrastructure projects (e.g., the 3rd Bosphorus Bridge)
  • Public Private Partnership (PPP) projects such as delivery of large (e.g., 3,500-bed) Integrated Health Campuses as part of the current healthcare sector privatization in Turkey
  • Agile project delivery in the IT sector
  • Knowledge Transfer across public sector and multi-national organizations
  • Organizational agility, given Turkey’s dynamic economic and geo-political environment

There was a high level of engagement and discussion during break-out sessions as attendees took advantage of opportunities to share experience and insights with other professionals tackling similar challenges.

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About the Interviewer

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Sertug Yılmaz

Istanbul, Turkey

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Sertug Yılmaz
, PMP is working as a project manager in Istanbul. He has specialized in the field of project and portfolio management. He studied Management Information Systems in Turkey and has more than 9 years of project related work and leadership experience. He has served in various positions in the IT services of airports in Turkey, most recently as project manager of the TAV Information Technologies.

His professional background includes major projects in aviation systems, IT Infrastructure and Construction IT infrastructure.  He lives close to Istanbul and can be contacted via [email protected].

 

 

Water plans and projects for City of Buenos Aires

REPORT

Project Management Update from Buenos Aires

By Cecilia Boggi, PMP

International Correspondent

Buenos Aires, Argentina


In last month edition, I mentioned that in the PMI Tour Cono Sur Buenos Aires 2015 we have had an interesting exhibition of the Water Plan project of the City of Buenos Aires Government, presented by Rodrigo Silvosa, Undersecretary of Public Space Maintenance, of the Ministry of Environment and Public Space City.

The mentioned project was about the implementation of the System of Hydraulic and Meteorological Monitoring, that allows anticipation and detection of conditions that may cause flooding in the city, and thus take timely contingency measures to avoid or minimize unwanted impacts that affect the population.

In his presentation, Silvosa said that in recent decades the drainage course of the City became insufficient to capture and drive the rainwater to the river mouth, which caused major flooding and waterlogging, transforming floods in greatest risk of natural origin for the City. The City Storm Sewer System of Buenos Aires built in 1941 became insufficient, due to population growth, densification of buildings, lack of maintenance, weather phenomena and lack of adequate infrastructure investment to adjust to the current needs.

As part of the Hydraulic Master Plan, several drainage infrastructure projects were developed, allowing reservoirs to hold about 800 million liters of rain water, and it was implemented a system of monitoring and early warning for floods that provides information in real time of rains, river water levels, storm water runoff system performance, precipitation forecasts and forecasts of the level of the river, and allows to analyze vital information for prevention and emergency scenarios to make decisions based on hard facts of reality.

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(Photo: Rodrigo Silvosa presenting at PMI Tour Cono Sur Buenos Aires 2015)

Rodrigo Silvosa clarified that the Hydraulic System Project and Meteorological Monitoring Implementation was conducted jointly by the Secretary for Maintenance and Environment of the City with the company BGH Partner Tech, the BGH division of innovative technological solutions and professional services, http://www.bghtechpartner.com/, who – recognized Silvosa – was an important partner in the five phases of the project.

More…

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

 


 

About the Author

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CECILIA BOGGI

International Correspondent

Buenos Aires, Argentina

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

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

She can be contacted at [email protected] and http://www.activepmo.com/

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

 

 

Project Management and BIM; Primer libro de “Project Sponsorship” en Español

REPORT

Project Management in Spain – monthly report

By Alfonso Bucero

International Correspondent & Editorial Advisor

Madrid, Spain


Project Management and BIM

The Ministre for Public Works’ Secretary, Mr. Mario Garcés, presented the BIM Committee functions and objectives (“Building Information Modelling Committee”) on October 6th, 2015 in Madrid. Seven Spanish Ministres and several Spanish associations, representing the construction industry, are part of that Committee. They are committed to implemente BIM in Spain before 2018.

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BIM Committee: seven Ministries, some public firms and more than 30 construction associations belong to that committee.

The “BIM Project Manager”, whose responsibility is to coordinate all BIM Managers from al the stakeholders, is revolutionizing the Spanish project management and in other countries is adding new challenges to the Asset Life Cycle.

More…

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

 


 

About the Author

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Alfonso 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/

 

 

Cultural Domain, Wildlife Projects and more

Cultural Domain, Wildlife Project Success, Education Projects, Defence Projects, Project People, Other Project News

REPORT

UK Project Management Round Up

By Miles Shepherd

Executive Advisor & International Correspondent

Salisbury, England, UK


INTRODUCTION

The year is barely a month old yet there are many interesting developments in the project world and beyond. One striking feature of January has nothing to do with project but I draw your attention to the loss of many very famous and not so well known pop stars in January. Unless you live off grid, it is inconceivable that you missed the passing of David Bowie. A great innovator and adept at using psychology to change his delivery style, Bowie transformed the world of pop music – a feat similar to the delivery of a major programme. Less influential but much loved in their day are stars such as Glen Frey of The Eagles, Paul Kantner of Jefferson Airplane and Dale Griffiths of Mott the Hoople. The modern Project Manager might enjoy the music representative of these stars but should also look at how they led their fans and delivered value to them.

On a more prosaic level, there is news of defence projects, some projects in the cultural domain, academic projects and wildlife programmes.

CULTURAL DOMAIN

Stonehenge in WiltshireA project local to my base is the proposed tunnel to bypass Stonehenge (pictured left). The Government has proposed a £15 billion project to remove the traffic that runs past the Stones along the A303 and to help alleviate the congestion on this main road from London to the West Country. The plan involves a 1.8 mile long tunnel past Stonehenge.

The £17.5M contract with Highways England will see the joint venture between Atkins and Arup develop options to take to public consultation and ultimately a preferred route for the tunnel. Highways Agency Project Manager Andrew Alcorn leads the first stage to open up a major pinch point on the long distance route to the South West.

The contract award was welcomed by the local Member of Parliament, John Glenn, but there is extensive opposition to the tunneling plan. Local residents seek a route that leads traffic away from the Stones and does not involve a tunnel, a virtually impossible task despite the desire to avoid damage to the rich archeology of the area. A route that links up with options to by-pass Salisbury and other local high traffic density areas seems more likely.

WILDLIFE PROJECT SUCCESS

One of the major problems in conservation is the impact of invasive species on local environments. In UK we have major problems with American Grey Squirrels which carry diseases that our native Red variety have no immunity to and Signal crayfish that are crowding out their smaller British cousins. And it is not just animals that cause problems: Japanese Knotweed causes extensive damage to roads, buildings, river banks and buried infrastructure, and is almost impossible to eradicate. Similarly plants such as Himalayan Balsam, rhododendrons and the like cause ecological damage.

In the face of such seemingly intractable problems, it comes as a pleasant surprise that invasive species that predate birds in the Sothern Atlantic have been eliminated. South Georgia is a British Overseas Territory with a huge population of elephant seals, penguins of various varieties and more than 50 million albatrosses, petrels and prions. The island was once a whaling station and visiting ships brought rats to the island while the company that ran the whale station introduced deer to provide meat. Both these species cause damage to the environment: rats predate the cliff nests while the deer consume the vegetation.

More…

To read entire report, click here

 


 

About the Author

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MILES SHEPHERD

Salisbury, UK

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Miles Shepherd is an executive editorial advisor and international correspondent for PM World in the United Kingdom. He is also managing director for MS Projects Ltd, a consulting company supporting various UK and overseas Government agencies, nuclear industry organisations and other businesses. Miles has over 30 years’ experience on a variety of projects in UK, Eastern Europe and Russia. His PM experience includes defence, major IT projects, decommissioning of nuclear reactors, nuclear security, rail and business projects for the UK Government and EU.   Past Chair and Fellow of the Association for Project Management (APM), Miles is also past president and chair of the International Project Management Association (IPMA). He is currently Director of PMI’s Global Accreditation Centre and the Chair of the ISO committee developing new international standards for Project Management and for Program/Portfolio Management. He was involved in setting up APM’s team developing guidelines for project management oversight and governance. Miles is based in Salisbury, England and can be contacted at [email protected].

To view other works by Miles Shepherd, visit his author showcase in the PM World Library at http://pmworldlibrary.net/authors/miles-shepherd/.

 

 

On the Subject of “How to be a Successful Failure”

LETTER TO THE EDITOR

On the Subject of “How to be a Successful Failure” by David Hillson in the January PMWJ

14 January 2016

Dear Sir,

I am Sushil Sharma from Nepal. I have been member of national body of IPMA since 2009.I have also participated in 5 days of coaching for development program and an international conference held in Nepal. I came to contact PMAN when I wanted to know about the causes of failure. And now when I read Dr David’s article “How to be a successful failure”, I couldn’t stop writing my response to you with gratitude for including such a wonderful article which touched my heart.

Thank you!

Sushil Sharma

Kathmandu, Nepal

 

 

Effective PM and BA Role Collaboration

BOOK REVIEW

pmwj43-Feb2016-Armistead-BOOKBook Title:   Effective PM and BA Role Collaboration – Delivering Business Value through Projects and Programs Successfully         
Author: Ori Schibi, MBA, PMP and Cheryl Lee, PMI-PBA, CBAP, PMP
Publisher: J. Ross Publishing
List Price:   $49.95         Format: Hard cover; 337 pages
Publication Date:   Sep 2015
ISBN: 978-1-60427-113-3
Reviewer:     Will Armistead
Review Date: Jan 2016

 


Introduction

Effective PM and BA Role Collaboration – Delivering Business Value through Projects and Programs Successfully provides a straightforward discussion on the Business Analyst (BA) and Project Management (PM) roles, their overlap and associated challenges. It is perfect for anyone with a Business Analyst background moving into a Project Management role/position or Project Managers who will be managing/working with Business Analysts.

The book covers the types of changes expected when working with the two roles, the reasons for change, and suggested approaches to dealing with the new project environment.

Overview of Book’s Structure

There are 11 Chapters:

1 Challenges Related to Project Management and Business Analysis
2 Misconceptions of the Roles of the PM and BA
3 Growing and Integrating the Professions
4 Enterprise Analysis, Portfolio Management, and the PMO
5 Communication and Stakeholder Expectations Management
6 Requirements Definition
7 Assumptions, Constraints, Dependencies, and Risks
8 Resource Management
9 Two Types of Change: Project and Organizational Change Management
10 Project Quality, Recovery, and Lessons Learned
11 Building a Partnership: Shared Responsibility Throughout – Putting It All Together

The structure is generally based on PMBOK Knowledge Areas and provides great insight on the functions that are most likely to experience PM and BA overlap. Each section tries to address the topic from a BA and PM view, the challenges each view may experience and benefits of the opposing view. A common ground is then established and best practices are suggested.

Highlights

I found the “Growing and Integrating the Professions”, “Assumptions, Constraints, Dependencies, and Risks” and “Building a Partnership: Shared Responsibility Throughout – Putting It All Together” chapters to be key to this book. These chapters covered important areas of Project Management and show how the separate PM and BA roles can improve their impact on the project.

More…

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About the Reviewer

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Will Armistead

North Texas, USA

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Will Armistead, PMP, is an experienced financial operations manager who has recently transitioned to the project world. Contact 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].

 

Innovation & Project Management: Exploring the Links

SECOND EDITION

By Dr. Donncha Kavanagh and Ed Naughton

Dublin, Ireland

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If innovation was traditionally seen as technology-led, it now covers a much broader canvas. Innovation is possibly best defined as the exploration and exploitation of new ideas in pursuit of a competitive advantage. The pressure to be competitive drives innovation across the range of business practices, and, conversely, innovation is a key driver of competitive advantage.

Innovation is not necessarily about big-bang, major breakthroughs. More often it is incremental and built on the day-to-day expertise of employees and their thorough knowledge of customers and competitors. For them, innovation is often about making non-technical adjustments that have significant customer impact with correspondingly little cost.

Examples of such “adjustments” include the development of new or enhanced products and services, the introduction of new business models – shorter lifecycles to get product to market – and new work practices. These “adjustments” are in essence projects that must be exploited /managed and brought to a successful outcome. Framed in this way, the proper management of projects, through project management, is vital to innovation.

But from another perspective, formal management practices like project management might hinder innovation by imposing standard techniques that stifle the creativity needed to innovate.

In this article we report on a study into the relationship between project management and innovation. To avoid the problem of trying to generalise from a small-scale survey or from case studies, we took the nation as our unit of analysis. Thus, we asked if nations that use project management are more innovative than those that do not.

Project Management Score Index

We used the level of project management certification as the best available metric of the concentration or intensity of project management practice in various countries. It is important to distinguish between project management education and professionally accredited project management certification. Accredited certification is a reflection of application competence while education focuses more heavily on the acquisition of knowledge. If formal project management methods are applied extensively in a country then that is likely to be reflected in a high number of project management certificates issued.

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 published in the April 2009 edition of PM World Today. It is republished here with the permission of the authors.

 


 

About the Authors

pmwj43-Feb2016-Kavanagh-PHOTODr Donncha Kavanagh

University College Dublin
Dublin, Ireland

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Donncha Kavanagh
is Professor of Information & Organisation in the Business School at University College Dublin (UCD), Ireland; Director of UCD’s Centre for Innovation, Technology and Organisation and a member of the Management Information Systems subject area.  He is also Director of PhD Programmes in the Michael Smurfit School of Business in UCD.

His research interests include the sociology of knowledge and technology, temporality, phronesis, the history and philosophy of management thought, pre-modern and postmodern modes of organizing, play and creativity. He is especially interested in the nature of ‘management’ in atypical forms of organising, while his most recent publications have focused on the relationship between work and play in management theory and practice. He has published widely in the fields of information and organisation, management, marketing, organisation studies, and engineering in leading international journals such as Organization, Organization Studies and Journal of Business Research.  Prior to his academic career, he worked in a number of project management and project controller roles. Further details at http://donnchakavanagh.com/

 

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Ed Naughton

Institute of Project Management
Dublin, Ireland

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Ed Naughton, BE, C. Eng., F.I.E.I, FIPMA, IPMA-a, PMP, is the founder and Director General of the Institute of Project Management of Ireland, the leading authority on the PM profession in Ireland. On the international front, Ed was responsible for initiating cooperation agreements with both the PMI (Project Management Institute) USA and the IPMA (International Project Management Association). He is Ireland’s representative on the IPMA council of delegates, and a former Vice President-Marketing for the IPMA. He was also the first PMP registered in Ireland. Ed has researched, published and presented many articles and papers on project management and is the author of the Irish Project Management Competence Baseline. During his thirty year career, Ed has worked as a project manager and/or project management consultant on a large variety of high profile domestic and international assignments.

Ed Naughton is a graduate of University College Dublin (BE, civil), a Fellow of the Institute of Engineers of Ireland, a Chartered Engineer (Ireland), a Professional Engineer in Canada, and holds an IPMA Level A certification. He is former founder and editor of the quarterly international publication “Project Management Practice”. One of Ireland’s most respected experts on the topic of modern project management, Ed is an executive advisor to PM World in Ireland. Ed Naughton was named a Fellow of IPMA in 2013.

Ed lives in Dublin and can be contacted at [email protected].

 

 

Disruptive Events! Are you, your project or your organization prepared?

SECOND EDITION

David L. Pells,

Addison, Texas, USA

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Introduction

Risk Management is a hot topic in the project and program management arena, and for good reason. As project complexity increases, and uncertainty grows in project environments everywhere, risks seem more widespread and prevalent. While most risk management approaches focus on potential risk events, and disaster planning and recovery are often included, many organizations seem to consider major risk events as “one-off” possibilities, unlikely to occur or to affect their projects.

I believe that disruptive events are more common than most people realize, and that they are increasing. In my June Editorial, entitled “Global Business Intelligence for Managers of Programs, Projects and Project-oriented Organizations,” I addressed Disruptive Events as a subject for executives and program managers to consider when gathering strategic intelligence. [1] This was also discussed in three papers that I wrote in 1998 and 1999 on the topic of how significant global trends and events can affect the project management profession, the last one presented at the PMI South Africa International Project Management Conference in Johannesburg in November 1999. [2]

As explained in my June article, a disruptive change is a significant event with drastic potential consequences. The most obvious examples might be natural disasters caused by extreme weather – a cyclone, hurricane or flood, for example. The loss of a company’s data center would be a disruptive change for that organization. A change in government, as occurred with the election of Barack Obama as President in the United States in November 2008, is an example of a disruptive political change, in this case with global consequences. Other examples include stock market crash, currency crisis, breakout of war (Russia & Georgia in 2008), new technology breakthrough (iPod), bankruptcy of major corporations (Chrysler, General Motors, Lehman Brothers), major merger or acquisition, disruptive new legislation or regulations (Sarbanes Oxley in USA), outbreak of pandemic disease (H1N1 Flu this year), international belligerence (North Korea declares 1950 truce void in late May 2009), natural resources discovery (oil under the arctic), etc. The list goes on. [3]

Disruptive events can change or drastically affect a market, industry, organization, program or project, by changing the environment within which programs and projects exist. In some cases, the immediate impact is on critical resources that a program or project needs to succeed. In other cases, the immediate impact might be on a project owner, customer or other stakeholder. In many cases, the immediate impact on a project or program might not be immediately apparent, only causing a disruptive impact after some time lapses. I now believe that many such disruptive events are likely to happen, can be predicted and should be planned for.

This article discusses disruptive events as a major risk factor, planning scenario, and expected condition for managing programs and projects. I believe that for large programs and projects, such disruptive events are more likely to occur than ever before, especially for those with international or global dimensions. In some parts of the world, disruptive events occur on a regular basis. In that case, how can you identify potential disruptive events and how should you, your team or your organization prepare?

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 published as an editorial in the September 2009 edition of PM World Today.

 


 

About the Author

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DAVID L. PELLS

Managing Editor, PMWJ

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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. He has been a senior program management advisor to the National Nuclear Security Administration and several national labs in the United States; he occasionally provides high level advisory support for major programs and global organizations. David has published widely, spoken at conferences and events worldwide, and can be contacted at [email protected].

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

 

 

Are Women Better Suited to Project Leadership than Men?

COMMENTARY ARTICLE

By Sharon De Mascia

United Kingdom

 

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Abstract

Research into leadership styles suggests that we are moving towards a more ‘Transformational’ style which emphasis emotional intelligence and interpersonal skills. Meanwhile, some studies have found that women have an advantage over men when it comes to the emotional aspects of leadership. Does this mean that women are naturally good at transformational leadership? If so, then my next question is “why are women still under-represented in project leadership?”

It would be easy to give knee-jerk answers to these questions, but before you all jump in with your comments and opinions (which are definitely welcome), let’s survey the evidence and see what it tells us?

The Evidence

The leadership literature has undergone a journey from the more traditional Transactional styles of leadership to a more Transformational style of leadership which incorporates: Authentic Leadership and Emotionally Intelligent Leadership. This style of Leadership is relatively new and emphases motivation and engagement along with the creation of a shared vision. There is also an emphasis on Individualized Consideration and providing a role model for high ethical behaviour which encourages respect and trust. There is a growing body of research evidence suggesting that this type of leadership is very effective in modern day organisations. Eagly (2007) reports a meta-analysis by Judge et al (2004) which examined of 87 studies testing the relationships between leadership styles and measures of leaders’ effectiveness. They found that Transformational Leadership was associated with greater effectiveness.

Project leadership appears to be undergoing a similar, parallel journey to leadership in general, where there is a move away from traditional project management with a focus on planning and controls, towards an increasing recognition of the value that behavioural sciences can add and an acknowledgement of the fact that people factors are critical for the success of projects. This has resulted in a shift towards a more emotionally intelligent perspective (Briner 1992)

This shift in the focus of project management suggests that a more transformational style of leadership is required, which can harness the energy/motivation of project teams/stakeholders and unite them behind a common vision. This is particularly true of those projects that involve significant change for the end users or members of an organisation. These kinds of projects require even more of the Emotional Intelligence aspect of Transformational Leadership in order to recognise and effectively manage the range of complex emotions that organisational change provokes.

More…

To read entire article (click here)

 


 

About the Author

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Sharon De Mascia

United Kingdom

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Sharon De Mascia is the Director of Cognoscenti Business Psychologists Ltd. She is a chartered occupational psychologist and a chartered scientist. She is an expert in Wellbeing, Leadership and Change/Project Management. She has over 25 years’ experience of delivering change/project management, wellbeing, leadership, entrepreneurship and other organizational initiatives across all sectors e.g. Santander, The BBC, Vita Group, The Highways Agency, NHS, Movember, and ATL etc.

Sharon is a published author and an executive coach as well as being a supervisor for the global MBA at Manchester Business School. Sharon is Prince2 qualified and is a guest lecturer at two Universities i.e. the Manchester Metropolitan University and the Liverpool John Moores University. She also teaches Project Leadership at the University of Reykjavik. She is a member of the British Psychological Society ‘Health and Wellbeing group’ and a committee member of the Association of Business Psychologists. She is also the Organizer for the CIPD ‘Signet’ group for Independent Consultants.

Sharon is the author of the book Project Psychology: Using Psychological Models and Techniques to Create a Successful Project, published by Gower.   www.gowerpublishing.com/isbn/9780566089428

Sharon can be contacted at:

[email protected]

twitter.com/sharondemascia/

Linkedin.com/sharondemascia

Facebook.com/cognoscentibusinesspsychologists

http://www.cognoscenti.uk.com/

 

 

Resilience as a Project Management Tool

COMMENTARY ARTICLE

By Ronald Look, PMP

Illinois, USA


You have just been assigned your next project to manage. The details fill you with excitement but mixed with more than a bit of trepidation, but that’s to keep you sharp, right? The project is in a deep hole. The project sponsor is not happy and demands a plan to get things back on track. Sounds familiar I bet! It’s not only familiar but almost cliché, but yet a fact of life on so many projects. In these situations you will need all your project manager skills along with a good dose of resiliency to get and keep the project on track.

We don’t usually think of resiliency as a project management skill or tool. In the scenario above imagine telling the sponsor that the team will use resiliency to turn things around. Say what! I don’t ever recall seeing it directly referenced in any project management training materials or mentioned in any seminar. Rather it falls into the category of the personal or soft skills a project manager brings to a project. Even at that it may be a more of a personal trait then a skill, think perseverance.

I had an experience with an IT project where perseverance and resiliency were the underlying factors that helped myself and the project team not only survive but to thrive. We were a new team formed to provide ongoing support for a just completed application released to production. I use the word ‘completed’ loosely. Many pieces were partially completed and needed more refinement. In fact the project would not be accepted until a long list of items was addressed. However since the project was over budget and its release had already been delayed, it was pushed into production. Still the application’s functionality was far from what the sponsor ultimately wanted, and felt they had paid for.

So the challenge for our Support Team was to fix and further develop the application to the sponsor’s requirements while providing ongoing support. This was a very tall order with the list of enhancements and fixes being quite extensive. No knight in shining armor was coming to the rescue. Nor was there any silver bullet that would solve a great deal of problems. Our team was in it up our necks, and survival called for resiliency by each team member and a resilient project management and sponsor communication approach.

More…

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About the Author

pmwj43-Feb2016-Look-PHOTO
Ronald Look, PMP

Illinois, USA

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Ron Look
has over 25 years of experience as a project manager in the IT sector. He has 9 years’ experience managing in-house projects for a national insurance company first as a team lead and then as a group manager. He has 11 years managing projects as a Senior Consultant for an international IT consulting firm specializing in IT application outsourcing and project development. He has spent the last 5 year managing projects for an international retailer. He currently is managing infrastructure projects for an international insurance company. He has project management experience from the perspective of both a buyer and supplier of IT services. His writing has been published in PM World Today and PM Boulevard. Mr. Look can be contacted at [email protected].

 

Entrepreneurial Project Management – Cross-Fertilization between the Fields

COMMENTARY ARTICLE

By Amela Trokić

Bosnia and Herzegovina


Introduction

Entrepreneurship and project management may seem like very differing fields but they share much more in common than initially believed. As academic fields, both have similar histories, significance in academia, nature and a similar theoretical and professional status (Kuura, Blackburk and Lundin, 2014, p. 219). Yet, they have developed apart from one another with little to no interaction between the two. The clear fragmentation of entrepreneurship and project management occurs both in theory and practice. Today, academic research emphasizes publishing in niche journals (Kuura, Blackburk and Lundin, 2014, p. 220) which has contributed to the separation. Similarly, in academia there appears to be a preference for gap spotting over problematization, despite the latter leading to more interesting research and new theory development (Sandberg and Alvesson, 2011, p. 40), which is necessary for the emergence of research on entrepreneurship and project management. Similarly, in practice there is a segregation between the two fields as a result of a tendency to rely on ‘experts’ or ‘consultants’, and practice specialties (Kuura, Blackburk and Lundin, 2014, p. 220). However, when it comes to emergent project management approaches there is an inclination for practice to lag behind theory (Bryde, 2003, p. 791). This is especially true for entrepreneurial project management which emphasizes the use of project management concepts, methods and applications for fostering innovation and creativity, which present significant practical difficulties (Bryde, 2003, p. 782). Despite the division, there are several benefits to theory and practice that can result from considering the links between entrepreneurship and project management. As a result, some research has attempted to look into this.

Benefits of Cross-Fertilization – Studying the Literature

In their paper titled ‘Studying Entrepreneurial Project’, Asquin, Condor and Schmitt (2011), call for project research within the domain of entrepreneurship in order to initiate a paradigm shift which would be of great benefit for the field. They argue that the entrepreneurial project exceeds all of the existing entrepreneurship paradigms without contradicting them, and in that way acts as a language that allows for the exchange of knowledge between the entrepreneurial paradigms (Asquin, Condor and Schmitt, 2011, p. 5). They found that methodological deficiencies in research pertaining to entrepreneurial projects has not only limited but impoverished knowledge in the field of entrepreneurship (Asquin, Condor and Schmitt, 2011, p. 8). This suggests that developing research that converges the two domains would be mutually beneficial. For entrepreneurship it allows for development of the academic field, and for project management it presents a potential growth in practical potential, considering the use of project management in small and medium enterprises (SMEs) and start-ups (Kuura, 2011, p. 160).

More…

To read entire article (click here)

 


 

About the Author

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Amela Trokić

Bosnia and Herzegovina

 

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Amela Trokić holds an MSc in Strategic Project Management from Heriot Watt University, Politecnico di Milano and Umea University, and joint MA in Islamic Banking from the University in Sarajevo and the University in Bolton. She currently works as a Project Manager for Bosna Bank International, an Islamic bank operating in Bosnia and Herzegovina. She also has experience as a Project Manager in the NGO sector, having worked on and implemented projects dealing with economic development in the US, Turkey and Balkan countries.

https://ba.linkedin.com/in/amela-trokic-b845a263

 

Our Daughter’s Wedding – a case study

CASE STUDY

By Raju Rao, PMP, SCPM, OPM3 Certified Professional

and

Subhashini N Rao, M A B Ed

Chennai, India


Introduction

Setting the context

This case study is based on a personal project – our daughters’ wedding. Since one of us was formally certified as a project management professional it was but natural that we ensured that all copybook processes of project management were deployed as part of the planning process. This included a WBS, scheduling where required, resource planning, risk management and procurement. In that sense, it was a well-planned project and one week before the wedding we were pretty relaxed. Little did we know what was in store for us! The wedding dates were on 6th and 7th Dec and heavy rains struck Chennai in India from 1st Dec and its disastrous effects continued till 8th Dec (2). In the midst of all that we had to conduct the wedding. It was done against all odds considering that many weddings during the period were postponed or even cancelled.

pmwj43-Feb2016-Rao-PHOTO1pmwj43-Feb2016-Rao-PHOTO2pmwj43-Feb2016-Rao-PHOTO3

 

 

 

 

Exhibit 1 – The Chennai Floods

The Challenges

Phones/ Internet / Electricity – Most mobile phones stopped working as mobile towers were either in water flooded areas or had become inaccessible. Communication became a nightmare. Many parts of the city went without electricity for extended periods – 5 to 7 days. This was we believe a precautionary measure by the Electricity board to avoid mishaps due to short circuit. Due to lack of electricity even internet worked intermittently and sparingly.

Transportation – Radio taxis and Public transport (buses) stopped plying. Only those on the road were private vehicles / taxis, emergency vehicles, ambulances and auto-rickshaws. Petrol was unavailable and those who did have them had filled up outside the city. Airports remained closed due to flooding of the runway. Movement into the city was also impossible because many bridges and roads had been washed away by the swirling waters.

Food – Due to transportation bottlenecks, essentials like milk bread and vegetables became unavailable or were sold at exorbitant prices. Panic buying due to the crisis situation only added fuel to the fire.

More…

To read the entire story (click here)

 


 

About the Authors

pmwj43-Feb2016-Rao-RAJU
Raju N Rao

Chennai, India

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Raju N Rao
is Founder of Xtraplus Solutions which is involved in consulting and training in Project Management. Raju has presented papers at Global Congresses and has been involved in the development of many standards of PMI particularly OPM3. He often writes for project management journals and is coauthor of two books – Project Management Circa 2025 and Organizational Project Management. He is a PMP, SCPM and a PMI certified OPM3 Professional. He was a Founder Board member of PMI Chennai Chapter, has been on the Leadership Team for Awards for PMI India and Global Advisory Board for OPM3 Professionals. Raju can be reached at [email protected]

 

pmwj43-Feb2016-Rao-SUBHASHINI
Subhashini N Rao

Chennai, India

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Subhashini N Rao
is a Senior Teacher & Head of Dept of English at P S Senior Secondary School, Chennai. She has 30 years of teaching experience in schools in India and the Middle East. She has been a Board examiner for the CBSE grade 12 examination and a Master trainer for CBSE’s Assessment of Speaking and Listening skills (ASL). Though formally not trained or certified in project management, she followed many of the principles in planning and executing the wedding. Subhashini can be reached at [email protected]

 

Introducing the Social Incident Frequency Rate

ADVISORY ARTICLE

By Wayne McPhee

Ontario, Canada


Using metrics like the Environmental Incident Frequency Rate (EIFR) and the Social Incident Frequency Rate (SIFR) has the potential to improve the project delivery especially for heavy construction and resource development projects. The concepts of EIFR and SIFR look to build on the huge positive impact of safety metrics on project delivery to improve sustainability on heavy construction and resource development projects by adapting safety metrics for environmental and social performance?

It is easy to argue that the project management metric with the biggest impact on project sustainability is the Total Recordable Incident Frequency Rate (TRIFR) that has changed construction projects from counting deaths per project to striving for zero harm.

A number of firms have started to use a comparable metric, the Environmental Incident Frequency Rate (EIFR) in order to track and create continuous improvement with respect to environmental performance. The Environmental Incident Frequency Rate (EIFR) has been defined as the number of ‘recordable’ environmental incidents per 200,000 hours worked.

The definitions are not fully developed but a recordable environmental incident could include significant incidents relating to the environment and could include:

  • a reportable spill/release,
  • a release into water,
  • a release of air pollutants at levels above allowable, permitted levels,
  • a legitimate external complaint about the environment (i.e. noise/dust), or
  • any fine or non-compliance finding by a regulatory agency

There are a number of organizations that currently or historically have used EIFR to track environmental performance including Amec Foster Wheeler, Rio Tinto and other mining companies. Since EIFR is not an established metric, it will be important to refine the metric over time as we learn from project experience and there is a better understanding of what constitutes a ‘recordable’ incident in environmental terms.

More…

To read entire article (click here)

 


 

About the Author

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Wayne McPhee

Ontario, Canada

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Wayne McPhee
is a Sustainability Consultant who has focused on integrating environmental and social sustainability issues into mining, construction, industrial and real estate projects including developing sustainability management systems and project metrics. You can connect with Wayne on LinkedIn at https://ca.linkedin.com/in/waynemcphee

 

“Your PMP Class Is Over … What’s the Best Way to Study Down the Home Stretch?”

ADVISORY ARTICLE

(My Top 11 FINAL Study Tips)

By Jeff Furman, PMP

New York, USA


You’ve completed your PMP Prep Class, and you have some time before your exam. What’s the best way to do your final studying? (So much material… where to begin?)

After teaching more than 150 PMP Prep classes, plus many other project management courses for NYU SPS, the US Army, and I.T. training companies in New York and California… here are my best tips that have helped many of my students cross the finish-line for their PMP®.

11) Skim for the Key Test Tips in Your Book

Most PMP books highlight their best tips in call-out boxes or side-bars, or in summaries at the end of each chapter. After you’ve gone through your main book, a good way to review is to go back and re-read ALL these highlighted tips. And when you come to one you’re not 100% sure about, drill-down in the book and study the corresponding sections.

10) The ‘How To Pass The Test’ Chapter

Besides the chapters on all the Knowledge Areas & processes, most PMP books offer a good chapter devoted exclusively to the test. In my book’s ‘How To Become PMP Certified’ chapter, I give test tips, mnemonics, a guide to the exam logistics, plus several unique activities and exercises which my students use in my PMP Prep classes. Whichever book you’re studying with, devote quality-time to its ‘How To Pass’ chapter!

9) ‘The Brain Dump’ – NOT Just The Formulas!

Many test-takers take advantage of the ‘brain-dump’ – using your scrap paper and 15 minutes before the test starts to jot down the formulas you studied in class (making them ‘open-book’). But beyond just the formulas, it’s recommended to also write down any keywords, mnemonics, or even quick diagrams that gave you trouble in your class. Having all this in front of you on the test keeps you from stopping to dig things out of your memory as you go through the questions, saving you time. And doing the memory dump also makes you feel confident and well-prepared for your test.

More…

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About the Author

pmwj43-Feb2016-Furman-PHOTOJeff Furman

New York, USA

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Jeff Furman, PMP®
is a highly experienced I.T. Project Manager and Project Management Instructor.

Jeff currently teaches six project management courses for NYU’s School of Professional Studies, and also teaches PMP Prep for the U.S. Army, on bases around the United States.

He has led many software projects for Fortune 100 firms in the NYC area. And for many years he managed a mission-critical I.T. change management system, which handled application changes 24 x 7 for a large brokerage in Manhattan.

The 2nd Edition of his book, “The Project Management Answer Book” was just published by Management Concepts Press in January, 2015

Jeff can be contacted at [email protected]

 

PMOs an Executive Office View

SERIES ARTICLE

Series on Project Business Management and the PMO

By Darrel G. Hubbard, PE
President, D.G.Hubbard Enterprises, LLC

and

Dennis L. Bolles, PMP
President, DLB Associates, LLC

USA


Interest in developing and deploying “Project Management Organizations” of one type or another has continued to expand. The number of articles and books related to project manage­ment organizations/offices (PMOs) continues to blossom as the growth of the project, project-program, and project-portfolio management professional practices continue worldwide. How­ever, useful information on how PMOs are providing value and benefits to their enterprise, how those PMOs function as a business unit, how they are structured, and what makes a PMO sustainable has been lacking. In addition, a larger set of business related questions exists con­cerning PMOs, which are of interest to the project management profession at-large and busi­ness executives in general.

Only a few enterprises currently employ project management as a successful business function at the executive level. However, we believe this will become a standard practice of future enterprise organizational models. Executives and business unit managers in today’s most forward-thinking enterprises are already taking project management disciplines beyond handling specific projects in manufacturing, product development, services, and information technology. They are adopting its powerful methods enterprise-wide. The practices of project, project-program and project-portfolio management are applicable to any type of enterprise, whether it is a for-profit company, a non-profit company, or a governmental agency. Therefore, the principles, processes, methods, and techniques recommended in this series of articles are aimed at existing enterprises with established business operations and defined functional or­ganizations.

The following quote is from one of our recent PMO Case Studies that speaks of the value their PMO provided their company:

“It is truly a journey to establish an Enterprise Project Management Organization and it takes tremendous passion, persistence, and patience to introduce and embed Project, Pro­gram, and Portfolio Management (PPM) concepts effectively within any enterprise. This EPMO Director feels fortunate to have had the honor to meet so many experts that have dedicated their lives to this field through practice, research, and publication. Through these interactions and their consultation, they have provided the one key lesson learned: That this is not easy – but then, nothing worth doing ever is.”

This series of articles will guide those enterprises interested in applying Project Business Management (PBM) practices, beginning with enterprise level PBM governance and progress­ing through PBM execution. We created and defined the term project business management in our book “The Power of PMOs and Enterprise-Wide Project Management” as:

The utilization of general business management and project management knowledge, skills, tools, and techniques in applying portfolio, program, and project and business manage­ment processes to meet or exceed stakeholder needs, to derive benefits, and to capture value through any project-related actions and activities used to accomplish the enterprise’s busi­ness objectives and related strategies.

Competition, corporate downsizing, and business process re-engineering have influenced many enterprises to investigate the concept of enterprise-wide project management. Project management is recognized as a professional discipline that contributes significant competitive advantages to any enterprise. In addition, project management is now being understood as something more than just a set of processes for controlling a project’s cost and schedule.

More…

To read entire article (click here)

Editor’s note: Bolles and Hubbard are the authors of The Power of En­terprise PMOs and Enterprise-Wide Project Management (PBMconcepts, 2014); A Compendium of PMO Case Studies – Volume I: Reflecting Project Business Management Concepts (PBMconcepts, 2012); and A Compendium of PMO Case Studies – Volume II: Reflecting Project Business Management Concepts (PBMconcepts, 2015). This series of articles is based on their books, research and executive consulting experience.

 


 

About the Authors

pmwj42-Jan2016-Bolles-BOLLES
Dennis
L. Bolles, PMP

Michigan, USA

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

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

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

Bolles served as the PMI Standards Project Manager who led the project core team to a successful completion and on-time delivery of the Project Management Body of Knowledge (PMBOK®) Guide Third Edition in 2004. He has served on and has contributed to multiple PMI Standards bodies over the past 20 years.

He is a published author of many project management articles, is a PMI Congress/ Symposium/Chapter speaker, and author of Building Project Management Centers of Excellence, AMACOM, NY, 2002. He is the co-editor of The PMOSIG Program Management Office Handbook, JRoss, 2010. He is the co-author with Darrel G. Hubbard of The Power of Enterprise-Wide Project Management: Introducing a Business Management Model Integrating and Harmonizing Operations Business Management and Project Management, hardcover – AMACOM, NY, 2007, now in paperback, revised, and retitled The Power of Enterprise PMOs and Enterprise-Wide Project Management – PBMconcepts, MI, 2014, and of A Compendium of PMO Case Studies – Volume I: Reflecting Project Business Management Concepts, PBMconcepts, MI, 2012 and of A Compendium of PMO Case Studies – Volume II: Reflecting Project Business Management Concepts, PBMconcepts, MI, 2016.

He can be contacted at [email protected] and at LinkedIn at http://www.linkedin.com/%20in/dlballc01. Visit the www.PBMconcepts.com for information about current and future book projects.

 

pmwj42-Jan2016-Bolles-HUBBARD
Darrel G. Hubbard, P.E.

California, USA

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

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

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

He is a contributing author to The AMA Handbook of Project Management, AMACOM, 1993 and The ABCs of DPC: A Primer on Design-Procurement-Construction for the Project Manager, PMI, 1997. He is the co-author with Dennis L. Bolles of The Power of Enterprise-Wide Project Management: Introducing a Business Management Model Integrating and Harmonizing Operations Business Management and Project Management, hardcover – AMACOM, NY, 2007, now in paperback, revised, and retitled The Power of Enterprise PMOs and Enterprise-Wide Pro­ject Management – PBMconcepts, MI, 2014, and of A Compendium of PMO Case Studies – Volume I: Reflecting Project Business Management Concepts – PBMconcepts, MI, 2012 and of A Compendium of PMO Case Studies – Volume II: Reflecting Project Business Management Concepts, PBMconcepts, MI, 2016.

He can be contacted at [email protected] and LinkedIn at http://www.linkedin.com/%20in/DarrelGHubbard. Visit http://www.pbmconcepts.com/ for information about current and future book projects.

To view previous works by Dennis Bolles and Darrl Hubbard visit their author showcase pages in the PM World Library at http://pmworldlibrary.net/authors/dennis-bolles/ or http://pmworldlibrary.net/authors/darrel-g-hubbard/

 

ESEI Stakeholder Management – Series Conclusion

SERIES ARTICLE

Series on Effective Stakeholder Engagement

By Dr. Lynda Bourne

Melbourne, Australia


This series of 14 articles has looked at applying the Effective Stakeholder Engagement Initiative (ESEI™ – pronounced easy) to create an organisational culture focused on achieving success based on mutually beneficial stakeholder engagement.

The Stakeholder Circle® methodology supported by a range of practical analytic and engagement tools underpins ESEI; offering organisations a range of options to build their stakeholder relationship maturity from an ‘ad hoc’ initial use of some processes to ‘Level 5’ in the SRMM® maturity model where measurements of the attitude of the stakeholder community are used for health checks, predictive risk assessment and management.

The two components of ESEI stakeholder management were covered:

  • Ways to undertake a thorough assessment of your stakeholder community to identify who in the community is really significant at this point in time, so appropriate engagement activities can be planned.
  • Effective communication management to implement the planned stakeholder engagement activities and monitor their effectiveness, both at the individual level and across the whole stakeholder community.

Both elements of the ESEI stakeholder management approach need to be routinely reviewed and adapted to optimise the effort being expended on stakeholder engagement and maximise the probability of a success. The ESEI approach to stakeholder management supports Ed Freeman’s ‘Stakeholder Theory’, an organisation’s commitment to GRI Sustainability Reporting Guidelines and ISO 26000, and offers a cost effective way to enhance the probability of project, program and organisational success. If the balance is right, the ‘cost of stakeholder engagement is free’! These elements were covered in:

The core processes for identifying, prioritising and managing your stakeholder engagement were the focus of articles:

More…

To read entire article (click here)

Editor’s note: This series of articles on effective project stakeholder engagement is by Lynda Bourne, PhD, Managing Director of Stakeholder Pty Ltd (Australia) and author of the books Stakeholder Relationship Management and Advising Upwards, both published by Gower (UK). Dr. Bourne is one of the world’s leading authorities on program/project stakeholder relations. See her author profile below.         

 


 

About the Author

pmwj34-May2015-Bourne-PHOTO2

Dr. Lynda Bourne

Melbourne, Australia

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Dr. Lynda Bourne is Managing Director of Stakeholder Management Pty Ltd – an Australian based company with partners in South America and Europe. Through this global network she works with organisations to manage change through managing the relationships essential for successful delivery of organisational outcomes.   Lynda was the first graduate of the RMIT University, Doctor of Project Management course, where her research was focused on tools and techniques for more effective stakeholder engagement. She has been recognized in the field of project management through her work on development of project and program management standards. She was also included in PMI’s list of 50 most influential women in PM.

She is a Fellow of the Australian Institute of Management (AIM) and a Fellow of the Australian Computer Society (ACS). She is a recognized international speaker and seminar leader on the topic of stakeholder management, the Stakeholder Circle® visualization tool, and building credibility and reputation for more effective communication.   She has extensive experience as a Senior Project Manager and Project Director specializing in delivery of information technology and other business-related projects within the telecommunications sector, working as a Senior IT Project Management Consultant with various telecommunications companies in Australia and South East Asia (primarily in Malaysia) including senior roles with Optus and Telstra.

Dr Bourne’s publications include: Stakeholder Relationship Management, now in 2nd edition, published in 2009, Advising Upwards published in 2011, and Making Projects Work, published in 2015. She has also contributed to books on stakeholder engagement, and has published papers in many academic and professional journals and is blogger for PMI’s Voices on Project Management.

Dr. Bourne can be contacted at [email protected].

To see more works by Lynda Bourne, visit her author showcase in the PM World Library at http://pmworldlibrary.net/authors/dr-lynda-bourne/

 

Series Introduction

SERIES ARTICLE

Communicating Projects – The Series
Article 1

By Ann Pilkington

The PR Academy

United Kingdom


Nobody would argue that good communication is essential for project success, but what does good communication look like?

During the coming months I aim to challenge a few common perceptions about communication, explain why communication on projects is different and set out what good communication looks like.

One of the things that really frustrates me is the notion that communication is a “soft skill”. It’s one of the perceptions that I am going to be challenging. Good communication is grounded in research, sets outcome objectives and provides evidence of its success – that’s actually quite hard!

I’m a communicator, not a project manager, but I have tremendous respect and enthusiasm (yes really!) for the project management discipline. It’s why I put pen to paper, so to speak, to write a book on topic – Communicating Projects – published by Gower.

Those of us in the world of PR and communication can benefit hugely from an understanding of project methodology and I hope to show how project managers can benefit and learn from commissioning good communication. But commissioning it requires an understanding of it and that is what we are going to be developing during the months ahead.

So, what will I be covering?

I want to start by thinking differently about communication. Projects by their very nature are about change and that calls for a particular approach to communication. Rather than “selling” the change and endeavouring to get every stakeholder being positive, let’s think about how we engage people in a genuine two way dialogue. It isn’t enough to just sell the benefits. People may rationally agree with the benefits case but if they have underlying worries – for example, security of their data in an IT change, whether or not that fear is justified, they still won’t be convinced.

More…

To read entire article (click here)

Editor’s note: This series of articles on effective project communications is by Ann Pilkington, founding director of the PR Academy (UK) and author of the book Communicating Projects published by Gower in 2013. Ann is one of the UK’s leading experts on communications; she shares her knowledge with project managers and teams around the world in this series in the PM World Journal.

 


 

 About the Author

Style: "Neutral"

Ann Pilkington

United Kingdom

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Ann Pilkington
is the author of Communicating Projects published by Gower in 2013. She is a founding director of the PR Academy which provides qualifications, training and consultancy in all aspects of communication including change project communication and project management.

Information about Ann’s book, Communicating Projects, An End-to-End Guide to Planning, Implementing and Evaluating Effective Communication, can be found at http://www.gowerpublishing.com/isbn/9781409453192.

Ann can be contacted at [email protected]

To see previous articles by Ann Pilkington, visit her author showcase in the PM World Library at http://pmworldlibrary.net/authors/ann-pilkington/

 

Proper Behaviors of Project Team Members

SERIES ARTICLE

Series on Project Management for Team Members
Article 2

By Prof Marco Sampietro

SDA Bocconi School of Management

Milan, Italy


INTRODUCTION                                                  

This is the second article of the series: Project Management for Team Members (aka Project Followership). In this article we will explore the key behaviors that project team members should implement while participating in projects.

We are aware that there are still organizations and projects where team members must simply do what they are told to do and nothing more. In those settings, fully applying Project Followership is not easy.

However, we are witnessing a dramatic reduction of these types of organizations and projects. The evident increase in complexity and uncertainty, and the need for speed that many projects are asked to comply with, are no longer suitable for one-man-show paradigms where analysis and decision-making are centralized in a single or few persons and where passive and execution-only team members are a good fit. Today team members still have to be good executors but they are also asked to make more and more decisions and to share part of the leadership efforts.

PROPER BEHAVIORS OF PROJECT TEAM MEMBERS

Based on the trends we have seen both in organizations (leadership and followership, shared leadership, boundary spanning, proactive behaviors) and in project management (mainly agile and lean project management) we have identified six main behaviors that an effective team member should adopt.

The first one is Global Vision. Global vision is the ability to construct and maintain an overview of the project and to understand how one’s decisions and behaviors influence other tasks, people, and the project as a whole. Having a global vision allows people to make better decisions and to have better relationships with the team members. In fact, the more a person has a 360° view of the project, the more they are able to understand how their decisions fit with the rest of the project and to understand the perspectives and the needs of the other team members. Let us consider the following example.

More…

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Editor’s note: This paper is an update and supplement to the paper: Project Followership: How Project Team Members Can Contribute to Project Success. PM World Journal, Vol. III, Issue X – October 2014. Moreover, this paper is largely based on Chapter 2 of the book: Sampietro, M., Villa, T.; Empowering Project Teams. Using Project Followership to Improve Performance, CRC Press, Taylor & Francis Group, 2014.

 


 

About the Author

pmwj42-Jan2016-Sampietro-PHOTO

 

Dr. MARCO SAMPIETRO

Milan, Italy

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Marco Sampietro obtained a Ph.D. at the University of Bremen, Germany. Since 2000 he has been a professor at SDA Bocconi School of Management, Milan, Italy. SDA Bocconi School of Management is ranked among the top Business Schools in the world (Financial Times, Forbes, Bloomberg, and The Economist rankings). He is a Core Faculty Member at SDA Bocconi School of Management and teaches Project Management in the MBA – Master of Business Administration, and GEMBA – Global Executive Master of Business Administration programs. He is Faculty Member at MISB – Mumbai International School of Business, the Indian subsidiary of Bocconi University, and Visiting Professor at IHU – International Hellenic University, Greece. He is also a Contract Professor at Bocconi University and Milano Fashion Institute for the Project Management courses.

He was a speaker at the NASA Project Management Challenge 2007, 2008, and 2011, in the USA, and a speaker at the PMI Global European Congress, Italy, 2010.

He is Member of the Steering Committee of IPMA-Italy.

He is co-author and/or editor of 10 books on project management and 7 books on IT management. Among them: Empowering Project Teams. Using Project Followership to Improve Performance. CRC Press, 2014. Finally, he is the author of award-winning case studies and papers.

Dr. Sampietro can be contacted at: [email protected]

To see other works by Marco Sampietro, visit his author showcase in the PM World Library at http://pmworldlibrary.net/authors/marco-sampietro/

 

Risk Landscapes and International Development

SERIES ARTICLE

Risk Doctor Briefing Series

By Magda Stepanyan

Risk Society
The Risk Doctor Partnership

The Netherlands


Everyone has their own “risk landscape”, representing a set of opportunities that we can benefit from along with challenges that can limit us or threaten our development. The risk landscape differs for each of us as individuals, and different communities, professional associations, social or ethnic groups also have their own risk landscape.

This is particularly true in the context of international aid and development. The risk landscape of a farmer in Malawi, for example, will be very different from that of a Dutch farmer. Similarly, the risk landscape of Ebola-affected communities will be different from that of a fragile community.

When we initiate a development intervention we may heighten some challenges and remove some opportunities, or vice versa. As a result, development interventions will inevitably change the risk landscape of the direct beneficiaries, as well as influencing the risk landscape of those indirectly affected. This is known as risk proliferation, a kind of ripple effect, which will result from any development intervention.

Development partners have devised structured ways to define the priority objectives of development interventions and the course of action to be taken, including LogFrame and the Theory of Change. But are the risk landscapes of those who will be impacted by the intervention also taken into account? Do we monitor the changes triggered in the risk landscapes of our beneficiaries to ensure that, ultimately, we don’t leave them worse off? Do we take responsibility for our interventions by ensuring responsiveness to the changing risk landscapes?

Development programming could intentionally consider risk landscapes by including the following simple steps in the planning process:

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About the Author

pmwj43-Feb2016-Stepanyan-PHOTO

 

Magda Stepanyan, MA, MSc, CIRM

Risk Society

The Netherlands

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Magda Stepanyan is founder & CEO of the Risk Society consultancy (http://www.risk-society.com/). She holds an MA in Sociology from Yerevan State University, Armenia, an MSc in Public Administration from Leiden University, the Netherlands, and the International Certificate in Risk Management from the Institute of Risk Management (IRM).

Magda’s expertise is in resilience programming, integrated risk management (IRM), risk-informed strategy planning and implementation, disaster and climate risk management, horizon scanning for strategy and policy development, monitoring and evaluation. She has more than 15 years of management and consultancy experience, working with organizations such as the EC, UN, WB, Red Cross, and others. In 2012 Magda authored a UNDP Technical Paper on “Risk Management for Capacity Development Facilities”.

Magda can be contacted at [email protected]

 

Project outputs and customers’ outcomes

SERIES ARTICLE

Series on increasing project management contributions to helping achieve broader ends
Article 1 of 4

By Alan Stretton

Sydney, Australia


INTRODUCTION TO SERIES

In the project management world, all too often the project is viewed as an end in itself. The focus is usually on delivering planned project outputs. However, this viewpoint loses sight of the bigger picture. It is virtually always the case that projects are really only part of a means to help achieve broader ends. If we focus more on the latter, opportunities can emerge to increase the contributions project managers can make towards the achievement of such ends. I believe it is important for the project management industry to understand and embrace this broader context, because it provides a platform for project managers to add more value to customers.

This series looks at how project management can add value through three mechanisms.

  • Helping convert project outputs to actual realisation of customers’ planned business (or equivalent) outcomes;
  • Helping customers determine their business needs, plan for appropriate outcomes, and establish requirements of projects to help realise these outcomes;
  • Helping organizations determine their strategic objectives, plan for achieving them, and develop an appropriate portfolio of projects to help such achievement.

This article addresses the first bullet point.

INTRODUCTION TO THIS ARTICLE

In this article we look in more detail at some of the increasing number of contributions by writers in relation to project outputs, and particularly on how these outputs contribute to the realisation of business (or equivalent) outcomes for clients and key stakeholders – whom I will jointly describe as “customers” in this article. We then look at how much involvement project management could or should have in helping customers actually realise these outcomes.

THE NATURE OF PROJECT OUTPUTS AND CUSTOMERS’ OUTCOMES

Zwikael & Smyrk 2009

The nature of, and difference between, project outputs and (what I have termed) customer outcomes are well described by Zwikael & Smyrk 2009, as follows.

…although all projects are approved in order to achieve outcomes (benefits) defined by the project funder, project management is often perceived by organisations as a process aimed at generating a unique output. While output delivery can still be accepted as an important milestone towards outcome achievement, a project should be considered complete only after the reason for its approval has been fulfilled.

Zwikael & Smyrk go on to present models which show the context of each. We start with their input-process-output (IPO) model.

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Editor’s note: This series of articles on general management principles applied to project management is by Alan Stretton, PhD (Hon), Life Fellow of AIPM (Australia), a pioneer in the field of professional project management and one of the most widely recognized voices in the practice of program and project management.   Long retired, Alan is still accepting some of the most challenging research and writing assignments; he is a frequent contributor to the PM World Journal. See his author profile below.

 


 

About the Author

pmwj36-Jul2015-Stretton-PHOTOAlan Stretton, PhD

Faculty Corps, University of Management and Technology, Arlington, VA (USA)
Life Fellow, AIPM (Australia)
Sydney, Australia

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Alan Stretton
is one of the pioneers of modern project management. He is currently a member of the Faculty Corps for the University of Management & Technology (UMT), USA. In 2006 he retired from a position as Adjunct Professor of Project Management in the Faculty of Design, Architecture and Building at the University of Technology, Sydney (UTS), Australia, which he joined in 1988 to develop and deliver a Master of Project Management program.   Prior to joining UTS, Mr. Stretton worked in the building and construction industries in Australia, New Zealand and the USA for some 38 years, which included the project management of construction, R&D, introduction of information and control systems, internal management education programs and organizational change projects. He has degrees in Civil Engineering (BE, Tasmania) and Mathematics (MA, Oxford), and an honorary PhD in strategy, programme and project management (ESC, Lille, France). Alan was Chairman of the Standards (PMBOK) Committee of the Project Management Institute (PMI®) from late 1989 to early 1992. He held a similar position with the Australian Institute of Project Management (AIPM), and was elected a Life Fellow of AIPM in 1996. He was a member of the Core Working Group in the development of the Australian National Competency Standards for Project Management. He has published over 160 professional articles and papers. Alan can be contacted at [email protected].

To see more works by Alan Stretton, visit his author showcase in the PM World Library at http://pmworldlibrary.net/authors/alan-stretton/.