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Failed Governance

A major contributor to failed projects in Africa

 

FEATURED PAPER

By O. Chima Okereke, PhD

UK and Nigeria

 



Introduction

Most of the failed projects in Africa belong to the public sector and are owned by the various national governments. Multinationals such as Shell, Chevron, Total, Agip, etc., plan and implement projects but do not experience the failures that occur in government-owned projects.

In 2002, an Australian business and project director, driving with us through the Shell residential area (RA) in Port Harcourt, Nigeria, was so impressed with the infrastructure we were seeing that he commented that the Shell RA was a “city within a city”. In other words, it is comparable to excavating a residential village in the UK, US, Germany or any of the large cities in the First World, that is the western world, and planting it in a Third World country which is deficient in stable and sustainable power supply, water, good roads, etc.

In 1980-81, it was observed that a new set of gas turbine electric generators was being installed to replace the generators in operation at Shell Nigeria Forcados Terminal. The explanation was that the existing generators would no longer be supported after a few years, it was therefore essential to install the gas turbine generators which could be sustained for many years in the future. To ensure sustainability of electric power supply, both immediately and in the future, they started upgrading the existing generators in spite of the fact that they were still generating as designed.

The two incidents discussed in the foregoing paragraphs demonstrate evidence of good foresight in governance. Governance describes processes undertaken by a government or a board of directors and such other bodies to direct management or the body being governed to conduct actions or policies for the achievement of the desired objectives of the nation or organisation. In effect, the board or national or federal executive council (in Nigeria), authorises and delegates the executive management of federal government parastatals, organisations, or companies, the power to carry out programmes, projects and operations. Members of the executive or top management of the government organisations are appointed by the government. They are responsible to the government and can be sacked or redeployed as the relevant government minister decides.

This arrangement underscores the need to investigate and explore the contributions of the actions or inactions of government ministers and their representatives in the failure and abandonment of projects. To do this, the following topics will be investigated and analysed:

  1. Governance as it relates to government ministries and government parastatals and companies
  2. Examples of actions or inactions of government ministries
  3. Failed governance, a symptom of a corrupt and failed democracy
  4. Concluding remarks including suggestions for improvement

Most of the materials in this paper is based on the experience of this writer or taken from research papers published after a real-life survey of people who had worked in public organisations in their respective African countries.

  1. Governance as it relates to government ministries and government parastatals and companies

Appointments in parastatals are based on political inclination. Some of the interviewed persons described the roles of the boards to include the following:

  • Formulation of policies for parastatals and government organisations;
  • Appointment of members of the board and of the top management
  • Approving the promotion of staff;
  • Considering and approving budgets of parastatals;
  • Awarding contracts;
  • Approving the disciplines of staff;
  • General regulation of the activities of parastatals.

In effect, the board, by the above roles, governs parastatals. Governance as defined by one of the interviewed persons is: “a process of administering organisations, people or society using the resources available to ensure that the resources are properly used” Or simply put “administering people and resources to achieve certain results.”

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How to cite this paper: Okereke, O. C.  (2018). Failed Governance: A major contributor to failed projects in Africa; PM World Journal, Vol. VII, Issue XI – November.  Available online at https://pmworldjournal.net/wp-content/uploads/2018/11/pmwj76-Nov2018-Okereke-failed-governance-featured-paper.pdf

 



About the Author


Chima Okereke, PhD, PMP

Herefordshire, UK

 

 

 

 Dr. O. Chima Okereke, Ph.D., MBA, PMP is the Managing Director and CEO of Total Technology Consultants, Ltd., a project management consulting company working in West Africa and the UK.  He is a visiting professor, an industrial educator, a multidisciplinary project management professional, with over 25 years’ experience in oil and gas, steel and power generation industries. For example, On December 26th 2013, he completed an assignment as a visiting professor in project management; teaching a class of students on Master’s degree in project management in the Far Eastern Federal University, Vladivostok, Russia.  In August and September 2013, he conducted an innovative, and personally developed training programme for seventy six well engineers of Shell Nigeria to enhance the efficiency of their operations using project and operations management processes.

Before embarking on a career in consulting, he worked for thirteen years in industry rising to the position of a chief engineer with specialisation in industrial controls and instrumentation, electronics, electrical engineering and automation. During those 13 years, he worked on every aspect of projects of new industrial plants including design, construction and installation, commissioning, and engineering operation and maintenance in process industries.  Chima sponsored and founded the potential chapter of the Project Management Institute (PMI®) in Port Harcourt, Nigeria, acting as president from 2004 to 2010.

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

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

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

 

 

The Audio PMP Exam Prep

 

BOOK REVIEW

Book Title:  The Audio PMP Exam Prep: Conversations on Passing the PMP Exam
Author:  Carl Pritchard and Bruce Falk
Publisher:  CRC Press / Taylor & Francis Group
List Price:   $69.95
Format:  Audio Book
Publication Date:  2017
ISBN: ISBN 9781138196087
Reviewer:  Swati Shah
Review Date: September 2018

 



Introduction

The Audio PMP Exam Prep: Conversations on Passing the PMP Exam is an on-the-go audio tool to help candidates prepare for one of the most challenging certification exams pertaining to the Project Management profession. If you are interested in learning about the PMP exam in a fun, engaging, and entertaining way, look no further!

In this audiobook, Project Management Professionals (PMPs) Carl Pritchard and Bruce Falk have used real-life examples, provided entertaining mnemonics and shared numerous resources to help listeners understand and remember key concepts of Project Management.

Overview of Book’s Structure

While preparing for the PMP exam, tasks like reading, understanding, and memorizing the concepts in the PMBOK Guide can be very daunting. This audiobook makes these tasks not only manageable but also enjoyable.

As the name implies, the audio set covers conversation between two skilled professionals on topics covered in PMBOK Guide 6th edition. In the set, there are over two dozen mp3 audio files, approximately 20 minutes each. These include two segments on every knowledge area and cover information about the exam application process as well as tips-and-tricks for completing the 200 questions in the allotted time. Also included are discussions on key success factors such as avoiding overthinking and tips to narrow down available options to quickly find the correct answers.

The audio chapters are very well aligned with the PMBOK guide. The conversations are natural and logical, and they capture all the main concepts in the book.

Highlights

The PMBOK 6th edition has a few material changes relative to the previous editions. In my opinion, Carl and Bruce do a good job of highlighting the new concepts and elaborating the discussion on these topics.

One of the best parts of the audio set is the PMP Part II where they explain the processes using an example of “painting a room”.  This illustrative audio technique makes it very easy to understand the core concepts of Project Management and clarifies the role of Project Managers.

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About the Reviewer


Swati Shah

Texas, USA

 

 

 

Swati Shah currently works as a Project Coordinator at a manufacturing company based in Irving, TX. She was previously an elementary school teacher. Swati secured her CAPM certificate and has applied her teaching skills and experience to successfully transition to a career in Project Management. She aspires to secure her PMP certification soon.

 

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.  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].

 

 

Agilizing the Enterprise

 

BOOK REVIEW

Book Title:    Agilizing the Enterprise: Collaborative Leadership, Dynamic Strategy and Organizational Flexibility
Author:  Joseph Raynus
Publisher:  CRC Press, Taylor & Francis Group
List Price:   $79.95
Format:  Hardcover, 240 pages
Publication Date:   June 2018
ISBN: 13:978-1-138-19797-8
Reviewer: Arthur L Jones
Review Date:   Sep 2018

 



Introduction

As an executive, imagine losing your rising leaders and innovators, they walk out.   In story, Joe describes agility and dynamic strategy as a competitive edge required in today’s business environment to a former student, a rising star about to walk away from a business that does not engage him.  This book encourages executives to utilize their organizations in dialog and recognize people as sources of knowledge and analytical skills.  Without saying it, the book infers good people will checkout or leave if they are not engaged.

Written for the entrepreneur, executive, Author, Joseph Raynus, uses a story to present these concepts through a disenchanted rising start with his business’ annual strategy and planning retreats that ignore his insight and experience.  He arrives to engage then reduced to audience receiving decisions.

Overview of Book’s Structure

Narrative and story present agile and dynamic strategy.   In story form, a professor meets Bill by chance in an airport, as Bill returns home from another annual strategy meeting. Dissatisfied with his company’s perfunctory annual ceremony that fails to improve the business, the professor begins a mentor relationship. As a rising talent, the professor describes what an aware company can do to engage Bill while addressing business challenges directly and effectively.

In early chapters, concise well paced narratives inform the reader of dynamic strategy and agile flexibility in a VUCA environment (VUCA, (Volatile, Uncertain, Complex, and Ambiguous).  The narration illustrates through historic events, some concepts, and recent corporate successes and failures.

The author offer a personal transition story, with some emotion, in a series of conversations as professor Joe mentors a former student 10 years after graduation through a decision to leave his present company and find a more vibrant organization.  Joe describes what an effective agile company does to thrive in this time of change.

Highlights

Jose Raynus aptly points out our current markets and economics with VUCA and how staff recognizes some salient problems may go neglected, ignored, undetected by some leadership.   This drives Bill’s and his professor’s conversation from airport to coffee to dinner to Antwerp.

The conversations’ journey through historical examples, today’s chaotic times, change management, strategic leadership, holacratic systems, innovation hubs, and breaking rules.  The book’s two characters celebrate the conclusion in Antwerp, with Professeor Joe drawing the book’s only drawing on a napkin in the final chapter.

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About the Reviewer


Art Jones

San Antonio, Texas, USA

 

 

Art Jones delivers results through others. He establishes approaches and strategy, leads efforts through completion, and realigns derailed projects.  Agile describes a lifelong practice and mindset in his work delivering applications, infrastructure, and process change.  Proven, with deliveries in retail, technology, financial, utility, and academic business environments.   With a BS in Computer Science from North Carolina State University, Art developed project management and strategic planning during recession times in fast-passed entrepreneurial and corporate assignments.  His most valued learning came through relationships, people, and community.

Art sees possibilities for new business and town partnerships to develop profit with talent.  Excitement intrigues him and his colleagues with today’s change and uncertainty in business from the store front to the supporting manufacturer, farmer, and service provider.   How will business balance interdependence?  This question has Art’s attention.   Art’s a member of PMI, practicing success in San Antonio, Texas.

Art can be contacted at [email protected]

 

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

 

A Holistic Approach to Lessons Learned

 

BOOK REVIEW

Book Title: A Holistic Approach to Lessons Learned: How Organizations Can Benefit from Their Own Knowledge   
Author: Moria Levy
Publisher: CRC Press
List Price:   $59.95
Format: Hardback, 145 pages
Publication Date:   Jan 2018
ISBN: 978-1-138-56476-3
Reviewer: Barbara L LaDue
Review Date: August 2018

 



Introduction

I chose this book because Lessons Learned is a subject vital to every company and yet frequently is treated as an after-thought.  As individuals, we know that we should learn from particularly difficult situations or extremely positive events.  However, we frequently pass up the opportunity to improve or capitalize on our current situation until we are forced by circumstances to resolve an issue.

Overview of Book’s Structure

Ms. Levy approached the subject of Lessons Learned in a broad encompassing manner.  She started by defining the need and challenge of incorporating Lessons Learned.

Ms. Levy proceeded with outlining the creation, development, and management of lessons learned.  She followed then by moving into the implementation and good practices of management for these lessons learned.

Highlights

As Ms. Levy explained various points, she had examples that clearly connected.  For example, things that apply to individuals in their personal lives can help demonstrate how we need to approach applying these lessons to other areas of business, dealing with others in volunteer work, and to other areas of personal life.

There are lessons, in life and in business, that apply across all manner of personnel.  No one individual or group has a corner on the market for the need to learn to do the job better and each of us can learn from others.  What one person learns can directly impact someone’s ability to learn or function in another area.  For example, a salesman anticipates meeting customer needs and a software developer desires to meet customer needs.  The salesman and developer will both approach their tasks differently but they share the experiences of dealing with the customer.  Ms. Levy explains not only the challenges but also how to approach developing a knowledgebase that can facilitate exactly that.

Ms. Levy included a section on approaching cultural change to implement Lessons Learned.  She shared how many times implementation to change is a hurdle since people are resistant to change.  Her book lays out steps to initiate the change, guide personnel through the changes, and turn the process into a positive situation.  Ms. Levy then moved into the various stakeholders needed and described what their tasks would be in order to help generate a successful implementation.

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About the Reviewer


Barbara LaDue, PMP

Texas, USA

 

 

 

Barbara LaDue, PMP is currently employed as a Systems Analyst with Inserso, Corp., working to support the U.S. Air Force Civil Engineering Center (AFCEC) in San Antonio, Texas.  Before starting with Inserso, Ms. LaDue had been a Director with an educational non-profit 501(c)3 in San Antonio, Texas for several years. During this time, she saw the need to become a certified PMP. Ms. LaDue is an active member of the Alamo Chapter of PMI.

 

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

 

Investment-Centric Project Management

 

BOOK REVIEW

Book Title:    Investment-Centric Project Management: Advanced Strategies for Developing and Executing Successful Capital Projects
Author: Steven James Keays, MSc, P.Eng
Publisher: J. Ross Publishing.
List Price: $69.95
Format: Hardcover, 439 pages
Publication Date: Aug 2017
ISBN: 978-1-60427-142-3
Reviewer: Mark J. Loiselle
Review Date: Sept 2018

 



Introduction

After 30 years in project management covering aerospace, defense, industrial, manufacturing, and oil and gas sectors, the author began to notice a difference in the anticipated results promised by formal Project Management principles, and the actual repeated occurrences of budget and schedule failures. In fact, the author states, 65% of $500M+ projects fail, despite following the best guidance of Project Management techniques and methods. There is more to project management than plans, processes and procedures, and the author sets out to shift the definition of project management from “a temporary endeavor to create a unique process, product or service” into a more tangible definition where “the true purpose of a project is to realize an asset that maximizes returns to its shareholders over its economic life”. This new definition is at the core of this book and is called investment-centric project management.

Overview of Book’s Structure

The book is presented in 6 parts; Why, Where, How, Who, When & What, followed by an extensive appendix.

The author explains in this fundamental format how he envisions successful project management, and some of the shortcomings of the long established TPM (Traditional Project Management) approach, and his idea on a new methodology, this one focusing on the end product, with the outcome being the PPA (Profitably Performing Asset). The formal project is not completed after the product is put into service or when the last signoff is obtained or the last ‘lessons learned’ meeting is held; instead the project continues until the product actually starts to deliver a sustainable return on investment to shareholders.

In Part 1 (Why) he addresses the reasons for redefining the practice of project management, with its limited successes and many failures. Using TPM as a baseline, he outlines his fundamental principles of project management as a corporate endeavor that is executed using 3 axis: organization, business and relationship. He introduces the concept of valunomy as the metric from which economic decisions are made. Valunomy is defined as achieving the highest sustained profitability over an assets economic life.Theoretical foundations of project management are explored along with the corresponding actualization of project budgets and schedules, which often are not in alignment.

Part 2 (Where) concentrates on project management practices that still matter to the outcome of a project. The author introduces the notion of the Project Ecosystem (PECO) PECO comprises 7 layers that must be traversed from the outside in, including all sources of risk external to the project. The project framework is introduced as the overseer of project managerment and the PECO.

Part 3 (How) explores sequencing of the project, its strategies and oversight, focused on management planning, orchestration and execution. All aspects of the project are considered, particularly the area of risk management. The author stresses the importance of the project framework, and how the various parts, pieces and personalities must work together toward a common goal.

Part 4 (Who) talks of team formation, personnel, recruitment strategies, and the demands on labor the project will entail. Getting teams to work toward the same goal is not always an easy task; personalities collide, egos get bruised. The team must work together despite their differences to achieve the desired outcomes.

Part 5 (When) discusses various elements of routine project execution integrating all tracking information and exploring communication strategies. Also discussed is what happens to these same concepts when your project goes completely off the rails, how to recognize risk and avoid it; or adapt when you can’t avoid it.

Part 6 (What) highlights project management practices from the trenches of day to day project execution. The author’s description of Mechanics and Mechanisms compares the tools and techniques available on the market to the tools and techniques available to each member of the team from their minds and their experiences.

Highlights

The author provides explanation and evidence of why the traditional project management approach has not been as effective as advertised, particularly on larger projects ($100M+). Even though you adhere diligently to the rigid plans, strategies and procedures of TPM, most projects fail to come in on budget and on schedule. Many would say this is because of a failure to implement the accepted principles of project management, but that is too easy an answer. The author provides 4 steps the reader must take to move from the TPM methodology. Acknowledge that TPM processes and procedures are valid, solid and understood broadly, admit to the imperfections of TPM, challenge the status quo, and accept a new two-part management paradigm. The first 3 steps are pretty basic. The 4th challenges us to think in a new direction, with a new end focus.

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About the Reviewer


Mark J. Loiselle

Texas, USA

 

 

Mark Loiselle has over twenty years of construction experience and is a certified Project Management Professional.  Prior to joining the City of San Antonio as a Capital Projects Officer in 2011, he had worked as Project Manager for several companies including LGI Homes, Lord and Taylor Department Stores, and Barry Better Menswear. Since joining the San Antonio Public Library system, he has been assisting in capital projects and facilities management, including the opening of 3 Branch Libraries and numerous renovation projects at our 30 locations. Mr. Loiselle earned his Bachelor’s Degree in Architecture from Lawrence Tech University and his Master’s Degree, with honors, in Management from Walsh College.

Mark can be contacted at [email protected]

 

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

 

Creating a Greater Whole

 

BOOK REVIEW

Book Title:   Creating a Greater Whole: A Project Manager’s Guide to Becoming a Leader
Author:   Susan G. Schwartz, PMP
Publisher:   CRC Press (An Auerbach Book)
List Price:  $53.80
Format:  Hardcover, 199 pages
Publication Date:   2018
ISBN: 978-1-138-06405-8
Reviewer: John Poulos, PMP
Review Date: September 2018

 



Introduction

The author – Susan G. Schwartz, a consultant, trainer and practitioner in project management, leadership and organizational change – presents a comprehensive guide to help project managers on their leadership development journey. The book summarizes a broad and diverse collection of tools – strategies, frameworks, models and guidelines – assembled through extensive research by the author, to help project managers navigate this journey.

A foundational theme of this book is that a leader’s strength and effectiveness rest on his/her ability to motivate and integrate the efforts of collaborative teams to achieve a shared vision and objectives. An allied core theme is the need for continuous learning – experienced project managers don’t always have the answers, but they learn from their mistakes and always seek to learn and improve their skills and capabilities.

Overview of Book’s Structure

Chapter 1 (What is Leadership?) focuses on the main attributes of leadership – humility, integrity, confidence, empathy and, at its core, trust – organized as the Diamond Leadership Model.

Chapters 2-8 explore a range of topics central to leadership development, along with supporting frameworks and models that managers can apply to address frequently encountered situations and challenges.

Chapter 9 (Leaders are Human Too) concludes with a discussion of the human aspects of leadership, including a closing statement on the importance of seeking life balance as a key ingredient to strong and effective leadership.

While following a general thread, the chapters are largely self-contained and the reader can explore sections in any order.

Highlights

A valuable contribution to interested readers is the remarkably diverse and comprehensive collection of frameworks and models outlined throughout the book. The author provides succinct summaries of these tools and frameworks, and effectively links them to the concepts presented in each section, leaving the reader to select those of greatest interest and relevance, relying on the Bibliography to explore them in greater depth.

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About the Reviewer


John Poulos, PMP

Chile & USA

 

 

John Poulos has over thirty-five years of experience providing guidance on the effective use of information technology while delivering business-driven, technology-based solutions to a wide range of private and public sector organizations. As Senior Director of Infrastructure, Cloud and Security at NTT DATA Services, he managed strategic projects for NTT DATA/ICS leadership. In addition, he delivered infrastructure and IT strategy consulting services to corporate and government clients.

In his last assignment, John led a global project to migrate 30,000 employees of a company recently acquired by NTT DATA from their original end-user computing environment to the standard NTT DATA PC image and SW configuration. In prior positions, John provided IT consulting services across various industries and geographical regions. He managed complex projects for clients in private enterprise, higher education and government. John holds E.E. and Engineering Management degrees from Southern Methodist University, MIT, and The George Washington University.

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.  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].

 

 

Time Matters

 

BOOK REVIEW

Book Title: Time Matters: Time management techniques for avoiding or recovering from delay on projects and programmes        
Author:  Tom Taylor
Publisher:  dashdot Enterprises (UK)
List Price:   $7.97
Format: Soft Cover, 56 pages
Publication Date:  2018
ISBN: 095748343-0
Reviewer: Edward Raibick, PMP
Review Date: October 2017

 



Introduction

The book titled Time Matters introduces the reader to a series of time management strategies for avoiding and recovering from delays on projects and programs. Real life cases are presented along with the “thinking-out-of-the-box” solutions used to recover from the delay. This book provides examples of some unique solutions and will excite the imagination of any project manager in coming up with creative ways to bring their project back on track.

Overview of Book’s Structure

Chapter 1 introduces the reader to several unique project issues and the creative solutions used for recovery.

Chapter 2 discusses the misunderstandings about time and some key insights in time and due date communications.

Chapter 3 dives into the first steps in addressing the project delay, determining root cause and taking corrective action for recovery.

Chapter 4 provides exercises in confronting delay for the user to provide their own creative solutions.

Highlights

Time Matters is a quick read and a great reference for project and program managers driven to be more efficient and effective in project management. The book goes beyond adding additional project resources or changing project scope or timeline commitments. The book is easy to follow for the casual reader who is busy and on the go.

Highlights: What I liked!

This book was a quick and easy read, chock full of examples, insights and strategies that can be put into practice real time by the reader.

The book also dives into the human interaction aspects of project management and using strategies like face-to-face negotiations to break past barriers that are causing the delay in the project or program. Other strategies include segregating technical and management teams in the proper way to facilitate productivity.

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About the Reviewer


Edward Raibick, PMP

North Texas, USA

 

 

Edward Raibick, PMP is a Project Management Consultant with extensive experience in software engineering, managerial and IT Project Management. Edward holds a Master’s degree in Information Technology with a concentration in Internet and IT security, a Bachelor’s degree in Information Technology and an Associate in Specialized Technology degree in Electronics. His career includes over 10 years with the IBM Corporation and over 15 years with Texas Instruments. His consultant projects includes major clients such as Experian, United Airlines and Southwest Airlines.

Edward is a member of the Project Management Institute, Dallas Chapter, having acquired his PMP certification in 2011.  Edward is also currently the Director of the Dallas PMI Chapter Book Review Program.

Ed can be contacted at email address: [email protected]

or Phone: +1 (469) 667-3792

 

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.  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].

 

 

Find the Fire

 

BOOK REVIEW

Book Title:    Find the Fire: Ignite Your Inspiration – And Make Work Exciting Again
Author:  Scott Mautz
Publisher:  HarperCollins
List Price:   $39.95
Format:  Hardcover, 245 pages
Publication Date: October 2017
ISBN: 978-0-8144-3822-0
Reviewer: Lusetha Rolle, PMP
Review Date: October 2018

 



Introduction

Find the Fire is a book that begins with identifying the forces that drain inspiration.  It then proceeds to suggest 9 antidotes to help renew passion and restore inspiration and motivation towards one’s work, career and dreams. The author argued that there is a significant difference between motivation and inspiration; inspiration leads to   motivation and is more enduring.

Inspiration compels us to act even in a soul-crushing work environment or our own debilitating hang-ups and habits.  He reported that “Research claims that optimism is the single biggest predictor of resiliency and even has the power to undo the negative effects of a stressful experience” (pg. 5).  The book guides you on a journey to discover ways to become more resilient and to persevere.

Overview of Book’s Structure

The book has 245 pages with 11 chapters. After identifying the forces that are in opposition to motivation, inspiration and growth the author suggests how to overcome them. Nine chapters focus on each of the antidotes to restoring inspiration; relinquish fear, reject settling and boredom, relieve inundation, revitalize dwindling self-belief, revert loss of control, reverse disconnectedness, reconstitute the dearth of creating, reformulate insignificance and rediscovery for the lack of evocation.

The author organizes the core concepts so they are presented with a pleasing and appropriate amount of humor; which makes for an easy and interesting read.  It opens with a familiar and agreeable vice; fear.  The progression of the book leads to an in-depth introspection of our choices as we face obstacles; the possible options, alternatives and how to gain desired outcomes while facing adversity.

The concluding chapter is “The Bonfire” and is used as a summary of each chapter.  It lists in chart form the anti-muse, antidote and the anti-body.  This is a great quick, easy to read cross reference of the concepts presented. The book closes with acknowledgements, notes (references) for each chapter and an index of terms and the pages where they are used.

Highlights

A major theme is that inspiration can lead to creativity.  We are inspired to create, connect, produce and pursue.  The author claims that inspiration can be evoked or come from within.  Either should compel us to act.

Fear was noted as the most devastating of all the anti-muses because it distorts reality.  Fear of failure, change and criticism are debilitating.  Making choices and setting priorities decreases procrastinating and perfectionism. If you want to increase your success rate, increase your failure rate. Which can only happen with repeated attempts towards one’s goals.

More…

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About the Reviewer


Lusetha Rolle, MBA, PMP

Maryland, USA

 

 

Lusetha Rolle is manager of accreditation services for the National League for Nursing Commission for Nursing Education Accreditation (NLN CNEA).  In her role, she manages a team that assists in the proper education of a caring and trained nursing workforce that improves the health of our nation.  As a seasoned mid-level manager, she brings over 15 years of experience in project management, information systems, and health sciences.  She is a member of the PMI and the PMI Silver Spring chapter.  She enjoys travel, theater, swimming and reading.  She is proud to have served as a Gulf War veteran.

Lusetha can be contacted at [email protected] or [email protected]

 

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

 

Breakthrough Project Portfolio Management

 

BOOK REVIEW

Book Title:  Breakthrough Project Portfolio Management:  Achieving the Next Level of Capability and Optimization
Author:  Murali Kulathumani, MBA, CSM
Publisher:  J. Ross Publishing
List Price:  $59.95
Format:  Hardcover, 272 pages
Publication Date:   Dec 2017
ISBN: 13: 978-1-60427-149-2
Reviewer: David H Diatikar
Review Date: July 2018

 


 
Introduction

Traditional Earned Value Management (EVM) systems and their tools are often characterized as complicated and labor intensive.  A well-managed project portfolio is one of those mythical information technology (IT) beast – often bragged about and rarely bagged.

Overview of Book’s Structure

The book is organized in a very readable application style.  It is divided into four parts.  Part one covers all the key components of a portfolio management process.  Part two thoroughly defines and explains with applications the modified earned value management (mEVM) method.  Part three describes real world implementation strategies.  Part four elaborates the method’s support system ending up with how this is linked directly to the CIO office.

Chapters start with brief introduction, objectives and then the meat.  Every chapter ends with a maturity level description and conclusion tying all the information together.

Highlights

In this time of information overload and short attention spans, executives will find using Modified Earned Value Management (mEVM) is a simple yet powerful tool to optimize and manage a Project Portfolio.  Kulathumani describes a technique that runs on an Excel spreadsheet and SharePoint.  While this method is not as rigorous and precise as EVM, it provides enough information to bridge the gap between portfolio theory and the realities businesses operate in today.

Kulathumani portrays the functions of a well-run Portfolio office, from its day to day functions to Annual Planning.  He walks through how projects should be received by the Portfolio Office aligned to Portfolio Strategies, Funding, Monitoring and Management. The key difference between his method and EVM is mEVL is easy enough for just about any medium to large company to use and get the same results EVM provides.

More…

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About the Reviewer


David Diatikar

San Antonio, Texas, USA

 

 

David Diatikar’s experience in project and process work started with the Toyota Production System (Lean Manufacturing).  He has extensive experience in Lean Six-Sigma planning and implementation, Agile business transformation, SAFE 4.5, emerging hybrid product and process development and the supporting processes that make these work.

David can be contacted at [email protected]

 

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

 

Managing Project Competence

 

BOOK REVIEW

Book Title: Managing Project Competence: The Lemon and the Loop   
Author: Rolf Medina
Publisher:  CRC / Auerbach Publications
List Price:  $89.95
Format: Hard cover, 170 pages
Publication Date:  January 2018
ISBN: 978-1-4987-8438-2
Reviewer: Mechelle Davidson, PMP
Review Date: September 2018

 



Introduction

Managing Project Competence provides an in-depth look at competence and its many facets. Competence is something that is often misunderstood, and the author is extremely thorough and deliberate in his definition and description of the different types of competence. To illustrate his point, the author uses case studies, which provide real-life examples of the impact of various aspects of competence on organizations.

Using visuals such as graphs, charts, and pictures, the author paints a picture in the reader’s head to solidify the concept of competence in all its forms. The book revolves around 2 main ideas: the competence lemon, which describes competence from a personal or internal perspective; and the loop, which depicts learning and competence within the context of the project and the organization at large.

Overview of Book’s Structure

One of most beneficial areas of this book is the way it is structured. Although it is a good (and fast) read from front to back, the author has skillfully organized the book so that specific sections within a chapter provide self-contained concepts. If the reader needs to understand a particular concept or group of concepts, the book allows the reader to do so. It is possible to read one chapter or a section within a chapter to understand the premise without reading the entire book.

Organized into 6 chapters, the book is further divided into sections within each chapter for the concepts that the author presents. It is reminiscent of a text book, which makes it extremely easy to locate and review passages that readers find particularly useful. Additionally, the main points of the book are highlighted with graphics and charts, further allowing readers to understand, remember, and refer back to impactful passages.

Highlights

Managing Project Competence tackles lofty concepts, and it does so in easy-to-understand language with real-life examples. The visuals help the reader understand the key ideas posited by the author. By describing the dimensions of individual competence and how organizations manage competence, the author demonstrates the practical ways that competence can be measured and managed. The author researched the theories of several industry experts to support his hypotheses, which lends additional credibility to the book.

Using the analogy of a lemon and lemon wedges, the author delivers a memorable explanation of personal competence. The concept of the loop takes individual competence and translates that into improved performance for project teams and organizations.

More…

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About the Reviewer


Mechelle Davidson

Texas, USA

 

 

 

Mechelle Davidson is a Program Manager in Vistra Energy’s delivery office. She has worked for Vistra Energy and its retail arm, TXU Energy, for 10 years in both a project and people management capacity. With responsibility for implementing complex projects and programs, Mechelle’s current role has led her to the agile methodology, where she has developed a distinctive technique for blending traditional waterfall tasks with the scrum framework. A certified project management professional (PMP), scrum master (CSM), and six sigma black belt (CSSBB), Mechelle is passionate about project management and finds opportunities to use these skills both in and out of the workplace. Mechelle’s professional background includes project management, process improvement, learning & development, and consulting.

Mechelle can be contacted at https://www.linkedin.com/in/mechelledavidson/

 

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.  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].

 

 

Realizing Strategy Through Projects

 

BOOK REVIEW

Book Title:    Realizing Strategy Through Projects: The Executive’s Guide
Author:  Carl Marnewick
Publisher:  CRC Press / Taylor and Francis Group
List Price:   $55.96
Format:  Hardcover, 218 pages
Publication Date:   Nov 2017
ISBN: 978-1-138-19610-0
Reviewer: Denise Cordova
Review Date:   October 2018

 



Introduction

The book provides insight into how to view projects from an upper management level.  Not all organizations are immersed in the project management methodologies and therefore may be viewing projects more as something to complete to make operations or projects better.  Taking a different perspective to a different level will help organizations to see the benefits of tracking, monitoring, and realizing the benefits of project management.

The book also focuses on what statistical data is important from an executive’s position to compliment strategic alignment of goals and projects.  Additionally, the book expresses how the maturity level of project management within an organization will affect the ability to align strategies and create sustainability.

Overview of Book’s Structure

The structure of the book is easily understood by executives that are not well versed in the principles of project management.  The chapters review high level components and expectations for managing of projects.  Explanation of Programs and Portfolios is discussed and the how they are applied.

A key component of the authors message is the level of control that must be provided to project managers for successful execution of projects. This also implies that the vision and strategies are directly tied to project management.

Strategic alignment begins with the portfolio and the projects should meet the goals set in the portfolio, this is a good tool to consider when prioritizing projects and programs.  This book provides perspective in this area for the executive level reader.

Highlights

The best takeaway from this publication is the high-level perspective into how Project Management should align with strategic goals, but it takes it further and explains how this pairing will be successful for an organization.

More…

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About the Reviewer


Denise Cordova

Texas, USA

 

 

 

According to Denise, “My work career began at the ripe old age of sixteen and I have worked in many career fields through the years, most people have a career and work in the same career, with various employers or for themselves.  I would say that my various careers have made me very versatile person.  I have worked as a Nurses Aid during High School while attending a two-year course for Dental Assisting. After High School, I joined the Army served 6 years as a Dental Laboratory Technician. After leaving the Army, I taught Dental Assisting at a private career school which after several years led to becoming a director of a school.  During that time, I was the chairperson for a national test writing committee for National Certification for Dental Assisting as well as being instrumental with state testing for radiology certifications for Dental Assistants in the state of Texas.  I left the Directorship and made the decision to seek a less stressful environment. I found a position as a 911 dispatcher for a County Sheriff’s office for about Six years. This was a stressful position, but a different type of stress.

With this experience I left and went to work for a Utility company and developed their dispatch center, since none existed.  This utility company offered opportunities that led to a position as a Metering Supervisor for about three years.  It was at this point I began working in the area of project management, but not as a formal process.  My next position would afford me the opportunity to begin thinking about how projects are viewed and executed.  The position was as Telecommunications Systems Administrator, which included responsibilities for PBX, Fiber Optics, Radio Communications, and Physical Security.  Each of these areas involved a mixture upgrades, construction, and complete replacements.  This position was for approximately six years.  My current position is Technology Systems Project Coordinator and I am in a position to be very involved in projects, either by leading or as part of a team.  My interest has been in this area for some time now and it is a very challenging because of the range of projects.  Technology is an ever changing and growing fluid environment where we build stability.  That is a very difficult concept and standard to maintain.  With the ever-changing world of technology and the levels of integration we see in business project management is a very demanding and important factor.  I have appreciated all of my career choices because they have led me down this road.  With this well-rounded experience, I am empowered to strive for more and will be seeking the PMP certification to validate my experiences and skills.”

Denise can be contacted at [email protected]

 

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

 

 

Sustainable Activism & Ecology:

New Challenges in the Construction Field

 

STUDENT PAPER

By Jérôme Andriamirado

SKEMA Business School

Lille, France

 



ABSTRACT

The following paper is treating today’s context, where the construction field is one of the major cause of pollution in most countries of the world. It actually has deep impacts on public health, soil and air. The following analysis is doing a comparison between international contracts frameworks to show what would be the best alternatives or which one is worth using for a green construction project. After developing how frameworks can be used for a sustainable construction they will be compared using relative weighting technique and the additive weighting technique.  As a results of the analysis we will rank the best alternatives to find out the Consensusdoc and the American Institute of Architects provide satisfying frameworks for green buildings. In the end the consensudoc best fits today’s green challenges as it give substantial guidance for establishing and achieving green measures.

Keywords: Environmental impact, Energetic performance, Governmental constraints, Risk Management, Green Constructions, Green measures, Sustainable requirements

INTRODUCTION

Since the industrials revolutions there’s two things we can affirm, the population are gathering in cities while the farming activity has decreased but still has to be more efficient. The construction field is walking on a path that has consequent effect on the water life cycle, biodiversity and the overall quality of the air. When we look more in depth at this situation; we understand that constructions are largely responsible for the emission of greenhouse gases. In Switzerland, 22 million tons out of 55 million tons of greenhouse gases are from constructions activities. This field, due to its core business, requires large amounts of water and other energies, in France it’s representing about 50% of total energy consumptions. Constructions are also generating waste, and still in France only 61% is recycled. Governments, Companies and society are slowly becoming greener, but as companies have great responsibilities in the green transition they are required to be fast. Such a radical transition cannot happen without any risks.

With those concerns we can differentiate two streams that imply risks. The first on will obviously be the state. By setting up sustainable oriented and green laws the state may add new risks for companies. Those risks can take the format of fees, contributions, taxation, penalties and other sanctions.

If risks are firstly implied by governmental decisions, they are also implied by non-governmental entities (NGO, communitarian initiatives). If companies don’t respect certain rules of common sense regarding green behavior, they can be the targets of boycott, denunciations and other actions that could affect their notoriety.

Saying that, those actions might can have strong impacts on the health of a company. Sustainable related risks measurement is becoming a point that can’t be ignored for long-term strategies otherwise outcomes of a contract could be affected. The overall reflection will be analyzed through concepts such as the Consensus Doc, the AIA and the Virtue Matrix concepts, but also through governmental documents (laws articles).

During the whole article, I will provide statements and elements of analyses to answer the following questions:

  1. In today’s legal context, what are the risks implied by laws concerning sustainability?
  2. What kind of measures can be taken to comply with local law and today’s challenges?

More…

To read entire paper, click here

 

Editor’s note: Student papers are authored by graduate or undergraduate students based on coursework at accredited universities or training programs.  This paper was prepared as a deliverable for the course “International Contract Management” facilitated by Dr Paul D. Giammalvo of PT Mitratata Citragraha, Jakarta, Indonesia as an Adjunct Professor under contract to SKEMA Business School for the program Master of Science in Project and Programme Management and Business Development.  http://www.skema.edu/programmes/masters-of-science. For more information on this global program (Lille and Paris in France; Belo Horizonte in Brazil), contact Dr Paul Gardiner, Global Programme Director [email protected].

How to cite this paper: Andriamirado, J. (2018). Sustainable Activism & Ecology: New Challenges in the Construction Field, PM World Journal, Vol. VII, Issue XI – November.  Available online at https://pmworldjournal.net/wp-content/uploads/2018/11/pmwj76-Nov2018-Andriamirado-sustainable-activism-and-ecology-student-paper.pdf

 



About the Author


Jérôme Andriamirado

Lille, France

 

 

Jérôme Andriamirado graduated with a Bachelor’s Degree from NEOMA Business School with minor in SME’s management and is now a project management student at SKEMA Business School with a business development focus. His diverse professional experiences have developed an entrepreneurship sensibility as most internships have been done in human sized companies and start-ups from various fields, from human resources companies to digital companies. Aware of today’s overall environmental situation he believes that one of the solutions to improve public health and sustainability from an environmental perspective and societal perspective must go through green construction, as greener and cheaper housing and business building can help to face diverse crises. His ambition is to work in a green company from an entrepreneurial perspective. Jérôme can be contacted at [email protected].

 

 

Is change in Construction contracts a risk?

Analysis of causes and impacts

 

STUDENT PAPER

By Sirine Ben Jebara

SKEMA Business School

Paris, France

 



ABSTRACT

Changes in construction projects are very common and usually generate cost and time overruns. The purpose of management of change is to reduce the bad impacts of changes that are necessary to the project and not to eliminate them. Changes should be well-managed through a formalized change management process and if not, it will generate serious impacts on the schedule and the productivity of a project.

At this time, there is an insufficiency of standards for the methods used in project change management and the cause Is that the changes are sometimes not well-managed. Some projects are adaptable to changes since the contractors succeed in managing and predicting the change but there are some cases that they fail in saving the project from these different changes. To explain this, we used the Compensatory Model of Additive Weighting Technique to help us analyze different situations and different impacts of change within a construction projects.

Keywords: Change, Management, Impacts, Causes, Contractors, Construction projects, Risk, Organizational changes, Project changes.

INTRODUCTION

A construction project goes through several stages from planning, cost estimation, ordering, contracting, designing and engineering to the construction of the building and the delivery of the final project. In construction processes, decisions are taken based on the professionals’ personal experience and incomplete information that possibly lead to rework and change. Construction rework is generally related to the destruction of what has been already built, and this usually has a higher influence on the performance of the construction than the change option.

Managing the change is considered as an essential part of project management and it turns out to be very important to the success and the achievement of construction projects since project changes are unavoidable at all stages.

There are many sources for change which are inevitable but these changes generally refers to design or change orders, they have been called the biggest cause of disputes between the clients and the contractors and it can also be the cause of continuous delays in project schedule, requiring extra materials, added time, labor and cost to an already complex project. Changes should be managed to reduce the bad impacts and to maintain quality at its best level.

Change Management arises in construction at two levels which are project and organizational level. Managing how to introduce the change in an organization effectively and efficiently is the main purpose at the organizational level. On the other hand, the focus on trying to handle the changes that occur in the project due to external and internal reasons is the main aim at the project level.

Changes in construction projects can be the cause of many problems such as delays, claims and disputes and in some cases, it can be the cause of the end of a project if they are not resolved following a change management process.

To summarize, what this research has been designed to address are the following questions:

  • What are the main causes of change in construction contracts?
  • What are the impacts?

More…

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Editor’s note: Student papers are authored by graduate or undergraduate students based on coursework at accredited universities or training programs.  This paper was prepared as a deliverable for the course “International Contract Management” facilitated by Dr Paul D. Giammalvo of PT Mitratata Citragraha, Jakarta, Indonesia as an Adjunct Professor under contract to SKEMA Business School for the program Master of Science in Project and Programme Management and Business Development.  http://www.skema.edu/programmes/masters-of-science. For more information on this global program (Lille and Paris in France; Belo Horizonte in Brazil), contact Dr Paul Gardiner, Global Programme Director [email protected].

How to cite this paper: Ben Jebara, S. (2018). Is change in Construction contracts a risk? Analysis of causes and impacts, PM World Journal, Vol. VII, Issue XI – November.  Available online at https://pmworldjournal.net/wp-content/uploads/2018/11/pmwj76-Nov2018-Ben-Jebara-is-change-in-construction-contracts-a-risk.pdf

 



About the Author


Sirine Ben Jebara

Paris, France

 

 

Sirine Ben Jebara is an MSc student in SKEMA Business School, major in Project and Programme Management & Business Development (PPMBD). She graduated from HEC Carthage in Tunisia and held a Bachelor’s high-quality diploma in Finance. She has attended three internships in general in different types of company. She also has the knowledge background about international Marketing. She performed humanitarian work during her university years. She lives in Paris, France now and can be contacted at [email protected].

 

 

Building Sustainability into a Contract:

How to create more “Green” Supply Chain Contracts

 

STUDENT PAPER

By Souhaila Bouddou

SKEMA Business School

Lille, France

 



ABSTRACT

Sustainability in supply chain can have an important impact on the overall well-being of society and the environment. In fact, many companies work on adopting a sustainable approach since different activities can harm the environment, the economy or the society. In this paper, we considered the contract as an essential management tool for supply chain projects. As a matter of fact, we studied if it is possible to apply sustainability concepts to a contractual framework to create more “green” supply chain contracts. Using a Multi-Attribute Decision Making as well as relative and additive weighting techniques, we analyzed how different alternatives can be adopted. Finally, we demonstrated how including sustainability provisions in supply chain contracts and encouraging local provisions and employment can help integrating sustainability in supply chain project contracts.

Keywords: Sustainability, Supply chain, Procurement, Contract, Industry, Project Management

INTRODUCTION

Nowadays, organizations are facing several challenges. In fact, it is getting more complex to manage projects due to the fast-changing and highly competitive environments. Also, it became important to combine economic, social and environmental aspects to build sustainable projects. However, when focusing on sustainability issues, many firms do not pay attention to the contract as an essential management tool for organizing and implementing the different viable actions. As a matter of fact, contracts are regarded to be a critical and strategic factor in projects. For this reason, it could be very interesting to adopt a sustainable approach when dealing with contracts to support fundamental rights and environmental protection.

In all organizations, different activities are carried out to keep improving on many levels. For many companies, procurement directors are starting to implement sustainable procurement programs since at least 75% of carbon emissions are from the supply chain. Hence, it is very interesting to take a closer look at the supply chain area in which many projects are put in place. For example, some companies work on reducing costs and lead time, on rationalizing suppliers and inventories or on moving from a local to a global supply chain. This kind of business changes requires a good application of project management principles.

Therefore, we will focus on building sustainability into supply chain contracts. In fact, integrating the concepts and procedures of sustainability into the traditional supply chain contracts is believed to change supply chain practices to be more sustainable and to comply with the codes and standards of sustainability.

Step 1: Objective statement

The purpose of this paper is to consider whether it is possible to apply this sustainability concept to a contractual framework and to study how it can be adopted within the supply chain industry.

More…

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Editor’s note: Student papers are authored by graduate or undergraduate students based on coursework at accredited universities or training programs.  This paper was prepared as a deliverable for the course “International Contract Management” facilitated by Dr Paul D. Giammalvo of PT Mitratata Citragraha, Jakarta, Indonesia as an Adjunct Professor under contract to SKEMA Business School for the program Master of Science in Project and Programme Management and Business Development.  http://www.skema.edu/programmes/masters-of-science. For more information on this global program (Lille and Paris in France; Belo Horizonte in Brazil), contact Dr Paul Gardiner, Global Programme Director [email protected].

How to cite this paper: Bouddou, S. (2018). Building Sustainability into a Contract: How to create more “Green” Supply Chain Contracts, PM World Journal, Vol. VII, Issue XI – November.  Available online at https://pmworldjournal.net/wp-content/uploads/2018/11/pmwj76-Nov2018-Bouddou-building-sustainability-into-a-contract-student-paper.pdf

 



About the Author


Souhaila Bouddou

Lille, France

 

 

 

Souhaila Bouddou is a fifth-year student at ITEEM Centrale Lille, an Engineering Management and Entrepreneurship school where the traditional boundaries between the fields of engineering, management and commerce are abolished. She is also pursuing a Master of Science in Project Management in Skema Business School.

Passionate about the subject of Supply Chain in industry, she is specialized in Production Management. She had many experiences in companies such as Tupperware where she did an 8 month internship as a Business Architect Analyst studying Supply Chain in the Production Planning and Control Department, and piloted a European Project, working with people from different countries.

During her education, she had done several internships in Waldner and Adeo, as Project Manager assistant. She has a keen interest in Sustainability and she is certified Green Project Manager by GPM Global. She is also interested in Project Management, and worked on many humanitarian projects in France and Burkina Faso. Souhaila can be contacted at [email protected].

 

 

Renewable Energies

Safe Investment or Dangerous Deal?

 

STUDENT PAPER

By Cyril Cojutti

SKEMA Business School

Lille, France

 



ABSTRACT

Renewable energies, nowadays, have a significant impact on the way we consider creating energy and affect all layer of society

One of the way, to have access to renewable energies on a project level is to contract a Renewable power purchase agreement with an energy supplier (Contractor).

However, it is accustomed in this field that the whole investment and building part of the power supply source of a RPPA should be taken care by the contractor himself. The said investment can represent a great amount of money that the contractor should have return on. However, in case of delays, the Renewable power purchase agreement contract often contains an “early termination right” which grants the Owner authority on the cancelation part.

How can we share the responsibility and how can mitigate the delays?

Incremental delivery and shared investment could be a good track to follow to diminish the identified risk and bring valuable knowledge to the Owner

Keywords: United Nations, Sustainable Development Goals, Renewable energy, Eco-friendly energy, Energy Seller, Energy Buyer, Power Purchase Agreement, Early termination right, Risk sharing

INTRODUCTION

Renewable Energy transition is one of the major stake of our century. Indeed, one of the Sustainable Development Goal number 7 set by the United Nations was to provide access to clean energy to everyone; one of the sub-objectives being that renewable energy share become more significant in the energy global mix. Improving their technology every year, eco-friendly energy providers proved the significant impact sustainable energies could have on an ecological and social level. Although, the efficiency of those latter is often source of concern compared to fossil fuel or even nuclear based energy it has become a necessity not to rely on them anymore in order to protect our habitat.

30% of the world GDP is invested on project every year and tends to 40% on 2020. Thus, it becomes important to increment as much and as soon as possible renewable energy and sustainable strategies to project. To provide energy to a project or a business, it is essential to make a Power Purchase Agreement, which is a legal contract between at least to parties, a seller (energy provider) and a buyer. With the increasing development of technologies such as Solar Panels or Wind Mills, a sustainable aspect of the PPA have been created.

Usually when contracting a Renewable PPA, the contract itself will be scaled from 5 to 20 years. The seller will take into his responsibility the whole project of creating, financing the energy farm and make sure the right amount of energy is delivered to the buyer. As you can see from this brief introduction of the PPA, the power and risk sharing balance between the two parties is not even. Beside this issue, Renewable energies are submitted to a major constraint which is the random aspect of the weather. Thus, it becomes difficult to insure a constant amount of energy. From all these risks, one seemed major to deal with. When facing a delay in delivering power, what happens to the contract? Many PPA contain a “early termination rights” clause which allows the contract Owner to terminate the contract if not delivered on time. As we mentioned it before, creating renewable energy require a huge investment supported by the Contractor and not reaching a return on investment can be critical to any company.

Therefore, it is essential to think of a solution that could share the risks and avoid such an unpleasant conclusion to the power purchase agreement which would be unfavorable for bother owner and contractor.

Objective statement

On this paper we will go through the following issues:

  • What are the risks of a Power Purchase Agreement?
  • Which one can be shared between the two parties?
  • What solution can be brought to avoid early termination of the contract in case of delays?

More…

To read entire paper, click here

 

Editor’s note: Student papers are authored by graduate or undergraduate students based on coursework at accredited universities or training programs.  This paper was prepared as a deliverable for the course “International Contract Management” facilitated by Dr Paul D. Giammalvo of PT Mitratata Citragraha, Jakarta, Indonesia as an Adjunct Professor under contract to SKEMA Business School for the program Master of Science in Project and Programme Management and Business Development.  http://www.skema.edu/programmes/masters-of-science. For more information on this global program (Lille and Paris in France; Belo Horizonte in Brazil), contact Dr Paul Gardiner, Global Programme Director [email protected].

How to cite this paper: Cojutti, C. (2018). Renewable Energies: Safe Investment or Dangerous Deal?, PM World Journal, Vol. VII, Issue XI – November.  Available online at https://pmworldjournal.net/wp-content/uploads/2018/11/pmwj76-Nov2018-Cojutti-renewable-energies-student-paper.pdf

 



About the Author


Cyril Cojutti

Lille, France

 

 

 

Cyril Cojutti is a student at Skema Business School in Master of Science Programme and Project Management and Business Development.  Being deeply interested in sustainable energies and eco-friendly technologies, he thought it wise to develop an analysis on Renewable Power Purchase Agreement as it is a cornerstone of the global energy transition which can apply to most projects. When graduating, I would like to engage myself in the development of clean energy and its promotion worldwide. It is a major stake of our century and will have an impact on our way of life tomorrow. He wants to play a role in it.

Besides, being passionate by Japan since my childhood, Cyril did an exchange program at Hiroshima University of Economics for one year which enabled him to enhance his understanding of the Japanese culture.

With the nuclear incident of 2011 in Japan, it became one of his objectives to be committed to increase the sustainable energy share in Japan.

 

 

Are Intellectual Property Rights still relevant

in a context of E-Commerce Business?

 

STUDENT PAPER

By Julie Roué

SKEMA Business School

Paris, France

 



ABSTRACT

One of the strategic resources of a company is its intellectual property. From designs to idea, from trademark to logos, intellectual property embodies all the uniqueness of a brand. But do businesses really know how to protect themselves, on every aspect?  In a very digital and thus world, this property can be easily endangered. The aim of this article is to compare different approaches of IP, from the most minimalist to the most protective in order to extract the best practices. This paper will focus on the case of e-commerce businesses and more particularly on jewelry brands. We will see that businesses need to protect themselves as much as possible and as soon as possible, and also when it comes to website contents even if it is often forgotten. Intellectual property is not only a matter of protection against competitors, it entails the brand strategy on a long-term basis.

Keywords: Design ownership, Value creation, Proactive approach, Registration, E-commerce, Copyrights, Jewelry

INTRODUCTION

Can you make the difference between an original “clou” from Cartier and a counterfeit? Many can’t. That’s why, in order to protect clients and brands, laws monitor and punish artistic creations’ from being copied thanks to Intellectual Property rights (IP rights). Since 1623 with the Statute of Monopolies, IP rights protect tangible and intangible assets from being copied and sold. But of course since then, the jewelry business context has changed a lot. Nowadays thousands of brands, from high jewelry to lower ends, are fighting for market shares. In order to survive, brands have to rely on their originality to catch the clients’ attention. The aim is to be unique and identifiable. But the biggest change since 15 years has been the medium of the market: with internet, the majority of jewelry businesses are developed through e-shops. The jewels are visible to all, 24 hours a day, all over the world. This means that the information about the jewels like the pictures, the materials, the sizes, etc. are available to all and easily downloadable.

Since the beginning of the IP rights, laws have adapted but we would like to challenge those rights in this article, taking the example of the very competitive jewelry market. The meaning of this article is simple: as a new entrant in the jewelry market, what do I need to know in order to protect my intellectual creations from being stolen, and how to make sure IP rights fit to my business?

Step 1 – Problem definition

Internet makes copying easy: let’s say someone wants to copy one of the rings you sell on your e-shop. The person simply copy-pastes or screenshots the picture you posted and gets all the details needed to copy your jewel. In a very competitive market like the jewelry’s, that kind of risk would better be avoided. As an intangible asset of your business, design is protected by Intellectual Property rights. But as internet’s information are difficult to contain and to track, can IP rights effectively prevent this type of behavior to become a threat to your business and its opportunities? What are the good practices in terms of IP rights in order to protect your business?

The objective of this article is multifold. First, we would like to challenge the relevance of IP rights in the context of internet. Then we will tend to describe a proactive use of these rights in the same context. The idea is to make sure the business is protected, but we will see as well that a right use of IP can lead to value creation.

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Editor’s note: Student papers are authored by graduate or undergraduate students based on coursework at accredited universities or training programs.  This paper was prepared as a deliverable for the course “International Contract Management” facilitated by Dr Paul D. Giammalvo of PT Mitratata Citragraha, Jakarta, Indonesia as an Adjunct Professor under contract to SKEMA Business School for the program Master of Science in Project and Programme Management and Business Development.  http://www.skema.edu/programmes/masters-of-science. For more information on this global program (Lille and Paris in France; Belo Horizonte in Brazil), contact Dr Paul Gardiner, Global Programme Director [email protected].

How to cite this paper: Roué, J.  (2018). Are Intellectual Property Rights still relevant in a context of E-Commerce Business? PM World Journal, Vol. VII, Issue XI – November.  Available online at https://pmworldjournal.net/wp-content/uploads/2018/11/pmwj76-Nov2018-Roué-are-intellectual-property-rights-still-relevant-student-paper.pdf

 



About the Author


Julie Roué

Paris, France

 

 

 

Julie Roué is a French business student at Skema Business School in Paris.  She studied literature for two years in Classe Préparatoire B/L (Saint-François-Xavier, Vannes, France), and business in Skema Business School (Paris, France) and Queen’s University (Kingston, Canada).  She has most recently been enrolled in a semester at SKEMA Business School in Paris pursuing the specialization “Msc Project and Program Management and Business Development” and planning to finish her education in Seoul in 2018.

Julie can be contacted at [email protected] or on LinkedIn www.linkedin.com/in/julie-roué-b60608a7

 

 

Owner and Contractor in the Defense Industry

Two Sides at War

 

STUDENT PAPER

By Arthur Vaesken

SKEMA Business School

Lille, France

 



ABSTRACT

The following paper constitutes the author’s effort towards the “International Project Contracts” course at SKEMA Business School, in the context of a “Programme and Project Management and Business Development (PPMBD)” Master Degree.

In it, the author will study in details the following real-life transaction: the sale of 40 F-35As fighter jets by the Lockheed Martin corporation to the country of South Korea. Because of the heavy sums of money involved and the length it takes for the deliverables to be ready, it is important for both parties to understand exactly what each delay and acceleration might imply in terms of costs and other benefits. Extrapolating from real or assumed data, the author will try to establish a coherent analysis of the timeframe involved, and what each potential delivery date can mean for both the owner and contractor, essentially answering the question: “When is the best time for Lockheed martin to deliver?”

Coincidentally, we will see that in this case, the expected delivery date is the best compromise, but many other alternatives deserve consideration. This will allow us to discuss the pros and cons of taking risks to maximize profit, perhaps at the expense of healthy business relationships.

Keywords: military, defense, aircraft, international, contractor, time, cost, trade-off, optimum

INTRODUCTION

Time, costs and quality are often considered the three critical variables of any given project. It is generally agreed upon that compromising on quality is unacceptable, and this especially true in the defense industry, where said quality can make the difference between victory and defeat, power and impotence, and even life and death; and where contractors engage their whole reputation on every task they undertake.

Thus, we are left with time and costs as the variables at the front of everyone’s thoughts. They are, of course, just as critical as quality when it comes to deliver a defense project ; tensions do no wait for weapons to finish assembling to escalate, and the enormous costs involved, coming directly from the pockets of the state and thus the taxpayers, are under close scrutiny. But unlike quality, they are expected to vary much more, and what may be favorable for one party, such as a faster delivery of the goods ordered by the owner, may not be beneficial for the contractor and vice-versa.

For this reason, in order to maintain a harmonious and healthy business environment, project owners and contractors both need to be aware, on any given project, of their own personal cost/time optimums, and agree on a compromise that will be mutually beneficial. Finding out what it is is of course no simple task, but for the purpose of this paper, the author will use the real-life example of the March 2014 purchase of 40 F35-A fighter jets by South Korea from Lockheed Martin, the world’s largest defense contractor. The transaction will amount to $7 billion and the delivery date has been set to be between 2018 and 2025 and with an expected date of 2021 by South Korea, which, in the author’s opinion, makes it a suitable time range to assume the possibility of acceleration initiative and delays. Using estimates to fill the missing data, the author will follow the footsteps of the excellent analysis of the US Department of Transportation in the Federal Highway Agency’s document “Work Zone Road User Costs Concepts and Applications” figure 15, which also served as inspiration for Stephen J.C. Peterson’s entirely theoretical case study of an oil and gas facility project. The author will hopefully manage himself to determine a comprehensive document illustrating the time/cost optimums for both South Korea and Lockheed Martin, and then suggest a good balance of interests. It is hoped said model can then be applied to other projects in the defense industry, and inspire contractors and owners of all kinds.

All this can be summed up in a single problem statement: “When is the best time for Lockheed Martin to deliver the F-35As to South Korea?”

More…

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Editor’s note: Student papers are authored by graduate or undergraduate students based on coursework at accredited universities or training programs.  This paper was prepared as a deliverable for the course “International Contract Management” facilitated by Dr Paul D. Giammalvo of PT Mitratata Citragraha, Jakarta, Indonesia as an Adjunct Professor under contract to SKEMA Business School for the program Master of Science in Project and Programme Management and Business Development.  http://www.skema.edu/programmes/masters-of-science. For more information on this global program (Lille and Paris in France; Belo Horizonte in Brazil), contact Dr Paul Gardiner, Global Programme Director [email protected]

How to cite this paper: Vaesken, A. (2018). Owner and Contractor in the Defense Industry: Two Sides at War, PM World Journal, Vol. VII, Issue XI – November.  Available online at https://pmworldjournal.net/wp-content/uploads/2018/11/pmwj76-Nov2018-Vaesken-two-sides-at-war-student-paper.pdf

 



About the Author


Arthur Vaesken

Lille, France

 

 

 

Arthur Vaesken, MSc in “Project and Programme Management & Business Development” at SKEMA Business School, is a student with extensive international experience. He is accustomed to working in the United Kingdom, France, and the USA, having done several long-term internships there in domains such as web development, web and traditional marketing, factory logistics, and project management. His most notable achievement so far is promoting a fertility clinic owned by an eminent North Carolinian surgeon during a year-long internship, where he reworked the clinic’s website from the ground up, improved its visibility online and deployed various marketing strategies to bolster its business. He speaks fluent English and French, moderate Spanish, and basic Japanese.

Arthur can be contacted at [email protected].

 

 

Potential of Blockchain-enabled smart contract platforms

for automated enforcement and dispute resolution

 

STUDENT PAPER

By Aseem Sharma

SKEMA Business School

Lille, France

 



ABSTRACT

Over the past few years the word blockchain has been gaining a lot of attention. Bitcoin and Ethereum are the two most widespread blockchain platforms and there are many other platforms which have emerged recently. But not every blockchain based platform uses smart contracts. Smart contracts are self-executing computer protocols that are meant to verify and enforce the performance of contract conditions. The field is evolving and there is still a lot of ambiguity about the concept itself. This makes the selection of the platform a crucial decision from the users’ perspective. This paper intends to discuss five different blockchain based smart contract platforms namely Bitcoin, Ethereum, Stratis, Lisk and Neo, and evaluate their potential and limitations. Multi-Attribute Decision Making Analysis is used to compare these platforms based on attributes like Speed, Future Orientation, Scalability, Risk and Programming language. The results are presented in quantified form and most feasible options have been proposed.

Keywords: Blockchain, Smart Contract, Bitcoin, Ethereum, Traditional contracts, Arbitration, Distributed digital ledger, Enforcement

INTRODUCTION

Over the last few years, blockchain technology has become one of the most talked about topic and it is proving to be the biggest disruption since the internet. Blockchain essentially is a publicly available, immutable distributed ledger of transactions which have been verified by getting consensus from all the participants in its network. It focuses on the issue of trust between parties involved in the transaction. Though started from the area of application in financial services, blockchain since then has been finding its application in governance, e-voting, supply chain, taxation, internet of things and now arguably almost everywhere.

Smart contract is emerging as one of the most promising areas of blockchain implementation. Smart Contracts are digital auto contracts made between two parties based on pre-defined logic. They are self-enforcing in nature and it is expensive to break the contract. Since Blockchain provides trusted counterparties without a need of trusted third party, it is well suited to corroborate smart contracts. Smart contracts are increasingly being used to automate enforcements of contracts and thus provide a cost –effective, efficient and faster way of handling transactions. They solve almost all the issues associated with a traditional contract. However, since the concept of smart contracts is relatively novel, their legal binding is not clear yet. And even though blockchain provides an intelligent way of enforcing contracts, the arbitration of blockchain disputes itself requires deliberation.

This paper evaluates some of the blockchain supported smart contract platforms. It starts with explaining the evolution, technological details, strength and limitations of five platforms namely Bitcoin, Ethereum, Stratis, List and Neo. Then criteria have been selected based on which comparison of the platforms is performed and then quantitative ratings have been provided to each alternative based on the attributes. Final evaluation of all the platforms is done using Multi-Attribute Decision Making Analysis (MADM) and best alternative has been proposed.

To summarize, the purpose of this research is to answer the following questions:

  1. The pros and cons of using different blockchain smart contracts platforms and identify their strengths and limitations.
  2. Identify the parameters on which smart contracts can be evaluated and compared.
  3. Propose the best feasible platform based on current and future perspectives.

More…

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Editor’s note: Student papers are authored by graduate or undergraduate students based on coursework at accredited universities or training programs.  This paper was prepared as a deliverable for the course “International Contract Management” facilitated by Dr Paul D. Giammalvo of PT Mitratata Citragraha, Jakarta, Indonesia as an Adjunct Professor under contract to SKEMA Business School for the program Master of Science in Project and Programme Management and Business Development.  http://www.skema.edu/programmes/masters-of-science. For more information on this global program (Lille and Paris in France; Belo Horizonte in Brazil), contact Dr Paul Gardiner, Global Programme Director [email protected].

How to cite this paper: Sharma, A. (2018). Potential of Blockchain-enabled smart contract platforms for automated enforcement and dispute resolution, PM World Journal, Vol. VII, Issue XI – November.  Available online at https://pmworldjournal.net/wp-content/uploads/2018/11/pmwj76-Nov2018-Sharma-potential-of-blockchain-enabled-smart-contract-platforms.pdf

 



About the Author


Aseem Sharma

Republic of India 

   

 

 

Aseem Sharma is an MBA student at the Indian Institute of Management Calcutta and did his student exchange term at SKEMA Business School, Lille Campus. As part of a key module “The International Contracts” qualification requirement under the direct supervision of Professor. Paul D Giammalvo, the Course Director and the Professor Paul Gardiner, the Program Director, this student paper has been produced with the purpose of getting it published with The PM World Journal. He graduated from the Indian Institute of Technology Delhi and holds a Bachelor’s and a Master’s degree in Chemical Engineering. He has worked at UnitedHealth Group as an application developer from 2014 to 2016 and interned at HSBC Securities Services in the summer of 2017. He has a background in project management, finance and technology and closely follows the Fintech space. He can be contacted at: [email protected]

 

 

Finland Project Management Roundup for November 2018

Updates about Project Management Association Finland (including Project Days 2018); PMI Finland Chapter; Olkiluoto 3 nuclear power plant; Hanhikivi 1 nuclear power plant; Helsinki’s Länsimetro extension; Raide-Jokeri light rail project

 

REPORT

By Dr Jouko Vaskimo

International Correspondent & Senior Contributing Editor

Espoo, Finland

 



INTRODUCTION

This roundup continues the coverage of Project Management Association Finland, PMI Finland Chapter, and some major projects currently going on in Finland.

PROJECT MANAGEMENT ASSOCIATION FINLAND

Project Management Association Finland (PMAF), Projektiyhdistys ry in Finnish, is a not-for-profit organization, and the International Project Management Association (IPMA) Member Association (MA) in Finland. Founded in 1978, PMAF promotes the interaction, project-oriented thinking, and exchange and development of practical and theoretical knowledge among project management professionals with over 4000 individual and 200 organizational members.

PMAF promotes the development and dissemination of project and project management knowledge. PMAF members are able to enjoy information sharing, workgroups, development projects, project management forums, conferences and certification services PMAF provides. PMAF organizes two annual conferences: Project Days (Projektipäivät in Finnish) in early November, and 3PMO in early June.

This year the Project Days conference took place on 30 … 31.10.2018 in the Helsinki Expo and Convention Centre with an overarching theme Lessons Learned? The conference program included plenary sessions with state-of-the-art keynotes, and several parallel tracks with a total of over 70 keynote and paper presentations. The conference was attended by over 930 participants, including many of the best-known Finnish project management practitioners.

On the morning of the first conference day Mr Vesa Ilama, the Chairman of PMAF Board of Directors, opened the conference and welcomed the participants to the event.

Mr Vesa Ilama opening the conference and welcoming participants

Mr Timo Saros, the General Manager of PMAF, welcomed the participants, and explained the practicalities of the conference to the participants.

Mr Timo Saros explaining the practicalities of the conference.

Mr Mikko Kosonen delivered the first keynote presentation of the conference, titled Project management under complexity, in the morning of the first conference day.

More…

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How to cite this report: Vaskimo, J. (2018). Finland Project Management Roundup for November 2018, PM World Journal, Vol. VII, Issue XI – November.  Available online at https://pmworldjournal.net/wp-content/uploads/2018/11/pmwj76-Nov2018-Vaskimo-Finland-Project-Management-Roundup-report.pdf

 



About the Author


Dr Jouko Vaskimo

Espoo, Finland

 

 

Jouko Vaskimo is an International Correspondent and Senior Contributing Editor for PM World in Finland. Jouko graduated M.Sc. (Tech.) from Helsinki University of Technology in 1992, and D.Sc. (Tech.) from Aalto University in 2016. He has held several project management related positions with increasing levels for responsibility. Jouko holds a number of professional certificates in the field of project management, such as the IPMA Level C (Project Manager), IPMA Level B (Senior Project Manager), PMP, PRINCE2 Foundation, and PRINCE2 Practitioner. Jouko is also a Certified Scrum Master and SAFe Agilist.

Jouko is a member of the Project Management Association Finland, a founding member of PMI Finland Chapter, and the immediate past chairman of the Finnish IPMA Certification Body operating IPMA certification in Finland. Since October 2007, he has been heading the Finnish delegation to ISO/TC 258.

Jouko resides in Espoo, Finland and can be best contacted at [email protected]. For more information please navigate to www.linkedin.com/in/jouko-vaskimo-6285b51.


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

 

 

Project Management Report from São Paulo

The Brazilian elections and its reflection on project management

 

REPORT

By Mauricio Lopes

International Correspondent

São Paulo, Brazil

 


 

Last month, the second round of the Brazilian presidential election was held and surprisingly the winner was a candidate who only a few years ago gained notoriety among the Brazilian population.

This is Jair Messias Bolsonaro, a 64-year-old who was born in Sao Paulo, but whose political base is located in Rio de Janeiro. He is a former military man and has been acting as a federal congressman for the last 24 years, politically projecting himself, strongly advocating the fight against violence and corruption in the country.

His character emerged concomitantly with the impeachment process of former President Dilma Rousseff two years ago and with the progress of the ‘Lava Jato Operation’ (the translation in English is ‘Car Wash Operation’).

The government of former President Dilma Rousseff was noted for its extremely low economic growth, increased public deficit, unemployment and many cases of corruption. In Brazil, between 2015 and 2016, the GDP declined by 3.5% respectively.

The Lava Jato Operation began in 2014 and it led to the arrestment of presidents of large Brazilian companies, politicians of many political parties, including former president Luis Ignacio Lula da Silva. The success and magnitude of this operation was compared to the Clean Hands Operation in Italy in the 1970s.

Whoever would be the winner of this year’s election would have to face a country with a GDP in 2017 of 1.0% and projection to 2018 of 1.3%, 14 million unemployed citizens, serious problems of infrastructure, lack of internal and external investment (Standard & Poor’s, Moody’s and Fitch), large-scale violence led by well-organized criminal organizations, etc.

The successful trajectory of Jair Bolsonaro

Given this scenario, Jair Bolsonaro presented himself as a side-runner who strongly represented the right-wing, in a country where the election for president was absolutely polarized between left and right.

A Captain of the Brazilian Army, he began his political trajectory as a city councilor in Rio de Janeiro and was elected federal congressman for six times. Later he became the third most voted congressman in the history of Brazil.

The idea of his candidacy for president began after the election of Dilma Rousseff in 2014 as an expression against the continuity of the left in power. His position, which is clearly adverse to the situation prevailing in the country, resulted in an exponential increase in the numbers of his followers.

His campaign had minimum financial resources, with little support from other politicians and the joining of a small right-wing party (PSL). He used social networks such as Whatsapp and Facebook as the main tool to become known to the population.

During his presidential campaign he suffered an attempt on his life in a city called Juiz de Fora, when he was stabbed by a person in the crowd. Due to this attempt, which almost killed him, his popularity increased even more, and it allowed him to win the first round of the elections. He later won the second round with more than 57 million votes – almost 11 million more votes than his opponent.

More…

To read entire report, click here

 

How to cite this report: Lopes, M. (2018). Project Management Report from São Paulo, PM World Journal, Vol. VII, Issue XI – November.  Available online at https://pmworldjournal.net/wp-content/uploads/2018/11/pmwj76-Nov2018-Lopes-brazil-regional-report.pdf

 



About the Author


Maurício Lopes

São Paulo, Brazil

 

 

Maurício Lopes, PMP is a Project Management Specialist. He is a PMP certified in 2000. He is a civil engineer with MBA in Project Management. He was one of the founders of the São Paulo PMI Chapter and Financial Director, Administrative Director, member of the Steering Committee from 1998 to 2003. He was vice-coordinator of the Project Management Division of the Engineering Institute of São Paulo from 1998 to 1999. Since 2004 Maurício Lopes has been speaking in project management courses for CPLAN, FATEC, INPG, IETEC and FIA. He has 20 years of experience in project management with main focus in the engineering & construction area.

Currently, Mauricio is associate director of M2L Project Management (www.M2L.com.br), a company specialized in project management consulting and implementation operating in over 40 large engineering & construction projects. Maurício Lopes is author of articles for Revista Grandes Construções, a magazine specialized in engineering & construction, and he has the main characteristics related to project management – lean, practical and systematic ways.

Mauricio is an International Correspondent for PM World in Brazil and can be contacted at [email protected].