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How Instagram’s Terms and Conditions violates French law

 

STUDENT PAPER

By Guillaume Belisle Fabre

SKEMA Business School

Paris, France

 



ABSTRACT

Terms and Condition are the only formal contract that links all user of a social network such as Instagram. This contract – which is based on the company headquarter’s state law – is the same for every user no matter the laws of the user’s country and dictates how a dispute can be resolved. As a French citizen, it looks really hard to solve a dispute with Instagram regarding its Terms and Conditions. The dispute resolution process described offers solutions that would force a French citizen to come to California in order to have a dispute resolved. As it is opposed to the 6Th article of the European Convention of Human Right, the binding dispute solution of Instagram can be recognized as “unfair” and the case can be judged in France. This solution can take years as some Facebook users experienced and this way Instagram is reducing the number of claims coming from outside the USA.

Key words: Conflict, Dispute, Social Network, Claim, Resolution, International Dispute Resolution, Terms and conditions, French law

INTRODUCTION

Driven by globalization, social networks are changing how society behaves at an outstanding pace around the world. Facebook, Twitter, Snapchat or Instagram represent several billion users around the world allowing them to interact easily and instantly. The only formal link between these billions of users is the Terms and Conditions of use they all agreed to access their functionalities. This contract – which is based on company’s headquarters state law – is the same for every user no matter the laws of its country and dictate how a dispute can be solve. While Terms and Conditions (T&C’s) rule the usage of all of our social network, only 9,6% of people read the T&C’s when the opening is optional according to a recent survey (2016) conducted by European Commission.

Therefore, with its 800 million users (75% are non-American) and the optional opening of its T&C’s, Instagram easily imposes rules to its users. As of January 2013, the last version of Instagram’s T&C’s was updated: one of the most significant provision added was an arbitration clause in bolded and capitalized text saying that every dispute between the company and a user has to be resolved with a binding arbitration.

As these T&C’s are based under American rule, it makes really hard for a non-American to solve a dispute. Therefore, more than 600 million Instagram users are concerned with binding dispute resolution but only a few of them actually read this (9,6%).

Problem statement: For the purpose of this research we will answer to these questions on the basis of French users:

  1. To which jurisdiction a French user is subjected when using Instagram which is based in California?
  2. Can a French user solve a dispute against Instagram?
  3. What are its options?

METHODOLOGY

In order to answers these questions, we will first analyse the T&C’s of Instagram and describe their dispute resolution process. We will also take a look at how French law rules the use of such a service by taking the example of a trial between a French user and Facebook which had to change its T&C’s recently.

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:
Belisle-Fabre, G. (2018). How Instagram’s Terms and Conditions violates French law, PM World Journal, Volume VII, Issue 5, May 2018. https://pmworldjournal.net/wp-content/uploads/2018/05/pmwj70-May2018-Belisle-Fabre-instragrams-terms-conditions-violate-french-law-student-paper.pdf



About the Author


Guillaume Belisle Fabre

Paris, France

 


Guillaume Belisle Fabre
is an MSc student in SKEMA Business School, Paris, France, majoring in Project and Programme Management & Business Development (PPMBD). He graduated from the Bayonne University in France and holds a Bachelor’s degree in International Business. In 2015, he worked for KPMG as a Junior auditor in Paris. In the same year he helps foodora, a German start-up to develop in Bordeaux, France. He has both project management and business development background. He lives in Paris, and can be contacted at [email protected].

 

 

Building Information Modelling’s impact

on claims in construction projects

 

STUDENT PAPER

by Maxime Béquin

SKEMA Business School

Lille, France

 



ABSTRACT

With the growth of complex and large projects, claims are a subject more and more discussed in the construction sector. Building information modelling (BIM) is also getting more and more attention since professionals are wondering what are the impacts of such a method on construction projects.

More precisely, we will try to find out in this paper the impact of BIM on claims. To do so, we compared different alternatives based on well-defined attributes in order to assess which one fit the best to the question at hand.

The 5th dimension of BIM which is related both to planning and cost proved to be impacting both on the occurrence and on the support of claims. However, such impact can only be reached by following best practice. That is the reason why organisations should adopt BIM step by step and use it adequately in order to benefits for its many advantages.

Key words: BIM, Construction, Delays, Claims, Project.

INTRODUCTION

A project is a temporary endeavour undertaken to create a unique product, service or result[1]. Such result cannot be reached exactly as planned which means that change is an ineluctable consequence to any construction project. Any form of change will lead to a relatively strong negative financial impact for one or the other partie involved. As a result, a partie is entitled to claim a financial compensation; that is the reason why claims are quite likely to occur, and more particularly in complex projects.

As construction projects are getting more complex, the number of claims occurring in such projects is getting even higher. Many different ways to prevent such claims from arising are already being used in all kind of projects; we can find tools such as the work breakdown structure (WBS) which gives a better management control by providing pieces of information over the budget, the planning and the scope of a project. However, since no methods have been proven to eradicate claims in a project, researchers are still looking for a solution to this matter.          

BIM is the process of creating and developing virtual design and construction illustrating the whole project’s life cycle.[2] The difference between BIM and any other project management tool is that BIM solves the scheduling problem. As we know, before issuing a claim for time delay, the party must undertake a delay analysis; since BIM links directly the construction modelling with the construction planning while having a collaborative nature, we can easily assume that it may either reduce the number of claims in a project or be used to support such claims. However, the collaborative nature may also be one of BIM limits or at least its constraints. Indeed, in several organisation, best practices are not always followed and it is unlikely that such organisations will act differently while using BIM. As a result site records might not be kept properly and thus the BIM advantages might inevitably be lost.

Therefore we will try to find out in this paper the effect of BIM on the occurrence of claims and we will also focus our study on how BIM can be used to resolve a common problem in this environment. In other words, we will try to understand to what extent BIM may impact claims and thus disputes in construction projects.

            Step 1 – Objective statement

The author in this paper is going to try to answer the following questions:

  1. What are the impacts of building information modelling on claims in construction projects?
  2. What are the limits of building information modelling?

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:

Béquin, M. (2018). Building Information Modelling’s impact on claims in construction projects, PM World Journal, Volume VII, Issue 5, May 2018. https://pmworldjournal.net/wp-content/uploads/2018/05/pmwj70-May2018-Bequin-bim-impact-on-claims-in-construction-projects-student-paper.pdf

 



About the Author


Maxime Béquin

Lille, France

 


Maxime Béquin
is a student in 5th year at ITEEM a school of engineers, managers, contractors.  Soon graduated from an « Entreprise architecture » master at Central Lille and a master of « Project and Programme Management and Business Development » at the Skema Business School. Versatile, self-motivated and adaptable student in the fields of engineering and management with 10 years of international experience, including in China, North Africa and Central America. Provided with strong interpersonal skills, an ease to communicate and values such as reliability, productivity and social intelligence.

Having moved many times in France and abroad, he spent 7 years in France before moving to Tunisia for 7 years. Then, he moved to Shanghai for 4 years where he graduated from high school. Finally, He came back to France in order to follow an engineering and business formation. During his studies he was also competing as a professional in horse riding; Maxime was ranked first of Tunisia and won multiples international competitions in Shanghai.

In the school framework he did several internships.  He worked in Panama for 8 months in the legal sector where he was in charge of contractual communication with clients and subcontractors resolving conflicts up to 1 million dollars; he also participated in contract negotiations and in the study of claims. He also worked as a seller in Boulanger which is a  French brand in the multimedia sector; he was ranked in the top 10 of best sellers on a national level.

 

[1] Project Management Institute. (2017). What is a project. In A guide to the project management body of knowledge (PMBOK guide) Sixth edition: Agile practice guide (6th ed.).

[2] AlFadha, A. (2014, November). Can multidimensional WBS be the solution for IT project issues?. Retrieved from https://pmworldjournal.net/wp-content/uploads/2014/11/pmwj28-nov2014-AlFadha-multidimensional-wbs-Featured-Paper2.pdf

Managing Payments to Optimize Successful Management

of Sponsored Public Events

 

STUDENT PAPER

By Pierre Levaslot

SKEMA Business School

Lille, France

 



ABSTRACT

Organizing an event is an extremely complex task: in 2017, “Event coordinator” was ranked 5th most stressful job by Forbes, just after “Police officer” [13]. Payment management is particularly crucial to the success or failure of individual events, event management businesses and their clients. This study aims at providing guidelines about how to handle payments between an event owner and an event management company, in the context of a sponsored public event. Several contracts have been analyzed with a multi-attribute decision making method to determine the most relevant solutions. Three solutions stand out as good compromises between financial security, performance incentive and user-friendliness: Cost plus incentive-fee, Cost plus award-fee and Flexible fixed-price methods. The paper suggests considering the specificities of the three suggested contracts before selecting one according to the specific context of the event.

Key words: Event management, Event organizer, Project Management, Payment, Incentive, Award, Fixed-price, Liquidated damages, Sponsored events, Public events

INTRODUCTION

The Events Industry is a massive and growing business: it was worth £42.3 billion in the UK in 2015 and is expected to rise by 8% [1]. Yet, organizing a large event can be a difficult and complex task. Events are unique and temporary endeavors usually thrown in a specific context involving a multitude of factors. With an average budget of £65,943 per event in the UK in 2015, the stakes are too high to endure amateurism [1]. Therefore, event organizing companies are often hired to provide the experience and expertise necessary. This can be a perfect solution provided that the event management contract is adequately detailed and protects both parties. Carefully handling payments is particularly crucial because the client can be investing an important amount of money and the organizer is incurring significant expenses. This need is reinforced by the risky and uncertain environment of the public event business: one must deal with sales, affluence, logistics, venue booking, safety, government regulations, etc. When the contract is not properly set, the failure or mismanagement of one party can have a disastrous impact on the other party and lead to important economic losses. This is why event businesses must understand that estimating and agreeing on the budget is not sufficient, one must also consider how payments will take place and which legal protection can be implemented.

This paper aims at providing guidelines to manage payments effectively in an event management contract and more particularly in the context of a free public event supported by sponsors. It uses multi-attribute analysis to benchmark an agreement for a 5k Run/Walk event and several contract templates that have proved themselves over time in the construction industry. It considers the ways to ensure financial flexibility, safety and motivation. It shows that specific payments methods can be set up to ensure that both parties have enough financial security while offering financial leeway and performance incentives.

To summarize this paper has been created to answer the following questions regarding payments in sponsored public event management contracts:

  • How to ensure financial security for both parties?
  • How to foster performance and project success?
  • How to keep the financial agreement user-friendly?

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:
Levaslot, P. (2018). Managing Payments to Optimize Successful Management of Sponsored Public Events, PM World Journal, Volume VII, Issue 5, May 2018. https://pmworldjournal.net/wp-content/uploads/2018/05/pmwj70-May2018-Levaslot-managing-payments-to-optimize-event-success-student-paper.pdf



About the Author


Pierre Levaslot

Lille, France

 


Pierre Levaslot
is a final year double-degree student at Ecole Centrale de Lille and SKEMA Business School. He is expecting to get a MSc degree in Generalist Engineering from Ecole Centrale de Lille and a MSc degree in Project and Programme Management & Business Development from SKEMA Business School. He has experience working as Logistics Technician Intern, Sales Adviser, Web development Officer and Software Engineering Officer. He also has experience as Project Manager as he led a team of 4 SKEMA students in a project to organize a conference with a Chinese Project Management practitioner and professor in October 2017. Pierre can be contacted at [email protected].

 

 

Do not lose your mind

when managing disputes in hospitality

 

STUDENT PAPER

By Eugénie Blanchard

SKEMA Business School

Paris, France

 



ABSTRACT

Dispute resolution is a big issue in the hospitality sector. Indeed, for example, there are always customers dissatisfied with the service by the hotel they stayed in.  Six alternative dispute resolutions (ADR) can be used to resolve a dispute between two parties. These six alternatives are prevention, mediation, negotiation, binding arbitration, non-binding arbitration and litigation. Nevertheless, it can be hard to decide which alternative choose when needed. The goal of this paper is to discover which type of alternative is the preferred one when managing a dispute. This paper will also try to understand why the hospitality sector can be reluctant to use mediation.

The paper is based on a Multi-attribute decision analysis, an Additive weighting calculation, a Fishbone diagram and articles written by experts on ADR. These analyses show that mediation is the preferred solution for time saving, cost saving, keeping privacy, and so on.

Even if mediation has disadvantages, it is the preferred solution. Indeed, you cannot always be sure that one alternative will be a success. But mediation is the one that will more likely meet all the objectives expecting by both party in hospitality.

Key words : Mediation, Binding arbitration, Non-binding Arbitration, Negotiation, Alternative dispute resolution (ADR), Issues of mediation, Dispute resolution

INTRODUCTION

The last century saw and allowed huge development of the hospitality sector. Improvement in travelling technics and appearance of paid holidays gave people the opportunity to travel around the world more often. Hence, the hospitality sector always needs to be improved and to offer more and more opportunities to the customers. This is the reason why nowadays the hospitality sector is really important and involves many parties.

The involvement of more and more parties is one of the main reasons for parties to have a contract as complete as possible. They need to try to forecast everything to be sure there will be no issues or fewer issues. Nevertheless, it is impossible to predict and avoid everything. Indeed, disputes between parties occurs and need to be resolved.

There are several dispute resolution technics. But to make the resolution easier, parties have to put a dispute resolution clause on the contract. Like this, they will always know how to resolve the dispute. The resolution will be made easier.

Even if mediation seems to be the best dispute resolution in the hospitality sector, there are other ways to resolve a dispute between two parties. A resolution can be managed with mediation, litigation, arbitration or negotiation. These resolution technics can be used in every sector. Nevertheless, for some time now, in hospitality, stakeholders are using mediation to resolve disputes between parties. Often, there is even a clause in the contract explaining that mediation will be the one used in case of a dispute.

Mediation presents many advantages compared to other dispute resolution technics. Indeed, mediation takes less time, costs less, and is private so customers will not know what the company is facing. These are the major advantages, there are others.

The other main techniques are litigation, arbitration and negotiation. These techniques will use more time, cost much, more persons will be involved and cannot be private. So, we can understand why often parties will first turn to mediation.

Nevertheless, mediation is not always working when fixing a dispute. Sometimes after mediation, parties will have to go to court or to use other techniques. Moreover, mediation is also not always the first technique chosen.

To summarize, this paper will attempt to answer the following questions:

  • Why some parties are reluctant to use mediation when resolving a dispute for hotel contracts?
  • What is the best dispute resolution for a hotel contract in hospitality?

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:
Blanchard, E. (2018). Do not lose your mind when managing disputes in hospitality, PM World Journal, Volume VII, Issue 5, May 2018. https://pmworldjournal.net/wp-content/uploads/2018/05/pmwj70-May2018-Blanchard-do-not-lose-your-mind-student-paper.pdf



About the Author


Eugénie Blanchard

Paris, France

 

 

Eugénie Blanchard is a SKEMA Business School (Paris) student, specialized in Project and Program Management and Business Development. She joined SKEMA in 2014 and improved her knowledge in Finance, Marketing, Law and Management during classes and internships. Her last internship in marketing and business development in E-lixir Consulting (Madrid) highlighted her wish to enhance her knowledge and capacities in project management. This is the reason why she chose the MSc Project and Program Management and Business Development for her last year at school.

 

 

Designing Industry 4.0 Virtual Networks

of Partners Value Chains

 

FEATURED PAPER

by Dr. Pieter Steyn

Cranefield College, South Africa

and

Dr. Brane Semolic

Lens Living Lab, Slovenia

 



Abstract

Industry 4.0 organisations are increasingly becoming integral parts of regional and global value chains. It is imperative for modern organisations to have competitive products, services and processes supported by effective and efficient value chain business models. An organisation can act as integrator, organiser, or partner of a value chain engaged in new technology development and improvement. All value chain partners are required to harmonise their contributions to the chosen initiative.

A virtual value chain consists of an array of organisations, each contributing unique strategically relevant collaborative value driven activities with respect to technological, behavioural and structural elements.  Partnering organisations gain a competitive advantage through collective orchestration of strategically essential activities and standards. Moreover, joint collaboration and governance of related partnering projects and programmes are of paramount importance.

FUNDAMENTALS OF VIRTUAL NETWORKS OF PARTNERS

In an earlier topic virtual networks of partners were discussed as a relatively new concept in organisational design and development. In the Industry 4.0 economy an increasing number of organisations realise that networking with partners can lead to innovation and turn out to be profoundly beneficial. Smart organisations utilise the capability of resources from partner organisations and knowledge workers to optimise their own potential. Teams from different locations create opportunities for participating in the design and development of products, services, manufacturing processes and supply chain operational activities. Figure 1 illustrates how the value chains of the initiating organisation and partner organisations combine to create virtual networks of partners (Semolic, 2012).

Figure 1: Combining Initiating and Partner Organisations’ Virtual Value Chains (Semolic, 2012)

Outsourcing has been practiced by organisations in the private and public sectors for many decades. The mode was mainly sub-contracting. At the start of the new millennium organisations began to realise that outsourcing has to be seen as a strategy in their relentless search for competitive advantage. Hence, organisations recognised the limits of their own distinctive competencies and started looking at outsourcing and partnering for boosting the needed skills, products and services. According to Steyn ed. (2012), quoting Knod and Schonberger, the strategic significance of partnering and outsourcing is demonstrated by the large number of possibilities as shown in Figure 2 (as adapted).

Figure 2: Partnering Possibilities (adapted from Steyn ed., 2012)

The possibilities extend along the transformation processes from the initial design all the way to serving and delivering to the customer and include, inter alia, design services, parts procurement, sourcing sub-assembly and component partner capacities, and logistics. Moreover, all the above transformation process elements need to be effectively and efficiently integrate and coordinated in a sound flow-control system to ensure timely, accurate, value-adding movement of products and services through various stages of processing. The appropriate vehicle is the cross-functional Manufacturing Flow Management supply chain process.

More…

To read entire paper, click here

 

How to cite this article:

Steyn, P., Semolic, B. (2018), Designing Industry 4.0 Virtual Networks of Partners Value Chains, PM World Journal, Volume VII, Issue 5, May 2018. https://pmworldjournal.net/wp-content/uploads/2018/05/pmwj70-May2018-Steyn-Semolic-industry-4.0-virtual-networks-partners-value-chains.pdf



About the Authors


Prof Dr Pieter Steyn

Founder, Director, Principal
Cranefield College of Project and Programme Management
Pretoria & Western Cape, South Africa

 


Dr
Pieter Steyn is Founder and Principal of Cranefield College of Project and Programme Management, a South African Council on Higher Education / Department of Education accredited and registered Private Higher Education Institution. The Institution offers an Advanced Certificate, Advanced Diploma, Postgraduate Diploma, Master’s degree, and PhD in project and programme-based leadership and management. Professor Steyn holds the degrees BSc (Eng), MBA, and PhD in management, and is a registered Professional Engineer.

He was formerly professor in the Department of Management, University of South Africa and Pretoria University Business School. He founded the Production Management Institute of South Africa, and in 1979 pioneered Project Management as a university subject at the post-graduate level at the University of South Africa.

Dr Steyn founded consulting engineering firm Steyn & Van Rensburg (SVR). Projects by SVR include First National Bank Head Office (Bank City), Standard Bank Head Office, Mandela Square Shopping Centre (in Johannesburg) as also, Game City- and The Wheel Shopping Centres (in Durban). He, inter alia, chaired the Commission of Enquiry into the Swaziland Civil Service; and acted as Programme Manager for the Strategic Transformation of the Gauteng Government’s Welfare Department and Corporate Core.

Pieter co-authored the “International Handbook of Production and Operations Management,” (Cassell, London, 1989, ed. Ray Wild) and is the author of many articles and papers on leadership and management. He is a member of the Association of Business Leadership, Industrial Engineering Institute, Engineering Association of South Africa, and Project Management South Africa (PMSA); and a former member of the Research Management Board of IPMA. He serves on the Editorial Board of the PM World Journal. Pieter is also Director of the De Doornkraal Wine Estate in Riversdale, Western Cape.

Professor Steyn can be contacted at [email protected]. For information about Cranefield College, visit www.cranefield.ac.za.

To view other works by Prof Steyn, visit his author showcase in the PM World Library at https://pmworldlibrary.net/authors/dr-pieter-steyn/

 


Prof Dr Brane Semolic


Founder and Head of LENS Living Lab –
International living laboratory
Celje, Slovenia

 

 

Dr. Brane Semolic studied mechanical engineering, engineering economics, and informatics; he holds a scientific master degree and doctorate in business informatics. His focus of professional interest is industrial and system engineering, innovation and technology management, virtual organizations and systems, project and knowledge management. He has 40 years of working experiences in different industries (industrial engineering, IT, chemicals, household appliances, government, and education), as an expert, researcher, manager, entrepreneur, counselor to the Slovenian government and professor.  He operates as head of the open research and innovation organization LENS Living Lab. LENS Living Lab is an international industry-driven virtual living laboratory. He is acting as initiator and coordinator of various research and innovation collaboration platforms, programs and projects for the needs of different industries (ICT, robotics, laser additive manufacturing, logistics, education). He was co-founder and the first director of the TCS – Toolmakers Cluster of Slovenia (EU automotive industry suppliers). Since 2004 he is serving as the president of the TCS council of experts. Besides this, he is operating as a part-time professor at the Cranefield College.

He was head of project and information systems laboratory at the Faculty of Mechanical Engineering, Head of the Project & Technology Management Institute at the Faculty of Logistics, University of Maribor and professor of project and technology management at the graduate and postgraduate level. He acted as a trainer at the International »European Project Manager« post-graduated program, organized jointly by the University of Bremen.

He was the co-founder and president of the Project Management Association of Slovenia (ZPM), vice president of IPMA (International Project Management Association), chairman of the IPMA Research Management Board (2005-2012), and technical vice-chairman of ICEC (International Cost Engineering Council).  Now he is serving as a director of the IPMA & ICEC strategic alliance. He actively participated in the development of the IPMA 4-level project managers’ certification program. He introduced and was the first director of the IPMA certification program in Slovenia. He has been serving as the assessor in this certification program since 1997. He performed as assessor in the IPMA International PM Excellence Award Program in China, India, and Slovenia.

He is a registered assessor for the accreditation of education programs and education organizations by the EU-Slovenian Quality Assurance Agency for Higher Education.

He was a Member of Strategic Advisory Board of European Competitiveness and Innovation, as well as the president of the Slovenian Chamber of Business Services.

He got the award as ICEC Distinguished International Fellow in 2008. He received the »Silver Sign« for his achievements in research, education, and collaboration with the industry from the University of Maribor in 2015.

Professor Semolic is also an academic advisor for the PM World Journal.  He can be contacted at brane.semolic@3-lab.eu.   Additional information about the LENS Living Lab can be found at http://www.3-lab.eu/ .

To view other works by Prof Semolic, visit his author showcase in the PM World Library at https://pmworldlibrary.net/authors/brane-semolic/

 

 

Risk Management in Developing Countries

 

SERIES ARTICLE

Risk Doctor Briefing

Rasoul Abdolmohammadi, PMP, PMI-RMP

The Risk Doctor Partnership

Iran

 



Based on experience, it seems that the majority of companies in developing countries who are implementing risk management do not get the added value that they expect. This is often because they are attempting to import risk management from a different cultural setting, from developed to developing parts of the world.

In many cases, it makes sense to begin by bringing in a system from a developed country, rather than starting from the beginning to build something new. But how can organizations in developing countries avoid the threats that come with importing a risk management approach from elsewhere? These steps will help:

  • Self-awareness. Knowing ourselves will help us to develop a more realistic approach to managing risk. We should study our history to discover how risk has been considered and managed in the past, and we should look for particular cultural influences that might affect how we perceive risk.
  • Real Needs. What exactly do we need? Organizations in developing countries often look at others elsewhere and say: “They have implemented this system, so we want it too.” But copying others can lead us to adopt systems that fail to add value for our company. We must start by understanding what we really need from risk management, and then design an approach to meet it. We can define our needs by interviewing stakeholders or analysing weaknesses in our current systems. We should not merely copy the risk approach from others without being sure that it will help us in our specific setting.
  • Preparation. We need to understand what level of infrastructure is needed to support risk management, and determine whether our people have the necessary understanding, knowledge and skills to implement it. Many companies in developing countries try to implement risk management without having the necessary infrastructure or skills in place.

More…

To read entire article, click here

 



About the Author


Rasoul Abdolmohammadi

Iran

 

 

Rasoul Abdolmohammadi is an industrial engineer with more than 15 years project management experience including risk, time and cost management. He currently works as planning and scheduling specialist in Petronas. His risk experience includes developing, implementing and training project risk processes for a range of mega-projects in the oil & gas and construction industries (for the first time in Iran), including quantitative risk analysis using Primavera Risk Analysis. Rasoul has published his experiences in the book “Practical Project Risk Management Processes“, and he has presented on risk at international conferences.

He can be contacted at [email protected]

 

 

Megaproject Organization and Performance

BOOK REVIEW

Book Title:    Megaproject Organization and Performance: The Myth and Political Reality
Author: Nuno Gil; Colm Lundrigan; Jeffery K. Pinto; Phanish Puranam
Publisher: Project Management Institute, Inc.
List Price: $34.95
Format: Soft cover, 170 pages
Publication Date: 2017      
ISBN: 978-1-62825-176-0
Reviewer: Mark J. Loiselle
Review Date: April 2018

 



Introduction

This book sheds light on a seldom encountered job opportunity; The MEGAPROJECT. Few project managers are ever afforded the opportunity to manage a megaproject, let alone play a small part as maybe a PM assistant or a Project Manager for one of the secondary or even tertiary players. MEGAPROJECT outlines, from start to finish, high points and low points (and all the in-betweens) of the Project Management process. The very beginning of the megaproject is a GRAND idea described between 2 or 3 people. If it has merit, it can grow into a conglomeration of political figures, financial backers, real estate developers, geographic planning and design experts, suppliers, contractors and the general public.

The book is a 3 year study on megaprojects, project based organizations formed for the sole purpose of developing capital intensive,  large-scale infrastructure systems. The authors intend to show that megaprojects act at Meta-Organizations, a group of independent actors collaborating under an identifiable system-level goal. The megaproject is divided into 2 parts, the CORE and the PERIPHERY. Core members control strategic choices for the project, whether political, financial, regulatory power, knowledge of need and land. The periphery is the group of suppliers and ancillary players needed to complete the project.

Overview of Book’s Structure

The book provides good background material and numerous citations, indicating a well researched report.

Chapter 1 describes the process the authors are using to defend and prove their hypothesis. They describe in detail the core of the megaproject,  or the organizational structure that defines the megaproject. They describe the periphery as a vast supply chain providing knowledge and labor for the project.

This study focuses on 4 multi-year and multi-billion pound projects undertaken in the United Kingdom.

  • Crossrail rail project; a high capacity train connecting the east and west ends of London.
  • High Speed 2 railway; a national high speed railway network meant to increase rail traffic between London and the northern regions of the U. K.
  • London 2012 Olympic Park; an infrastructure project to host the 2012 Olympics.
  • Heathrow T2; a project to develop a new terminal campus at Heathrow Airport.

The study also examines megaprojects in developing economies as well, to look for similarities or differences from projects in developed countries.

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About the Reviewer


Mark J. Loiselle

San Antonio, TX, 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 working in capital projects and facilities management, including the opening of 3 Branch Libraries and numerous renovation projects at 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.  He 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.  PMI members are generally mid-career professionals, the audience for most project management books.   

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

 

 

 

Project Procurement

BOOK REVIEW

Book Title:  Project Procurement: A Real-World Guide to Procurement Skills
Author:  Ajay Bhargove, C.Eng, MIE, PMP
Publisher:  Project Management Institute
List Price:  $24.95
Format:  Paperback Book
Publication Date:   2018    
ISBN: 978-1-62825-468-6
Reviewer:     Heron Gonzalez Jr., PMP
Review Date: April/2018

 



Introduction

Project managers become involved in the procurement process either through a need to purchase an external resource to support a project they are implementing or by leading a project whose purpose is to source or purchase an external resource to support a broader corporate activity or mission. In either circumstance, having a firm grasp of project procurement principles and an understanding of the procurement life cycle can be the difference between success and failure. “Project Procurement: A Real-World Guide for Procurement Skills” can be helpful in trying to navigate the procurement process.

Overview of Book’s Structure

After an introduction which includes baseline definitions and a review of both the stages of a project familiar to project managers and the components of the “Procurement Life Cycle,” this book steps readers through a logical discussion of the project procurement body of knowledge over the course of eleven chapters.

Structured in outline numbered format, much like a technical book or user manual, this book attempts to provide a handy and easy-to-use tool to navigate a path through the forest of procurement knowledge. With short, simplified chapters, the book is easy to read and follow.

Highlights

“Project Procurement: A Real-World Guide to Procurement Skills” is a basic overview of the procurement discipline. After a review of the Supplier Management Life Cycle, this overview touches upon the types of bidding methods a project manager may encounter and the approaches she should use to evaluate those bids. It reviews the types of contracts and the important, essential contract terms that project managers should be familiar with if they are involved in project procurement, and explores Contract Change Management and Procurement Change Orders.

A very interesting and critical section of the book covered what the author refers to as “The Game of Negotiations.” This section delves into negotiation “Tactics and Countertactics,” negotiation power shifts, and shows through a “Power Shift Curve” (page 61), how delicate negotiating leverage is and how it shifts between buyer and seller over the course of a negotiation.

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About the Reviewer


Heron Gonzalez, Jr.

San Antonio, Texas, USA

 

 

Heron Gonzalez, Jr. PMP is currently a Business Process Outsourcing Sr. Migration Manager and a member of the Project Management Institute. His professional experience also includes Program/Project Management, Business Process Engineering, Information Security, Human Resources, Organizational Planning/Design, Change Management and Operations Integration.

Heron has a B.A. and an M.B.A., and has obtained the Project Management Professional (PMP), Certified Outsourcing Professional (COP), Certified Information Systems Security Professional (CISSP), and Senior Professional in Human Resources (SPHR) professional designations.

 

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.  PMI members are generally mid-career professionals, the audience for most project management books.   

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

 

 

Responsible Leadership in Projects

BOOK REVIEW

Book Title:  Responsible Leadership in Projects: Insights Into Ethical Decision Making       
Author:  Nicholas Clarke, Alessia D’Amato, Malcolm Higgs, Ramesh Vahidi
Publisher:  Project Management Institute (PMI ®)
List Price:  $24.95
Format:  Soft cover, 150 pages
Publication Date:  2018
ISBN:  978-1-62825-476-1
Reviewer:  Les Foley, PMP, MPM, MBA, MA
Review Date:   March 2018

 



Introduction

Responsible Leadership in Projects: Insights Into Ethical Decision Making, by Nicholas Clarke, Alessia D’Amato, Malcolm Higgs, and Ramesh Vahidi, investigates how relationships among the project manager, project team members, and “key” stakeholders bring about ethical and/or moral dilemmas during the management of a project. It takes a closer look at how managers’ leadership actions impact the decision-making process in an attempt to resolve ethical and moral dilemmas.

This book brings to the reader’s attention the significant role organizational culture plays in the ethical decision-making process and the importance of extensive stakeholder engagement in contributing to handling ethical issues and dilemmas.

Overview of Book’s Structure

The Chapter 1, “Executive Summary”, gives the reader background information about the objectives of the study, how the study was conducted, key findings, and the resulting contributions to theory and practice.  This is followed by a short “Introduction” (Chapter 2) explaining how a phenomenological approach survey was conducted to map the interrelationships between the various stakeholders in four projects located within the financial industry in the United Kingdom.

Chapter 3 deals with “Responsible Leadership” and contains, among other things, a statement regarding a 2009 poll conducted in France, Germany, Great Britain, Italy, Spain and the United States indicating the percentage of Americans and European adults who believe the behavior of their business leaders is unethical or irresponsible.  I think you will be amazed when you see these numbers in the book.

“Ethics in Project Management” is addressed in Chapter 4.  At this point, the authors give an overview of ethics concepts, contexts, theories, ethical dilemmas, ethical decision making, and behavioral theories they uncovered in their review of project management academic literature.  Names and dates of the authors, who produced this literature, are included for the reader who cares to investigate this material further.

After explaining that an ethical decision is a decision “that is both legally and morally acceptable to the larger community”, Chapter 5, Ethical Decision Making” addresses individual and situational factors that affect ethical decision making and various ethical decision-making models. Chapter 6 explains the aims of the study and details the methodology used.  This is followed by the longest chapter in the book, Chapter 7, describing the findings of the four case studies.

The book wraps up with some general discussion comments and a summary of key findings and conclusions in chapters 8 and 9.

Highlights

This is the first study to investigate how relationships among project managers, team members, and “key” stakeholders bring about ethical or personal conflicts for project managers.  In spite of the fact that much has been published about the idea of a code of professional conduct in project management, there is a scarcity of academic studies on ethics in project management.

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About the Reviewer


Les Foley, PMP

North Texas, USA

 

 

Les Foley, PMP, MPM, MBA, MA, BS earned his Bachelor of Science Degree in Business Administration and Economics from Culver-Stockton College in 1977, a Master of Arts Degree in Computer Data Management from Webster University in 1985, an MBA Degree in General Business from Amberton University in 1997, and a Master of Project Management Degree from the Keller Graduate School of Management in 2012.  While serving at the Air Force Officer Training School (OTS) from ‘81 to ‘85, he attended the Academic Instructor School, conducted the OTS train-the-trainer program for three years, and earned his Master Instructor rating.   Les completed his military career with the Air Force in 1990 with the rank of captain and moved to the Dallas-Fort Worth (DFW) area.

Over the past 27 years, Les has worked in the eyewear, copier, aerospace, defense, and audio-visual industries in DFW; most recently, as a PMP Prep Class Boot Camp instructor for Rebus Business Solutions and as a Project Manager at Whitlock–an audio-visual integrator in Flower Mound, TX.  He earned his Project Management Professional (PMP®) certification in August 2005.

Les began teaching Project Management Professional (PMP®) certification exam prep classes in 2006 while employed at Elbit Systems of America, LLC in Fort Worth, TX and produced over a dozen new PMPs for that company.  Les and his wife Denise started D and L Training in 2011.  He has been teaching PMP®/CAPM® Cert Exam Prep classes at White’s Chapel in Southlake, TX, for the unemployed, since 2013.  This class has produced over 175 PMPs to date.

In his spare time, Les likes to read, listen to classical music and exercise.  He is passionate about teaching, project management, and helping others to be successful.

 

Editor’s note:  This book review was the result of a partnership between the publisher, PM World and the PMI Dallas Chapter. Authors and publishers provide the books to PM World; books are delivered to the PMI Dallas Chapter, where they are offered free to PMI members to review; book reviews are published in the PM World Journal and PM World Library.  PMI Dallas Chapter members can keep the books as well as claim PDUs for PMP recertification when their reviews are published.  Chapter members are generally mid-career professionals, the audience for most project management books. 

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

 

 

How Successful Organizations implement Change (PMI)

BOOK REVIEW

Book Title:    How Successful Organizations implement Change
Authors:  Emad E. Aziz and Wanda Curlee
Publisher:  Project Management Institute (PMI®)
List Price:   $44.95
Format:  Soft Cover
Publication Date:   2017    
ISBN: 978-1-62825-386-3
Reviewer:     Anne Dacy Ecklin, PMP
Review Date:   04/18

 



Introduction

Larger scale implementation initiatives require the adherence to change management disciplines as an important way to improve the odds for a successful outcome. Failure to prepare the organization for upcoming changes, failure to engage the right audiences, or failure to capture and measure project or program benefits can result in a real or perceived failure of the initiative.   Employing change management disciplines can avoid a situation where the ‘operation’ was successful, but the ‘patient’ died.

Successful enterprises integrate Organizational Change Management with the Project Management and Program Management activities which are being carried out to ensure that the right activities are happening with the right stakeholders and to also make certain that effective teams are working towards common goals which are in turn supporting organizational strategic imperatives.   Organizations today need to be responsive, agile, and able to capitalize on opportunities in order to gain a competitive advantage.  This comprehensive reference tome is able to provide solid foundational understanding of the importance of Organizational Change Management for key initiatives.  It also illuminates the practical aspects of change by providing techniques and examples of templates and key activities required to support change objectives.

Overview of Book’s Structure

The book is a compendium of Organizational Change Management topics organized into fourteen chapters.  Different, highly knowledgeable subject matter experts author each chapter.  At the beginning, the reader obtains an overview of the history of Organizational Change Management in the Project Management and Program Management profession from the years 1969 to 2015.  The following chapters provide readers with perspectives on change triggers, how organization agility can be a catalyst for change and the role of program, portfolio, and project management in organizational change.

Following these topics, the change process in practice is surveyed and this chapter covers change management as a practice and provides a concise view of the key change concepts and the importance of putting the proper context around change and managing change as a programmed discipline.

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About the Reviewer


Anne Dacy Ecklin

Texas, USA

 




Anne Dacy Ecklin
is with SAP America as a Delivery Executive dedicated to Human Capital Management program delivery.  She was previously a Partner in the SAP practice for IBM where she focused on delivering excellent customer outcomes for Human Resources implementation clients who utilized SAP HCM On Premise in addition to the SuccessFactors Suite of products. Prior to that her experience includes a previous tour of duty at SAP America as one of the first SAP HR consultants working in the US.

With over 25 years’ experience in the software industry, consulting delivery, product management, and sales; Anne has a deep background in global ERP Software Implementations, Program Management, Project Management, and Product Management, with a strong emphasis on Human Resources global deployments. In addition, Anne has domain expertise in the process and change management areas.  She has worked with Life Sciences, Consumer Products, Retail, High Tech, and Public Sector clients.  Some of her previous clients have included Harley-Davidson, Brooks Brothers, VSP, Abbott Labs, Heinz, Telefonica of Spain, and Pepsi International.

 

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.  PMI members are generally mid-career professionals, the audience for most project management books.   

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

 

 

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:  Hard cover, 339 pages
Publication Date:  2017
ISBN: 9781604271492
Reviewer:     Maryanne Coelln, PMP
Review Date:   March 2018

 



Introduction

This easy to read book provides a complete approach to project portfolio management. A key differentiator from other books is Mr. Kulathumani’s explanation of how to create a project portfolio using a simplified form of earned value management which can be adapted to changing situations. He introduces the portfolio management concept in the initial chapters, explains how to measure success in subsequent material, followed by implementing the concepts, then concludes with portfolio governance.

Overview of Book’s Structure

The book is divided into four sections: Key Components of a Portfolio Process, mEVM (modified Earned Value Management), Implementation Strategies for the Real World, and The Support Systems that Decide Success.

These sections flow very logically from one to the next. The chapters have numerous sub-topics in each, allowing the reader to stop and reflect on each new thought before reading on to the next section. Each chapter contains a summary of what was presented.

Highlights

Mr. Kulathumani’s conversational explanation of the topics in this book engage the reader. From his detailed review of the intake process of projects and his recommendations on the optimal portfolio planning approach, the reader has an immediate sense of where portfolio planning fits into the strategic focus of the organization. His details and examples describe the approach to take on this journey to create and manage a portfolio of projects that’s in alignment with the strategic vision of an organization.

His approach to modifying earned value calculations was new to me. Intuitively we all realize that we need to select projects and programs in our portfolio that will provide the greatest benefit – value – to meet the organizational goals. Money, time and resources are always constrained. He presents the concept and approach of mEVM, a technique that allows portfolios to make data-based objective decisions. mEVM can be considered a light footprint variant of EVM that provides most of the benefits of the traditional EVM technique at only a fraction of the cost/effort. He has a fully developed model for evaluating projects using this mEVM method, as well as rolling it out to the enterprise.

Part III of his book begins with dialog on Common Portfolio Problems and Solutions that all leaders of a PMO will recognize and have likely experienced several of them. Moving on to the selection and implementation of a tool to help with portfolio management is the next logical step in the process. Portfolio governance follows, with excellent pointers on how to approach new projects entering into the project backlog. The book ends with a perspective of the role of the CIO, and then how portfolio management benefits the business transformation of executing strategically valuable projects.

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About the Reviewer


Maryanne Coelln

North Texas, USA

 

 


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

 

Editor’s note:  This book review was the result of a partnership between the publisher, PM World and the PMI Dallas Chapter. Authors and publishers provide the books to PM World; books are delivered to the PMI Dallas Chapter, where they are offered free to PMI members to review; book reviews are published in the PM World Journal and PM World Library.  PMI Dallas Chapter members can keep the books as well as claim PDUs for PMP recertification when their reviews are published.  Chapter members are generally mid-career professionals, the audience for most project management books. 

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

 

 

Raise Your Team’s Employee Engagement Score

BOOK REVIEW

Book Title:  Raise Your Team’s Employee Engagement Score
Author:  Richard P. Finnegan
Publisher: AMACOM
List Price:  $14.95
Format:  Soft Cover, 128 pages
Publication Date: 2018
ISBN: 978-0-8144-3862-6
Reviewer: Edward Raibick, PMP
Review Date: March 2018

 



Introduction

The book titled Raise Your Team’s Employee Engagement Score is a manager’s guide for companies who have enacted a formal engagement program as well as managers who are struggling with employee engagement within their organization. The book provides instruction, examples and exercises that can be used to foster positive relationships, reignite commitment and inspire employees.

Overview of Book’s Structure

  • Chapter 1 discusses Employee Engagement Scores, and the importance of employee engagement.
  • Chapter 2 discusses the importance of trust and provides a Manager Self-Assessment of engagement styles and behaviors.
  • Chapter 3 introduces utilizing employees to exponentially expand your recruiting pool.
  • Chapter 4 discusses identifying and hiring employees who self-engage.
  • Chapter 5 introduces Stay Interviews as a tool to minimize employee turnover.
  • Chapter 6 discusses One-on-One engagement solutions.
  • Chapter 7 dives into employee engagement and performance management.
  • Chapter 8 discussed leveraging your company’s engagement-related programs.
  • Chapter 9 introduces utilizing goals and forecasts to create a business-driven model.
  • Chapter 10 discusses leading supervisors to build engagement on your team.
  • Chapter 11 introduces metrics and surveys for tracking engagement improvement.

Highlights

Raise Your Team’s Employee Engagement Score provides real life examples and exercises to improving employee engagement. Topics include interview role-playing exercises and introduces specific interview questions targeted at identifying employee candidates that are more prone to be actively engaged in your organization. Formalized measurements and metrics are introduced to measure the engagement process improvement for the program.

Highlights: What I liked!

The fundamental concepts discussed throughout the book involve building trust in relationships and cultivating an engaged work force where employees take personal pride in going beyond compliance to commitment. These environments are prone to higher moral, higher profitability and productivity.

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About the Reviewer


Edward Raibick, PMP

North Texas, USA

 

 

Edward Raibick, PMP is a Security Project Management Consultant with extensive experience 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. Edward is a member of the Project Management Institute, Dallas Chapter, having acquired his PMP certification in 2011.

Email address: [email protected]

 

Editor’s note:  This book review was the result of a partnership between the publisher, PM World and the PMI Dallas Chapter. Authors and publishers provide the books to PM World; books are delivered to the PMI Dallas Chapter, where they are offered free to PMI members to review; book reviews are published in the PM World Journal and PM World Library.  PMI Dallas Chapter members can keep the books as well as claim PDUs for PMP recertification when their reviews are published.  Chapter members are generally mid-career professionals, the audience for most project management books. 

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

 

 

How Successful Organizations Implement Change

BOOK REVIEW

Book Title:    How Successful Organizations Implement Change
Authors:         Emad E. Aziz and Wanda Curlee
Publisher:      Project Management Institute (PMI®)
List Price:      $ 44.95
Format:  354 pages, soft cover
Publication Date: 2017
ISBN: 978-1-62825-386-3
Reviewer:      Rex B. Reagan, PMP
Review Date: April 2018

 



Introduction

How Successful Organizations Implement Change is a well thought-out, extremely well organized, and profound look at Organizational Change.  The authors, and noted contributors, take Organizational Change a step further and much deeper by clearly stating the benefits and potential minefields to businesses in a complex and sometimes volatile environment, where strategies may often become, or redirected, realigned to fit within the organizational climate.  This book is a collaborative effort of a team of well-known, respected, and accomplished parishioners and not just scholars.  These are operators who have truly “been there and done that” and have accomplished their change and project management objectives successfully.

The proposed change cannot be accomplished without a strong and compelling vision.  It is said that vision is a picture of the future and why people should strive to create that future. While the book is not based on “vision”, it is paramount that this element of change be a foundational principle of change and without a clear vision, then the risk of solving current challenges and not attain the desired and needed change as originally planned.

Overview of Book’s Structure

The book is presented in three (3) parts:

Part 1 provides a history of project management and how it has evolved to include and facilitate organizational change.  The book especially devotes attention to the complexities that surround organizational change and the inherent negative and positive benefits from this change.  The companies and organizations that are able and capable of adapting to change will often stand a greater probability of succeeding where those who cannot, will not, or do not, will likely not succeed to the degree sought.

Part 2 addresses the more personal part of Change with affects to leadership and employees.  The influence of innovation (demonstrated by Agile approaches)  will also show how these methodologies may benefit organizational change.  The role of Stakeholders is addressed and the necessity for gauging their impact upon this change.  Change cannot be measured without metrics and key measurements are discussed in Part 2.

Part 3 is critical in that the actual and pragmatic approach to a change team is addressed.  This includes constructing a change team, its leadership, and sponsorship.  Communication is discussed as a critical ingredient and the importance of how the role of technology may often drive change.

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About the Reviewer


Rex B. Reagan

Washington, DC, USA

 


Rex B. Reagan
, PMP is a project manager with the Loch Harbour Group, He is a Project Management Professional, ITIL, Agile International Consortium, and is Lean Six Sigma Black Belt certified. He is also a retired U.S. Navy commander (Supply Corps) and former Department of Defense and Department of Homeland Security Federal senior manager. He has his masters degree in financial management from American University in Washington, DC, and is a graduate of the Naval War College.

 

 

Bridging the PM Competency Gap

BOOK REVIEW

Book Title: Bridging the PM Competency Gap: A Dynamic Approach to Improving Capability and Project Success
Author: Loredana Abramo, PMP and Rich Maltzman, PMP
Publisher: J. Ross Publishing
List Price: $37.95
Format: 263 pages, hard cover
Publication Date: 2017
ISBN: 978-1-60427-140-9
Reviewer: Lawrence Reid, PMP
Review Date: 03/2018

 



Introduction

“Every project is about a gap.” A gap is the difference between the status quo and the desired outcome. Bridging the PM Competency Gap by Loredana Abramo, PMP, and Rich Maltzman, PMP, is a book about identifying and fulfilling training opportunities in project management.

“A project manager’s level of competency is often not equal to the new and dynamic challenges encountered in his/her profession.”

For example, I was the administrator of a windows-based Customer Relationship Management (CRM) tool. When the time came to move it to the web base format, additional training was required.

Overview of Book’s Structure

The chapters of Bridging the PM Competency Gap are well-organized to walk the reader through the process of developing a continuous learning plan.

  • Chapter 1 Problem Statement: In Other Words, The Gap
  • Chapter 2 Wanted: Bespoke Strategic Approach
  • Chapter 3 Know Thy Audience
  • Chapter 4 Options
  • Chapter 5 Planning Your Bridges
  • Chapter 6 Time to Deliver!
  • Chapter 7 Indicators of Success – How Do You Know if Your Bridge Is Built and Working?
  • Chapter 8 The Feedback Loop and Improving the Bridge
  • Chapter 9 Leveraging Expert Judgment
  • Appendix 1 Select References and Useful Links
  • Appendix 2 A Competency Survey of 250 Project Managers
  • Appendix 3 Details of the 4-D Approach Applied to PM Competency
  • Appendix 4 Case Study: Philips Excellence Project Management

Highlights

Continuous learning is required to remain relevant in today’s rapidly-changing world. Bridging the PM Competency Gap provides a roadmap to develop a continuous learning environment (CLE). The publisher, J. Ross Publishing, provides additional free Web Added Value™ materials for download from their website at www.jrosspub.com.

Recommended steps to follow:

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About the Reviewer


Lawrence Reid, PMP

Bedford, Texas

 


Lawrence Reid
, PMP is a Customer Relationship Management (CRM) specialist with extensive experience in project management, needs analysis, implementation, customization, and integration for companies in the aerospace, financial services, manufacturing, and medical industries. Lawrence has a Bachelor’s degree in Finance and has obtained the Project Management Professional (PMP) certification. He is a member of the Dallas and the Fort Worth chapters of the Project Management Institute.

 

Editor’s note:  This book review was the result of a partnership between the publisher, PM World and the PMI Dallas Chapter. Authors and publishers provide the books to PM World; books are delivered to the PMI Dallas Chapter, where they are offered free to PMI members to review; book reviews are published in the PM World Journal and PM World Library.  PMI Dallas Chapter members can keep the books as well as claim PDUs for PMP recertification when their reviews are published.  Chapter members are generally mid-career professionals, the audience for most project management books. 

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

 

 

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, M.A. Sc., P.Eng.
Publisher:  J. Ross
List Price:   $ 59.95
Format:  Hard Cover, 419 pages
Publication Date:   2017
ISBN – 13:978-1-60427-142-3
Reviewer: Marta Santos, PhD
Review Date: March 2018

 



Introduction

Nothing like a brilliant and bold statement on the very beginning of a book! In this volume, Steven Keays unleashes a series of thought provoking and challenging arguments that defies the traditional definition of project management and its current state. This book brings about a concept named, Investment-Centric Project Management, along with remarkable insights derived from years of experience in aerospace, defense, manufacturing, and oil and gas industries to show you how to make projects work and organizations succeed.

Overview of Book’s Structure

The book is structured in 7 parts. Each one dissects the W5H (what, why, when, where, and how) technique in ways I have never seen before. Included in the last section, there are samples, structured plans and other valuable examples of supporting documents to learn from.

Highlights

Investment-Centric Project Management is a true multidisciplinary approach to project management. The author masterly blends in physics, math, molecular biology, the laws of the universe, psychology, and business to give his expert view on project management. It’s hard to believe that the essence of project management is missed in the process of trying to make it work. Remember:

  1. “A project is the investment vehicle to realize the asset.”
  2. The management philosophy must be anchored to the asset, as a business investment.
  3. Strategies should be built as prescriptions are. As the author defines it, “a strategy is effective when it is prescriptive, procedurally specific, continuously consulted, and adaptable. “A strategy is not a generic statement to do something. It is a precise road map…” Avoid the 9 deadly contract sins! (Chapter 16)
  4. Projects should also be viewed as networks. As complex as neuronal networks, yet manageable when carefully set in place.
  5. Accountability decreases risks and execution costs. Learn its true definition.
  6. Explicit, unequivocal, and to the point. Three words to define phase execution plans.
  7. Organizational long-term survival can’t be attained without miscegenation.

Highlights: What I liked!

The second and third pages of this book deliver enough impact and bring the reader to a total new reality of what the author defines as project management. As a reader, one must be open and willing to consider new views and sometimes opt out of traditional methods. This book can facilitate that if you are willing to challenge yourself and the status quo.

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About the Reviewer


Marta Santos, PhD
, CAPM, LSSGB

Texas, USA

 

 


Marta Santos
 currently serves on a Global Cybersecurity Transformation Program as a Project Coordinator – IT Security. Marta previously served on a Global IT Infrastructure Refresh Project after transitioning from a productive career in the Life Sciences as a Research Scientist and author on major scientific journals. She is looking forward to growing in and contributing to the Project Management profession. She adds to the PM World Journal by providing reviews on portfolio, programs and project management books. Naturalized American from Brazil, Marta currently lives in the Dallas Forth Worth area.  Email address: www.linkedin.com/in/martabsantos

 

Editor’s note:  This book review was the result of a partnership between the publisher, PM World and the PMI Dallas Chapter. Authors and publishers provide the books to PM World; books are delivered to the PMI Dallas Chapter, where they are offered free to PMI members to review; book reviews are published in the PM World Journal and PM World Library.  PMI Dallas Chapter members can keep the books as well as claim PDUs for PMP recertification when their reviews are published.  Chapter members are generally mid-career professionals, the audience for most project management books. 

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

 

 

Q & As for the PMBOK Guide

BOOK REVIEW

Book Title:    Q & As for the PMBOK Guide Sixth Edition
Author:  Unknown / PMI
Publisher:  Project Management Institute (PMI®)
List Price:   $12.95
Format:  Spiral bound, 352 pages
Publication Date:   2017
ISBN: 978-1-62825-461-7
Reviewer:     Ben Taylor
Review Date:   April 2018

 



Introduction

The Sixth Edition of the Q&As for the PMBOK® Guide has a number of questions and answers for each section of the PMBOK Guide.  The material is to the point and stresses the core essentials found in the PMBOK® Guide – Sixth Edition.  The material follows the PMBOK® Guide structure simplifying cross reference research.  In addition, this Q&A reference has three appendices and a Glossary to test your understanding of the various project environments, key concepts and tailoring considerations.

Overview of Book’s Structure

The book has two major parts:

  1. Questions
  2. Answers

Both parts are subdivided into matching Sections.  The questions are numbered sequentially and the corresponding answers are numbered to match the questions.  The structure of the book allows one to easily study a section at a time, in any order, and quickly find the answers for any question.

Each section of the PMBOK® Guide – Sixth Edition is represented in the Q&A book.  The book also has questions and answers for the various project environments, Key Concepts for Knowledge Areas and Tailoring Considerations.  The book even has questions and answers for key words found in the Glossary.

Highlights

The questions follow a multiple choice format, and are written with little ambiguity.  The questions test one’s understanding of the material found in PMBOK Guide knowledge area.  Questions cover definitions and concepts.

Each answer cross references to the page numbers and Sections of the PMBOK® Guide – Sixth Edition.  This greatly aids in the learning of the material.

More…

To read entire Book Review, click here

 



About the Reviewer


Ben Taylor

Texas, USA

 

 

Ben Taylor has managed projects in the manufacturing, financial, eductational and legal sectors for over 25 years.  He ensures the strategic and operational goals of the project remain in alignment and has a knack for formally closing projects with no surprises. He can be contacted at [email protected]

 

Editor’s note:  This book review was the result of a partnership between the publisher, PM World and the PMI Dallas Chapter. Authors and publishers provide the books to PM World; books are delivered to the PMI Dallas Chapter, where they are offered free to PMI members to review; book reviews are published in the PM World Journal and PM World Library.  PMI Dallas Chapter members can keep the books as well as claim PDUs for PMP recertification when their reviews are published.  Chapter members are generally mid-career professionals, the audience for most project management books. 

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

 

 

Megaproject Organization

BOOK REVIEW

Book Title:  Megaproject Organization and Performance: The Myth and Political Reality
Author:  Nuno Gil, Colm Ludrigan, Jeffrey Pinto, Phanish Puranam
Publisher:  Project Management Institute
List Price:  $34.95
Format:  Soft cover, 164 pages
Publication Date: 2017
ISBN: 978-1-62825-176-0
Reviewer: Dr. Charles Y. Chen, PMP
Review Date: April 2018

 



Introduction

Large-scale, capital-intensive infrastructure projects, i.e., megaprojects, are often plagued by milestone delays, ballooning scope, and seemingly uncontrollable cost-to-complete. Examples abound. Boston’s Central Artery/Tunnel Project (the Big Dig) in the United States, Heathrow Airport Terminal 2 in the United Kingdom, and Uganda’s Kampala-Entebbe Expressway, just to name a few.

The authors of Megaproject Organization and Performance: The Myth and Political Reality use multiple case studies to identify a possible cause of the performance issues that plague megaprojects. Instead of analyzing megaprojects through the lens of project management, the authors explore the relationship between the megaproject performance with its organizational structure. They use the case studies to highlight the pluralistic nature of the megaproject’s organization structure, as the project core team not only includes the project promoter but also other stakeholders. Because these actors control strategic resources and influence, the project sponsor cannot use authority vested in ownership stakes or regulation to get things done. Thus, the authors conclude, megaprojects are akin to a pluralistic organization.

The authors derived their insight from data from the robust economy of the United Kingdom, highlighting Crossrail and High Speed 2 (HS2) railways, the London Olympic Park, and Heathrow Airport Terminal 2 (T2). In addition, they extend their analysis with railroad and highway development projects in developing countries of Nigeria, India, and Uganda. With pluralism at the core of the megaproject’s organizational structure, the authors argue, the disappointing and underperformance of mega-projects may be a result of organizational challenges rather than agency or competence related.

Overview of Book’s Structure

This book is a compilation of four case studies that explore megaprojects from an organizational theory vantage point instead of a traditional project management analysis. The authors view megaprojects as “meta-organizations” composed of multiple stakeholders collaborating a system-level goal [1]. In this 5-chapter book, the authors use Chapter 1 to define their framework of megaproject as a mega-organization where the structure is pluralistic instead of hierarchical. Now that the organizational design theory is defined, Chapter 2 explores the creation and growth of a megaproject organization.

Now that the tenets of a megaproject as a mega-organization are set, the authors use the next three chapters to substantiate their thesis. Chapters 3 and 4 are written around three megaprojects in the United Kingdom – Crossrail and High Speed 2 (HS2) railways, the London Olympic Park, and Heathrow Airport Terminal 2 (T2). Chapter 3 traces regular slippages in the performance targets of these projects back to their organizational structure. In other words, as the organizational structure changes, the performance targets change. Chapter 4 investigates the decision making challenges and the resultant performance impacts due to a pluralistic organization, drawing a correlation between the diffusion of power to changes in performance targets.

The authors explore the impact of a pluralistic core on project performance in developing economies of Nigeria, Uganda, and India. By examining the megaprojects in these countries, the authors show that slippages in megaproject performance targets are exacerbated by the scarcity of slack resources and mechanisms to resolve disputes.

More…

To read entire Book Review, click here

 



About the Reviewer


Dr. Charles Y. Chen

Texas, USA

 

 

Dr. Charles Y. Chen has had the privilege of leading teams of engineers and scientists to transform ideas into viable products. His career began at Northrop Grumman, initially as a systems engineer and then as a program manager, he led matrixed teams of engineers to innovate, mature, and produce new electronic sensor technologies and algorithms. Energetics Incorporated introduced Charlie to the world of management consulting. Initially as a director then as the Chief Strategy Officer, he led teams to help clients transition ideas developed in the laboratory to the marketplace, overcoming the so-called valley of death. As Executive Vice President of Engineering at Hover Energy, Dr. Chen is leading and coordinating key activities to scale-up a new wind turbine designed for the urban environment.

Dr. Chen got his B.S. and Ph.D. in Electrical Engineering from Cornell University. He received his Executive Education from University of Chicago Booth School of Business. As a PMP, he looks forward to leading teams to achieve the impossible.

Email address:

[email protected].

https://www.linkedin.com/in/charlesychenphd/

 

Editor’s note:  This book review was the result of a partnership between the publisher, PM World and the PMI Dallas Chapter. Authors and publishers provide the books to PM World; books are delivered to the PMI Dallas Chapter, where they are offered free to PMI members to review; book reviews are published in the PM World Journal and PM World Library.  PMI Dallas Chapter members can keep the books as well as claim PDUs for PMP recertification when their reviews are published.  Chapter members are generally mid-career professionals, the audience for most project management books. 

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

 

 

Finland Project Management Roundup for May 2018

Updates on Project Management Association Finland; 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 the key 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 3PMO event is taking place on June 12th 2018 in Tampere. Please navigate to www.pry.fi/en , https://www.oppia.fi/events/3pmo/?lang=en , and www.projektipaivat.fi for further information on PMAF and its main events.

PMI FINLAND CHAPTER

PMI Finland Chapter is a not-for-profit organization providing project practitioners in Finland continuous learning, networking and community support. The Chapter was founded in 2005. Today, with more than 400 members, the chapter is increasingly recognized as place where its members can enhance their project management and leadership skills, as well as network with other project management professionals.

PMI Finland Chapter hosts a number of events such as Breakfast Round Tables, regular meetings taking place once a month in Helsinki and occasionally also in other locations. The chapter members have the opportunity to attend events for free or with a discount and the chapter sends its members a regular newsletter with localized content on project management. Additionally, the Chapter supports its members in their professional development and training.

PMI Chapter Finland has a tradition of organizing an annual conference in the spring. This year the conference will take place on May 17th, in Otaniemi, Espoo, with an overarching theme “Grow!”. Please navigate to www.pmifinland.org and www.conference.pmifinland.org for further information on the PMI Finland Chapter and its main events.

OLKILUOTO 3

The 1 600 MW Olkiluoto 3 nuclear power plant, originally contracted to be built by consortium comprising of Areva and Siemens for Teollisuuden Voima (TVO) at Olkiluoto, is in the final stages of completion. TVO announced in mid-March, that an agreement has been reached between TVO and Areva regarding the overruns in project budget and time schedule. According to TVO, Areva has agreed to compensate 450 M€ assuming the power plant is fully operational by the end of 2019. If the plant is not fully operational at that time, Areva will compensate a further 400 M€. Following the agreement, both contractual parties have agreed to dispend any further judicial acts.

Once completed – ten years behind original time schedule and over 5 500 M€ over budget – Olkiluoto 3 will be the largest nuclear power plant in the world. TVO has been understandably disappointed about the fact that the plant is well over 100 % over original budget and 10 years behind the original time schedule.

Olkiluoto 3 site (photo courtesy TVO)

 

More…

To read entire report, click here

 



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/

 

 

May 2018 Update from Istanbul

After 2018 UPMK National Project Management Conference

 

REPORT

By İpek Sahra Özgüler

International Correspondent

PM World Journal

Istanbul, Turkey

 



After National Project Manager’s Conference 2018

 

BAKI SENSOY, EXECUTIVE VP, ALTAY INFORMATION TECHNOLOGIES, DEFENSE AND INDUSTRUAL TRADE INC.

 

[email protected] 

Opening speech in a professionally organized event looks quite challenging. If it is “9. Ulusal Proje Meslek Konferansı” by “Türk Proje Yönetim Meslek Enstitüsü (TYPME)”, this opening is way beyond. Top level professionals from various fields gathered to listen to my humble suggestions on project management. Going a few weeks back off March 21st 2018, I have met the lead team of TYPME. They explained the main theme of the event; “Butterfly Effect”.

At the very moment, I could not stop thinking about my 25 years of project management background and attribute it to the “dark side of the butterfly”, meaning all difficulties that had been overcome. So, I tried to present the audiences, not how to be successful, but rather how to avoid. Every individual that you meet on this event has own deep experience and very open to share the view point about issues in project lifecycle. Most of them are the mentors of project management in related companies.

One afternoon may seem to be short having well-prepared presentations and an impressive panel discussion, it was undoubtedly long enough to get an essence of latest topics.

More…

To read entire report, click here

 



About the Author


İpek Sahra Özgüler

Istanbul, Turkey

 


İpek Sahra Özgüler
graduated from the Istanbul University with the Bachelor of Science degree in Computer Engineering and from Middle East Technical University with an MSc degree in Software Management. She became a certified PMP in January, 2012 and a certified SCRUM Master in 2014. She works as international correspondent at PMWJ. Before joining PMWJ, she worked for global multinational companies and leading local companies such as Coca Cola, Deloitte, Turkcell Superonline,Havelsan and TAV IT.  Over the years, she has gained extensive experience in managing various medium and large scale projects, programs and portfolios.

Her article named “When I Decided to Develop Multi Processing Project Manager’s System” was published in the book “A Day in the Life of a Project Manager”.  She has published several articles in the PM World Journal and one in PMI’s PM Network magazine. Ipek is actively involved in sailing, writing and discovering new cultures.  She can be contacted at [email protected].

To see other works by İpek Sahra Özgüler, visit his author showcase in the PM World Library at https://pmworldlibrary.net/authors/ipek-sahra-ozguler/

 

 

May 2018 Update from Spain

Letter from PMI Madrid Chapter President Evis Rosales

 

REPORT

By Alfonso Bucero

International Correspondent and Editorial Advisor
PM World Journal

Madrid, Spain

 



The new PMI Madrid Chapter President starts her Communication with the members

After being elected as PMI Chapter President, Evis Rosales has communicated the Chapter members in writing with a lot of energy and enthusiasm, and with her best wishes of success. We are convinced that she will achieve great Chapter results. Go for it!

Her words were as follows:

I’m writing my first letter as a President, welcoming all Chapter members that joined lastly the Chapter.  Welcome also to our new volunteers, we hope they will find a nurturing space where to develop your ideas.  An then, welcome too the new Chapter sponsors that will find for sure a new ideal environment for disseminating your activities.

As you know from this month starts a new group inside the “Chapter Board of Directors” where we have started to get organized and generate new ideas. We all have been active volunteers, then  this new responsibility is a big challenge but we are excited about that.

According to March data, we do not have yet any figures from April 2018, PMI counted on 527.186 members and 853.281 PMP® certified worldwide. The number of PMI members in Spain is 7.170, counting on 11.947 certified PMP®, 662 CAPM®, 211 ACP®, regarding PMI Madrid Chapter members, we are 1.794 and still growing.

About the activities that we have done during April, I need to remark:

More…

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

 



About the Author


Alfonso Bucero

Madrid, Spain

 

 


Alfonso Bucero
, MSc, CPS, PMP, PMI-RMP, PfMP, PMI Fellow, is an International Correspondent and Contributing Editor for the PM World Journal in Madrid, Spain. Mr. Bucero is also founder and Managing Partner of BUCERO PM Consulting.  Alfonso was the founder, sponsor and president of the PMI Barcelona Chapter until April 2005, and belongs to PMI’s LIAG (Leadership Institute Advisory Group).  He was the past President of the PMI Madrid Spain Chapter, and then nominated as a PMI EMEA Region 8 Component Mentor. Now he is a member of the PMIEF Engagement Committee. Alfonso has a Computer Science Engineering degree from Universidad Politécnica in Madrid and is studying for his Ph.D. in Project Management. He has 32 years of practical experience and is actively engaged in advancing the PM profession in Spain and throughout Europe. He received the PMI Distinguished Contribution Award on October 9th, 2010, the PMI Fellow Award on October 22nd 2011 and the PMI Eric Jenett Excellence Award on October 28th, 2017.

Mr. Bucero can be contacted at [email protected].

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