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A real estate contract

At what point and to what extent does it become binding?

 

STUDENT PAPER

By Alix Sion

SKEMA Business School

Paris, France

 


 
ABSTRACT

The purchasing process in the real estate world can be very complex for both the buyer and the seller of the property. Both can be reluctant to signing the contract in regards to the level to which it is binding, so it is important to be informed about the different steps of the process and the level to which they are binding to one or both parties.

We will here review all eleven steps of the real estate purchasing process and determine what contingencies can be found at which step. We will then deduct from this analysis the level to which each step is binding and create a ranking of the steps.

This will lead to the resolution of our problem which is to determine at what point and to which extend a real estate contract becomes legally binding.

Key words: Contract; real estate; legal; binding; offer; seller; buyer; contingency; dispute

INTRODUCTION

When individuals are asked about their life goals, a very common response is to “buy a house”. Nearly everyone will be concerned by this situation at one point in their life and will have to look into the procedure of doing so. On the other hand, if you own a property and wish to sell it you will also have to inform yourself about those procedures to conclude a deal with a potential buyer. The real estate market is enormous and concerns everyone; in the United States, in 2015, 5,250,000 existing homes were sold as well as 510,000 newly constructed ones.

Once a buyer and a seller have come together to conclude a deal, buyers can agree verbally with the sellers on their decision to purchase or not. They will then proceed to sign a real estate contract.

But can they change their mind after the contract is signed? How binding is the signed contract and at what stage of the buying procedure does the action of the house being sold from the seller to the buyer become official? Can the buyer retract from the contract and until what stage? What about the seller?

It can be interesting to look into this situation to try and determine exactly at what point a real estate contract becomes binding and to which level. We will examine the contingencies decided by the attorneys and the contract’s details that can prevent a party to be unable to retract from the contract, and we will reflect on the reasons a buyer and a seller each have to make the contract more or less easy to cancel.

This will bring us to the resolution of our problem which is to determine at what point and to which extend does a real estate contract become legally binding?

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: Sion, A. (2018). A real estate contract: At what point and to what extent does it become binding? PM World Journal, Volume VII, Issue VIII – August.  Available online at https://pmworldjournal.net/wp-content/uploads/2018/08/pmwj73-Aug2018-Sion-when-does-real-estate-contract-become-binding.pdf

 



About the Author


Alix Sion

Paris, France

 

 

 

Alix Sion is a MSc student studying Project and Programme Managament and Business Development in the Paris campus of SKEMA business school. Born in France, she lived three years in Chester, England and three years in Manila in The Philippines during her childhood, before moving back to France at age 11. Once she obtained her baccalauréat, she then went on to study a double degree in Global Business. After two years of studies in Dublin City University and two years in NEOMA Reims in France she graduated with first class honours in 2017.

During her two years in NEOMA, she was vice president of the student union and contributed to the organization of a business weekend reuniting more than 500 students from many different countries. She was very passionate about it and this has contributed to her desire to spend her life engaging in temporary projects.

Once she has obtained her masters degree, she will go on to start her career abroad, possibly in Ireland or Switzerland where her family currently lives.

 

 

Incorporating CSR in contracts

More than a necessity, a competitive advantage

 

STUDENT PAPER

By Kristen Zimbardo

SKEMA Business School

Paris, France

 


 
ABSTRACT

Corporate Social Responsibility is a raising issue for every organization. This paper’s objective is to explore different alternatives to find opportunities for organizations to be engaged in this issue in their daily business and not only with actions not related to their activities. Developing three alternatives, comparing them with multi-attribute decision making tables and non-compensatory model we found an alternative bringing more benefits to the organization. AIA developed this year a sustainable exhibit to implement in contracts that facilitates to reach sustainable goals. By working with this type of document, an organization will be involved in long-term strategy and sustainability, therefore, improving its social impact.

Key words: Corporate social responsibility; CSR; Clauses; Sustainability; AIA; Stakeholders management; Sustainable contract

INTRODUCTION

Many social and environmental scandals have been unveiled in recent month and years, affecting large companies. Often, these scandals link those companies to their subcontractors. Sometimes, they are not aware because they have many subcontractors and they suffer from the information asymmetry. However, they could have avoided that kind of situation. Some big companies do not seem to remember the lessons of the past and always repeat the same mistakes. For example, Apple, affected by the repeated suicides scandal at its main supplier Foxconn in 2010, which had promised to improve the working conditions of workers and who reported on improvements since, was again denounced in 2017 for the unbearable working conditions imposed on workers at another of its Pegatron suppliers. But Apple is not the only one, all sectors have been hit by scandals about their subcontractors: The 1100 deaths due to the collapse of Rana Plaza in Bangladesh, a building operated by subcontractors of many Western fashion companies, Findus and horse meat, Nike and child labor in the 90s … But once the truth is out, these scandals dishonour their public image for a while with the public opinion and shows above all an incredible detachment regarding the treatment of employees and the environment. Thinking of hiding themselves behind subcontractors, they are primarily responsible for these scandalous situations. Why wait for a disaster before taking action to reduce the risks? Human lives are at stake and the environment must be protected, all of which goes well beyond profits.

The first that can play a role are the major distributors towards their suppliers and subcontractors. It is up to them to demand concrete measures and tangible proof of their commitment to decent working conditions and the use of products that reduce risks to the environment and workers’ health. In order to put man and Earth back in the heart of the economic game and thus avoid new scandals, it is essential for all distributors to act today at the level of their suppliers in order to commit to their social responsibility.

Step 1 – Summary of problem statement

How can organization use CSR in contracts?

Our aim will be to understand:

  • What are the possibilities to implement CSR in contracts?
  • Which is the most important criteria that organisation should choose to select an alternative?
  • What benefits can they make from incorporating CSR in contracts?

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: Zimbardo, K. (2018). Incorporating CSR in contracts: more than a necessity, a competitive advantage, PM World Journal, Volume VII, Issue VIII – August.  Available online at https://pmworldjournal.net/wp-content/uploads/2018/08/pmwj73-Aug2018-Zimbardo-incorporating-csr-in-contracts-student-paper.pdf

 



About the Author


Kristen Zimbardo

Paris, France

 

 

 

Kristen Zimbardo is a French MSc student in SKEMA Business School, major in Project and Programme Management & Business Development (PPMBD). He comes from Sarcelles in the North of Paris (France) and studied at Lycée Jean-Jacques Rousseau in Sarcelles until the age of 20. He studied one semester in Raleigh (USA) in 2016 and worked 4 months in Kuala Lumpur (Malaysia) in 2017. In 2016, he has worked for Société Générale, a French Bank as a Human Resources research officer in Paris. He is developing a strong interest in Corporate Social Responsibility and would like to work in this field. He lives in Sarcelles, France now, and can be contacted at [email protected]

 

 

Towards a Culture of Innovation

How Agile and Organizational Change Management Contribute to the Success of Culture Change

 

SECOND EDITION

By Katharina Kettner, PhD

Canada & USA

 



It is not the strongest of the species that survive, nor the most intelligent, but the ones most responsive to change.
(Charles Darwin)


Same goes for organizations in the jungles, swamps, and rough seas of the global economy, dealing with the constant need to adapt to technological and economic changes. Even – and especially – industries and regions on the periphery of change now feel the pressure to innovate to respond to markets, industry regulations, and customer demands.[1] So how does one achieve that goal?

As a young consultant I was approached by the newly appointed VP of Innovation and Creativity for a large tech company to discuss a concept for some changes he wanted to make. He explained to me that it was high time for the company to become more creative and innovative, and that he couldn’t understand how the employees, who were so creative in their cottages, clubs, and allotments, were “withholding creativity and innovative spirit from the company”.

That was around the turn of the century and two decades later I am still puzzled by this leader’s perspective. This company’s employees were – and still are – recruited for superior technological and engineering skills, for exact analysis, and precise measurement. Moving an organization with 10000+ employees worldwide towards a culture of creativity is not an easy feat.

Fast forward into the 21st century and I am doing an impact analysis on a project. In OCM (Organizational Change Management) stakeholder impact analyses often start with the primary source of information (key stakeholder, business lead, SME) stating “not much of a change really, we’re just introducing a few new standards and procedures”. In this case, with some careful question technique it turned out that this change will affect hundreds of employees working in operations and require them to assess risks autonomously and in cross-functional teams across deeply ingrained silos. The mutual conclusion at the end of the interview is that the change of mindsets and behaviors is actually quite large.

Far beyond initiatives that introduce bean bags and bright colors to common rooms, this is what Culture Change looks like. It’s quite technical on the surface, but is actually about touching mindsets and changing the way an organization has been working for decades, sometimes longer.

Culture is the answer to the question “how we do things around here” and all its underpinning mindsets. Culture is an iceberg[2]: Behaviors, artifacts, policies, industry standards, logos, the way of dressing etc. are visible and above the water line. Values, beliefs, informal communication (water cooler talks, rumours etc.) are below and can only be reached via behaviors. Norms are around the water line: Dress code is a good example, it may be “unwritten law” or stated explicitly.

To the members of a culture, the invisible factors are deeply rooted, often they are not consciously aware of them[3]. Without holistic Organizational Change Management, based on experience and including factors such as stakeholder engagement and organizational culture, many of the “invisibles” will go unnoticed in organizations, leaving leaders wondering why nothing is moving forward.

Despite the fact that executives and business consultants tend to avoid the word culture, awareness for Organizational Culture is in fact on the rise. Surveys and research show that executives, managers, and co-workers place a great deal of importance on their organizational culture, even if it may not be readily admitted in everyday life.

 

Figure 1: http://www.strategyand.pwc.com/media/file/Strategyand_Cultures-Role-in-Enabling-Organizational-Change.pdf [4]

A useful model to categorize company culture is the grid of Trompenaars/Hampton-Turner[5] (see diagram). It characterizes organizational culture without going into too much detail:

More…

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Editor’s note: Second Editions are previously published papers that have continued relevance in today’s project management world, or which were originally published in conference proceedings or in a language other than English.  Original publication acknowledged; authors retain copyright.  This paper was originally presented at the 12th Annual UT Dallas Project Management Symposium in May 2018.  It is republished here with the permission of the author and conference organizers.

How to cite this paper: Kettner, K. (2018). Towards a Culture of Innovation: How Agile and Organizational Change Management Contribute to the Success of Culture Change; presented at the 12th Annual UT Dallas Project Management Symposium, Richardson, Texas, USA in May 2018; published in the PM World Journal, Vol. VII, Issue VIII – August. Available online at https://pmworldjournal.net/wp-content/uploads/2018/08/pmwj73-Aug2018-Kettner-towards-culture-of-innovation-utd-paper.pdf

 



About the Author


Katharina Kettner, PhD

Canada / USA

 

 

 

As an innovative Sr. Organizational Change Manager with over 25 years of experience in designing and implementing programs for corporate clients in Europe and Canada, Katharina Kettner has been involved in large transformations (IT, M&A, reorg), including enterprise & portfolio CM and strategic planning. She also worked with start-ups, artists and in patent projects. Katharina is well-versed in waterfall & agile, a strong facilitator, and an expert in organizational culture & leadership development. She holds a PhD in Communication & Media, a certificate in Economy & Business Studies (Strategic Management & Leadership), and certifications in PRINCE2, Scrum, PROSCI ADKAR, and Business Process Management. She has published articles and a book on OCM Best Practices in IT projects published by gpm-ipma and is active in professional networks.

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

 

[1] One example for this phenomenon is the insurance industry, where the term Insuretech has been coined, https://www.techopedia.com/definition/33220/insuretech . Several large consultancies have explicitly included this industry in their strategies to cater for the wave of innovation & technology and its current needs & trends, i.e. speed to market, deep innovation, micro innovation etc., large conferences are devoted to the topic: http://insuretechconnect.com

[2] Often cited, one of the earliest mentions in: Edward T. Hall Beyond Culture by Anchor Books, 1977

[3] Trompenaars

[4] Strategy& (formerly Booz & Company), Culture’s role in enabling organizational change, November 2013, accessed on April 10, 2018. Respondents’ organizational level: 12% C-suite 17% Director 24% Manager 47% Other.

[5] Trompenaars Seven Dimensions of Culture https://sevendimensionsofculture.wikispaces.com/Trompenaars%27+Seven+Dimensions+of+Culture
For more info watch https://www.youtube.com/watch?v=aS1K_rl8PrQ&feature=player_embedded

 

 

Breakthrough Project Portfolio Management

 

BOOK REVIEW

Book Title:    Breakthrough Project Portfolio Management: Achieving the Next Level of Capability and Optimization
Author:  Murali Kulathumani, MBA, CSM
Publisher:  J. Ross Publishing
List Price:   Retail $59.95
Format:  Hardcover, 272 pages
Publication Date:  2018     
ISBN: 978-1-60427-149-2
Reviewer:   Sean M. Thomas, PMP
Review Date:   June 2018

 



Introduction

This is the first book from this author that I have read.  And I have to say, if this author writes another book, I will be sure to read it right away.  Murali begins by explaining the genesis of his experience in portfolio and project management, the difference in the fields’ theory and its practice, and his realization of the benefits of a modified methodological approach from a most practical perspective.

Only a very simple and basic understanding of project and portfolio management is needed to understand this book.  Murali quickly points out that while most books of this sort are not “made in a vacuum”, there are many helpful resources that participated in the assistance of this endeavor.  The endeavor?  To help anyone in project and portfolio management understand both of these areas more effectively, give them the tools to manage them more intelligently, and navigate the perilous waters of portfolio management from inception to efficiency, and from current decrepitude to rejuvenation.

Overview of Book’s Structure

This book begins by explaining the functions of a Portfolio Management Office (I’m going to coin a term here simply for the readers ability to separate ideas and definitions, PfMO = Portfolio Management Office, since PMO means Project/Program Management Office), and its responsibilities of overseeing the projects over which it has dominion.  It then gets into details about the intake and assessment of work as well as the tools to use to maximize the potential of that work.  The author goes further, giving us actual templates/snapshots of spreadsheets and diagrams, to afford us the well-conceived tools and techniques which will allow any and every Project Manager, Program Manager, Portfolio Manager, and business person the ability to setup and manage these offices most effectively.

Next come Annual Planning and Funding strategies.  The most interesting part of these chapters is not so much the way in which to plan for these, which is succinct yet ample, but rather, the pitfalls and pigeonholes one may expect to confront from external sources who have a stake in “fighting the power” of the experienced Manager, or worse yet, the newcomer brought in to reign in the insanity.  Murali goes beyond identifying these speedbumps by giving us additional tools to deal with these dilemmas in a logical manner, and always, as professionals.  From the perspective of this PMI-ACP, I would call this “Murali’s Roadmap to Sucessful Project Management”.

Murali then explains the Monitoring, Rebalancing, and Benefits Realization of PfMO’s when run well.  After this he starts offering up his own “modified Earned Value Management” or mEVM, which puts the power of producing consistently solid results in the hands of all who avail themselves to his writing.  Instead of using technical terms like Planned Value, which he references of course, he uses a “laypersons” approach and calls it what it is: “How Much Work Should Have Been Completed?”.  It is actions like this that enable any business person the ability to read this book.  He also breaks things into manageable components, such as Aggregation for PfMO use into three dimensions, “Portfolio View”, “Program View”, and “Multi-Year Project View” (page 126).  He then demonstrates an Agile approach to keeping everyone honest by recommending that all these dimensions be posted where ALL WORKERS CAN SEE THEM, so everyone in the company who passes by can see how work is progressing and see where the endangered/bad projects might be at any point in time.

More…

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About the Reviewer


Sean M. Thomas, PMP

Texas, USA

 

 

 

Sean Thomas holds a MBA from University of Texas at San Antonio as well as the PMI credentials PMP and PMI-ACP.  He is also a Lean Six Sigma Black Belt.  He teaches PMP and PMI-ACP Exam Prep Courses all over the world for government and non-government organizations alike, his students boasting the world’s highest PMP exam first-time test-taking pass rate of 99.7%, for all students who follow the careful course curriculum designed by Sean himself.

Sean is Adjunct Faculty for Hallmark University in San Antonio, TX, teaching for the Schools of Business and Information Technology, including Project Management, Macro and Micro Economics, Mathematics/Statistics, etc.  Sean has ten years’ experience in the US Army, both in demolitions and Armor (tank commander) having served two combat tours, and was badly wounded on his second while leading and protecting his troops.  After being medically retired out of the Army in 2008 at the rank of Captain, he continued his education and practiced consulting work for a wide range of organizations, which he continues to do, and in 2012 he started his own company called Project Vanguards LLC.

Sean can be reached at [email protected] and you can view his LinkedIn account at the web-link below, and his company information can be found at http://ProjectVanguards.com

LinkedIn Page:  https://www.linkedin.com/in/sean-m-thomas-85767913/

 

Editor’s note:  Editor’s note:  This book review was the result of a partnership between the publisher, PM World and the Alamo PMI Chapter in San Antonio, Texas. Authors and publishers provide the books to PM World; books are delivered to the PMI Alamo Chapter, where they are offered free to PMI members to review; book reviews are published in the PM World Journal and PM World Library.  PMI Alamo Chapter members can keep the books as well as claim PDUs for PMP recertification when their reviews are published.   If you are an author or publisher of a project management-related book, and would like the book reviewed through this program, please contact [email protected].

 

 

Practitioner’s Guide to Program Management

 

BOOK REVIEW

Book Title:    The Practitioner’s Guide to Program Management
Author:  Irene Didinsky, MBA, PMP
Publisher:  PMI
List Price:  $39.95
Format: Softcover, 235 Pages
Publication Date:   2017
ISBN: 978-1-62825-368-9
Reviewer: David Kressin PMP
Review Date: June 2018

 


 
Introduction

I can say from experience that most people do not really understand what Program Management is, nor what Program Managers do.  I took a survey at my place of work the other day and was surprise at how little people understood what Program management was about.  If nothing else, you need to read this book to solidify what Program Management is and how it helps a company.  But, that is only chapter 1.

Every program Manager, Potential Program Manager or just Mid-Level Manager will take away much more than the time it takes to read this book.  Didinsky eliminates years of trial and error give us a path to success.  I have already applied several of the formulas and tools provided in this book to my current project.

Overview of Book’s Structure

The book very much structured like a text book, with the concepts and definitions at the start, the Program Management life-cycle, processes, tools and formulas in the middle and future planning and summarization at the end.  Any teacher could pick this book up and use it as a basis for a Program Management class.  The book is that well-structured and that complete.

Most books you read, each chapter is similar in size and provides one key message.  Didinsky does stay with strong messages with each chapter but spends the time where it is needed.  Chapter 7 is only a few pages where chapter 8 is 4 times the size of chapter 7.  Actually, I really like this.  Give me the information and detail where it makes sense and is needed.

Because there is so much work behind project management (Training Classes, Books, Our own Experiences, etc.) every manager project or not understands and can anchor to these concepts.  Didinsky use this base in Project Management to drive home the major points behind Program Management.  She does this by providing relevant comparisons throughout the book.

More…

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About the Reviewer


David Kressin

Texas, USA

 

 


David Kressin, PMP
is a senior program manager in the retail and wholesale logistics industry specializing in improving warehouse strategic and tactical operations, labor and systems efficiencies. He has worked for over 35 years managing resource efficiency improvements and logistics, transportation, warehouse management software implementations in the retail and wholesale warehousing environments.  David’s concentration is in the high volume grocery, food and drug industries.  He has successfully planned, implemented, and managed several strategic projects to improve warehouse and logistics efficiencies around the world.  For the past 20 years he has been working as an independent consultant. David Kressin 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.  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].

 

 

Simmer Down

 

BOOK REVIEW

Book Title:    SIMMER DOWN: How to Deliver Successful Projects Despite Impossible Deadlines and Unrealistic Budgets
Author:  Douglas Brown
Publisher:  CALTROP Press
List Price:   $6.99
Format:  Soft Cover, 141 pages
Publication Date:   2016
ISBN: 978-1975871895
Reviewer: Betsey Katiti, PMP
Review Date:   July 2018

 



Introduction

As a newly certified PMP, I am still trying to get my feet wet, figure out my way in the world of Project Management.  While I have had success in managing/organizing projects in my Community – my most favorite of which was promoting and facilitating fund-raising Concerts for a group of orphaned children from Uganda – I am well aware of much larger corporate/federal projects that are harder to manage let alone complete successfully.  When I came across ‘SIMMER DOWN’ by Douglas Brown, I felt that this is  a book that could help me to take a deep breath, calm down and learn how one can deliver “Successful Projects Despite Impossible Deadlines and Unrealistic Budgets”.

Overview of Book’s Structure

In 8 Chapters, Douglas Brown starts out in the 1st chapter titled “We’ve Been There Too!” telling the reader that she or he is not alone in trying to manage a project that has the odds stacked against them, others have been there too.  He wants the reader to know that there are ways and means that can help a project complete successfully in spite of the hurdles along the way.  When faced with a project that is not exactly progressing nicely like we were taught in the PMBOK GUIDE, a discouraged Project Manager may feel there is no way out but Mr. Brown wants to equip the Project Manager with the tools that will help him or her deliver a successful project in spite of all the odds.  The author from early on and throughout the book emphasizes the importance of looking at the Big Picture.  How does your project fit in the overall organization structure’s needs and objectives?  The better your solution aligns with the direction of the organization, the more support you are likely to get.

In the following 6 chapters, Mr. Douglas goes out of his way to point out what the Project Manager needs to be aware of.  He covers topics that the average Project Manager especially one new to the field of Project Management may not be aware of.  Topics such as Capabilities, Baselines and Dependency Reviews.  Capabilities are what an organization is able to do and how well they can do it; they drive the organization’s strategy.  Find out how your project contributes to building an essential capability.  Baselines are the project’s delivery commitments.  While it may seem that these are written in stone, the reality is that most people are looking for a solution and this gives a Project Manager an opportunity to succeed.  Dependency reviews should be carried out early on in the project so the managers of different projects can review tasks that may create cross-project dependencies and how to best deal with them.

In the 8th and final chapter, Closing Out, Mr. Douglas talks about the importance of conducting a closeout.  Your project may have completed successfully but the organization will be poorer in the long run if there is no useful closeout process.  Future project teams need to be able to build from the experience your team has spent so much time and effort to gain.  Pay it forward; provide the people who come after you with decent records and hints.  You owe it to the Project Managers who will come after you to document what worked and what did not, expose the issues and drivers your project had to contend with.  It may not be convenient for you or the organization to round up the resources needed to conduct the retrospective but the benefit is well worth it.

More…

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About the Reviewer


Betsey Katiti, PMP

Maryland, USA

 

 

 

Betsey Katiti, PMP is a Business Analyst for The Buffalo Group in Reston, Virginia.  Betsey holds a B.S. in Mathematics and Computer Science from Pace University, New York and M.S. in Computer Science from Rensselaer Polytechnic Institute, Hartford, CT.  She earned her PMP in March 2018 and is a member of the Silver Spring PMI Chapter in Silver Spring, Maryland.

 

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.  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].

 

 

Co-Create

 

BOOK REVIEW

Book Title:    Co-Create: Harnessing the Human Element in Project Management
Author:  Steve Martin
Publisher:  Business Expert Press
List Price:   $34.95
Format:  Soft cover, 123 pages
Publication Date:   2017
ISBN: 978-1-63157-627-0
Reviewer: Srinivas Jonnalagadda
Review Date: June 2018

 



Introduction

Successfully moving a large organization forward is a complex task specifically if it is projectized. The day-to-day activities synchronize and generate commitment, clarity, and momentum magically steer a large organization to its strategic goals. The co-create model establishes a framework for slow agile transformation from which teams can flourish.

The model provides excellent project execution, change leadership by providing a roadmap, team member commitment which is secret to high performance, and create a value for all. The aforementioned framework contents are also pillars of SAFE Agile methodology. Members of projectized teams such as project managers, team leaders, organizational development coaches, and team members with focus on engagement and performance improvement can benefit from this short and concise book. I sincerely thank Steven Martin for excellent job of sharing his valuable experience and insight through this book.

Overview of Book’s Structure

The book Co-Create: Harnessing the Human Element in Project Management reviews the co-create model. It starts with providing a case for co-create model’s usage in a large organization. The next four chapters provide big ideas used to generate team member engagement while describing day-to-day project journey which made the difference. The addendum chapter provides other co-create elements which help teams to successfully implement the model. The organizational readiness questions for successful transformation are also listed in the concluding chapter.

Highlights

The core of the model illustrates the project journey and depicts the task, team and individual project changes and positive changes due to team member commitment. This model presents a conceptual understanding and method not currently found in the literature. This book provides chance for team members to learn about the human experience during the project life cycle paving way for an organizational agile mindset change.

Highlights: What I liked!

The Co-Create Harnessing the Human Element in Project Management book can be viewed as a short course in project life cycle techniques. The main idea of agile transformation focusing on group and individual day-to-day engagement is the attraction of this book.

More…

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About the Reviewer


Srinivas Jonnalagadda

Australia

 

 

Srinivas Jonnalagadda is a seasoned software project management professional with 16 plus years of hands-on experience in Software Project Management, Software Design, Development and Implementation using Agile Scrum Software Engineering methodologies and standards. Leadership experience includes Banking, HealthCare, Telecommunication, Aerospace, and SCADA domains. Software Development Manager, Scrum Master, Lead Developer, Senior Software Developer, Software Engineer, and Analyst/Programmer, and software programming trainer roles performed.

Email address: [email protected]

 

Editor’s note:  This book review was the result of a partnership between the publisher, PM World and the PMI Dallas Chapter. Authors and publishers provide the books to PM World; books are delivered to the PMI Dallas Chapter, where they are offered free to PMI members to review; book reviews are published in the PM World Journal and PM World Library.  If you are an author or publisher of a project management-related book, and would like the book reviewed through this program, please contact [email protected].

 

 

How to Manage Complex Programs

 

BOOK REVIEW

Book Title: How to Manage Complex Programs: High-Impact Techniques for Handling Project Workflow, Deliverables, and Teams
Author: Tom Kendrick
Publisher: AMACOM
List Price: $24.09
Format: Hardcover, 336 pages
Publication Date: May 2016
ISBN: 978-0814436929
Reviewer: Dr. Charles Y. Chen, PhD, PMP
Review Date: August 2018

 



Introduction

The effort needed to manage a program is no less challenging than conducting an orchestra. A program manager must oversee the projects, identify and acquire resources, manage the budget, ensure proper communication, foresee potential risks, manage stakeholder expectations, and meet deadlines. The list goes on and on. Indeed, while a program manager not only needs to unify all the projects within the program, uncertainties have to be managed. Because a program is composed of many projects, a successful program manager needs a fundamental understanding of the principles of project management and how projects can be managed in a unified fashion within a program construct. Indeed, this can sound very daunting, especially for a new program manager.

How to Manage Complex Programs provides a program manager a set of tools and strategies to manage the day-to-day program complexity. This book provides the reader basic program management skills and much more. Using diagrams, flowcharts, and real-life examples, the author helps a program manager establish transparent cross-functional communication, develop integrated planning, identify metrics & KPIs, navigate change management, align stakeholder expectations, and identify and acquire resources. While the realities of program management can be very challenging, How to Manage Complex Programs will put the program manager onto the path to success.

 Overview of Book’s Structure

The Program Management Institute decomposes project management into five processes: initiation, planning, executing, controlling, and closing*. How to Manage Complex Programs is written in a very similar fashion.

The book begins with a foundational discussion about what program management is and the complexity involved. The author then uses the following chapters to walk through the steps and strategies of Program Initiation, Program Deliverable Management, Program Planning and Organization, Program Execution and Control, and Program Closure. A chapter is specifically dedicated to Program Leadership because a key part of program management is overseeing and coordinating multiple project teams and people working the numerous activities.

More…

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About the Reviewer


Dr. Charles Y. Chen

Texas, USA

 

 

 

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

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

Email address:

[email protected].

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

 

Editor’s note:  This book review was the result of a partnership between the publisher, PM World and the PMI Dallas Chapter. Authors and publishers provide the books to PM World; books are delivered to the PMI Dallas Chapter, where they are offered free to PMI members to review; book reviews are published in the PM World Journal and PM World Library.  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].

 

 

Essentials of Managing Risk

 

BOOK REVIEW

Book Title:    The Essentials of Managing Risk for Projects and Programmes, 3rd Ed.
Author:  John Bartlett
Publisher:  Routledge – Taylor & Francis Group
List Price:   $50.95
Format:  Softcover, 120 Pages
Publication Date:   2017
ISBN: 978-1-138-28830-0
Reviewer: Donna Baldassin Light, BSN, MPA, PMP, CHC
Review Date: March 2018

 



Introduction

Many project managers have challenges distinguishing risks from issues and communicating these to the project team in an understandable format.    The author uses established charts, processes and methods to break down the risk assessment process into simple and manageable displays that can be shared with all stakeholders. The process can be applied to all stages of the project life cycle and built into the program design to identify uncertainties and plan contingencies.

Overview of Book’s Structure

The book layout is organized by Chapter as follows:

  • Introduction
  • Identifying and expressing risk
  • Assessing risk
  • Responding to risk
  • Recording risk
  • Analyzing and reporting risk
  • Administering risk
  • Managing risk
  • Conclusion

Highlights

Issues are defined as events that have already occurred and may have caused detriment to the project. Risks are events that have not yet occurred but may or may not occur in the future. It is important to distinguish risks that are potentially preventable and avoidable as opposed to addressing the issues already in play.

The tools and techniques demonstrated, illustrated, and explained in visual format, are practical to use while communicating to stakeholders, board members, and other members of the project team to enhance their engagement on ways to assess, minimize, and mitigate potential risks.

The book emphasizes that too many risk managers identify and analyze the risk, but fall short when it comes to reponding to thse risks and evaluating the effects of implemented strategies.  The book emphasizes the importance of working with the project team to identify, assess, respond, report, analyze, and control known or perceived risks. Each process group is broken down, explained, and demonstrated according to chapter, making it easy for the reader to reference and refer back to a particular area of interest.

More…

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About the Reviewer


Donna Baldassin Light

Texas, USA

 

 

 

 

Donna Baldassin Light, RN, MPA, PMP, CHC works for AccentCare, Inc. as Manager, Corporate Compliance, in Dallas, Texas. She has demonstrated leadership in the healthcare industry and has proven experience in project management, compliance, business operations, and clinical areas as a registered nurse.  She has worked across a continuum of health care settings to facilitate, implement and develop programs needed to improve delivery of healthcare and related services.  Donna earned her Project Management Professional (PMP) certification in October of 2015 through PMI and is certified in healthcare compliance (CHC) 2017 through the HealthCare Compliance Association. She earned a Master’s in Public Administration (MPA) in Healthcare Management, New York University, NY, and Bachelor of Science in Nursing (BSN), The University of Bridgeport, CT.   She also serves on the Continuous Process Improvement (CPI) Committee for a North Texas federally qualified healthcare clinic.

Email: [email protected]

 

Editor’s note:  This book review was the result of a partnership between the publisher, PM World and the PMI Dallas Chapter. Authors and publishers provide the books to PM World; books are delivered to the PMI Dallas Chapter, where they are offered free to PMI members to review; book reviews are published in the PM World Journal and PM World Library.  If you are an author or publisher of a project management-related book, and would like the book reviewed through this program, please contact [email protected].

 

 

Driven to Distraction

Surviving Information Overload in the Age of Connectivity

 

SECOND EDITION

(Conference Paper)

Vince Yauger, AIA, CCCA, CCM, LEED AP, PMP

University of Texas at Dallas

Richardson, TX, USA

 



ABSTRACT

We live in an age of connectivity, the consequence of which is we work in an environment filled with constant interruptions and distractions. If not properly managed, instant access to information can bog down project managers, resulting in decreased efficiency and increased project risk. Most Project Managers deal with multiple projects, so the ability to stay current with project metrics is critical to project success. Yet the sheer magnitude of information can be overwhelming.

In this paper, we explore tools to effectively sift through this mountain of details, focusing on what is most important to the success of your projects.

DEALING WITH INFORMATION OVERLOAD

The rate of technological advancement over the last thirty years is overwhelming. Contrast changes in communication in the table below:

Office Communication in 1978 Office Communications in 2018
  • Letters (snail mail)
  • Phone (VOIP, LL, cell, etc.)
  • Facsimiles
  • Video calls (Skype, etc.)
  • Routing Slips (courier)
  • Email (multiple accounts)
  • Phone Conversations (land lines)
  • Teleconferencing
  • Face-to-Face (meetings, etc.)
  • Videoconferencing
 
  • Texting
 
  • Instant Messaging
 
  • Social Media Alerts
 
  • Letters (snail mail endures)
 
  • Face-to-Face (meetings, etc.)

While the benefits of modern technology are unquestionable, an unintended consequence of instant access to all this data is “information overload.” This proliferation of helpful technology provides helpful tools that can quickly become demanding taskmasters.

Ask yourself these questions:

  • Do you feel like you’re always on call?
  • Do constant interruptions disrupt your work flow?
  • Do you check work email even when not at work?
  • What does “time off” mean to you?
  • Do you ever think “if I don’t do it, it won’t get done?”
  • Is your phone a time-saving or time-wasting device?

Modern meetings often include both computer and cell phone usage. How effective do you think the communication is in meetings where everyone is distracted by their cell phones? Is anyone really paying attention? If not, what is the point of meeting in the first place?

Ever had someone in a meeting answer their cell phone, then say “I can’t talk now – I’m in a meeting?” Are you taking full advantage of the capabilities of your smart phone? Like, say, voicemail? If it’s critical that you take the call, you could step outside before answering the phone. While response by Text is a more discreet way to deal with inability to answer calls, it still involves you being distracted in meetings.

Information overload can be further complicated by ineffective or political management. Many employees currently in management roles (leadership) advanced up from the PM ranks. They may have great technical skills but lack leadership training and experience. How many PM’s typically receive HR and employee management training? Technical skills alone may not prepare you for leadership.

SOME INCONVENIENT TRUTHS

  • The fate of the free world does not depend upon you being immediately accessible by phone or email at all times
  • You work with flawed human beings – you are also one of them
  • Every team is dysfunctional – some are just better at it than others
  • Technology is here to stay – your sanity hangs on your ability to manage information efficiently

More…

To read entire paper, click here

 

Editor’s note: Second Editions are previously published papers that have continued relevance in today’s project management world, or which were originally published in conference proceedings or in a language other than English.  Original publication acknowledged; authors retain copyright.  This paper was originally presented at the 12th Annual UT Dallas Project Management Symposium in May 2018.  It is republished here with the permission of the author and conference organizers.

How to cite this paper: Yauger, V. (2018). Driven to Distraction: Surviving Information Overload in the Age of Connectivity; presented at the 12th Annual UT Dallas Project Management Symposium, Richardson, Texas, USA in May 2018; published in the PM World Journal, Vol. VII, Issue VIII – August. Available online at https://pmworldjournal.net/wp-content/uploads/2018/08/pmwj73-Aug2018-Yauger-Driven-to-Distraction-utd-paper.pdf

 



About the Author


Vince Yauger, AIA, CCCA, CCM, LEEP AP, PMP

Texas, USA

 




Vince Yauger
has 37-years’ experience in design and construction, working as a project manager for both private industry and the government sector. His construction experience covers a broad spectrum of building types, ranging from small residences to multi-million dollar multi-family high-rise, airport terminals, and higher education projects. Vince currently serves as the Senior Resident Construction Manager for the North and East Texas Regions of the University of Texas System Office of Facilities Planning and Construction – managing new construction and major renovation projects at the University of Texas at Dallas campus since 2007.

Vince earned a Bachelor of Environmental Design (Architecture) from Texas A&M University, with additional graduate studies in Architecture and Management. He holds multiple professional certifications:  Project Management Professional (2011), CSI – Certified Construction Contract Administrator (2006), CMAA – Certified Construction Manager (2017), LEED Accredited Professional (2004), and Registered Architect (1999 – Texas).

Past speaking engagements include the 2017 UT PM Symposium, one of several keynote address at the 2015 UTD PM Symposium, 2016 Virtual Construction and Field Technology Conference, UTD Applied Project Management Forum, 2013 Texas Society of Architects Convention, 2013 UTD Facilities Management Conference, and multiple UT System OFPC annual conferences. He also serves as a guest lecturer for UTD’s PM core curriculum program, speaking to groups of foreign graduate students visiting UT Dallas, and conducting construction site tours on campus.

Vince Yauger can be contacted at [email protected]

 

 

The Job of the Project Manager

 

SECOND EDITION

Robert Youker

(Formerly of the World Bank Institute)  

Maryland, USA

 



Introduction

For any organization and for any project manager it is vitally important to know what are the specific duties or Terms of Reference for the Project Manager, what tasks he or she must perform and what is their authority and responsibility that should be documented in a Project Brief or Project Charter. Yet in the literature of Project Management there are few references or specific examples of these much needed details. This paper presents examples of three key documents relating to the Project Managers job. The contents are appropriate in any project where a fairly high degree of “ceremony” is required to keep proper track of all responsibilities. While these three documents serve different purposes, there are obviously overlaps, as well as similarities and differences between them:

  1. The Project Manager’s on-the-job tasks
  2. A list of duties or Terms of Reference and
  3. A Project Charter defining organizational relationships.

Document #1 is a list of tasks organized by the typical sequence of activities on a project. The list has been derived from the titles of twelve modules contained in a training package on Managing the Implementation of Development Projects developed for the World Bank Institute. The list assumes that the Project Manager was not appointed until the start of the Implementation Phase and so has not previously been involved in project preparation activities.

Document #2 is a sample list of the Duties or Terms of Reference (TOR) for a Project Manager. It is less detailed than the on-the-job tasks list and is organized by topic rather than by chronology. The content would vary by organization and specific project but the basic content would be the same. The list should be useful in recruiting Project Managers and defining their job responsibilities, typically in a job description.

Document #3 is a sample of a Project Charter defining the authority and responsibility of a Project Manager. It is primarily intended to establish the role and responsibility of the Project Manager vis-à-vis the functional managers in the organization in a matrix structure. Again the details would be different for different organizations and specific project situations.

I hope that these three documents will serve as drafts for organizations preparing their own Checklists, Terms of Reference and Project Charters.

Document #1: On-the-job tasks for the Project Manager

This Document #1 is a list of tasks organized according to the typical sequence of activities on a project. The list assumes that the Project Manager was only appointed at the start of the Implementation Phase and so is not familiar with any of the previous activities. Hence, the heading for the first step is to study the existing documentation and find out what the project is all about.

As I said, these documents are part of the World Bank Institute’s, Managing the Implementation of Development Projects, and it is available as a Resource Kit for Instructors on CD-ROM. For information please contact John Didier at [email protected]. The kit is divided into Modules each of which include very detailed list of tasks that form useful checklist for the Project Manager, the project team and the rest of the organization including functional managers.

The twelve Modules are as follows and their respective detailed activities are presented in subsequent pages:

  1. Understanding the Project and Project Management
  2. Structuring the Project Organization
  3. Building the Team
  4. Analyzing the Project Context
  5. Refining Objectives, Scope, and Other Project Parameters
  6. Preparing the Work Breakdown Structure (WBS)
  7. Planning and Scheduling with the Critical Path Method
  8. Obtaining Management Approval and Support
  9. Designing Control and Reporting Systems: Cost, Time, Resources, and Scope (including Performance and Quality)
  10. Organizing Procurement
  11. Executing and Controlling the Work
  12. Terminating the Project.

Module 1: Understanding the Project and Project Management

This Module’s activities are:

More…

To read entire article, click here

 

Editor’s note: Second Editions are previously published papers that have continued relevance in today’s project management world, or which were originally published in conference proceedings or in a language other than English.  Original publication acknowledged; authors retain copyright.  This paper is an update of a paper prepared for the June 2002 IPMA Conference in Berlin. It contains content from various training materials developed for the World Bank. The current paper is copyright to Robert Youker, © 2007. Republished with author’s permission.

How to cite this paper: Youker, R. (2018). The Job of the Project Manager; Proceedings, IPMA 2002 World Congress, Berlin, Germany; republished in the PM World Journal, Vol. VII, Issue VIII – August.  Available online at https://pmworldjournal.net/wp-content/uploads/2018/08/pmwj73-Aug2018-Youker-job-of-project-manager-second-edition.pdf

 



About the Author


Robert Youker

World Bank (retired)
Maryland, USA

 

 

 

 

Robert (Bob) Youker is an independent trainer and consultant in Project Management with more than forty years of experience in the field.  He is retired from the World Bank where he developed and presented six week project management training courses for the managers of major projects in many different countries. He served as the technical author for the bank on the Instructors Resource Kit on CD ROM for a five week training course on Managing the Implementation of Development Projects.  He has written and presented more than a dozen papers at the Project Management Institute and the International Project Management Association (Europe) conferences many of which have been reprinted in the Project Management Institute publications and the International Journal of Project Management (UK).

Mr. Youker is a graduate of Colgate University, the Harvard Business School and studied for a doctorate in behavioral science at George Washington University.  His project management experience includes new product development at Xerox Corporation and project management consulting for many companies as President of Planalog Management Systems from 1968 to 1975.  He has taught in Project Management Courses for AMA, AMR, AED, ILI, ILO, UCLA, University of Wisconsin, George Washington University, the Asian Development Bank and many other organizations. He developed and presented the first Project Management courses in Pakistan, Turkey, China and Africa for the World Bank.

A few years ago Mr. Youker conducted Project Management training in Amman, Jordan financed by the European Union for 75 high level civil servants from Iraq who implemented the first four World Bank projects in Iraq. He is a former Director of PMI, IPMA and asapm, the USA member organization of IPMA. Most recently he has been consulting for the US Government Millennium Challenge Corporation on project management training in Africa.  Bob can be contacted at [email protected]

To see more works by Bob Youker, visit his author showcase in the PM World Library at http://pmworldlibrary.net/authors/robert-bob-youker/

 

 

Project Management at Top Business Schools

 

SECOND EDITION

By Marco Sampietro

SDA Bocconi School of Management, Milan, Italy

and

Antonio Nieto-Rodriguez

Visiting Professor at Duke CE, Durham, USA

 



Abstract

If we summarize what all companies and organizations around the world do, we can state that they perform two types of activities: they execute processes to produce, sell, and distribute products and services, and they implement projects to ensure that the organization survives and keeps growing in the mid and long term. Based on this reasoning, leaders, such as managers and executives, should possess process and Project Management competencies. Many current and future managers and executives go to learn the skills needed to lead a business at Business Schools. In fact, Business Schools are particularly relevant as they are well known for creating the next generation of leaders and for strengthening the competencies of existing leaders. The main question is: are Business Schools teaching Project Management? Since Business Schools all around the world are almost countless, we decided to focus on top Business Schools. From a methodological perspective, we started by defining and identifying “Top” Business Schools. In order to do that we took the leading sources of Business School rankings as inputs. In particular, we considered global rankings, avoiding regional or national rankings. We listed all the Business Schools present in the rankings and removed duplicates. The final list was made up of 197 Business Schools. We then explored their websites in order to identify and analyze:

  • Project Management courses in MBA programs,
  • Project Management courses in Online MBA programs,
  • Project Management courses in Executive MBA programs,
  • Project Management courses in Specialized Masters,
  • Certificates in Project Management,
  • Open Executives Programs in Project Management

Results indicate that Project Management courses are not very frequent among Business Schools and differences can be found depending on the type of training programs.

Key words: Project Management, Business Schools, rankings

JEL code: M54

Introduction

All the companies and organizations around the world do execute processes to produce, sell, and distribute products and services, and they implement projects to ensure that the organization survives and keeps growing in the mid and long term. While most traditional organizations are process-based, it is hard to find an organization that does not perform projects as well.

Yet, over the past decade, organizations have been relying more and more on projects. The reason is quite simple, in fact, access to broader and cheaper information, fierce competition and customer preferences have:

  • Shortened product life-cycles by about 25% (Roland Berger, 2012) and 50 percent of annual company revenues across a range of industries are derived from new products launched within the past three years (Inform, 2012), that is, new products become obsolete much faster and ask for replacements or enhancements more frequently.
  • Reduced the possibility to have best seller products. The long-tail effect (i.e. sales less concentrated on a few products) has pushed for an increase in the product variety, which is more than doubled in the past 15 years (Roland Berger, 2012).

As a result, new products or services have to be developed more frequently and processes have to be improved and updated (significant process improvements, such as digitalization, or business model transformation, represent huge transformation projects) more often as well.

The bottom line is that organizations perform more project compared to the past and not having the competencies to successfully manage projects can be detrimental to the current performance and to the ability of the organization to succeed in the long term. As pointed out by many authors (Archibald and Archibald 2015, West 2010, Englund and Bucero 2006, Love and Love 2000, Pinto and Slevin, 1988), project success is not only influenced by Project Managers and Team Members but also from middle and top management roles who can support projects activing as project sponsors or can design an organization that supports the proper management of projects. Based on this reasoning, leaders, such as managers and executives, should possess Project Management competencies. Many current and future managers and executives go to learn the skills needed to lead an organization at Business Schools. In fact, Business Schools are particularly relevant as they are well known for creating the next generation of leaders and for strengthening the competencies of existing leaders. The main question is: are Business Schools teaching Project Management?

More…

To read entire article, click here

 

Second Editions are previously published papers that have continued relevance in today’s project management world, or which were originally published in conference proceedings or in a language other than English.  Original publication acknowledged; authors retain copyright.  This paper was originally presented at the most recent Scientific Conference on Project Management in the Baltic States at the University of Latvia in Riga in April 2018.  It is republished here with the permission of the authors and conference organizers

How to cite this paper: Sampietro, M. & Nieto-Rodriguez, A. (2018). Project Management at Top Business Schools; Proceedings of the 7th Scientific Conference on Project Management in the Baltic States, University of Latvia, Riga, Latvia, April 2018; republished in PM World Journal, Vol. VII, Issue VIII – August.  Available online at https://pmworldjournal.net/wp-content/uploads/2018/08/pmwj73-Aug2018-Sampietro-Nieto-Rodriques-project-management-at-top-business-schools.pdf

 



About the Authors


Marco Sampietro, PhD

SDA Bocconi School of Management
Milan, Italy

 

 

Since 2000 Marco Sampietro has been a professor at SDA Bocconi School of Management, Bocconi University, Milan, Italy. SDA Bocconi School of Management is ranked among the top Business Schools in the world (Financial Times Rankings). He is an Associate Professor of Practice at SDA Bocconi School of Management and teaches Project Management at the MBA – Master of Business Administration and GEMBA – Global Executive Master of Business Administration. He is also responsible for the following executive education courses: Project Management, Agile Management and Team Leadership. He is also a Faculty Member at SDA Bocconi Asia Center, the Indian subsidiary of SDA Bocconi School of Management.

Since 2001 he has been a contract professor at Bocconi University where he teaches Project Management and Project and Team Management. In 2008 and 2009 he has been Vice-Director of a Master Degree in IT Management at Bocconi University. He is also Contract Professor at
the Milano Fashion Institute where he teaches Project Management. Some of his international experiences are: speaker at the NASA Project Management Challenge 2007, 2008, and 2011, USA; speaker at the PMI Global European Congress, 2010; speaker at the IPMA-GPM Young Crew  Conference, 2008, Germany; Visiting Professor at IHU-International Hellenic University, Greece and Visiting Instructor at the University of Queensland, Australia.

He is author or co-author or editor of 11 books on project management and 7 books on IT management. Finally, he is an author of internationally published articles and award-winning case studies.

Dr Sampietro can be contacted at: [email protected]

 


Antonio Nieto-Rodriguez

Belgium

 

 

 

 Antonio Nieto-Rodriguez (www.antonionietorodriguez.com) is the world’s leading champion of Project Management and Strategy Implementation. He is the creator of concepts such as the Hierarchy of Purpose, featured by Harvard Business Review, or the Project Revolution; which argue that projects are the lingua franca of the business and personal worlds from the C-suite to managing your career or relationships.

Antonio’s research and global impact in modern management has been recognized by Thinkers50 with the prestigious award “Ideas into Practice”.

A seasoned practitioner, he has held senior executive roles at major corporations, currently, he is Director of GSK Vaccines’ Global Project Management Office. Antonio is the former chairman of the Project Management Institute and co-founder of its Brightline Initiative.

His next book, “The Project Revolution: How to Succeed in a Project-Driven World”, endorsed by Alan Mulally, Roger Martin, Rita McGrath, Marshall Goldsmith… will be published by LID early 2019. Previously he authored the best-selling book “The Focused Organization” and contributed to several other books.

Antonio is a much in demand keynote speaker at events worldwide. Over the past 15 years, he has presented at more than 160 conferences around the world, including European Business Forum, Global Peter Drucker Forum, Gartner PPM Summit…

A pioneer and leading authority in teaching strategy execution and project management to senior executives; he is visiting professor at some of the world’s top Business Schools: Duke CE, Instituto de Empresa, Solvay, Vlerick, Ecole des Ponts, and Skolkovo.

Born in Madrid, Spain, and educated in Germany, Mexico, Italy and the United States, Antonio has an MBA from London Business School and is fluent in six languages. He can be reached via email: [email protected]

 

 

The Relevance of Project Success Criteria

and Requirements in Project Management

 

SECOND EDITION

By Ágnes Csiszárik-Kocsir, habil. PhD

Associate Professor, Óbuda University

Budapest, Hungary

 



Abstract

Projects have become key players in national economies today. Projects are concrete manifestations of investments, there are no investments without projects, and without them the economy can not grow substantially. However, projects are unsuccessful in many cases, because they aren’t prepared in time, don’t achieve the required performance they expect from them. A common cause of project failure is a poor planning process, budgetary problems, the missed investment calculations, or the omission of sustainability, relevance, and feasibility.

These expectations are expressed in every project management course, all of the literature dealing with the projects, but the project actors don’t give the required relevance to them. The aim of this paper is to examine the above-mentioned triple success criteria system based on the opinion of Hungarian companies, in addition to measuring the elements of a classical project triangle.

Key words: project success, project management, primary research, SME

JEL code: O10, M10

Introduction

Projects are always temporary arrangements that are established for pre-set objectives. Success for a project means achieving the objectives, but the road to success is paved with various risks and difficulties. Therefore in many cases the expected success of a project turns into failure. Several organizations have already tried to estimate the number of unsuccessful projects. An organization called Wellingtone (n.d., a.) defined the project as such a change-inducing endeavour that has to meet three criteria for the sake of success:

  • Alignment to the strategy of the project promoter,
  • Must have priority over other initiatives, which are in competition with the project for scarce resources,
  • Must have a positive impact in the future.

Based on some surveys, 70% of the projects fail due to inadequate planning. The most common mistakes are the underestimation of the budget and the insufficient management of risks. The failed projects will not be able to contribute to the increase of the investment ratio and to the promotion of the economic growth. Hence the failed projects will always appear as a loss or damage, for which the organization wasted the resources in vain. These effects also show up at the level of the national economy as a loss in the form of lost growth.

The above cited organization also interpreted success in three dimensions:

  • Successful project management that is capable of delivering the predefined result on time and within the budget, in which setting up the correct milestones has a huge role,
  • Successful project, which reaches the pre-set business goals,
  • Successful enterprise, which is able to approach the strategic goals, meeting the expectations of all actors (owners, managers, employees, other stakeholders).

The organization provided methodological recommendations as well (n.d., b.) for the sake of achieving the project’s success. Based on their theory there are six steps leading to the success of the project: preparation, planning, communication, monitoring, controlling and review.

The annual project management survey conducted by the organization examines the key factors along the project characteristics, through which success is measureable and the tendencies can be determined too. The results are summed up in the diagram below.

More…

To read entire article, click here

 

Second Editions are previously published papers that have continued relevance in today’s project management world, or which were originally published in conference proceedings or in a language other than English.  Original publication acknowledged; authors retain copyright.  This paper was originally presented at the most recent Scientific Conference on Project Management in the Baltic States at the University of Latvia in Riga in April 2018.  It is republished here with the permission of the authors and conference organizers

How to cite this paper: Csiszárik-Kocsir, A. (2018). The Relevance of Project Success Criteria and Requirements in Project Management; Proceedings of the 7th Scientific Conference on Project Management in the Baltic States, University of Latvia, Riga, Latvia, April 2018; republished in the PM World Journal, Vol. VII, Issue VIII – August. Available online at https://pmworldjournal.net/wp-content/uploads/2018/08/pmwj73-Aug2018-Csiszárik-Kocsir-Relevance-of-Project-Success-Criteria.pdf

 



About the Author


Ágnes Csiszárik-Kocsir

Budapest, Hungary

 

 

 

Professor Ágnes Csiszárik-Kocsir works as an associate professor of Finance at the Óbuda University, Keleti Faculty of Business and Management. She is a doctor of Management and Business Administration. She received her Ph.D. degree from Szent István University Management and Business Administration PhD School in 2010. Title of her dissertation is “The education funding aspects at local governments”. After it, she did her habilitation in 2017 at University of Kaposvár.  She worked at Central European University as a project manager and a visiting professor from 2004 till 2007. She managed several research projects in that time, and she was responsible for the finances of the projects.

From 2007 she is a professor at Óbuda University. Her research fields are financing and the crisis. In recent years she had several research projects in connection with her courses: financial culture, corporate financing, investment funding, project management and the project financing. She was a visiting professor in Romania, and in Poland (CEEPUS Award and Erasmus+ scholarships).

She has more than 220 national and international publications, articles and conference proceedings as well. She helped in organizing more than 20 conferences, and she is a member of editorial boards in  national and international journals (Lépések, The Macrotheme Review, Journal of Competiveness, Journal of Financial Management and Accounting), and she is a review board member in 2 international journals (Journal of Process Management – New Technologies International, International Journal of Trade). From 2015 she is an editor of the “Business Development in the 21th Century” book published by the Óbuda University. In 2009 she was the Young Researcher of the Year at Óbuda University.

Ágnes can be contacted at [email protected].

 

 

Does Your Project Have a Pulse?

 

SECOND EDITION

By Lon Roberts, Ph.D.

Principal Partner
Roberts & Roberts Associates

Texas, USA

 



Abstract:
Are your projects vibrant and alive—a breeding ground for innovation and creative thinking? Or, are they better described as zombie projects—brain-dead creatures that plod along but are devoid of life and vitality? And more to the point, does it really matter one way or another, assuming the job gets done? The author of this paper defends the position that creativity and innovation are essential in contemporary projects, despite the fact that they create special challenges for project leaders—especially those who take comfort in routines and highly-scripted plans. Distilling lessons learned from his research, the author offers a set of principles for seeding creativity and innovation by creating a project environment that fosters a healthy curiosity on the part of individuals and project teams. The paper ends with a valedictory challenge to project leaders to become curiosity-curators for their projects.

Few would argue with the assertion that a healthy curiosity is a good thing, but not everyone agrees on what constitutes a healthy curiosity. As a case in point, consider an experiment that a young man who would later become one of the history’s greatest scientists and mathematicians conducted on himself.

When he was a student at Cambridge University in the 1660s, Isaac Newton was curious about the nature of light and color. While some of his contemporaries speculated that color is an inherent property of the light itself, there were others who argued that the perception of color is due to the optical characteristics of the eye. To satisfy his curiosity—in other words, to bridge the gap between what he knew and didn’t know—Newton used himself as a guinea pig. Newton took a narrow, pointed object called a “bodkin” and inserted it beneath his lower eyelid and under his eye in order to test how changing the pressure on the back of his eye (with the aid of the bodkin) would affect his perception of color. The following illustration is an excerpt taken from one of Newton’s notebooks. It documents how he carried out this rather risky and cringe-inducing experiment.


Though it’s questionable whether or not the outcome of this experiment succeeded in answering the original question to young Newton’s satisfaction, it’s clear that he was willing to take greater personal risks than most of us would engage in to satisfy his curiosity. Newton’s curiosity was intense, but in this case, not so healthy.

The Color of Wonder: Perceptual Curiosity

The innate urge to fill the gap between what we know and don’t know is called perceptual curiosity, since it often involves observation or other forms of sensual perception. Perceptual curiosity was the force that compelled Newton to conduct his risky eye experiment—to act on the urge of his curiosity to bridge the gap between what he knew and didn’t know about the optics of light and color—to experience, with his own senses, how manipulating the pressure on his eyeball with the bodkin affected his personal perception of light and color.

Perceptual curiosity is what compels us to seek novelty and also explore outliers. Often these outliers go unnoticed, or they’re simply written off because they are outside the norm. But, to a scientist, an analyst, a problem solver, or a project leader who understands the importance of paying attention to anomalies, outliers are the source of considerable curiosity. In the words of the Nobel Prize winning physicist, Richard Feynman, “The thing that doesn’t fit is the thing that is most interesting.” And when the “thing that doesn’t fit” captures our attention, curiosity kicks in by asking—explicitly or implicitly—the “Why?” or “Why Not? questions that impel us to seek answers…

More…

To read entire paper, click here

 

Editor’s note: Second Editions are previously published papers that have continued relevance in today’s project management world, or which were originally published in conference proceedings or in a language other than English.  Original publication acknowledged; authors retain copyright.  This paper was originally presented at the 12th Annual UT Dallas Project Management Symposium in May 2018.  It is republished here with the permission of the author and conference organizers.

How to cite this paper: Roberts, L. (2018). Does Your Project Have a Pulse? Paper presented at the 12th Annual UT Dallas Project Management Symposium, Richardson, Texas, USA in May 2018; published in the PM World Journal, Vol. VII, Issue VIII – August. Available online at https://pmworldjournal.net/wp-content/uploads/2018/08/pmwj73-Aug2018-Roberts-does-your-project-have-a-pulse-utd-paper.pdf

 



About the Author


Dr. Lon Roberts

Texas, USA

 

 

 

 

Dr. Lon Roberts is a principal partner with Roberts & Roberts Associates, where he is a speaker, seminar leader, and management consultant. He has held positions with E-Systems/Raytheon, Alliance for Higher Education, and Texas State Technical College. His areas of expertise include data analytics, measurement systems, project leadership, and process reengineering.

Lon has authored numerous articles and four books, and he has been a frequent contributor to Defense AT&L magazine. He earned a Ph.D. from the University of Oklahoma and B.S. and M.S. degrees from Oklahoma State University.

Lon’s interest in the phenomenon we call “curiosity” stems from his work as a science educator/entertainer. He routinely conducts science-magic shows for schools, libraries, scouting events, private parties, and corporate events, such as awards ceremonies and retreats.

Lon Roberts’ Contact Information

[email protected]  | www.R2assoc.com

[email protected]  | www.sciencefunguy.com

 

 

Case Study: Portfolio Management in the 2020 Census Program

 

SECOND EDITION

Susan Hostetter and Sherri Norris

U.S. Census Bureau

Washington, DC, USA

 



Executive Summary

The Decennial Census is the United States oldest and most comprehensive source of information about the U.S. population.  Most people know that the Census Bureau manages this very large, complex, multi-billion-dollar program and are familiar with the program and its purpose but they don’t understand that, while the 2020 Census will be conducted on April 1 2020, the planning, staging and operations of the Census happen over a timespan of more than 10 years. This case study will focus on the Portfolio Management structure that the 2020 Census Program has in place to select and manage the many investments needed to conduct such a large and complex operation. It will profile the types of investments, the governance and processes used to select, initialize and manage those investments and the investment and budget challenges affecting the 2020 Census Program.

In this paper, we will present:

  • The current structure of 2020 Census Program portfolio management
  • Our 2020 Census Portfolio Management questionnaire, a tool designed to gather information about 2020 Census portfolio management programs
  • Feedback from professionals involved with 2020 Census portfolio management processes

Key findings include:

  • Portfolio management is being actively practiced by the 2020 Census Program.
  • Decisions are being made by the 2020 Census Program governance structure.
  • Key processes are at different level of maturity.
  • Overall, stakeholders believe that portfolio management processes work reasonably well.

Introduction

In this paper, we describe the current 2020 Census Program portfolio management processes and the maturity of those processes.  Figure 1 shows governance structure for the 2020 Census Program. From its charter (U.S. Census Bureau, 2018), the 2020 Census Portfolio Management Governing Board (PMGB) provides key oversight and decision-making support for the 2020 Census Program. It oversees 2020 Census Program investments and escalates matters to the Executive Steering Committee (ESC) when appropriate or when a specified threshold is met for cost, risk, or impact has been reached. Currently, most 2020 Census Program Governance Meetings meet weekly, but as 2020 operations ramp up meeting frequency will increase with additional operations-focused meetings added. Weinberg (2012), discusses 2010 census management challenges, many of which help inform 2020. In our interview discussions and other research, we learned that a 2020 census program management plan, focused on the operational phase, will document procedures and provide information on how decisions are made and will be resolved regarding the 2020 Census. Once out of the approval phase, it will document key project management processes including risk management, schedule management, issue management, and change management.

More…

To read entire paper, click here

 

Author’s note: This paper is released to inform interested parties of ongoing operations and to encourage discussion of work in progress. Any views expressed on operational issues are those of the authors and not necessarily those of the U.S. Census Bureau.

Editor’s note: Second Editions are previously published papers that have continued relevance in today’s project management world, or which were originally published in conference proceedings or in a language other than English.  Original publication acknowledged; authors retain copyright.   This paper was originally presented at the 5th Annual University of Maryland PM Symposium in May 2018.  It is republished here with the permission of the authors and conference organizers.

How to cite this paper: Hostetter, S. & Norris, S. (2018). Case Study: Portfolio Management in the 2020 Census Program; Proceedings of the 5th Annual University of Maryland Project Management Symposium, College Park, Maryland, USA in May 2018; republished in the PM World Journal, Vol. VII, Issue VIII – August.  Available online at https://pmworldjournal.net/wp-content/uploads/2018/08/pmwj73-Aug2018-Hostetter-Norris-portfolio-management-in-2020-census-program.pdf

 



About the Authors


Susan Hostetter

Washington, DC, USA

 

 



Susan Hostetter
, PMP, is a project management professional with over twenty years’ experience with Federal Statistical programs. Ms. Hostetter has been instrumental in standing up and managing risk management, project management, portfolio management, strategic planning, and performance management processes for large survey and Census programs. She has a Master’s Degree in Management with a Project Management emphasis from the University of Maryland’s University College, a Master’s Certificate in Program Management from George Washington University and a Bachelor’s Degree in Business Administration from Mary Baldwin University. Susan can be reached at [email protected].

 


Sherri Norris

Washington, DC, USA

 

 



Sherri Norris
is a project management and statistical professional with over twenty years of public policy, project management and operations experience. Ms. Norris has coordinated and implemented schedule, requirements, performance management, and governance processes for survey and Census Programs. She has a Public Policy Master’s Degree in Justice: Law and Society from American University, a Master’s Certificate in Program Management from George Washington University and a Bachelor’s Degree in Criminal Justice from University of Delaware. Sherri can be reached at [email protected].

 

 

Mindful Leadership

What is it? How can I apply it to my programs and projects?

 

SECOND EDITION

by Sandra Menzies, MS, ASQ-CQA, ASQ-CQM/OE, PMI-PMP

Center for Biologics Evaluation and Research
U.S. Food and Drug Administration

Washington, DC, USA

 



Abstract

It’s a typical day.  You get-up, read the news, listen to the TV or radio, rush to get out of the house for your busy day at work.  Traffic is a snarl all the way into work.  As you travel, you are listening to the radio or a book to try and relax before work.  Once you get into work, there are emails awaiting your review and response, people are stopping at your door to ask questions or just wanting to chat, you have more meetings than work hours, and multiple tasks that need to be completed right now.  You do not have time to think or prepare.  All you want to do is, STOP!  Have you felt this way? What can you do?

This paper reviews the benefits of being a mindful leader.  It discusses how mindfulness helps you focus, cultivate being present (an external awareness) and the ability to pause (an internal awareness).  Being focused helps leaders minimize multitasking and pay attention to what is important.  Being present allows leaders to observe what is going on around them and actively listen to what is being said, so they can separate our self from a situation and reflect, thus allowing our inner knowledge to emerge.  When we pause we create space, so we can learn to respond and reframe a story instead of reacting in stressful situations.  In addition, managers who demonstrate and encourage the practice of mindfulness create an engaging and interactive team environment.

Mindful Leadership

Have you found yourself focusing on a meeting you had yesterday and what you could have done better or how the team could have reached a better solution?  Or maybe you find yourself worrying about tomorrow and what could go wrong even when you have planned for various contingencies.  This reflection is often not about learning and growing but about judging yourself and your abilities as a leader.  Mindfulness is defined as the practice of being present or being aware of your current situation, your emotions, and how you are feeling at any given time and in any given situation without judgement.  Mindfulness helps you focus on the tasks you need to accomplish right now so you can manage your project through all phases from initiation through closure.  Mindfulness also helps you be present and aware of what you can accomplish in this moment and acknowledge what is within your limits and current control.

Forbes defines leadership as “a process of social influence, which maximizes the efforts of others towards the achievement of a goali.”  Great leaders exhibit characteristics such as:  being focused, direct, clear in how they respond, creative, trustworthy, engaging, reliable, humble, understanding, self-aware, grounded, etc.  A mindful leader is “someone who embodies a leadership presence by cultivating focus, clarity, creativity, and compassion in the service of others.ii”  Great leaders are mindful leaders.

Having a mindfulness practice helps you focus, cultivate presence (an external awareness) and the ability to pause (an internal awareness).  Frequently our minds wander; we tune-out when we need to focus. How many times have we reached the end of an hour and wondered, “What have I spent my time on?”, “What have I accomplished?”  Maybe you get distracted by emails, news bulletins, comments from others, or pop-ups on your phone.  Many consider these activities multitasking.  Multitasking is defined as the ability to perform multiple tasks at the same time.  Earl Miller, a professor of neuroscience at MIT, shows that people appear to handle more than one task at a time, yet he or she actually switches between the tasks very rapidly.  This rapid-fire switching is a distraction that decreases productivity, causes mistakes, and limits creativityiii.  The lack of attention to a given task results in the task taking longer to complete and being more prone to errorsiv.  Dr. Miller recommends the following steps to counter multitasking and help you focus: block out periods of time to focus and eliminate as many distractions as possible such as putting away your smartphone, turning off extra screens, and shutting down your email.  If all else fails, take short breaks and move around.  Through a practice of mindfulness, you begin to learn how to let those distractions go and decide how you want to focus your time and attention to detail, so you can cultivate presence and the ability to pause.

More…

To read entire paper, click here

 

Editor’s note: Second Editions are previously published papers that have continued relevance in today’s project management world, or which were originally published in conference proceedings or in a language other than English.  Original publication acknowledged; authors retain copyright.  This paper was originally presented at the 5th Annual University of Maryland PM Symposium in May 2018.  It is republished here with the permission of the author and conference organizers.

How to cite this paper: Menzies, S. (2018). Mindful Leadership – What is it? How can I apply it to my programs and projects?; Proceedings of the 5th Annual University of Maryland Project Management Symposium, College Park, Maryland, USA in May 2018; republished in the PM World Journal, Vol. VII, Issue VIII – August.  Available online at https://pmworldjournal.net/wp-content/uploads/2018/08/pmwj73-Aug2018-Menzies-mindful-leadership-second-edition.pdf

 



About the Author


Sandra Menzies

Washington, DC, USA

 

 

 

Sandra Menzies, MS, ASQ-CQA, ASQ-CQM/OE, PMI-PMP has been a senior member of ASQ since 2001 and a member of PMI since 2015. With over 25 years of experience, Ms. Menzies has held quality-related and project management positions at Biocon, Inc.; Otsuka Maryland Research Institute; TherImmune Research Corporation; and the Food and Drug Administration (FDA).  Ms. Menzies is also Stephen Minister and Leader, yoga instructor, and a mindfulness advocate and practitioner. Ms. Menzies currently uses her knowledge of mindfulness to manage large, complex projects to improve internal business processes at the FDA. She can be contacted at [email protected].

 

 

 

Managing risks on construction projects

 

STUDENT PAPER

By Shangjia Yu

SKEMA Business School

Paris, France

 

 


 
ABSTRACT

Due to the large investment and long construction period of the project, the contractor is bound to face the set goals of project impact such as quotation, construction period, quality, safety, lawsuit, natural climate and contractor behavior after it is completed and put into use. The realization of the above project objectives are agreed through the construction contract signed by the contract parties, so the ability of risk control must be emphasized so as to reduce the contract risk and reduce the loss of the parties. This article analyzes risk management and countermeasures on the construction projects. The author will set up two scenarios with the application of Addictive Weighting Technique of MADM method for each of these risk types, one for the threat and the other one for the opportunity.

Keywords: Control, Risk, Manage, Factors, Impact, Predict, Avoid, Resolve

INTRODUCTION

  1. Problem Recognition

Construction projects have complex characteristics varying for different construction projects, such as bridge projects, road project, etc. The components in the contract should be defined carefully and practically, since they are often carried out in the form of, corrupt bidding, over budget, or outsourcing. Therefore, there must be a clear contracting structure in the construction contract, to determine the construction details, project scope, capital budget, material specifications and audit Standards, etc., which is to ensure not only the quality of the project, but also being effectively restricted the relationship among owners, contractors and subcontractor. This is known by organizations widely; however, the risk still exists in contracting and managing process in the modern world.

As the core management of construction projects, the increasingly intensity of contract management is necessary to manage the project effectively. The implementation of each construction project is based on the contract signed. After the project contract is signed, due to the complexity of construction, unpredictability and the impacts of external environment, the risk of financial loss will often result from the change of contract contents, such as the exchange rate, the interest rate, as a result, the organizations are supposed to form a sense of contracting, risk awareness, emphasis on risk management. Only by focusing on the core of contract management, people can co-ordinate the operating status of entire construction project and better achieve the construction objective.

  1. Step 1- Problem Definition

The purpose of risk management is to achieve the objectives of the contract and achieve the success of the project. Before analyzing how to manage risk, the author will identify the risk from the whole contracting process to correctly manage the risks, analyze the risk factors existing in the project contract, and make accurate definitions between the source of the risk and the impact of the risk, to predict, evaluate, and avoid the risk.

In summary, the purpose of this paper is to identify the risk factors that may arise in a construction contract and to analyze how to manage them in order to make that the project process is operated properly and achieve the final success. In the following article, the author will identify the nature of risk, as well as give the author’s perspective in how to deal with them.

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: Yu, S. (2018). Managing risks on construction projects, PM World Journal, Volume VII, Issue VIII – August.  Available online at https://pmworldjournal.net/wp-content/uploads/2018/08/pmwj73-Aug2018-Yu-managing-risks-on-construction-projects-student-paper.pdf

 



About the Author


Shangjia Yu

Paris, France

 

 

 

 

Shangjia YU is a clever and smart Chinese student, who is majoring in Program Project Management and Business Development in Skema Business School, Paris, France. She is certificated by Prince2 and Agile. She acquired Language and Literature bachelor’s degree in Beijing, China. In 2016, she worked on a lighting project in her family’s corporation as a temporary project manager, and led the project team to deliver the products before the scheduled time with high quality, which achieved a great benefit for the whole organization. As a result, she was recommended to ‘Programme Grande Ecole’ in Skema Business School. She is a young and talented girl who will be a promising project manager later in her career.

She is now living in Paris, and can be contacted at [email protected] .

 

 

Challenges to creating an eLearning process

An analysis of the contractual terms and conditions using Multi Attribute Decision Making

 

STUDENT PAPER

By Premvadan Solanki

SKEMA Business School

Paris, France

 


 
ABSTRACT

In a world pushing educators to prepare students to be creative, collaborative, and interdisciplinary in their approach to technology and online, how do we ensure the integrity of student work and navigate derivative works? This presentation seeks to answer some of the questions that arise when educators look to engage student creativity, but still ensure mastery of core competencies and learning outcomes. As a trade-off, students have fewer opportunities, overall, for face-to-face learning which is an integral component of the traditional classroom learning environment. The purpose of this research is to investigate the advantages and disadvantages of using Different learning tools versus traditional methods, while examining individual learning styles and the role they might play in the efficacy of learning and retention.

Keywords: Request for Change, Methodology, Monte Carlo simulation, e-learning, digital technology, IT.

INTRODUCTION

In this era of constant technological development, it became a necessity for every type of business to adapt themselves to these changes. Learning is one of the sectors that has successfully adapted to the development of new technology with what is globally called E Learning. The e learning process by which the person can learn through online content is now a becoming a norm even in a business or at school. The major players provide a vast array of solutions that can be customized according to the requirements of the user. Most frequently it seems to be used for web-based distance education, with no face-to-face interaction. Furthermore, it is often used interchangeably with various other related terms, such as distance learning, distributed learning, and electronic learning.

E-Learning is the delivery of instructional content using various electronic technologies. The learning medium, solving the problem of time and financial constraints, may be delivered either synchronously (live) or asynchronously, also called distributed or self-paced learning. Since its introduction, e-Learning has found widespread applications in IT, marine, retail, healthcare, telecommunications, and financial services sectors, which utilize these programs for training employees as well as for disseminating information. Worldwide e-Learning market continues to witness rapid developments which are driving adoption among the academic and business sectors. Robust growth in the online learning market is driven by increasing accessibility and cost-effectiveness of learning and training initiatives. Multiple advantages offered by e-Learning technology in the form of faster delivery, reduced learning cost, greater degree of flexibility, and ability to generate user-specific content are driving demand for e-Learning programs. Another factor favoring adoption of e-Learning products and technologies is the proliferation of Internet.

Furthermore, content packages are set as per the requirements of the curriculum and can be conformed to suit the needs of the end-users. Increasing adoption of training solutions in the corporate landscape, irrespective of their industry vertical, is a major factor promoting the e-learning market growth. Online solutions continuously collect the user information and give a customized feedback of the user’s performance. Furthermore, the students can immediately connect to a tutor or service provider in case of any issues. However, it requires constant connection with the internet to function effectively. Online solutions are increasingly gaining a foothold in the global e-learning marketplace.

This paper examines the creation of the eLearning module comprises of three tasks: writing content, creating graphics, and integrating the multimedia elements.

It will answer the question what is the main challenges to create an e learning module?

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: Solanki, P. (2018). Challenges to creating an eLearning process: An analysis of the contractual terms and conditions using Multi Attribute Decision Making, PM World Journal, Volume VII, Issue VIII – August.  Available online at https://pmworldjournal.net/wp-content/uploads/2018/08/pmwj73-Aug2018-Solanki-challenges-to-creating-an-elearning-process.pdf

 



About the Author


Premvadan Solanki

Paris, France

 

 

 

Premvadan Solanki, from India, has worked as a Regional Service Manager, with nearly 7 years of Extensive Experience in Service and Sales Manager from Consumer electronics, Communications, and Sanitary ware Industries.  He received a Bachelor of Engineering in Electronics and communication from Visvesvaraya Technological University (VTU) in India, and was enrolled in an exchange semester in 2018 at SKEMA Business School in France pursuing the specialization “MSc Project and Program Management and Business Development”.

Premvadan Can be contacted at [email protected]

 

 

When Collaborating with Online Tour Agencies

How to Prevent and Handle Disputes in Contracts

 

STUDENT PAPER

By Erhang Zhou

SKEMA Business Schou

Lille, France

 


 
ABSTRACT

Travel industry has faced many new issues and disputes as the Online Tour Agencies (OTA) has emerged and become a main trend to sales and distributions of tour operators. With new channels to improve sales, many tour operators and providers are willing and eager to work with OTAs. However, as indeed more potential clients are reached through the efforts of OTAs, many disputes also appeared during the partnership. Most of the reasons behind are commissions related, privacy and intellectual property breach or other issues related to interest of either party, which are actually prevented and properly handled through a comprehensive contract.

Therefore the aim of this paper is to find out what kind of disputes clause can be considered and applied in drafting a contract between OTAs and tour operators. By comparisons of several references the muti-attributes decision analysis will be used to see which one is better practice in travel industry.

The findings show that while they all share some common standing in regulating disputes. Some part of each alternative will give some weights on the final preferred options for industrial players to consider when they want to enter a contract to extend their business with OTAs.

In summary, risk attitudes, decision making and disputes procedures compliance will be three major components to reflect to what extend both parties prepare ready to cater for foreseen and unforeseen risks and potentials disputes arising from the risks. Travel industry is changing with the clients’ ideas and habits. So it is necessary to adjust providers and OTAs cooperation in order to provider quality service and responsive after-service to their clients.

Keywords: Online tour agency, tour operators, distribution channels, contractual disputes, Agent-Tour Operator Relations

INTRODUCTION

More and more brick-and-mortar traditional tour agencies extend their distributions channels to online services. It is a smart move to follow the trends with the rise of technological and global economic advances. Mostly people, for personal leisure or business trips, will search a destination on the searching engine and many major online tour agencies will come out.

Online tour agencies (OTAs) is a new norm of e-tourism arises and becomes a trend.  First it is vital to understand the difference between tour operators and online tour agencies (OTA).  A tour operator provides designed or tailored services for customers ‘trip to or at a destination, including the signing contracts or agreements, booking and accommodations either separately or in a  package as a  or more product sold to the end-user, the customer, or the travelers. Tour operator can be a hotel group, a cruise trip provider, a city tour provider, or operator providing services of transportation, guides, meals and airline flights.

The mechanism of online tour products sales channels are booming with great momentum. OTA takes prides in their powerful sales and marketing approaches and serves a platform that sells different tour products and service, and the tour operators or tour providers. Travelers, or the customers benefit a lot from multiple travel products.

Complains by customers happens against either the direct tour operators or the OTAs where the products and services are sold. In most cases customers are the victims that have nowhere to get a refund or a responsible responses. These are dependent on the contractual relations established by the OTAs and tour operators.

Therefore this paper is intended to answer the following questions:

  • What are common clauses for claims and disputes in the contracts between OTAs and tour operators?
  • What are the unresolved disputes and how they arose?
  • How to improve dispute resolutions in contracts?

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: Zhou, E. (2018). When Collaborating with Online Tour Agencies, How to Prevent and Handle Disputes in Contracts, PM World Journal, Volume VII, Issue VIII – August.  Available online at https://pmworldjournal.net/wp-content/uploads/2018/08/pmwj73-Aug2018-Zhou-contract-disputes-with-online-tour-agencies.pdf

 



About the Author


Erhang Zhou

Lille, France

 

 

 

Erhang Zhou, CAPM, is a Master of Science student enrolled in Project and Program Management and Business Development in SKEMA Business School, Lille Campus, with 3 years working experiences in hospitality and investment sectors. She is currently residing in Lille, France and can be contacted at erhang,[email protected]

 

 

How to manage the dispute in clothing industry

 

STUDENT PAPER

By Mengshu Qiao

SKEMA Business School

Paris, France

 


 
ABSTRACT

The clothing industry is expanding to every corner of the world. The trend of outsourcing is still on its way. However, the dispute between owner and oversea outsourcing contractor is becoming a tough problem. Problems like environment pollution, labor environment and intelligence protection are three main issues causing dispute between owner and contractor. When the dispute happens, the production process is heavily affected and delayed. So it is urgent to solve them in an appropriate way. Here, by referring to different documents, we choose six feasible alternatives. Combing with certain criteria, we select the best alternative, which is prevention in advance by using Compensatory model of Additive Weighting Technique. We believe it would be the most efficient way to solve the dispute from the root.

Keywords: dispute resolution, clothing industry, contract, international, outsourcing, environment

INTRODUCTION

The consumption of garment is a rigid demand. However, the most influential brands do not equal to the biggest clothes producers. The typical way is that the brand owners they just designed and marketed them but outsources production factories overseas where the work was done at a tiny fraction of the cost. In 2015, China was the top ranked global textile exporter with a value of approximately 106 billion U.S. dollars.[1] However, oversea outsourcing contractors not always make their job flawless. Different disputes may happen between the owner and contractor.

  1. Problem definition:

Here, I found three typical problems:

  • Problem ONE: About the local environmental pollution

The materials that are involved in the clothing industry have an influence on the environment. Many synthetic materials are derived from petroleum. For example, jeans are way much dirtier behind the shiniest appearance. That denim wash appearance is the result of a several chemical-intensive combinations. The process of printing and dyeing involves such heavy metals as cadmium, lead and mercury.

  • Problem TWO: About the local labor human right

The lack of protection for workers in the labor-intensive clothing producing industry lead to many problems. Many workers in Indian factories earn so little that an entire month’s wages would not buy a single item they produce. Except the low salary, physical and verbal abuse is usual, not mention other welfare. Such behavior will bring in the invention from government, leading to complicated political cost and brand reputation cost.

  • Problem THREE: About the Intelligence Property

Product life-circle in clothing industry is really short, together with increased competition, producers are forced to be even more initiative in terms of innovation. Usually the owner makes new fashion with the help of powerful creative designers and modern technology, as well as marketing campaigns. When it is outsourced to factory, imitators get used of the owner’s original idea, and they do not often have a quality product. And the consumer they are not aware the reality, so they will leave a bad impression on the owner. Such behavior has a very bad influence brand image and customer loyalty.

All in all, the management of the dispute above is non-excusable and should be regulated appropriately and efficiently in the level of contract. So to summarize, the purpose of this research is to answer the following questions:

  • What are the different alternatives to resolve disputes in clothing industry in the level of contract?
  • What is the most suitable dispute process in this particular industry? And why?

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: Qiao, M. (2018). How to manage the dispute in clothing industry, PM World Journal, Volume VII, Issue VIII – August.  Available online at https://pmworldjournal.net/wp-content/uploads/2018/08/pmwj73-Aug2018-Qiao-how-to-manage-dispute-in-clothing-industry.pdf

 



About the Author


Mengshu Qiao

Paris, France

 

 

 

 

Mengshu QIAO is a PGE student in SKEMA Business School, major in Project and Programme Management & Business Development (PPMBD). She graduated from Jinan, China and holds a Bachelor’s degree in Translation Study. In 2016, she has worked for Veolia Campus, a renewable energy company, as knowledge management assistant in Zhuhai, China. She has also worked for NGO AIESEC for the project “Explore China”. She has both project management and translation study background. She lives in Levallois Perret, France now, and can be contacted at [email protected]

 

[1] Top 10 textile exporting countries | Statista. (n.d.). Retrieved from https://www.statista.com/statistics/236397/value-of-the-leading-global-textile-exporters-by-country/