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Listen Up or Lose Out

 

BOOK REVIEW

Book Title:    Listen Up or Lose Out: How to Avoid Miscommunication, Improve Relationships, and Get More Done Faster
Authors:  Robert Bolton and Dorothy Grover Bolton
Publisher: AMACOM
List Price:   $19.95
Format:  Softcover, 272 pages
Publication Date:   2018
ISBN: 978-0-8144-3201-3
Reviewer: Linda Hughes Peterson, PMP
Review Date: May 2018

 



Introduction

This book reminds the reader why listening is important and why effective listening is hard for most people.  The Boltons distill many years of research on listening into an interesting and readable book.  They describe the research in the field and provide concrete recommendations for implementing the techniques described in the book.

Overview of Book’s Structure

The first section of the book covers why it is important to improve our listening.  From improving team communication in business to building strong, supporting relationships with family, listening is a critical skill.  Companies with high-quality work relationships tend to perform better and listening is a critical skill for building work relationships.  Strong relationships within the family and with friends promote a sense of well-being and contributes to better heath.

Part 2 of the book covers the do’s and don’ts of great listening.  Using the traditional communication model, the authors discuss how ambiguous the English language is.  This ambiguity of meanings of common words can cause problems that are seldom discovered until the negative consequences of the miscommunication surface.  They also include a list of six common missteps in the listening process that cause problems when they are abused.  This section provides concrete guidelines for reducing these missteps that starts with targeting one misstep and then striving for improvement rather than expecting to eliminate it at once.  Several specific listening skills are also discussed with suggestions on how to implement these skills.

The third section discusses reflective listening and how it reduces miscommunication.  As part of the discussion, the authors discuss how to paraphrase what was said and to use pauses in the conversation to allow the person to say all they need to say about a topic.  An interesting observation on pauses is that the speaker owns the pause and the listener should not take control until the speaker indicates that they have completed their speech.

Part 4 addresses reading and reflecting other people’s feelings.  The authors discuss the importance of emotions related to work, relationships, and health.  They relate the ability to read a person’s body language to understanding a person’s feelings and how the ability to read body language improves communication.  The authors provide lists of words to help the listener recognize various emotions and the strength of the emotion as well as terms that can be used to reflect the speaker’s feelings.

The last section of the book discusses the use of summary reflections to capture the essence of a conversation to make sure that there is understanding between the two parties to the conversation.  It also discusses the results-focused listening process that can be used to resolve problems that have been discovered during the conversation. This approach allows the speaker and listener to explore the problem, to discuss what has been done so far, and to provide input about the solution if it is desired.

Highlights

The book consolidates information from a variety of sources and presents it in a useful and logical order.  It explains why each technique is important and how to apply the technique.  There are examples that demonstrate the techniques.  The book emphasizes that improving listening is a process that takes time and practice.  It suggests that the first step in the process is recognizing communication errors after the fact.  As the practitioner continues to use the techniques, the recognition of the errors moves to the point where the error occurs.  Eventually, the new expert listener will recognize that they are about to make a mistake and stop themselves before they do it.

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About the Reviewer


Linda Hughes Peterson

Texas, USA

 

 

Linda Hughes Peterson, CDP, PMP has been an IT professional for over 40 years.  She is currently adjunct faculty at San Antonio College and Webster University (Lackland Air Force Base) teaching programming, operating systems, systems analysis and design, and project management to undergraduate and graduate students.  She is a member of PMI, AITP, and ACM and has been honored for outstanding teaching in an online environment.

Linda holds a BS Computer Science & Statistics (University of Delaware), MBA Technology Management (University of Phoenix) and ABD, Information Technology Management (Capella University).  Her professional certifications include Project Management Professional (PMP), Certified Data Processor (CDP) and Graduate Certificate, Project Management, Webster University.  She 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 Management the Agile Way

 

BOOK REVIEW

Book Title:  Project Management the Agile Way: Making it Work in the Enterprise, 2nd Ed.
Author: John C. Goodpasture, PMP
Publisher:  J. Ross Publishing
List Price:   $59.95
Format:  Hardcover, 392 pages
Publication Date: 2016
ISBN: 978-1-60427-115-7
Reviewer: Kevin D. Martin, PMP, PMI-ACP, SAFe SA
Review Date: May 2018

 



Introduction

Initially, the book title intrigued me, as an experienced leadership professional, trained in a variety of process and delivery disciplines, with the ability to properly deploy a framework in a customized manner, to meet the needs of the problem to be solved.  The book did not disappoint as I eagerly consumed each chapter.

It attempts to address the long-standing conflict between agile purists and the traditional project management crowds that has long caused me great concern and confusion, since I find so much common ground and appreciated the nuances among the practices to meet unique situations.

Overview of Book’s Structure

This second edition is well organized for both learning and coaching other professionals who are engaged in the complexity of delivering solutions in the fast-paced business environment, with high levels of quality, team engagement and rapid change.

Organized into twelve chapters, each standing alone on a specific element/theme, they build logically upon one another, from agile concepts, highlights of the four most common agile methods, through the discreet practices to operationalize and transition into an agile organization, in a very easy to read style, with plenty of charts and diagrams, to reinforce the reader’s learning.

Highlights

Great for the agile beginner, the author opens with the history and vision for the agile movement, the Agile Manifesto, principles and focuses on four of the most commonly deployed agile frameworks.  Extensive use of tables and charts, help to compare the differences among Scrum, Kanban, XP and Crystal, with an anchor in the terms used in traditional project delivery methods.

Highlights: What I liked!

I thoroughly enjoyed this entire book and will continue to use it as a desk reference for helping others who are confused or at the start of their agile journey.  The chapters, allow me to assess a root cause and quickly flip to the chapter that explores and explains some possible solutions to their unique problem.

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About the Reviewer


Kevin D. Martin, PMP, PMI-ACP

San Antonio, Texas, USA

 

 

 

Kevin D. Martin, PMP, PMI-ACP brings successful leadership, strategic & design thinking in project/program/portfolio practices in Information Technology, Call Center Operations and Project Management disciplines.  Actively involved in the vision & growth of this global award-winning Alamo PMI chapter, his focus is building and leading high performing teams to achieve business value and sustainable success.  His talents have benefited numerous Fortune 100 companies in the Oil and Gas, Banking, and Financial Services industries, in addition to various sports, volunteer and community service organizations.

Kevin is a graduate of St. Mary’s University – Bachelor of Applied Sciences and a holds a Master of Business Administration M.B.A.- Finance from St. Mary’s University, San Antonio, Texas.  He is a graduate of the University of Virginia’s Darden Executive Education Program and the Leadership Development Program (LDP) at The Center for Creative Leadership.

Mr. Martin is a member of the faculty at the University of Texas – San Antonio, with a focus on project management and agile business practices to develop future leaders for delivering organizational and business value through innovation and continuous learning.

As a thought leadership expert and international speaker in high demand, he enjoys the variety and challenges at every scale of complexity and business development.  You can connect with him on social media, to find him facilitating teams, through mentoring or discussing timely topics over food and drink with other friends and colleagues.

Kevin, nicknamed “KMart,” is an avid reader, consuming 25-38 titles annually.  He is co-author of “Swimming in the Deep End,” a collection of his life-long experiences, while leading high performing teams to deliver amazing results.  His personal motto is “Dream Big, Work Hard and Give Back” and his passion and energy are nearly boundless.  Kevin is employed by USAA, and currently serving as the USAA Enterprise Practice Lead for Project Management & an Agile Coach, leading large multi-million-dollar investments, using Scrum, Kanban and SAFe practices.  He is on faculty for University of Texas – San Antonio and the UTSA Center for Professional Educational Excellence, delivering courses for executives, doctoral, graduate and undergraduate students.

A long-time resident of San Antonio, Kevin is a voracious business & leadership reader and leader in community and civic organizations. He is a devoted husband to his wife of 38 years – Cheryl, and they are blessed with three adult children, Jennifer, Matthew and Allison, all of them are leaders in their chosen professions.  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].

 

 

Megaproject Organization and Performance

 

BOOK REVIEW

Book Title: Megaproject Organization and Performance: The Myth and Political Reality        
Authors:  N. Gil, C. Lundrigan, J. Pinto & P. Puranam
Publisher:  Project Management Institute
List Price:  $34.95
Format:  Soft cover, 170 pages
Publication Date:   December 2017
ISBN: 978-1-62825-176-0
Reviewer: Frank Murphy, PMP
Review Date: May 2018

 



Introduction

This book summarizes a three-year study of mega projects, which are defined as   “project-based organizations purposely formed to develop capital-intensive, large-scale infrastructure systems”.  Project managers are always managing stakeholders, and this book gives a different view of who those stakeholders might be, and why they may wait till later in the process to voice their views.  Even though they wait, they impact the overall viability of the project and force radical design changes to satisfy them.

The fascinating part of the book is how assumptions can radically change and change background details for various projects.  The authors tell a project story that is easy to follow and shows how the size of the stakeholder is not important, but rather how their influence is wielded can impact the final product.  This is worth reading, and applicable whether you manage small or large projects.

Overview of Book’s Structure

The 170-pages are broken down into 5 chapters, with a natural progression in understanding the intricacies of megaprojects bringing them all together.  Chapter Two describes the organizational design for these projects, and the challenges in bringing together the right resources to fund and manage them.  Chapter Three discusses the performance of these organizations and the evolution of project goals.  Chapter Four highlights the optimism bias of the project promoters, and the challenges the project will face due to this mindset.  The final chapter switches gears and looks at megaprojects in developing economies to see if they face the same challenges.  Spoiler alert:  they do!

Each chapter gives a bountiful amount of references used for that chapter and is very helpful in looking for more information on particularly interesting topics.  The overall tone of the book is scholarly, but it is easy to follow the conclusions and look for more material on the various subjects.

Highlights

Megaproject structural characteristics are described in a building block fashion and easy to understand.  Case studies are used on different projects and easily understandable diagrams are throughout and illustrate the concepts and methodologies the authors used.

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About the Reviewer


Frank Murphy

Texas, USA

 

 

 

Frank Murphy is a USAF veteran of 30 years, with multiple deployments and extensive travel on the 7 continents.  He was a Loadmaster on both C-5 and C-17 aircraft, with his final USAF assignment as the senior enlisted leader for an Operations Group.  Frank recently moved to the Texas Hill Country and is a member of the Project Management Institute (Alamo Chapter).

Frank has a BS in Industrial Technology, MBA in Strategic Leadership, and is completing a DBA at George Fox University. He has been a certified PMP since 2012 and has worked projects ranging from real estate to satellite transport.

 

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 Bhargrove, C.Eng, MIE, PMP
Publisher:  Project Management Institute
List Price:   $24.95
Format:  Softcover, 120 pages
Publication Date:  January 2018  
ISBN: 9781628254686
Reviewer:     Juan J. Martinez, PMP
Review Date:   May 2018

 



Introduction

As a Project Manager with a background in Procurement (Print), I was drawn to this title. I felt the book could elaborate more on the innerworking’s of Project Management Procurement. Reading the book, I felt the author, Ajay Bhargove had a balanced mix of PMBOK terminology and topic explanation beyond the terminology.

Overview of Book’s Structure

The book is well structured with concise and precise chapters. I enjoyed seeing that the author added in PMBOK-related terminology, but also further explained the topics for those who haven’t read the PMBOK.

The chapters are short and I found this book an easy and very informative read, yet topics were thoroughly explained to obtain a true understanding of the topic.

Highlights

Each topic was broken down into detail. I found that the book could be used as a quick reference guide to Procurement or expanded knowledge on Procurement Management.

I felt some areas, particularly negotiation and finance views, were especially helpful as these topics were not covered in the PMBOK.

The book goes further in-depth on the topic of financial risk analysis. I found this area of interest as it connects the work of the PM to the financial health of the organization. The book clearly conveyed the relationship between varying PMBOK principles and how these principles will effect an organization financial wellbeing.

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About the Reviewe


Juan J. Martinez, PMP

North Texas, USA

 

 

 

Juan J. Martinez is an independent Project Manager in Dallas and is a member of the Project Management Institute (PMI) Dallas Chapter. Juan’s career and experience over the last 12 years is multidiscipline and includes Creative Project Management, Print Production Management, Strategic Planning, Resource Procurement and Allocation, Vendor Relations, and Employee Development.

Juan has a B.S in Advertising/Public Relations and is a recently certified Project Management Professional (PMP). He has varied interests and is always seeking new ways to learn new skills and be a servant leader to others.

He can be contacted at www.linkedin.com/in/juanjmartinez99/

 

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].

 

 

Conflict First Aid

 

BOOK REVIEW

Book Title:  Conflict First Aid: How to Stop Personality Clashes and Disputes from Damaging You or Your Organization  
Author:       Nancy Radford
Publisher:  Business Expert Press
List Price:   $34.95
Format:  Softcover, 150 pages
Publication Date:   December 2017
ISBN: 978-163157-973-8
Reviewer: Calvin Flemmings, PMP
Review Date: May 2018

 



Introduction

As a leader and manager of project teams comprised of stakeholders from a variety of backgrounds with often conflicting priorities and agendas, I was intrigued by “Conflict First Aid How to Stop Personality Clashes and Disputes from Damaging You or Your Organization” as a possible source of tools and techniques for managing the personality conflicts that often occur and potentially create risks to project and/or organization objectives if they persist.

Nancy Radford’s book provides excellent examples of how to effectively manage disputes and personality clashes before they get out of control and damage organizations and relationships.  Nancy uses a detailed, structured process that helps you to understand and empathize with antagonists, provides tools and tactics for understanding motives, triggers, and communication styles, and methods for handling the inevitable difficult conversations and falling outs. The book consists of 12 well-written chapters that examine Understanding Conflict, Controlling Emotions, deciding whether to Speak up or Remain Silent in the face of conflict, managing conflict when it occurs (Getting Ready to Take the Plunge”), Difficult Conversations, Improving Communication, Ambushes and Problems, refereeing (“When Good People Fall Out”), and Prevention.  The final chapter is a source of useful tools and techniques.

Overview of Book’s Structure

Conflict First Aid is a well-written and structured guide that shows the reader how to handle the unavoidable conflicts, disputes, and personality clashes that occur among individuals within a project team or organization.

As a specialist in early conflict resolution and civil and commercial mediation, Nancy draws from her experiences and includes real-world examples and case-study excerpts. Nancy provides real-world examples and stresses the importance of listening carefully, fairness, and empathy.  She provides useful tools (often delivered as acronyms), quotes from luminaries, and practical exercises Each chapter ends with a short “Check Understanding” section to remind the reader of the major points covered.

Highlights

Leading a project team involves not only managing stakeholders’ expectations of a project’s deliverables but also managing stakeholders’ interpersonal relationships. When a team is comprised of individuals with diverse backgrounds, priorities, and agendas, conflict and personality clashes are sometimes inevitable. The ability to manage conflict and personality clashes before they become serious risks to relationships and business objectives in a calm, fair, and effective manner is a critical skill.

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About the Reviewer


Calvin Flemmings

Washington, D.C. USA

 

 

Calvin Flemmings, PMP is a Project Manager and Oracle EBS Specialist with over 20 years of Information Technology (IT) experience and a proven record of successfully managing complex ERP Financial Systems implementations, upgrades, and support. A respected leader, manager, and coach, Calvin is adept at assembling and motivating diverse teams of up to 25+ IT professionals and maintaining stakeholders’ confidence. Calvin serves as a trusted advisor to clients while delivering effective and efficient integrated solutions for federal state and local government agencies as well as communications, financial services, banking, media, insurance, REIT, and energy clients. Calvin is passionate about giving back to his areas of expertise and encouraging young people to work in Information Technology and Project Management.

Calvin 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 Silver Spring Maryland Chapter. Authors and publishers provide the books to PM World; books are delivered to the PMI Silver Spring Chapter, where they are offered free to PMI members to review; book reviews are published in the PM World Journal and PM World Library.  PMI Silver Spring Chapter members can keep the books as well as claim PDUs for PMP recertification when their reviews are published.  Chapter members are generally mid-career professionals, the audience for most project management books. 

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

 

 

The Leader Habit

 

BOOK REVIEW

Book Title:    The Leader Habit: Master the Skills You Need to Lead in Just Minutes a Day
Author:  Martin Lanik
Publisher:  AMACOM
List Price:   $25.00
Format:  Hard Cover, 256 pages
Publication Date:  April 2018       
ISBN: 978-0814439340
Reviewer:     Mukuka Chipanta, PMP
Review Date:   May 2018

 



Introduction

The premise of the book, The Leader Habit, is that all exemplary leaders rely on a set of good leadership habits that have been developed over time. Habits are formed when micro behaviors are practiced continually until a state of “automaticy” is attained. The author, Martin Lanik, argues that when his “Leader Habit Formula” is followed, one can acquire and strengthen leadership skills through deliberate practice to create good leadership habits.

Overview of Book’s Structure

The book appropriately begins with a prologue which details an anecdote about an emergency room nurse, Laura, whose self-image as a leader is in stark conflict with the reality of what her contemporaries at work make of her. The author then walks the reader through how Laura manages to completely transform herself into a leader who is admired in her organization by simply employing a regiment of prescribed leadership skills exercises over an extended length of time­—Martin Lanik’s Leadership Habit Formula.

After the prologue, the book is parsed into four parts. Part I gives the reader the theory of the Leadership Habit Formula and how it works. He contrasts this with the training centered models that have been tried to limited success by many organizations in the past. Part II delves into the mechanics of how leadership skills are built. Then in Part III, one enters into the meat of the book. Here the author meticulously describes twenty-two discrete leadership skills and corresponding exercises that can be employed to develop and strengthen them. Finally, Part IV ties it all together by focusing on how one can motivate change in an organization and coach others to develop good leadership habits.

Highlights

Through his research, Martin Lanik postulates that many organizations spend a lot of time and resources in conducting leadership training classes of various flavors for their employees. He describes how these efforts, although well intentioned, have not yielded the desired results. The author firmly believes that the reason why these training efforts have failed so miserably in the past is because in order for good leadership traits to be ingrained, people must practice their newly acquired skills until a state of automacity is reached. With automacity one begins to employ good leadership skills without having to make a conscious effort­ to do so—the skills have in essence become second nature.

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About the Reviewer


Mukuka Chipanta

Washington, DC, USA

 

 

Mukuka Chipanta is a PMP certified Aerospace Program Manager and Published Author who currently resides in the Washington DC metro area. Mukuka has several degrees in Engineering and Business from the United Kingdom and the USA. One of his proudest professional achievements is having successfully led teams on the Boeing 787 Dreamliner aircraft design program. He has travelled widely across North America, Europe, Africa and Asia and he considers himself a global citizen with roots firmly anchored in Zambia, his country of birth.

Mukuka published his debut novel, A Casualty of Power, in October 2016 with Weaver Press. The novel has received worldwide acclaim, winning prizes for ‘Best First Book’, ‘Gold for General College Level Book’ in the USA and is one of only nine books to have been longlisted for the prestigious 9-Mobile Prize for Literature in 2018. His contribution to an anthology of short stories for Makerere Conference of African Literature was published in October 2017.

Mukaka 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 Silver Spring Maryland Chapter. Authors and publishers provide the books to PM World; books are delivered to the PMI Silver Spring Chapter, where they are offered free to PMI members to review; book reviews are published in the PM World Journal and PM World Library.  PMI Silver Spring Chapter members can keep the books as well as claim PDUs for PMP recertification when their reviews are published.  Chapter members are generally mid-career professionals, the audience for most project management books. 

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

 

 

The Business of Portfolio Management

 

BOOK REVIEW

Book Title:    The Business of Portfolio Management: Boosting Organizational Value Through Portfolio Management
Author:  Iain Fraser
Publisher:  Project Management Institute
List Price:   $44.95 ($35.95 for PMI members)
Format:  Hardcover, 166 pages
Publication Date:   2017
ISBN: 978-1-62825-372-6
Reviewer: Gus Sanchez, PMP
Review Date: April 2018

 



Introduction

Hello readers! I attended a recent PMI Chapter meeting (San Antonio, TX, in my case) where they had a table set up in the back of the room with several books, free to anyone who would read one and submit a review. Now, I happen to be a “slow” reader. Unfortunately for me, I never mastered the art of skimming or speed reading so it’s an “effort” for me to accept this challenge – but I did! The title was just too compelling to pass up. Thus, here is my first ever book review! I hope it can be of some help to some to you.

In 2013, I had the good fortune of attending PMI’s PMO Symposium in San Diego, CA. The organization had just published a set of papers showing a huge disparity between what organizations say they wanted/needed and what they actually did. 88% of the organizations researched said strategy implementation was important and 46% said they were good at strategy implementation. However, only 17% said that strategy implementation was strategic! The language did not match the behavior! Fortunately, the symposium went on to cover many topics to help address this challenge, including:

  • “Agility: Reshaping How We Succeed in Business”, by Iain Fraser (yes, the author of this book)
  • “Results Management Office: Moving from Processes to Outcomes”, by Kelley Laird and Ed Panzarella – Deloitte Consulting LLP
  • “The Disruptive PMO: Change, Innovate and Lead”, by Ken Crawford
  • And many, many more awesome presentations (including a great keynote presentation from Daniel Pink)

This was a trigger point for me, professionally, as I fully embraced these simple-to-understand but, unfortunately, super-hard-to-implement concepts of strategic alignment and outcome/value-based work. So, as mentioned above, the book title itself was enough to make me grab a copy. Was it worth my time? Read on…

Overview of Book’s Structure

The book is well organized. There are four major sections:

  1. Introduces a Value Management Framework, highlighting why your organization would want to implement/leverage portfolio management.
  2. Covers portfolio management itself. What it is, how it is used, etc.
  3. Talks about delivery techniques. That is, the components that make up a portfolio, like programs (groups of projects) and individual projects
  4. Includes tools for leaders on influencing change and helping their organizations realize the value of portfolio management

Each section breaks down into individual, well-titled chapters that are clearly outlined in the table of contents, making this book a very useful reference guide, letting you easily focus on (or return to) the section/information that pertains to your area of interest or responsibility.

The book is chock full of reference materials. While some material, like opex (operational expenses) vs. capex (capital expenses) and organizational structures (functional, matrix), could be really good for someone relatively new to portfolio management, it may not be as valuable for a seasoned professional. However, it’s all necessary to provide context. Just be aware there may be some sections that may cause you to say “I already know this”.

There are useful diagrams, a decent glossary and a few case studies, allowing you to better see/understand the principles in a practical sense. You will also find helpful techniques (you know, the kind that follow some acronym like H.E.L.P. – Humor, Excite, Listen, Praise).

More…

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About the Reviewer


Gus Sanchez

Texas, USA

 

 

 

Gus Sanchez is an experienced cross-functional team project leader specializing in Agile project delivery. He believes in partnering, collaborating and executing initiatives strategically-aligned with organizational goals and has a passion for sharing knowledge and business value delivery.

Gus 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].

 

 

The Camino Way

 

BOOK REVIEW

Book Title:  The Camino Way: Lessons in Leadership from a Walk Across Spain
Author:  Victor Prince
Publisher:  AMACOM
List Price:   $21.95
Format:  Hardcover, 208 pages
Publication Date:   July 13, 2017 
ISBN: 9780814438244
Reviewer:     Linus Toy, JD
Review Date:   October 2017

 



Introduction

Santiago de Compostela is a historic pilgrimage destination on the northwest corner of Spain. The Camino de Santiago is the term often used to describe a pilgrimage journey to that destination. Originally a faith-oriented journey for those seeking an indulgence, forgiveness or penitence, in recent years, it has become a journey for not just the faithful, but also those seeking self-awareness, personal learning, and sometimes, just a tour.

Victor Prince relates the story of his Camino experience, transforming his journey from “just another tour” to a juxtaposition of his prior professional life with a series of soul-baring realizations. Ultimately, he turns the Spirit of The Camino into a series of leadership lessons he wishes he’d learned earlier in life.

Overview of Book’s Structure

Prince starts off with a historical context of the Christian Pilgrimage. Describing how pilgrimage locations rose and fell in prominence across time, he sets the stage for the contemporary rise and popularity of Santiago de Compostela as a pilgrimage destination, and the many routes (literally and figuratively) to Santiago as the Camino de Santiago.

The first half of the book then weaves together The Spirit of The Camino, 7 suggestions to enjoy or succeed in a Camino journey, with relevant anecdotes and tales of his experience from the business and government service career he previously held.

The last half of the book is a series of lessons and realizations the author holds out as a way forward for his future professional life, as well as his sharing and giving back. This part of the book is perhaps less developed and consistent, combining a disjointed mix of lessons for leadership in organizations, personal growth, and suggestions for approaching one’s own Camino journey.

Highlights

Throughout the book, Prince uses quotes from fellow Camino pilgrims, either those he met in person, or those he met virtually through blogging and essays on his own Camino journey before authoring this book. By design, these many varied quotes and messages reinforces the concept that a Camino journey, regardless of purpose, is personal in nature, not to be prescribed our “guided” by outside influence.

More…

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About the Reviewer


Linus Toy

Texas, USA

 

 

Linus Toy, husband, father of two, and inveterate DIY-er, is a Senior Analyst in Bioinformatics for a pre-approval stage pharmaceutical company. He previously held consulting positions as a project manager serving clients in the Technology and Communications industries. He earned his B.A. from Claremont McKenna College and J.D./M.B.A. from the University of Washington. 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].

 

 

The One Percent Edge

 

BOOK REVIEW

Book Title: The One Percent Edge: Small Changes That Guarantee Relevance and Build Sustainable Success
Author:  Susan Solovic
Publisher:  AMACOM
List Price:   $24.95
Format: Hardcover, 256 pages
Publication Date: February 2018 
ISBN: 9780814438800
Reviewer: Alice Chiang, PMP
Review Date: April 2018

 



Introduction

Competition is fierce and intense day by day. Big companies, start-ups, and competitors from overseas are surrounding us. The author analyzes current business circumstance and explains to readers why companies need to find the one percent edge.

The reason is simple and easy, companies want to survive, even get more successes. Improve anything in your company and take your company to the one percent edge. This book tells us how to examine our company and directions we can go.

Overview of Book’s Structure

This book is composited by the foreword, the introduction,8 chapters, and the conclusion. The introduction states challenges that companies are facing. It opens a door to chapter one.

In chapter one, the author lists step by step for how companies achieve their one percent edge, and introduces the following 7 chapters focus on the one percentage by different aspects. The following 7 subjects are relevant to each other.

Subject of chapter two to eight is: Leadership Edge, Customer Edge, Product Edge, People Edge, Marketing Edge, Process Edge, and Financial Edge. Each of them begins with questions for companies. These questions are designed for examining your company’s current status. After questions, the author organizes directions you can move on. Directions come with real examples and/or numbers from published reports. When numbers have meaning that can assist readers to understand their company’s status, the author brings up tools and/or formula with explanation and examples.

After being baptized by chapters, the conclusion reminds readers that the key points and benefits had been addressed in the introduction.

Highlights

6 steps in the process to achieve the one percent edge is essential procedure. Steps are: ask the tough questions, select and prioritize, create your action plan, execute, measure and review, and repeat. These steps have six sigma and project management concepts. Asking the tough questions can determine requirements. Select and prioritize can define scope. Create your action plan is planning. Execute is processing plans. Measure and review is monitoring. Repeat is practicing and implementing improvements.

More…

To read entire Book Review, click here

 



About the Reviewer


Alice Chiang, PMP

Taiwan and Texas, USA

 

 

 

Alice Chiang is a life-long student of project management. She has an M.B.A. and a Bachelor’s degree in Information Management and holds the PMP (Project Management Professional) and PSM I (Professional Scrum Master) certifications. Currently having 8 years of managing projects in software service for business operations, data management, and project management consulting, she enjoys working with teams to deliver satisfied software products to customers.  Alice 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].

 

 

Boost!

 

BOOK REVIEW

Book Title:    Boost! How the Psychology of Sports Can Enhance Your Performance in Management and Work
Author:   Michael Bar-Eli
Publisher:  Oxford University Press
List Price:   $29.95
Format:  Soft Cover, 328 Pages
Publication Date:   Nov 2017
ISBN: 978-0-19-066173-1
Reviewer:     Michael Carlew, PMP
Review Date:   April 2018

 



Introduction

We all desire to maximize our performance in one if not multiple areas or our lives.  Whether it is in the office, on the playing field, or in our relationships, we all want to perform at a higher level more consistently.  In his book, Boost!, renowned sports psychologist Michael Bar-Eli applies over 3 decades of experience working with some of the top athletes across the globe to explain how the correct mental preparation techniques can increase performance for leaders or managers in every aspect of life.

Overview of Book’s Structure

The book is comprised of 12 chapters, each of them dealing with a particular facet of cognitive practice and how it can be applied to improve performance.  Each chapter opens with a quote from an ancient philosopher, inventor, composer, or athlete, setting the stage for Bar-Eli to explore how various mental coaching experiences with superior athletes can be equally as effective when used by leaders in the workplace.

Each chapter is an amalgam of anecdote, experimental data, reporting charts, and personal revelation, used to convey the ideology that high levels of performance and achievement are more often than not the result of an individual’s successful endeavors toward meta-cognition.

Highlights

The greatest inspirations to be drawn from this book are found in the one-on-one interactions that Bar-Eli describes with the athletes he works with.  Through these interactions, the reader is able to look into the psyche of top athletes and understand that even those individuals are often times able to achieve high levels of performance not through natural ability alone, but by hard work and a repetition of mental preparation and visualization that can be used by almost any individual in any situation where stimulation levels are extremely high.

Highlights: What I liked! 

Personally, I drew inspiration from Bar-Eli’s interaction with basketball players trying to improve their free through shooting percentage. One athlete was coached to understand that not only does he have 5 seconds at the free through line to collect his thoughts, but also the 10 seconds of dead time before the free throw clock is set. There is a similar story in which a very famous basketball player was able to drastically improve his free throw shooting percentage by reciting a personal mantra at the free throw line; “this is for my wife and kids”, thereby mentally reframing and putting a new perspective on the situation.

More…

To read entire Book Review, click here

 



About the Reviewer


Michael Carlew

Dallas, Texas, USA

 

 

 

Michael Carlew, PMP is currently the Manager of Development for a landscape design/build firm in Dallas, Texas. Michael currently manages a team of designers and project managers responsible for creating high-end residential landscapes. 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].

 

 

9 Habits of Project Leaders

 

BOOK REVIEW

Book Title: 9 Habits of Project Leaders: Experience and Data-Driven Practical Advice in Project Execution      
Author:  Arun Singhal PE, PMP and Puja Bhatt, PMP
Publisher:  Project Management Institute
List Price:   $12.95
Format:  Paperback (spiral bound), 65 pages
Publication Date:   2017    
ISBN: 978-1-62825-179-1
Reviewer: Kimberly S. Varner, PMP
Review Date:   May 2018

 



Introduction

Sometimes project managers focus on managing the triple constraints of scope, time, and budget to the extent that they may miss an opportunity to score a real win! While the customer and the project manager may consider the project a success, what about everyone else? Will the project team and the organization/executive management also consider the project a real win? Maybe, maybe not! The 9 Habits of Project Leaders: Experience and Data-Driven Practical Advice in Project Execution, is a research-based book, which explains how project managers can grow into project leaders who use nine habits to develop much-needed soft skills. Authors Singhal and Bhatt suggest that if a project manager can develop these nine underutilized habits, he or she will be able to engage ALL of their stakeholders, contribute to the project’s success, and score a win for everyone!

Overview of Book’s Structure

The 9 Habits of Project Leaders: Experience and Data-Driven Practical Advice in Project Execution, is a 65-page, pocket-sized book that is a simple read. Honestly, you can read the book in less than one hour and gain some practical nuggets of information. I recommend reading it at least two times so that you can begin to think about how best to apply the nine habits to your work and make them…a habit!

The first section of the book is the preface, which is a must-read piece. The preface will set the reader up with pertinent information on the following: the intended audience, the definition of a habit and how the nine habits are tailored to project management, the importance of soft skills as they relate to the habits, the goal and importance of a project manager becoming a true project leader, and the premise of the “Triple Win” (Win-Win-Win) concept. I can’t emphasize enough the importance of this section, which offers a solid foundation for one’s understanding.

Each habit has its own chapter and includes a title that will give the reader a clear directive or action item. For example, Habit One (Chapter 1) is “Take complete ownership of the project” and Habit Two (Chapter) 2 is “Enable core team to make decisions.” The chapters are approximately three to five pages long and include the recommended habit, real-life examples (based on Singhal and Bhatt’s research) of why a habit should be followed, and the business strategy that promotes the habit. The business strategy sells the habit and seals the deal on why the habit is critical to the stakeholders’ win.

The first appendix includes a list of the authors’ collective project management experience, which represents 20 diverse projects, worth $5 million to $20 billion, in the United States and abroad. The second appendix is the data collection and analysis methodology, which outlines the authors’ 20-year research for this book.

Highlights

In life, some habits are negative and hard to break; however, the nine habits in this book are positive and will more than likely be beneficial for project managers. Seems simple? If done correctly, it appears simple enough. Rooted in research, the nine habits were developed by interviewing experienced management professionals, directors, and core team members. The authors hope project managers will consciously incorporate these habits into their management skills and ultimately become project leaders who think about and work with their customers, their teams, and their organizations to ensure success.

More…

To read entire Book Review, click here

 



About the Reviewer


Kimberly S. Varner

Maryland, USA

 

 

Kimberly Varner, PMP has more than 23 years of writing, public relations, marketing, event, and project management experience – as well as deep experience designing and conducting outreach to underserved populations. Over the course of her career, she has developed communications plans and content for clients across the health, education, safety, technology, medical, sports, and entertainment industries.

Kim earned her Master of Arts in journalism from the University of Maryland at College Park, and previously earned a Bachelor of Arts in mass media arts from Hampton University. Kim obtained her Project Management Professional (PMP) ® Certification in March 2018.

 

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

 

 

June 2018 UK Project Management Round Up

Good News, Not So Good News, Some Not So Bad News, BREXIT and Some More Good Project News

 

REPORT

By Miles Shepherd

Executive Advisor & International Correspondent

Salisbury, England, UK

 



INTRODUCTION

This month’s report is like a Neapolitan Sandwich – in UK this is an ice cream with vanilla bands sandwiching a raspberry band – with some good news to start, some not so good news in the middle and, finally, some better news.

FIRST THE GOOD NEWS

After a five year refit project, the Temperate House at Kew Gardens has re-opened to the public.  Note that the “temperate” bit has nothing to do with not drinking: it refers to the climate control.  The Project at Kew Gardens, a World Heritage site, restored a Grade 1 listed building; the largest remaining Victorian glasshouse in the world – dating from 1863.  It also included plans to expand Kew’s involvement with communities and schools by providing, new spaces for engaging in community and participation projects.

Artists Impression: Temperate House Kew.  Picture: Kew Gardens

This National Lottery supported five-year long undertaking has been truly immense – the entire framework of the building has been painstakingly repaired, and its 15,000 panes of glass replaced, along with its intricate ironwork and expansive paved flooring.  Around 500 plants were taken out and housed in a temporary nursery, with an incredible 10,000 going back in.  The close out phase has been a lengthy and delicate process that started in September 2017and was completed on time for the opening in May 2018.

The £41 million restoration project was carried out by Donald Insall Associates.  Designed by Decimus Burton in 1860 the greenhouse was dismantled into some 69,000 components, metal parts stripped back to base layers and repainted using more than 5,000 litres of paint.  Donald Insall were involved in every stage of the project and prepared the conservation master plan.

Aimée Felton, of Donald Insall Associates, said “When we tried to put everything back in perfect alignment, we ran tests and found there were leaks everywhere. Of course, the original building had been built by craftsmen rather than robots”.  She went on to say “So Kew is something of a test-bed for the Palace of Westminster, in that they both offer the same proposition of academic thought versus actual realities. Both have to be living buildings that are made to work efficiently without losing their charm. But at least, unlike MPs, plants don’t have much of an opinion where they’re sent to.

NOW THE NOT SO GOOD NEWS

As always, the press has been awash with the bad news, that sells papers, after all.  The biggest disaster has been the TSB IT disaster but there are also problems for several high-profile projects that are at the planning stage, BREXIT rumbles on and new nuclear has been enjoying mixed fortunes.

More…

To read entire report, click here

 

To cite this report: Shepherd, M. (2018). June 2018 UK Project Management Round Up, PM World Journal, Vol. VII, Issue VI – June.  Available online at https://pmworldjournal.net/wp-content/uploads/2018/06/pmwj71-Jun2018-Shepherd-UK-Regional-Report.pdf



About the Author


Miles Shepherd

Salisbury, UK

 

 

 

 

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

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

 

 

Finland Project Management Roundup for June 2018

Updates on Project Management Association Finland; PMI Finland Chapter (May 17th Conference in Otaniemi, Espoo); 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 organizes an annual conference in the spring. This year the conference took place on May 17th, in Otaniemi, Espoo, with an overarching theme “Grow!”.

The President of the PMI Finland Chapter, Mr Vesa Koskela, opening the event

 

More…

To read entire report, click here

 

How to cite this report: Vaskimo, J. (2018). Finland Project Management Roundup for June 2018; PM World Journal, Vol. VII, Issue VI – June. Available online at https://pmworldjournal.net/wp-content/uploads/2018/06/pmwj71-jun2018-Vaskimo-Finland-Project-Management-Roundup-report.pdf



About the Author


Dr Jouko Vaskimo

Espoo, Finland

 

 

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

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

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

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

 

 

June 2018 Report from Italy

The People of Project Management in Italy: An Update; PM EXPO Spring Experience 2018; PMS 2018 – the 16th International Conference on Project Management and Scheduling; Forum PA 2018

 

REPORT

By Massimo Pirozzi

International Correspondent

Rome, Italy

 


INTRODUCTION

This second Regional Report includes an update about the people of Project Management in Italy, with a focus on the increasing success of Project Management International Standards, and, in its second part, a report about PM Expo Spring Experience, a major Event dedicated to Project Management that has been organized, in Milan Area, by the major Italian Association of Project Management, the “Istituto Italiano di Project Management” (Italian Institute of Project Management, ISIPM for short), plus a short overview about two important events that have been sponsored by ISIPM, PMS 2018 – the 16th International Conference on Project Management and Scheduling, and FORUM PA 2018.

THE PEOPLE OF PROJECT MANAGEMENT IN ITALY: AN UPDATE

In Italy, we are still witnessing a steadily increasing positive trend in the dissemination of Project Management discipline: in first five-month period of 2018, there have been more than 700 Basic Certifications (about 95% ISIPM – Base, 5% CAPM), and more than 600 Advanced Certifications (about 80% PMP, 20% ISIPM Av) ¹: if the second half of 2018 will confirm this trends, we will reach an absolute record!

The increasing interest for Project Management Discipline corroborates the importance that Project Management Standards have for Project Management People: I asked to Maurizio Monassi, Certified PMP, ISIPM-Av, and Professional Project Manager, Member of ISIPM’s Executive Committee, and Member of the Working Group GL13 of UNI, the Italian Standardization Body (relevant to UNI ISO 21500 and UNI 11648 National Standards, for Project Management and Project Managers respectively), to give us some cue about Standards.

«Standards are always important: if one thinks he has a problem, but he fails to relate it to a standard, he understands that he does not have a problem, but he simply has a more or less strong perception that something goes wrong. The ISO 21500:2012 “Guide to Project Management”, which has been adopted in Italy in 2013 by the Italian Standardization Body “UNI”, is a high-level Standard that frames the general concepts of Project Management, in order to help professionals and companies both to fully understand the discipline of project management, and to share a common project management language. The success in the world of ISO 21500 is also proven by the fact that this standard has become a family of international standards, such as: ISO 21503: 2017, “Guidance on programme management”, ISO 21504: 2015, “Guidance on portfolio management”, ISO 21505: 2017, “Guidance on governance”, ISO 21508: 2018 “Guidance on earned value management” .In addition, the ISO Group TC258 that follows this program is developing the ISO FDIS 21511, “Work breakdown structure”, scheduled for 2018, and perhaps the most important of all, the Working Draft 21506, “Project Management Vocabulary”, which will be a global glossary inspired by the “PMI Lexicon of Project Management Terms”. Many people have been involved in the 12-years development of the work, and PMI has had an important influence on all ISO standards, then ensuring respect for the market standards, which, on turn, evolved and improved thanks to ISO 21500 itself. In any case, in addition to the PMBOK, released and updated every four years by the PMI, recognized as the American National Standard, and welcomed as a de facto standard by a large part of the project manager community in several countries, there were other sensitive influences on ISO 21500 such as, for example, the ICB (Individual Competence Baseline) of IPMA (International Project Management Association). The effort to continuous improvement, which is the basis of all virtuous projects, has meant that, for example, ISO 21500 has introduced the important Subject Group of ​​Stakeholders, that were relegated before to 2 simple processes in the Knowledge Area Communication in the PMBOK ® Guide 4th Ed., thereby following the approaches of IPMA ICB, of BS 6079,  and of Japanese P2M; in addition, ISO 21500 simplified the Subject Group ​​Risk and suggested major improvements in the Subject Group ​​Resources. After that, PMI has implemented the improvements in its PMBOK® Guide 5th Ed. and its current 2018 PMBOK® Guide 6th Ed. Presently, since some years have passed, ISO 21500 is, of course, under revision.

The Italian Institute of Project Management (ISIPM) has developed a successful National Advanced Certification, called ISIPM-AV, which is totally compliant with ISO 21500: the correspondent guide is “Guida ai temi ed ai processi di project management (Guide to Project management Themes and Processes)”, whose Authors are Enrico Mastrofini, Vito Introna, Maurizio Monassi, Massimo Pirozzi, Biagio Tramontana and Graziano Trasarti. Definitively, in Italy, we can say that the World of Project Management is finally acquiring its rightful place…»

More…

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

 

To cite this report: Pirozzi, M. (2018). June 2018 Report from Italy, PM World Journal, Vol. VII, Issue VI – June. Available online at https://pmworldjournal.net/wp-content/uploads/2018/06/pmwj71-Jun2018-MPirozzi-2nd-Report-from-Italy-English.pdf



About the Author


Massimo Pirozzi

Rome, Italy

 

 

Massimo Pirozzi, MSc cum laude, Electronic Engineering, University of Rome “La Sapienza”, Principal Consultant, Project Manager, and Educator. He is a Member and the Secretary of the Executive Board, a Member of the Scientific Committee, and an accredited Master Teacher, of the Istituto Italiano di Project Management (Italian Institute of Project Management). He is certified as a Professional Project Manager, as an Information Security Management Systems Lead Auditor, and as an International Mediator. He is a Researcher, a Lecturer, and an Author about Stakeholder Identification and Management, Relationship Management, Complex Projects Management, and Project Management X.0.

Massimo has a wide experience in managing large and complex projects in national and international contexts, and in managing relations with public and private organizations, including multinational companies, small and medium-sized enterprises, research institutes, and non-profit organizations. He worked successfully in several sectors, including Defense, Security, Health, Education, Cultural Heritage, Transport, Gaming, and Services to Citizens. He was also, for many years, a Top Manager in ICT Industry, and an Adjunct Professor in Organizational Psychology. He is registered as an Expert of the European Commission, and as an Expert of the Italian Public Administrations.

Massimo Pirozzi serves as an international Correspondent in Italy for the PM World Journal. He can be contacted at [email protected]

To see other works by Massimo Pirozzi, visit his author showcase in the PM World Library at https://pmworldlibrary.net/authors/massimo-pirozzi/

 

 

June 2018 Update from Buenos Aires

Infrastructure Projects Continue in Argentina; updates on PMI chapter activities in Buenos Aires, Cordoba and Mendoza (Report from Argentina)

 

REPORT

By Cecilia Boggi, PMP

International Correspondent

Buenos Aires, Argentina

 



In today’s Argentina, with still great difficulties to recover the economy, diminish inflation and reduce the fiscal deficit, many infrastructure projects are still being carried out in different areas and throughout the country’s extensive geography.

From the road works that are repaving the roads that were without maintenance many years and transforming routes into highways to facilitate circulation and reduce traffic accidents, to renewable energy generation parks, such as wind farms in Patagonia and the extensive generators of solar energy of the Argentine Northwest, including the urbanization of the “villas”, as were named the very precarious neighborhoods, being provided now with potable water services, sewers, electricity and storm drains, the renovation of the railways that have been abandoned for more 30 years and many other projects to improve the country’s infrastructure and generate jobs and development.

One of the projects most renowned in recent days, is the expansion of Line H of subways of Buenos Aires, since on May 17, it was inaugurated the new station Julieta Lanteri in the neighborhood of La Recoleta, next to the Faculty of Law of the University of Buenos Aires.

President Mauricio Macri participated in the inauguration together with the Mayor of Buenos Aires City, Horacio Rodríguez Larreta and other government officials. Macri said that the works undertaken in the country are part of “a path of transformation and profound change” that “carry the effort, conviction and persistence of all.” In turn, the president celebrated the decision of give name to the station as Julieta Lanteri, the first woman who voted in Argentina and in Latin America. “Julieta Lanteri was a vanguardist in her time, claiming for things that are now becoming more real and possible,” said Macri, adding that the decision “is so valid at this time, that we have raised a very important agenda in terms of gender equality and opportunities, on March, 1st”.

Photo: President Mauricio Macri, together with the Mayor of Buenos Aires City and two female conductors of the subways, at the inauguration of the new Julieta Lanteri Station of the Subway Line H of Buenos Aires.

Julieta Lanteri (Italy, March 22, 1873 – Buenos Aires, February 23, 1932) was an Italian-Argentine doctor, politician and feminist. In 1886 she was admitted to the National College of La Plata and was the first woman graduated from that institution. In 1911 she was the first Argentine and Latin American woman who voted, after achieving the exception to the Electoral Justice based on an omission in the call of the Municipality of Buenos Aires. The female vote did not exist at that time in Argentina (it was approved in 1947).

More…

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

 

To cite this article: Boggi, C. (2018). Project Management Update from Argentina, PM World Journal, Vol. VII, Issue VI – June. Available online at https://pmworldjournal.net/wp-content/uploads/2018/06/pmwj71-Jun2018-Boggi-argentina-regional-report-english.pdf



About the Author


CECILIA BOGGI

International Correspondent
Buenos Aires, Argentina

 

 

 

 

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

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

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

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

 

 

Terms and Conditions for Payments

from Online Music Streaming Platforms

 

STUDENT PAPER

By Mathieu Sabadie

SKEMA Business School

Lille, France

 



ABSTRACT 

The problem we speak about is very important within the whole musical industry. In fact, payments from online platforms are to be one of the most important sources of revenues for artists. We should care about this issue because it could provoke discouragement of artists but also because, with the emergence of DIY (Do It Yourself) artists and the difference of money they earn, this situation could finish with the end of Major Labels.

Our problem is that payment terms and conditions are not equally dispatched between online platforms, Major Labels and Artists when we speak about benefits created by the online music market.

I have chosen to base my analysis on 3 particular contract frameworks to see, thanks to different tools, which framework could be the more efficient to provide more equity.

We easily see that the two frameworks from the CSI Documents are the most efficient to solve (not perfectly) our issue. From these two solutions, we should retain the Cost plus Fee one, because it is more flexible and precise than the other one.

Our answer could provide more equity, but also more flexibility in payments and terms, and a real adaptation to the music industry could save Major Labels by regulating the market better, and providing more equity.

Key words:  Music Streaming, Payments, Online Platforms, Youtube, Royalties, Spotify, Labels

INTRODUCTION

Among passion, the most important motivation for artists is to earn money. The fact is that the music industry has been radically changing during the past decade. Indeed, with the emergence of a highly connected world, big musical labels had to find a new way to attract people towards buying music while they now can have it for free thanks to illegal fire sharing. In fact, the sources of benefits were drastically cut by the end of the material disk: benefits for disks sales passed from 12.8 billion dollars to 5.4 billion dollars between 1999 and 2008[1] and Labels were not able to find radically new ways of making money. Due to this situation, a new actor came into play with the Apple Itunes Store in 2004: the downloading and streaming web platforms. The system they created was rules free because completely new. Labels and digital actors went into struggle to control this fast growing market, overcoming since 2015 the physical one[2].

If we go out this general vision and look more into details, we can see that even if web platforms are all losing money (174 million dollars for Youtube, 250 million dollars for Pandora between June 2016 and June 2017[3] ³), artists with label contracts payments are not as important as we can imagine in this area.

Nowadays, web platforms must pay advances to Major Labels to exploit their music catalogs. Major Labels next verse royalties to the Artist, based on the contract clause(s) related to this topic. The fact is that Major Labels redistribute only a few parts of it (17 $ per 1000 plays on free platforms for example).

Payments are formally formulated and decided within the artist’s contracts and must be documented to prevent stakeholders’ issues or misunderstandings. It is a mandatory to use element and must be agreed by all parts. Different payment frameworks are usually available, and I have decided to base my reflection in five different forms: AIA, CSI and Consensus Doc.

I will provide answers to the next questions:

  • What are the differences between the different Payment forms useful to improve artists’ retribution?
  • Which one would be the most efficient to enable artists’ royalties to be higher?
  • What are the potential risks, among artists’ benefits, not to use the relevant change orders form?

More

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

How to cite this paper: Sabadie, M. (2018). Terms and Conditions for Payments from Online Music Streaming Platforms, PM World Journal, Volume VII, Issue VI – June. Available online at https://pmworldjournal.net/wp-content/uploads/2018/06/pmwj71-Jun2018-Sabadie-payments-from-online-music-streaming.pdf



About the Author


Mathieu Sabadie

Lille, France

 

 

Mathieu Sabadie is a Student and a Project Management Practitioner both in associative and in professional life. He has run events, projects and Programmes in further different sectors (Music, Arts, Logistics, Consulting). He has been Project Manager for the SKEMA Arts Week (event for 1500 participants) or Place, Beverage and Media Manager at Skip the Beat Festival (first edition of a House Music Festival in Lille for 1000 participants). He has also been a Project Manager for the three French Speaking curses of the Escola Europea de Short Sea Shipping in Barcelona and Junior Consultant for International Team Consulting, also in Barcelona. He is now working as a Freelance Consultant for various French SME and passing and MSc in Project and Programme Management / Business Development in SKEMA Business School in Lille, France and will be graduated on June of 2019. Throughout this Master he is involved in the organization of a TEDx Conference in SKEMA and has run a project in rural village development in Morocco. He is Agile PM Foundation and Green Project Management certified and currently passing the Prince 2 Foundation Certification. He also has some experiences in Recruitment, Sales, Business Development, Customer Service and Team Management. Mathieu can be contacted at [email protected].

 

[1] Ben Kilmer (2010). The Evolution Of The Music Industry The Effect Of Technology And Law On Strategic Management And Sustainability. SlideShare. Retrieved from https://www.slideshare.net/BenKilmer/theevolutionofthemusicindustrytheeffectoftechnologyandlawonstrategicmanagementandsustainabilitykilmer2010

[2] IFPI (2016) GMR 2016. IFPI.org. Retrieved from http://www.ifpi.org/downloads/GMR2016.pdf

[3] Daniel Sanchez (2017). What Streaming Music Services Pay (Updated for 2017). Digitalmusicnews.com. Retrieved from https://www.digitalmusicnews.com/2017/07/24/whatstreamingmusicservicespayupdatedfor2017/

 

Dwarves’ Forge or High Tech Manufacturer?

Bombardier’s Quality Crisis

 

STUDENT PAPER

By Fei Wang

SKEMA Business School

Paris, France

 



ABSTRACT

The objective of this paper is to resolve the quality control issues at Bombardier™ Inc., recipient of a $1.2 billion contract to manufacture 204 light rail vehicles (LRVs) for the Toronto Transit Commission (TTC). It has identified a major crisis in the municipal transportation system of Canada’s largest city, Toronto, which is also North America’s third largest city. In the ten years since the contract was awarded, Bombardier has missed every single delivery deadline many times over, threatening the operational network of the TTC. The author has referenced and researched news articles and opinion, as well as corporate financial and legal documentation and industry publications to arrive at the conclusions. It was discovered that Bombardier has few problems with timely LRV delivery from its European manufacturing plants, but many from the plants in Ontario, Canada and Mexico. In conclusion, it is recommended that the application of stringent Root Cause Analysis (RCA) methodology be implemented in all of Bombardier’s Transportation division.

Key words: Quality control, Just-in-time (JIT), Bombardier, Toronto, Toronto Transit Commission (TTC), Work breakdown structure (WBS), Pareto, Root Cause Analysis (RCA), define-measure-analyze-improve-control (DMAIC), Six Sigma (6σ), Supply Chain, quality pre-warning mechanism (QPWM),

INTRODUCTION

A Toronto Transit Commission (TTC) engineer characterized the assembly of vehicles in Thunder Bay as being “hand-built.” A factory worker characterized it more bluntly: “They take f–king hammers and they smash the steel into shape, like it’s a f–king dwarves’ forge.”

“Bombardier has been shut out of a $4-billion contract to supply subway cars to New York City because of past delivery delays.”

These statements dramatically demonstrate the quality management crisis facing Bombardier Inc., the largest producer of railcars in the world. In 2009, the TTC inked a contract with Bombardier for a $1.2 Cdn billion order for 204 new low floor “Flexity” light rail vehicles (LRVs) to replace the existing 30-year old dilapidated fleet. Since the commencement of the order, a host of contractual problems have significantly delayed production, so much so that Toronto Mayor John Tory called the repeated delays a “farce” in October 2017.

It was announced in the 1998 Bombardier Annual Report to Shareholders that …” The Six Sigma program will be a key contributor in our aim to reach our new five-year pre-tax target profit margin of 10%. After its successful introduction at Bombardier Aerospace in 1997, the Six Sigma quality and productivity improvement program is now being implemented company-wide.”

It has not worked.

In 2016 the TTC exercised a legal claim against Bombardier for $50 million. The proceeds of the lawsuit are to be used to repair existing surface transit vehicles as well as to commission buses to replace them, resulting in fewer buses for existing routes. The importance is that Toronto requires a reliable and efficient transit system NOW, not years down the road.

How can Bombardier improve quality control and supply chain management to ensure it meets its contractual agreements for future deliveries?

More…

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

How to cite this paper: Wang, F. (2018). Dwarves’ Forge or High Tech Manufacturer? Bombardier’s Quality Crisis, PM World Journal, Volume VII, Issue VI – June. Available online at https://pmworldjournal.net/wp-content/uploads/2018/06/pmwj71-Jun2018-Wang-Fei-dwarves-forge-or-high-tech-manufacturer.pdf



About the Author


Fei Wang

Paris, France

 

 

 

Fei Wang is a MSc student in SKEMA Business School, Majoring in Project and Programme Management &Business Development, with nearly 10 years of working experience in business management and International construction projects. He has worked as a project manager assistant, administrator, financial assistant and international business manager in China Railway Design Corporation (CRDC) and “TSDI-APEC-EDON” railway engineering consortium consultancy in different international projects in North America, Russia, Kenya and Tanzania. He has both infrastructure engineering and project management education background and experience. He lives in Paris, France now and can be contacted at [email protected]

 

 

Problems of Bidding Process in China

 

STUDENT PAPER

By Peng Wang

SKEMA Business School

Paris, France

 



ABSTRACT

The bidding process is one of the most important processes in a project, it decides whether a group could have a chance to do a project or not. In such a vital process, there are companies making profits by using special method based on relationship. For this paper, the author interviews an employee to get the real data and analyze these data with the MADM method. The author points the deep reason behind the problems of bidding process. That is the relationship plays the key role in the bidding process. To reach a healthy BAU environment, the author gives suggestions to solve the problems in bidding process.

Key words:     Bidding process, relationship, technical parameter, IT, China, culture

INTRODUCTION

Problem Recognition

Bidding process is one of the most important processes in a project, it decides whether a group could have a chance to do a project or not. From the 21st century, Chinese market is becoming more attracting in the whole world. Based on the data from Ministry of Commerce of the PRC, from January to July 2017, there are 17695 foreign companies founded, and the actual foreign capital is used 72.14 billion dollars[1].Therefore, the basic research on Chinese bidding system is necessary in order to get the bid among several competitors. There are a lot of visible and invisible rules and conventions during the bidding process. By interviewing an employee in a Telecommunication/ Network company located in Harbin, North-east of China, second-line city, and seeing through the Chinese bidding laws and some bidding documents in the real business, this paper will provide a different view on Chinese bidding process, choosing IT field as an example, to show some process which does not write down in the Chinese bidding law.

Since there is no effective paper reflecting the system of ‘operating in shadow’, the author will carry on the analysis from an exclusive perspective; Chinese view. One process the author will discuss is that sometimes basing the special relationship between two parties in bidding process, the part of making the bid will communicate the specific parameter of their bid in order to let the only company they want to cooperate have the chance to win the bidding. So the deeper reason is well worth researching.

The purpose of this paper is to let those people who want to do business with Chinese companies know some hidden rules in the bidding documents. This might enable some readers to get higher competitive advantage in Chinese market. By looking through the backgrounds of all the bidding process with corruption, the author can find that there is a black-box operation between bidders, and there are communications between bidder and agency.  Also there is manipulation by employees in the bid management institution, as well as some leaders’ involvement.

More…

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

How to cite this paper: Wang, P. (2018). Problems of Bidding Process in China, PM World Journal, Volume VII, Issue VI – June. Available online at https://pmworldjournal.net/wp-content/uploads/2018/06/pmwj71-Jun2018-Wang-problems-of-bidding-process-in-china-student-paper.pdf



About the Author


Peng Wang

Paris, France

 

 

 

Peng Wang is a MSc student in SKEMA Business school, major in Project Management & Business Development (PPMBD). He graduated from North-East Forestry University, China and holds a Bachelor’s degree in Electrical Information Engineering. He has experience in Customer Service. He has both project management and IT engineering background, and certificated by PRINCE2 and AGILE, as a project controller, project planner. He has potential to be a promising project manager. He lives in Paris, France now, and can be contacted at [email protected].

 

[1] Ministry of Commerce of PRC. (2017, September 1). 2017年1-7月The Statement of Attracting Investment from Foreign Companies Website of Ministry of Commerce of the PRC. Retrieved November 2017 from http://www.mofcom.gov.cn/article/tongjiziliao/v/201709/20170902640365.shtml

 

 

Research on the risks and opportunities

of international railway projects based on FIDIC-EPC contract

 

STUDENT PAPER

By Shangxin Yang

SKEMA Business School

Paris, France

 



ABSTRACT

The globalization encourages the rise of international construction project. The risk which can be positive or, in most case negative, is no doubt one of the most important parts to control in the project. This article is based on international railway projects under FIDIC-EPC contract, trying to explore the risk factors and the opportunity factors which are less considered in the project, using Multi-attribute decision-making (MADM) method to choose best solution for responding to risks or opportunities and finally give relevant recommendations.  This might help owners and contractors to understand and choose optimal risk response solutions to improve their risk management. It is concluded that there are five main risk factors: external, operational, project management, engineering and financial, and four main opportunity factors:  scope, technology, working process and external. The best risk response solution is to mitigate while the best opportunity response is to share. Focusing on risk prevention and projection, also exploring the opportunities and sharing them can lead to more competitive advantages in the project.

Key words: International railway projects; EPC; International contract; Risk analysis; Decision making

INTRODUCTION

Globalization and urbanization are becoming a trend in the world. The railway transport is booming following the city growth. Just in China 2017, the government has invested 100 billion euro on railway construction and about 30 billion euro on oversea railway construction [11]. International railway projects have both opportunities and risks. Generally, they use the FIDIC-EPC contract, on the condition of which risks balanced mechanism was changed. The owner pays a higher price at the same time the contractors are supposed to get a lot of extra additional risks, such as accidents, unforeseen difficulties and quality requirements [3].

It is well known that railway construction projects are always being a large-scale projects with high investment (For example, Shanghai metro line 2, construction cost is up to 10 million dollars per kilometer); taking a long time from construction to final operation phase will need 5-6 years in general and high risk. As a result, international railway projects face various risks which may diminish project profitability or even cause a project to fail. In 2004, a railway construction accident of Shanghai line 14 has caused hundreds injured and 150 million yuan lost, which was caused by the changed construction method with bad control of quality.

People began to study risk management after World War II [6]. In the 1950s, researchers undertook fundamental studies of risk management. Until now, In PMBOK (2000), it expands the risk management part from 4 aspects to 6 aspects [6]. It’s becoming more and more important so that lots of international researchers are focused on this subject. It is found that there is a strong relationship between the amount of risk management efforts undertaken in a project and the level of the project success [3].

This paper will focus on international railway projects in terms of EPC contract and go into the different aspects of risks including external risk, financial risk, project management risk, engineering risk and operational risk. We will answer two questions:

  • What are the main risk factors or opportunities that owners and design-builders must consider when selecting the railway project under EPC contract type? Because only when we fully understand the risk factors during the railway construction projects can we take effective measures to make sure the project is accomplished well.
  • Which risk response strategies are better in dealing with the risk and opportunities?

The findings will be able to help stakeholders make better decisions or considerations for controlling or reducing risks.

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: Yang, S. (2018). Research on the risks and opportunities of international railway projects based on FIDIC-EPC contract, PM World Journal, Volume VII, Issue VI – June. Available online at https://pmworldjournal.net/wp-content/uploads/2018/06/pmwj71-Jun2018-Yang-risks-opportunities-international-rail-projects-student-paper.pdf



About the Author


Shangxin Yang

Paris, France

 

 

 

Shangxin YANG specialized in transportation engineering at Tongji University, Shanghai, China.  She has double competences in industrial risk management (MS l’Ecole des Mines de Paris) and project management (SKEMA Business School). Internship experiences at RATP (Autonomous Operator of Parisian Transports) in learning from experience of railway accidents and establishing procedures accordingly. Also, she had internship experience in Valeo PowerTrain System Business Group on knowledge management. Shangxin can be contacted at [email protected]

 

The Complexity of Cancellation Clauses in Entertainment

 

STUDENT PAPER

By Soléne Paillart

SKEMA Business School

Paris, France

 



ABSTRACT

Cancellation clause defines the terms of a valid cancellation and protect all the work that already been done. Giving that definition, it will make sense that every contract have a cancellation clause well defined especially in the event sector where the event is uncertain until it starts. However, when comparing different types of contracts using a MADM matrix, we observed that many contracts do not protect well both parties in case of termination. Event planner should be really vigilant when using a contract’s termination clause.

Key words: Cancellation clause, Event, Music industry, Contract cancellation issue, Event planner, Performance contract.

INTRODUCTION

Event management is a fast growing industry that second only to construction, is probably one of the oldest and most mature applications of the project management processes, dating back to the early Greek and Egyptian civilizations. It includes meetings, seminars, conferences, weddings, festival, and charity. Even though it seems simple, planning an event require an important organization. Event management gathers a million industries.

Event sector is known to be an uncertain sector where you are sure that something will go wrong. Consequently, in that particular sector, contracts must determine clearly what to do in that case. The event is not sure until it is started. As that industry deals with uncertainty, the contract must provide certainty and protect both the client and the event planner from obstacles and it is the reason why a cancellation clause is always needed in the contract. Neither part of the contract wants a cancellation to happen because there is many factors and people involved but sometimes it has to be done.

In the event sector cancellation is something that happen often, but it’s repercussion are not anticipated well by either party when the procedure is launched. It can become an issue for both parts when things out of their knowledge happen, especially the impact of the procedure.

The aim of this article is to clarify this situation and compare real cases to theory. It is important to provide information to both parties to enable them to act in their best interests; give knowledge about what cancellation clause in the contract should contain; and the impact of cancellation.

This paper will help answer the question: Why Cancellation clauses in a contract are complex?  It will be analyzed in detail by answering the questions:

  • Why cancellation terms are essential in a contract?
  • Why cancellation clause is not used in daily contracts?
  • Why it is not a clause present in all contracts?
  • Why Entertainment needs the cancellation clause more than other sectors?

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: Paillart, S. (2018). The Complexity of Cancellation Clauses in Entertainment, PM World Journal, Volume VII, Issue VI – June. Available online at https://pmworldjournal.net/wp-content/uploads/2018/06/pmwj71-Jun2018-Paillart-complexity-of-cancellation-clauses-in-entertainment-student-paper.pdf



About the Author


Solène Paillart

Paris, France

 

 

Solène Paillart is an Msc student from SKEMA Business School. She is currently studying Project Programme Management & Business Development. Before that, she studied 4 years global management in the same business school. French native but raised in Poland, she grew up in a multicultural environment. It was thus only natural she decided to study abroad. She studied in Fundação dom cabral in Brazil, and in North Carolina State University in the USA.  She has experience in event project management for being responsible of the event section of two associations from her university: the moviemaker organization and the humanitarian organization. As a project manager student, she recently obtained PRINCE 2 and Agile PM certifications.