PM World JournalArticles Archive - PM World Journal

How to cite this paper: Dawson, G. (2026). Improving Front-End ICT Portfolio Governance: Integrating PDRI and BSC; PM World Journal, Vol. XV, Issue IV, April. Available online at https://pmworldjournal.com/wp-content/uploads/2026/04/pmwj163-Apr2026-Dawson-Improving-Front-End-ICT-portfolio-governance.pdf

About the Author

Geoffrey Dawson

Perth, Australia

Geoffrey Dawson is a senior PMO, program and project management professional with over 20 years’ experience across government, energy, mining, education and not-for-profit sectors. He combines MBA-level business leadership, deep ICT delivery expertise, and postgraduate teaching experience, specialising in PMO maturity, enterprise systems, governance and AI-enabled project delivery. He can be contacted at geoffrey.dawson@iinet.net.au

Navigating a VUCA World

David Pells — Mon, 06 Apr 2026 17:01:26 +0000

Developmental Agile Leadership

SERIES ARTICLE

By Dr. Kam Jugdev

Athabasca University
Alberta, Canada

and

Dr. Timothy J. Kloppenborg

Professor Emeritus
Xavier University

Ohio, USA

Introduction: The Power of Adaptive Mentorship

(by Kam Jugdev)

This is the first article of a two-article series. When I was invited to co-author an applied book on leadership, I did not know what to expect. Let us begin with the short story of guidance and mutual trust to exemplify Developmental Agile Leadership.

For years, I was most comfortable writing conceptual and empirical academic articles on project management topics with my collaborators. I had never authored an applied book. In 2024, when I was approached about this collaboration, I felt overwhelmed by my existing workload. So when this opportunity arose, I welcomed it, but it compounded my sense of being overloaded. Through the tension between academic demands and a novel growth opportunity, I learned a great deal about adaptive leadership.

Tim and I had just over 20 virtual meetings during which we brainstormed and worked on the book. This was not a hierarchical relationship but a process where he sometimes stood alongside me as a supportive partner, quietly observing as I found my bearings with applied writing. Along the way, I was nudged to take the lead on sections. This created space for me to express my ideas and receive guidance when I stumbled.

This process embodied Developmental Agile Leadership, which involves leading from behind to empower others. It demonstrated trust by allowing me to make mistakes (such as my initial drafts that were too academic for an applied book), patience by letting me find solutions at my own pace (such as prioritizing the book into my workload and feeling okay when I declined other commitments), and wisdom in knowing when to step in and when to step back. The process involved personal growth and confidence-building.

We suggest that our collaboration exemplifies how developmental leadership combines with Agile principles to create something greater than either approach alone. We quickly created drafts and exchanged them, making it feel synchronous. Our rapid, iterative exchange illustrated agile practices. We constantly adapted and refined our ideas, allowing the work to evolve.

Leading in a VUCA World

Turning to our applied book, we know that workplace challenges and difficulties are unavoidable. These days, demographics, economies, politics, environments, societies, and technologies continue to shape, shift, and shake our world. Individuals, teams, and organizations must be more adaptable and agile. The term VUCA captures the aspects of change as volatility, uncertainty, complexity, and ambiguity. People and organizations continually strive to adapt, enhance their strengths, mitigate weaknesses, and identify opportunities and threats.

Changing environments demand that leadership styles adapt as well. Our response to these challenges is Developmental Agile Leadership. This approach integrates developmental and Agile principles to build adaptability and resilience. In a world where VUCA challenges persist, Developmental Agile Leadership empowers leaders to trust, adapt, and grow alongside their teams.

More…

Editor’s note: Tim Kloppenborg and Kam Jugdev are the authors of Developmental Agile Leadership: Empowering teams in a changing world. Learn more in their author profiles at the end of this article.

How to cite this paper: Jugdev, K. & Kloppenborg, T. J. (2026). Developmental Agile Leadership: Navigating a VUCA World; PM World Journal, Vol. XV, Issue IV, April. Available online at https://pmworldjournal.com/wp-content/uploads/2026/04/pmwj163-Apr2026-Jugdev-Kloppenborg-Developmental-Agile-Leadership-Navigating-a-VUCA-World.pdf

About the Authors

Dr. Kam Jugdev

Calgary, Alberta

Dr. Kam Jugdev is a Professor in the Faculty of Business at Athabasca University, specializing in project management and strategy. She is an active researcher who co-authors with international colleagues and publishes in leading journals, including the International Journal of Project Management and the Project Management Journal. She holds a joint PhD from the University of Calgary’s Schulich School of Engineering and Haskayne School of Business and is a Project Management Professional (PMP®). She serves as a collections editor for Business Expert Press. She can be reached at kamj@athabascau.ca

Dr. Timothy J. Kloppenborg

Cincinnati, Ohio

Dr. Timothy J. Kloppenborg is a Professor Emeritus from Xavier University. He earned his Ph.D. in Operations Management from the University of Cincinnati. He has written 15 books — mostly on leadership and/or project management. He is a Project Management Professional (PMP), an Agile Certified Professional (ACP), and a Disciplined Agile Senior Scrum Master (DASSM). He started the portfolio and project management book collection for Business Expert Press and edited 70 books in 10 years. Tim retired as a major in the US Air Force Reserve. He has trained, taught, and consulted on 6 continents. He can be reached at kloppenborgt@xavier.edu.

Their book — Developmental agile leadership: Empowering teams in a changing world — was published by Business Expert Press and can be found here. It has been accepted for co-distribution by Harvard Impact (formerly Harvard Business Publishing) and will appear on Harvard’s website in 2026.

Project Sponsorship:

David Pells — Mon, 06 Apr 2026 17:17:24 +0000

The Missing Muscle in Most Transformations

Reimagining Project Management for a New Era

SERIES ARTICLE

By Antonio Nieto-Rodriguez

Madrid, Spain

There is a persistent illusion in modern organizations: that good projects fail because of complexity.

They don’t.

Most strategic initiatives fail for a far more mundane—and uncomfortable—reason. The person who is supposed to own the outcome never truly does.

We call that role the sponsor.

And in most organizations, it is the weakest link in the entire transformation chain.

The Role That Looks Powerful—but Isn’t

On paper, project sponsors hold enormous authority. They are senior. Influential. Accountable for outcomes. Their names sit at the top of governance charts and steering committees.

In reality, their involvement is often intermittent and symbolic.

They attend key meetings. They endorse direction. They ask thoughtful questions. But they rarely make the hard decisions that move the project forward. They hesitate to intervene across silos. They avoid forcing trade-offs that create friction with peers.

So the project continues—but without real backing.

This is not a capability issue. It is a role design failure.

We have defined sponsorship as a position of oversight, not as a discipline of leadership.

The Systemic Consequence: Projects Without Power

In a Project-Driven Organization (PDO), projects are not side activities—they are the primary vehicle through which strategy is executed and value is created. As I argue in my recent Harvard Business Review book, Powered by Projects: Leading Your Organization in the Transformation Age, organizations must be designed around their most important initiatives, not around legacy functions.

But this model only works if projects have real power.

And power, in organizations, comes from sponsorship.

More…

Editor’s note: This series of articles is by Antonio Nieto-Rodriguez, the author of Powered by Projects: Leading Your Organization in the Transformation Age (HBR Press, Jan 2026) and The HBR Project Management Handbook (HBR 2021). One of the world’s most popular authors and speakers on the topic of the Project Economy and the Future of Project Management, he is Founder of Projects & Co. , a PMI Fellow & Former Chairman and Thinkers50 Award Winner. Learn more in his author profile at the end of this article.

How to cite this work: Nieto-Rodriguez, A. (2026). Project Sponsorship: The Missing Muscle in Most Transformations; Reimagining Project Management for a New Era, series article , PM World Journal, Vol. XV, Issue IV, April. Available online at https://pmworldjournal.com/wp-content/uploads/2026/04/pmwj163-Apr2026-Nieto-Rodriguez-project-sponsorship-the-missing-muscle.pdf

About the Author

Antonio Nieto-Rodriguez

Madrid, Spain

Antonio Nieto-Rodriguez, PMI Fellow, is one of the world’s leading experts in Project Management and Strategy Implementation. He is the author of the “Harvard Business Review Project Management Handbook ” (HBR 2021) and is the most published author on project management matters in Harvard Business Review. His upcoming book, Powered by Projects: Leading Your Organization in the Transformation Age, will be published by Harvard Business Review Press in early 2026.

Antonio has brought Project Management to the center of executive leadership, positioning it as a critical capability for transformation in the next decade. He is the creator of influential concepts such as the Project Economy®, the Hierarchy of Purpose®, and the Project‑Driven Organization, which argue that projects have become the operating system of modern organizations—and the language of future careers.

His global impact on management and leadership has been recognized by Thinkers50, where he is the only project management thinker included twice in a row in the ranking of the world’s most influential management thinkers. He is also the recipient of the prestigious Thinkers50 Ideas Into Practice Award and a member of the Marshall Goldsmith 100 Coaches community.

He was the global Chairman of the Project Management Institute in 2016 and has been recognized as a Fellow of PMI for his contribution to the project management profession. He led the creation of the Brightline Initiative, founded Projects & Co, and co-founded the Strategy Implementation Institute.

His work focuses on advising senior leaders on how to prioritize and implement strategic initiatives and lead transformational change.

Antonio is also the author of “Lead Successful Projects” (Penguin, 2019), “The Project Revolution” (LID, 2019). and “The Focused Organization” (Taylor & Francis, 2014), and has contributed to seven other books. A pioneer and leading authority in teaching and coaching senior executives the art and science of strategy execution and project management. Currently visiting professor at Duke CE, Instituto de Empresa, Solvay, Vlerick, Ecole des Ponts, and Skolkovo.

He is a much-in-demand speaker at events worldwide. Antonio has presented at more than 800 conferences around the world, regularly evaluated as the best speaker. European Business Summit, Strategy Leaders Forum, Gartner Summit, TEDx, and EU Cohesion Policy Conference; are some of the events he has delivered inspirational keynotes.

He is former Sustainability Program Director and Head of Global Program Management Office at GlaxoSmithKline Vaccines. Previously he also served as Head of Project Portfolio Management at BNP Paribas Fortis and Head of Post-Merger Integration at Fortis Bank, leading the acquisition of ABN AMBRO, the largest in financial service history. He also worked for ten years at PricewaterhouseCoopers, becoming the global lead practitioner for project and change management.

Born in Madrid, Spain, and educated in Germany, Mexico, Italy, and the United States, Antonio is fluent in five languages. He is an Economist, has an MBA from London Business School and Insead’s IDP. You can follow Antonio through his LinkedIn Newsletter – Lead Projects Successfully. For more information, visit his website at www.antonionietorodriguez.com. He can be reached via email: antonio.nieto.rodriguez@gmail.com

Cashflow for Project Contractors

David Pells — Mon, 06 Apr 2026 17:30:15 +0000

Project Business Management

SERIES ARTICLE

By Oliver F. Lehmann

Munich, Germany

“Rule #82: Wrong decisions made early can be recovered from. Right decisions made late cannot correct them.”
– From: 100 Rules for NASA Project Managers[1]

Summary

Contractor projects rarely fail on paper. They fail in cash. While profit is realized at the end, liquidity is required every day. In Project Business, payment structures and delays force contractors to finance their own work, often beyond safe limits. The critical question is not whether a project is profitable, but whether the organization can survive its maximum negative cash position. Projects that cannot be carried financially must be renegotiated, slowed down, or rejected. Cash flow is not a reporting metric – it is the boundary between success and failure.

Introduction

Project management literature traditionally revolves around scope, schedule, and cost. These dimensions define delivery performance, and for internal projects, they are often sufficient. In contractor environments, however, they leave out the decisive constraint under which projects are actually executed: liquidity.

For contractors, the central question is not only whether the work can be delivered, but whether the organization can sustain the financial burden of delivering it. This is where projects cease to be purely technical undertakings and become business operations.

Cash flow is therefore not a secondary accounting perspective. It is the condition that determines whether delivery efforts can be maintained over time.

It is entirely possible for a project to be profitable and still place the contractor under existential pressure. This is not an exception, but a direct consequence of how customer projects are typically structured. The underlying dynamics deserve closer examination.

The Structural Role of the Contractor

The contractor’s role in Project Business is defined not only by delivery responsibility, but by financial exposure. Unlike internal projects, where funding is secured upfront, contractor projects are executed under conditions where cost is certain but payment is conditional and delayed. This places the contractor in a structurally exposed position that goes beyond operational responsibility.

This structural imbalance does not exist in isolation. It is part of a broader risk profile that distinguishes Project Business from most internal project environments.

In internal projects, funding is typically secured before execution begins. The organization decides to invest, allocates a budget, and carries the financial exposure within its own boundaries. Liquidity may still matter at the corporate level, but it is rarely a constraint at the level of an individual project.

Project Business works differently.

More…

Editor’s note: This series of articles is by Oliver Lehmann, author of the book “Project Business Management” (ISBN 9781138197503), published by Auerbach / Taylor & Francis in 2018. See author profile below.

How to cite this article: Lehmann, O. F. (2026). Cashflow for Project Contractors, Project Business Management series article, PM World Journal, Vol. XV, Issue IV, April. Available online at https://pmworldjournal.com/wp-content/uploads/2026/04/pmwj163-Apr2026-Lehmann-Cashflow-for-Project-Contractors.pdf

About the Author

Oliver F. Lehmann

Munich, Germany

Oliver F. Lehmann, MSc, ACE, PMP, is a project management educator, author, consultant, and speaker. In addition, he is the owner of the website Project Business Foundation, a non-profit initiative for professionals and organizations involved in cross-corporate project business.

He studied Linguistics, Literature, and History at the University of Stuttgart and Project Management at the University of Liverpool, UK, where he holds a Master of Science Degree (with Merit). Oliver has trained thousands of project managers in Europe, the USA, and Asia in methodological project management, focusing on certification preparation. In addition, he is a visiting lecturer at the Technical University of Munich.

He has been a member and volunteer at PMI, the Project Management Institute, since 1998 and served as the President of the PMI Southern Germany Chapter from 2013 to 2018. Between 2004 and 2006, he contributed to PMI’s PM Network magazine, for which he provided a monthly editorial on page 1 called “Launch,” analyzing troubled projects around the world.

Oliver believes in three driving forces for personal improvement in project management: formal learning, experience, and observations. He resides in Munich, Bavaria, Germany, and can be contacted at oliver@oliverlehmann.com.

Oliver Lehmann is the author of the books:

- “Situational Project Management: The Dynamics of Success and Failure” (ISBN 9781498722612), published by Auerbach / Taylor & Francis in 2016
- “Project Business Management” (ISBN 9781138197503), published by Auerbach / Taylor & Francis in 2018.

His previous articles and papers for PM World Journal can be found here:

- https://pmworldlibrary.net/authors/oliver-f-lehmann/

[1] (Madden & Stewart, n.a.)

Approaches for Estimating Activity Durations & Probabilities:

David Pells — Mon, 06 Apr 2026 18:23:58 +0000

An Assessment

ADVISORY

By Dr. Kenneth Smith, PMP

Honolulu, Hawaii

& Manila, The Philippines

We Dig Deep, While Others Sleep

Ways of Working for Project Professionals

Background. The impetus for this article was Dr. Paul Giammalvo’s admonition in the January 2026 PMWJ to STOP USING PERT because it does not meet the 5 attributes of the Scientific Method, and there are no results showing its consistent successful application; so it is ‘nothing more than an unsubstantiated marketing claim’.^[1] Given his considerable experience in project management as a contractor & asset owner, as well as continuing to be a serious scholar and world-wide teacher / mentor, I do not treat Paul’s perspective lightly.

However — as I expressed in my February 2026 rebuttal ^[2] — from my experience as a career-long ‘hands-on’ PERT-practitioner, government employee & consultant for various governments and international agency-sponsored projects, the fundamental flaw with PERT was not its formula, but rather misapplication by those using it.

Although unable to cite projects attributing their success to PERT, I also question whether any time-estimating planning technique could be the principal cause-effect for subsequent schedule success — or slippage — in the largely uncontrollable VUCA^[3] project management environment.

Paul’s second strike was for PERT to be replaced with Excel-based or even more sophisticated statistical Monte Carlo simulation software that can incorporate skewness, to generate more realistic profiles and probabilities for planning.

While no longer a practitioner; during semi-retirement I have continued to share my waning knowledge, experience — and opinions — through PMWJ, as well as in intermittent seminars & workshops. However, provoked by Paul, I stirred from my comfort zone to re-examine the concepts, structure and process underlying PERT vis a vis other schedule-planning approaches for estimating project activity durations; as well as to update myself regarding the utility of Monte Carlo’s iterative simulation approach as another technique and tool for project planning, monitoring & management.

Here are my findings, as well as the review process and data on which they are based.

More…

How to cite this article: Smith, K.F. (2026). Approaches for Estimating Activity Durations: An Assessment. PM World Journal, Vol. XV, Issue IV, April. Available online at https://pmworldjournal.com/wp-content/uploads/2026/04/pmwj163-Apr2026-Smith-Approaches-for-estimating-activity-durations-and-probabilities-2.pdf

About the Author

Dr. Kenneth Smith

Honolulu, Hawaii
& Manila, The Philippines

Initially a US Civil Service Management Intern, then a management analyst & systems specialist with the US Defense Department, Ken subsequently had a career as a senior foreign service officer — management & evaluation specialist, project manager, and in-house facilitator/trainer — with the US Agency for International Development (USAID). Ken assisted host country governments in many countries to plan, monitor and evaluate projects in various technical sectors; working ‘hands-on’ with their officers as well as other USAID personnel, contractors and NGOs. Intermittently, he was also a team leader &/or team member to conduct project, program & and country-level portfolio analyses and evaluations.

Concurrently, Ken had an active dual career as Air Force ready-reservist in Asia (Japan, Korea, Vietnam, Indonesia, Philippines) as well as the Washington D.C. area; was Chairman of a Congressional Services Academy Advisory Board (SAAB); and had additional duties as an Air Force Academy Liaison Officer. He retired as a ‘bird’ colonel.

After retirement from USAID, Ken was a project management consultant for ADB, the World Bank, UNDP and USAID.

He earned his DPA (Doctor of Public Administration) from the George Mason University (GMU) in Virginia, his MS from Massachusetts Institute of Technology (MIT Systems Analysis Fellow, Center for Advanced Engineering Study), and BA & MA degrees in Government & International Relations from the University of Connecticut (UCONN). A long-time member of the Project Management Institute (PMI) and IPMA-USA, Ken is a Certified Project Management Professional (PMP®) and a member of the PMI®-Honolulu and Philippines Chapters.

Ken has two KENBOOKS: 1. Project Management PRAXIS which includes many innovative project management tools & techniques; and describes a “Toolkit” of related templates, and 2. MUSINGS on Project Management — a compilation of contemporary concerns in project planning, monitoring & evaluation, with some tools & techniques suggested for their solution. Either or both books are available from Amazon, and their related templates are available directly from him at kenfsmith@aol.com on proof of purchase.

To view other works by Ken Smith, visit his author showcase in the PM World Library at https://pmworldlibrary.net/authors/dr-kenneth-smith/

[1] Giammalvo, P. D. (2026). What Do We Do AFTER Calculating Our Average Costs or Durations? PM World Journal, Vol. XV, Issue I, January. https://pmworldlibrary.net/wp-content/uploads/2026/01/pmwj160-Jan2026-Giammalvo-what-we-do-after-calculating-averages.pdf
[2] Smith, K.F. (2026). In Defense of PERT-PLUS. PM World Journal, Vol. XV, Issue II, February. https://pmworldlibrary.net/wp-content/uploads/2026/02/pmwj161-Feb2026-Smith-in-defense-of-PERT-Plus-2.pdf
[3] VUCA: Volatile, Uncertain, Complex, Ambiguous

THE GROWTH OF PROJECT MANAGEMENT ACCOUNTABILITY

David Pells — Mon, 06 Apr 2026 18:37:19 +0000

COMMENTARY

By Harold Kerzner, Ph.D. and Al Zeitoun, Ph.D.

California & Maryland, USA

PROJECT MANAGEMENT ACCOUNTABILITY CHALLENGE ___________________

We all use words and expressions to say things that are important to us and have a specific meaning to us as we use them. Unfortunately, the same words and expressions can be interpreted differently by others that hear the words and expressions. A classic example is when the word “accountability” is used in a project management environment. Accountability in project management has undergone several meaning changes over the past several decades and eventually helped generate significant improvements that are now used in project management practices.

This challenge is also seen in the potential missed opportunity when not comprehending the difference between accountability and responsibility. This is coupled with the complexity in how these two words are used across global languages. Another word that might have to be considered in the mix is the word “ownership.”

BACKGROUND TO PROJECT MANAGEMENT ACCOUNTABILITY _______________

Most definitions of accountability include wording such as “a willingness to accept responsibility for one’s performance.” Responsibility is the major component of accountability. You cannot have accountability without responsibility, but you can have responsibility without accountability.

In the early years of project management, especially for contractors that relied upon competitive bidding success on government contracts to support their organizations, accountability was non-existent. Salespeople believed that they had exclusive rights to handle all communications with clients. Salespeople measured project success by the size of the bonuses they received for work they brought into the firm, even if the client was unhappy with the deliverables. Almost all project managers were engineers who defined success in technical terms only, regardless of the number of often unnecessary scope changes and final project costs that elongated the schedules and increased the budgets by several hundred percent. Salespeople refused to allow project managers to communicate with clients for fear of having to share bonuses with them. Project managers were not allowed to make business-related decisions. Sponsors were assigned from the senior levels of management to make business-related decisions. Sponsors defined success as not being personally blamed for any project that may have been unsuccessful.

When projects got into trouble, salespeople blamed the project managers who then blamed the functional managers for assigning the wrong workers. Executives were also criticized for not being more involved in projects and possibly making the wrong decisions. Finger-pointing for transferring blame to others appeared everywhere. Simply stated, accountability was nonexistent.

Senior management tried to enforce a policy where everyone maintained some degree of responsibility. Unfortunately, workers felt the pressure of responsibility but at the same time did not believe they were accountable. The resistance to acceptance of accountability resulted in more damage than cost overruns, schedule slippages, and loss of business. Everyone felt responsibility but not accountability. As referenced in Figure 1, the result was finger-pointing and placing blame on others for being lazy or incompetent. This dilutes accountability and sets an unhealthy culture for the program and project teams that directly affects the potential of success.

More…

How to cite this article: Kerzner, H., Zeitoun, A. (2026). The Growth of Project Management Accountability, PM World Journal, Vol. XV, Issue IV, April. Available online at https://pmworldjournal.com/wp-content/uploads/2026/04/pmwj163-Apr2026-Kerzner-Zeitoun-Growth-of-PM-Accountability.pdf

About the Authors

Harold Kerzner, Ph.D., MS, M.B.A
Senior Executive Director for Project Management
International Institute of Learning
New York & California, USA

Dr. Harold Kerzner is Senior Executive Director for Project Management for the International Institute for Learning (IIL). He has an MS and Ph.D. in Aeronautical and Astronautical Engineering from the University of Illinois and an MBA from Utah State University. He is a prior Air Force Officer and spent several years at Morton-Thiokol in project management. He taught engineering at the University of Illinois and business administration at Utah State University, and for 38 years taught project management at Baldwin-Wallace University. He has published or presented numerous engineering and business papers and has had published more than 60 college textbooks/workbooks on project management, including later editions. Some of his books are (1) Project Management: A Systems Approach to Planning, Scheduling and Controlling; (2) Project Management Metrics, KPIs and Dashboards, (3) Project Management Case Studies, (4) Project Management Best Practices: Achieving Global Excellence, (5) PM 2.0: The Future of Project Management, (6) Using the Project Management Maturity Model, and (7) Innovation Project Management.

He is a charter member of the Northeast Ohio PMI Chapter.

Dr. Kerzner has traveled around the world conducting project management lectures for PMI Chapters and companies in Japan, China, Russia, Brazil, Singapore, Korea, South Africa, Canada, Ireland, Germany, Spain, Belgium, Poland, Croatia, Mexico, Trinidad, Barbados, The Netherlands, Sweden, Finland, Venezuela, Columbia, United Arab Emirates, France, Italy, England, and Switzerland. He delivered a keynote speech at a PMI Global Congress on the future of project management.

His recognitions include:

- The University of Illinois granted Dr. Kerzner a Distinguished Recent Alumni Award in 1981 for his contributions to the field of project management.

- Utah State University provided Dr. Kerzner with the 1998 Distinguished Service Award for his contributions to the field of project management.

- The Northeast Ohio Chapter of the Project Management Institute gives out the Kerzner Award once a year to one project manager in Northeast Ohio that has demonstrated excellence in project management. They also give out a second Kerzner Award for project of the year in Northeast Ohio.

- The Project Management Institute (National Organization) in cooperation with IIL has initiated the Kerzner International Project Manager of the Year Award given to one project manager yearly anywhere in the world that demonstrated excellence in project management.

- The Project Management Institute also gives out four scholarships each year in Dr. Kerzner’s name for graduate studies in project management.

- Baldwin-Wallace University has instituted the Kerzner Distinguished Lecturer Series in project management.

- The Italian Institute of Project Management presented Dr. Kerzner with the 2019 International ISIPM Award for his contributions to the field of project management.

Dr. Harold Kerzner can be contacted at hkerzner@hotmail.com

Dr. Al Zeitoun, PgMP, PMI Fellow

System Thinker & Transformation Advisor
Maryland USA

Dr. Al Zeitoun is a Future of Work, business optimization, and operational performance excellence thought leader with global experiences in strategy execution. His experiences encompass leading organizations; delivering their Enterprise Digital and Business Transformation; guiding fitting frameworks implementations; and using his empathy, engineering insights, and collaboration strengths to successfully envision new business models and execute complex missions across diverse cultures globally.

In his recent role with Siemens, he was a Senior Director of Strategy responsible for driving the global program management practices, Master Plan governance, and enabling the Strategy Transformation processes and priorities.

In his position, as the Executive Director for Emirates Nuclear Energy Corporation, Abu Dhabi, UAE, he was responsible for creating the strategy execution framework, achieving transformation benefits, governance excellence, and creating the data analytics discipline necessary for delivering on the $40B complex country energy mission roadmap.

At the McLean, USA HQ of Booz Allen Hamilton, Dr. Zeitoun strategically envisioned and customized digitally enabled EPMO advisory, mapped playbooks, and capability development for clients’ Billions of Dollars strategic initiatives. Furthermore, he led the firm’s Middle East North Africa Portfolio Management and Agile Governance Solutions.

With the International Institute of Learning, Dr. Zeitoun played a senior leader and global trainer and coach. He was instrumental in driving its global expansions, thought leadership, and operational excellence methodology to sense and shape dynamic ways of working across organizations worldwide. He speaks English, Arabic, and German and enjoys good food, travel, and volunteering. Dr. Al Zeitoun can be contacted at zeitounstrategy@gmail.com

Mommy is a Project Manager

David Pells — Mon, 06 Apr 2026 20:19:54 +0000

BOOK REVIEW

Book Title: Mommy is a Project Manager
Author: Mei Lin
Publisher: FNova Publishing LLC
List Price: $ 19.99
Format: Hard Cover
Publication Date: October 2019
ISBN: 978-1951486006
Reviewer: Sunil Kumar Suvvari
Review Date: February 2026

Introduction

Mommy Is a Project Manager by Mei Y Lin is a sweet and thoughtful children’s book. It shows what a project manager does, but in a way kids can understand. The sentences are short. The ideas are simple. Through everyday moments, we see that mommy works hard, wears many hats, and solves big problems. But most of all, she loves her child.

Overview of Book’s Structure

The book follows a simple and easy pattern. Each page introduces one project management idea, like managing tasks or handling risks. Then it connects that idea to something a child understands, like toys, playtime, or bedtime.

The story moves smoothly between mommy’s work life and home life. One page shows her leading projects. The next shows her hugging, playing, or caring. This steady rhythm makes the book feel warm and balanced, not too serious, and never too technical.

Highlights

One of the best parts of this book is how it makes big work ideas feel small and easy. Things like risks, budgets, and planning are shown in fun, everyday moments. It feels light and sweet. And through it all, you clearly see that mommy can be strong at work and still full of love at home.

Highlights: What I liked!

I loved how creative and heartfelt this book feels. It made me smile. The way it connects project management to everyday family life is clever but still simple. Most of all, I liked how it celebrates strong, hardworking moms without losing the warmth and love.

More…

How to cite this work: Suvvari, S. K. (2025). Mommy is a Project Manager, book review, PM World Journal, Vol. XIV, Issue IV, April. Available online at https://pmworldjournal.com/wp-content/uploads/2026/04/pmwj163-Apr2026-Suvvari-Mommy-is-a-project-manager-book-review.pdf

About the Reviewer

Sunil Kumar Suvvari

Texas, USA

Sunil Kumar Suvvari is an accomplished Agile leader, researcher, and advocate for web accessibility, with over 15 years of extensive experience in coaching, training, and empowering Agile teams. His expertise spans Agile Project Management, Product Management, Evidence-Based Management, Software Development, Artificial Intelligence, Universal Designs, and fostering inclusive cultures. Sunil has authored and co-authored more than 20 extensively researched articles published in reputed international journals, along with three influential books focusing on Project Management and Agile methodologies.

Sunil currently serves as a distinguished reviewer for numerous prestigious publications such as Springer, Elsevier, Sage Publications and international conferences. His reviewer contributions include roles with the Association for Computing Machinery (ACM), IEEE International Conferences. editorial teams for journals such as the Journal of Advanced Management Studies, and International Journal of Science and Research.

Beyond reviewing, Sunil served as a judge and evaluator for global awards and competitions in business intelligence, accessibility innovation, and coding—including the CODiE Awards, tech hackathons, and leadership challenges.

A sought-after speaker, Sunil has delivered keynote speeches and expert talks at leading professional bodies such as PMI (Project Management Institute), IEEE Technology and Engineering Management Society, ACM (Association for Computing Machinery), International Association of Project Managers (IAPM) and Agile New England, sharing practical insights on accessibility, empathy-driven design, and Agile leadership.

Sunil holds advanced professional certifications, including Professional Scrum Master III, Certified SAFe Practice Consultant, Agile Certified Practitioner (PMI-ACP), and Certified Professional Scrum Product Owner II, among others.

His global mentoring efforts have supported and guided over 1,000 professionals across 24 countries, helping emerging leaders build inclusive, agile careers. Notably, Sunil has empowered more than 100 homemakers to transition into IT leadership roles through personalized mentoring, training, and coaching.

In 2025, he was honored with the Global Leader in Tech for Good Award for his transformative contributions to accessibility, inclusion, and universal design. His mission is to ensure that innovation leaves no one behind and that accessibility is recognized not as an afterthought, but as a catalyst for meaningful progress.

Sunil can be contacted at suvvarisunilkumar@ieee.org

Editor’s note: This book review was the result of a partnership between the PM World Journal and the PMI Dallas Chapter. Authors and publishers provide books to the PM World Journal Editor; books are delivered to the PMI Dallas Chapter where they are offered free to PMI members who agree to provide a review within 45 days; book reviews are published in the PM World Journal and PM World Library. Reviewers can normally claim PDU’s for PMP recertification upon publication of their book reviews.

PM professionals can also author a review of a PM-related book independently purchased or received from authors. Those book reviews can also be published in the PMWJ, with authors then able to claim PDUs or CEUs for PM recertifications. If you would like us to publish a book review or are an author or publisher of a project management-related book, and would like the book reviewed, please contact editor@pmworldjournal.com.

The Broken Rung

David Pells — Mon, 06 Apr 2026 20:26:28 +0000

BOOK REVIEW

Book Title: The Broken Rung: When the Career Ladder Breaks for Women – and How They Can Succeed in Spite of It
Author: Kweilin Ellingrud, Lareina Yee, and María del Mar Martínez
Publisher: HBR Press
List Price: $32.00
Format: Hardcover, 267 pages
Publication Date: March 2025
ISBN: 9781647827182
Reviewer: Carla Costa, PMP
Review Date: April 2025

Introduction

There are books that inform, and then there are books that feel like they were written about your own life. The Broken Rung: When the Career Ladder Breaks for Women and How They Can Succeed in Spite of It, by McKinsey senior partners Kweilin Ellingrud, Lareina Yee, and María del Mar Martínez, is the latter. Published in March 2025 by Harvard Business Review Press, this 267-page hardcover draws on more than a decade of rigorous McKinsey research, interviews with over 50 remarkable leaders, and the authors’ own experiences at the highest levels of global consulting. The result is a timely, data-rich, and deeply humane examination of why women, who excel in education and early career performance, consistently fall behind once they enter the workforce.

As a woman who has navigated professional challenges since before entering college in 1996, I found this book both validating and energizing. The central phenomenon the authors identify, the “broken rung,” the critical first step from individual contributor to manager where women lose ground they never fully recover, is something I and countless women around me have lived. This book finally names it, quantifies it, and most importantly, offers a clear-eyed roadmap for what women and organizations can do about it.

Overview of Book’s Structure

The Broken Rung is organized around a single, powerful concept: experience capital. The authors argue that while roughly half of a person’s lifetime earnings come from education and half from work experience, men and women do not accumulate this experience capital at the same rate. The book systematically explores why that gap exists and how women can close it, weaving together McKinsey data, economic research, and the candid stories of leaders who have navigated the broken rung themselves.

The book opens by defining the broken rung phenomenon: for every 100 men promoted to manager, only 81 women receive the same promotion. This is not a glass-ceiling problem occurring at the top, it is a ground-floor crisis. The authors then build their case through thematic chapters covering key topics: how to choose the right boss and organization when starting out; why frequent, intentional job moves (both internal and external) are essential to building experience capital; how to close the gender technology gap; the ways in which bias operates and can be turned to a woman’s advantage; and the complex relationship between motherhood and career trajectory.

Throughout, the authors balance systemic analysis with individual agency. They are unflinching in their diagnosis of structural inequality, the gender wage gap, the gender wealth gap, and the gender health gap are all examined through fresh data, but they do not leave readers helpless. Each chapter ends with actionable strategies women can apply immediately, without waiting for their organizations to change. The final sections pivot to a message for leaders and companies: the broken rung is not only a moral problem but a business one, and organizations that repair it will outperform those that do not.

More…

To read entire welcome article, click here

How to cite this work: Costa, C. (2025). The Broken Rung: When the Career Ladder Breaks for Women – and How They Can Succeed in Spite of It, book review, PM World Journal, Vol. XIV, Issue IV, April. Available online at https://pmworldjournal.com/wp-content/uploads/2026/04/pmwj163-Apr2026-Costa-Broken-Rung-book-review.pdf

About the Reviewer

Carla Costa

USA and Brazil

Carla Costa is a PMI Dallas Chapter member and volunteer as Director of Content. She is a Multilingual Product & Business Development Leader with 15+ years of experience driving enterprise revenue, digital transformation, and product adoption across North America and LATAM. Specialized in SaaS, SDLC, ITSM, and Agile methodologies, with a strong track record of delivering CX/UX products. Carla has proven success in go-to-market strategy, cross-functional alignment, and executive stakeholder management. She holds PMP, CSPO, PMC, and ICP-ACC certifications and is a Student of AI. She has been an advocate for women in the workplace throughout her career, beginning with her own professional journey since the mid-1990s. She can be reached at cacosta26us@yahoo.com – LinkedIn: linkedin.com/in/carlacostapereira

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Welcome to the April 2026 PMWJ

David Pells — Tue, 07 Apr 2026 18:25:53 +0000

WELCOME

By David L. Pells

Managing Editor

Addison, Texas, USA

Welcome to the April 2026 edition of the PM World Journal (PMWJ), our 163^rd monthly edition. This month’s PMWJ is another diverse and interesting edition, with 40 new works by 48 different authors representing 18 different countries. The new editions this month bring our totals to 5,692 works by 2,256 different authors representing 90+ countries published in the PMWJ to date and now archived in the PM World Library.

Introduction – What Price Success?

This edition of the PMWJ should have been published three days ago, for which I apologize. But as you will see, this edition is also one of our largest with 40 or more works submitted by authors in many countries, each of which requires review, edits, formatting, correspondence with authors and posting online. As you might guess, the larger, longer research-based papers in our Featured Papers and Peer Reviewed Papers categories are the most time-consuming to review, edit and produce – and that is exactly where our most growth has been. We’re attracting more longer, deeper, serious papers by researchers around the world. Which is great, but…

Of course, this is exactly what I was expecting and hoping for when we set out 14 years ago, with our multiple categories of contents. Our correspondents and honorary advisors have helped, especially regarding our credibility and reputation, but the vision was also clear. To provide a service to those in the project management field who might want (or need) to share their knowledge and experience, to get published to enhance careers and, just as importantly to me, to get credit for the new knowledge they create. Yes, we aimed for a high quality journal with good, educational content and many readers. But the service to authors was foremost; there are many good publications and websites with great contents. But an easy and transparent opportunity for more professionals to get published seemed to be needed. I think it still is, perhaps more than ever.

So where do we go from here? The May edition is already filling up, so growth can be expected to increase. Some authors are contributing or planning works for publication months ahead. We’re reaching more communities and countries. Our outreach to PMI chapters and other organizations is bringing both more readers and contributing authors. Those of you who are new to the PMWJ should check our archives in the PM World Library; monthly contents all the way back to August 2012 are available to read and download. Or you can search the PMWL by author, category or various topics. And this introduces the other aspect of the PMWJ; the library that has been built up over these many years now contains thousands of PM resources. The PMWJ archives is another measure of success. I sincerely hope that more readers will find the PMWL too.

All of the above is to arrive at that point where success eventually leads. What is the next step, the next level, the bigger challenge? We will continue to produce the PMWJ, with more works by more authors in more countries. We will continue to grow the PMWL into the global resource for continuous learning that we have long envisioned. But what about the next level, or opportunity, for the PM World Journal and Library? Where are we going? That’s what we are thinking about more seriously now.

This month in the Journal

One Interview is included this month, courtesy of PMWJ correspondent Yasmina Khelifi in Paris. Her interview this month is with Miranda Wang, PMI’s brilliant Managing Director of PMI China. Miranda is leading PMI’s many big initiatives in China, now PMI’s second largest market; in this interview, she shares her vision, mission and some exciting details. Don’t miss this interesting interview.

11 Editor-accepted Featured Papers are included this month, by authors in nine different countries. These good papers are a mix of academic and professional research, by professors, graduate students and very senior project management practitioners.

More…

Visit the latest edition of the PMWJ at www.pmworldjournal.com

How to cite this work: Pells, D.L. (2026). Welcome to the April 2026 PMWJ; PM World Journal, Vol. XV, Issue IV, April. Available online at https://pmworldjournal.com/wp-content/uploads/2026/04/pmwj163-Apr2026-Pells-Welcome-to-the-April-2026-pmwj.pdf

About the Author

David L. Pells

Managing Editor, PMWJ
Managing Director, PMWL

David L. Pells, PMI Fellow, HonFAPM, ISIPM, PMA is Managing Editor and publisher of the PM World Journal (www.pmworldjournal.com) and Managing Director of the PM World Library (www.pmworldlibrary.net). David is an internationally recognized leader in the field of professional project management with more than 40 years of experience on a variety of programs and projects, including engineering, construction, energy, defense, transit, technology and nuclear security, and project sizes ranging from thousands to billions of dollars. In recent years, he has served as a senior program management advisor for several major U.S. National Security programs.

David Pells has been an active professional leader in the United States since the 1980s, as founder and president of several PMI chapters, founder of PMI’s first SIG (Project Earth), and member of the PMI board of directors twice. He was founder and chair of the Global Project Management Forum (1995-2000), an annual meeting of leaders of PM associations from around the world. David was awarded PMI’s Person of the Year award in 1998 and Fellow Award, PMI’s highest honor, in 1999. He is also an Honorary Fellow of the Association for Project Management (APM) in the UK; the Instituto Italiano di Project Management (ISIMP) in Italy; and Project Management Associates (PMA) in India.

Former managing editor of PM World Today, he is the creator, editor and publisher of the PM World Journal (ISSN: 2330-4880). David has a BA in Business Administration from the University of Washington and an MBA from Idaho State University in the USA. He has published widely and spoken at conferences and events worldwide. David lives near Dallas, Texas and can be contacted at editor@pmworldjournal.com.

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

Moral Implications of AI in Project Management:

David Pells — Mon, 06 Apr 2026 15:16:31 +0000

Data Privacy and Security

PEER REVIEWED PAPER

By Junaid Mehboob

Pakistan

Abstract

Artificial Intelligence has almost become integral component of every field of study. In Project Management, Project teams are also using artificially intelligent technologies to improve their efficiency and effectiveness. With the growing use of such technology, moral issues related to security and privacy of users’ data are also concerned for users. This study focuses on moral considerations with the utilization of artificial intelligence (AI) focusing on security and privacy of data. Survey results show users are worried about the user’s data privacy and security and they consider project managers’ responsibility to ensure the moral usage of artificial intelligent technologies.

Key words: Artificial Intelligence (AI), Project Management (PM), Data Security, Data Privacy

Introduction

Background

Project management involves a lot of people, and a project manager’s daily routine includes managing and interacting with people. Effective project managers are people-focused and rapidly build productive working connections with their team members. Furthermore, to deliver effective projects, project managers and executives must pursue learning opportunities because project management (PM) is a skill-based profession. Project disaster results in the loss of time, finances, and resources, and project delivery and implementation success are vital to the business and widely acknowledged as a vital part of its strategy. Moreover, project failure could result in reputational expenses (Dempsey, M., Brennan, A., Holzberger, A., & McAvoy, J. ,2022).

Innovation is fueled by developments in emerging technology, particularly artificial intelligence (AI). They will compel us to acknowledge their speed, which will make it impossible to avoid using them in the process of juggling conflicting demands and completing projects successfully. The art and science of project management are combined. While the application of such standards, tools, and processes is an art, it is scientific to create a balance between all conflicting restrictions, such as knowledge of standards, tools, and techniques. Consequently, integrating the tools required for project planning and communication with mindfulness and meeting executive stakeholders’ demands for an acceleration with AI-driven management focused on process transformation, technology infrastructure, and product portfolios (Schrettenbrunnner, M. B., 2020)

More…

How to cite this work: Mehboob, J. (2026). Moral Implications of AI in Project Management: Data Privacy and Security, PM World Journal, Vol. XV, Issue IV, April. Available online at https://pmworldjournal.com/wp-content/uploads/2026/04/pmwj163-Apr2026-Mehboob-Moral-Implications-of-AI-in-PM.pdf

About the Author

Junaid Mehboob

Pakistan

Junaid Mehboob, PMP,PMI-RMP,PMI-ACP,LSSWB,LSSYB,LSSGB,LSSBB is an independent researcher specializing in project management and the implications of artificial intelligence within project environments. His work explores AI-driven decision support, agile project practices, risk management methodologies, Quality Management Frameworks, and data-based performance analysis. He is University of Hertfordshire graduate. He holds a strong academic foundation with an MS in Project Management, an MSc in Project Management, and a BS in Electrical Engineering.

Junaid is certified in multiple professional disciplines, including PMP, PMI-ACP, PMI-RMP, and Lean Six Sigma (White, Yellow, Green, and Black Belt). His research focuses on advancing modern project delivery approaches and integrating intelligent technologies to enhance project efficiency, resilience, and strategic outcomes. He can be contacted at ranajunaid93@gmail.com

Employee Health, Safety And Environmental Disclosures:

David Pells — Mon, 06 Apr 2026 15:22:27 +0000

A Study of the Impact on Construction Project

Performance in Rivers State, Nigeria

PEER REVIEWED PAPER

By Godson Kelechi

Rivers State University

Port Harcourt, Nigeria

Abstract

The construction industry performs a critical function in enhancing the provision of opportunities in terms of employment opportunities and infrastructure. In spite of its relevance, the delivery of construction projects, the industry have vital problem which include budget overrun, and time delay. This study examined employee health and environmental disclosure, its impact with respect to performance of construction project. The specific objectives of this study are to: evaluate impact of employee health and safety cost with respect to construction project performance, analyze the impact of environmental disclosure in view of timely and also cost-efficient delivery construction projects and determine the challenges construction firms really face with respect of implementing efficient health, safety, and environmental policies and their implications for performance of construction projects. This study adopted a descriptive survey research design. Data was obtained from construction professionals-including project managers, site engineers, quantity surveyors, safety officers, environmental officers, and contractors-through structured questionnaires based on a five-point Likert scale. Of the one hundred and three (103) questionnaires distributed, eighty two (82) were returned and deemed valid for analysis. Descriptive statistical tools, including mean scores and standard deviations, were applied. The findings in this study highlighted that spending on employee health and safety has a positive influence on project delivery performance. This study propose that construction firms as a matter of urgency should look at employee health and safety budgetary allocation not only as costs, on the other hand planned capital allocation that will ensure workplace performance, minimize accidents, and aid regulate project expenditure.

Keywords: Health and safety, Project performance, Environmental disclosure, Construction project delivery, Rivers State, Nigeria.

Introduction

The construction sector performs a strategic role in national economic development, particularly in emerging economies in the likes of Nigeria, in which infrastructure delivery is closely linked to industrial growth, employment generation, and as well as fiscal expansion (Oladinrin, Ogunsemi, & Aje, 2012). According to (Kelechi, Amadi, & Chinemerem, 2025) the delivery of a successful construction projects will aid to ensure construction project efficiency and also effectiveness and help various key professionals in construction project to meet up deadlines during the delivery of construction projects. With respect to Rivers State-an economic hub characterized by oil and gas operations, urban expansion, and infrastructure development-the construction industry significantly contributes to public and private investment activities. However, despite its economic importance, the construction industry continues to experience persistent challenges relating to occupational health and safety risk and environmental sustainability, which ultimately affect construction project performance (Okoye et al., 2022; Adeyemi & Onifade, 2018; Nwankwo & Okafor, 2022).

More…

How to cite this paper: Kelechi, G. (2026). Employee Health, Safety And Environmental Disclosures: A Study of the Impact on Construction Project Performance in Rivers State, Nigeria; PM World Journal, Vol. XV, Issue IV, April. Available online at https://pmworldjournal.com/wp-content/uploads/2026/04/pmwj163-Apr2026-Kelechi-Employee-health-safety-environmental-disclosures-impact.pdf

About the Author

Godson Kelechi, M.Sc

Rivers State University
Port Harcourt, Nigeria.

Godson Kelechi is an assistant Lecturer at Rivers State University, Port Harcourt and a probationer (member) of the Nigerian Institute of Quantity Surveyors (NIQS). He holds a Bachelor of Technology (B.Tech.) in the Department of Quantity Surveying with Second Class Upper Division at Rivers State University, Port Harcourt and Master of Science (M.Sc) in Project Management Technology from Federal University of Technology Owerri, Imo State and currently pursuing his Doctor of Philosophy Degree (Ph.D) in Construction Management at the Department of Building, Federal University of Technology Owerri, Imo State. He hails from Egwi, in Etche Local Government Area of Rivers State, Nigeria. Godson Kelechi can be contacted at godsonkelechi44@gmail.com

Enhancing Project Success through Stakeholder Engagement in Monitoring and Evaluation:

David Pells — Mon, 06 Apr 2026 15:29:51 +0000

Evidence from NGO‑led Health Initiatives in Kenya

PEER REVIEWED PAPER

By Walubengo Wilberforce Wasike, PhD

and

Walubengo Sylvia Sarah

Kenya

Abstract

Monitoring and evaluation (M&E) systems play a critical role in project management by transforming project activities into measurable evidence for learning, accountability, and decision- making. In Kenya, non-governmental organisations (NGOs) implement a significant number of community-based health initiatives aimed at improving access to healthcare services and strengthening public health outcomes. However, many development projects continue to face challenges related to sustainability, cost overruns, delayed implementation, and limited community ownership.

Stakeholder engagement has increasingly been recognized as a critical factor in improving monitoring and evaluation systems and enhancing project success. Participatory monitoring and evaluation approaches allow beneficiaries, health workers, government officials, and development partners to contribute to project monitoring processes, thereby strengthening accountability, transparency, and decision-making.

This study examines the relationship between stakeholder engagement in monitoring and evaluation and project success in NGO-led health initiatives in Kenya. Drawing on stakeholder theory developed by R. Edward Freeman and results-based management frameworks promoted by international development institutions, the paper synthesizes empirical evidence from research studies and policy frameworks to explore how participatory monitoring and evaluation influences project performance.

The findings suggest that projects that actively involve stakeholders in monitoring and evaluation processes demonstrate higher levels of project completion, improved service delivery, stronger accountability mechanisms, and greater sustainability. Stakeholder engagement promotes community ownership of development initiatives and enhances the relevance of project interventions to local needs.

Despite these benefits, participatory monitoring and evaluation practices remain inconsistently implemented across development programs. Capacity constraints, resource limitations, and varying levels of institutional commitment continue to affect stakeholder participation in monitoring activities.

The paper concludes by proposing policy recommendations aimed at strengthening participatory monitoring systems in NGO-led health initiatives in Kenya. These include strengthening institutional capacity for participatory monitoring, investing in digital monitoring systems, and promoting collaborative governance structures that enhance stakeholder participation in development projects.

More…

How to cite this paper: Wasike, W. W. and Sarah, W. S. (2026). Enhancing Project Success through Stakeholder Engagement in Monitoring and Evaluation: Evidence from NGO‑led Health Initiatives in Kenya; PM World Journal, Vol. XV, Issue IV, April. Available online at https://pmworldjournal.com/wp-content/uploads/2026/04/pmwj163-Apr2026-Walubengo-Enhancing-Project-Success-through-Stakeholder-Engagement.pdf

About the Authors

Walubengo Wilberforce Wasike, PhD

Nairobi, Kenya

Walubengo Wilberforce Wasike, PhD, MCIPS, MKISM, MKAPM, MEPAK, MISDS is a seasoned scholar and development practitioner with over 20 years of experience in project planning and management, supply chain management, monitoring and evaluation, and institutional governance across the public, private, and nonprofit sectors. He holds a PhD in Project Planning and Management from the University of Nairobi, a Master’s Degree in Monitoring and Evaluation from Uganda Technology and Management University (UTAMU), and a Master of Business Administration (Project Management) from Kenyatta University. Walubengo has served in senior executive and board leadership roles at both national and international levels, mobilizing and managing substantial development financing for large-scale projects. He is an experienced university lecturer, researcher, consultant, and trainer, having taught at the University of Nairobi, Turkana University, and UTAMU, with strong interests in project governance, stakeholder engagement, performance management, and sustainable development.

Walubengo Sylvia Sarah

Nairobi, Kenya

Walubengo Sylvia Sarah is a Human Resource Management professional with academic training in leadership, management, and project management. She holds a Master’s degree in Management and Leadership and a Bachelor Management and Leadership (Human Resource specialization) from the Management University of Africa, Nairobi. She also holds a Diploma in Project Management and a Certificate in Business Management from the Kenya Institute of Management and Diploma in human resource Development from ICM -UK . Her professional experience includes project coordination, human resource administration, monitoring and reporting, and community-based project support, with a strong interest in applying management theory to practical organizational and development contexts.

Material Wastage in Construction Projects:

David Pells — Mon, 06 Apr 2026 15:37:06 +0000

Factors Causing Material Wastage on Construction

Project delivery in Benin City, Edo state

FEATURED PAPER

By Joses Omoowiye Eguabor and Edosa Mark Osazuwa

Department of Quantity Surveying.

University of Benin, Nigeria

Abstract

Material wastage remains a persistent challenge affecting construction efficiency in developing cities. This study investigates the major causes of material wastage on construction sites, identifying design changes, poor storage, inaccurate estimation, procurement inefficiencies, and inadequate supervision as dominant factors. Using survey responses from construction professionals, the research establishes that wastage originates from both managerial and operational failures. The study recommends integrated material management systems and improved site coordination to minimize losses.

Keywords: Material wastage, construction management, estimation accuracy, site supervision, procurement

Introduction

Construction waste is the solid waste that arises from construction, renovation and demolition activities. The construction industry plays a vital role in meeting the needs of society and enhancing quality life. The construction industry contributes to the socioeconomic growth of any nation by improving the quality of life and providing the infrastructure such as roads, hospital, schools and other basic facilities. Hence, it is imperative that construction projects are completed within the scheduled period of time, within the budgeted cost and meets the anticipated quality. However, being a complex industry, it is faced with the severe problem of cost overruns, time overrun, and construction waste (Elikeem, Anglamgne & Ahuma-Smith, 2018).

Construction waste normally constitute large portion of total solid waste that contribute to degradation of the environment (Lu et al. 2018). Construction waste management is often at the top of government agenda. It is also major theme as stipulated in the global green building movement. Material management in construction project is an important function that significantly contributes to the success of a project. Poor management of materials on site during construction process will influence the total project cost, time and quality.. Material wastage is one of the major causes of contractor’s business failure in developing countries (Andualem& Aklilu, 2019). The reduction in construction material waste can significantly help in gaining total profit and gaining economic stability for a country and construction firms. Project managers and construction staff usually find it difficult identifying the causes of material waste due to the absence of appropriate tools to measure it (Ibrahim & Winston 2019). Construction site and staff can reduce the material waste with efficient management (Adewuyi & Otali, 2019). The reduction in construction waste can significantly help in increasing total profit and gaining economic stability for a country and construction firms. Wastage of construction is much greater than the minor figures assumed by the companies while estimating cost of the project (Elikem, Anglamgne & Ahuma-Smith, 2018). So, material management is a vital function for improving productivity in construction projects. The management of materials should be considered at all phases of the construction process and throughout the construction and production periods.

There are many ways through which causes of wastage can be identified in construction. Waste can be categorized according to its source. Waste may result from process preceding construction, such as material manufacturing, design and material supply, and planning as well as the construction stage. Wastage in construction site is often due to inadequate storage and protection, poor or multiple handling, poor site control, over ordering of materials, bad stock control, lack of training, and damage of material during delivery. Most researchers categorized these causes into four categories (Adewuyi &Otali, 2019), procurement, handling, operation and culture ; while another researcher (Andualem& Aklilu, 2019) grouped factors generating material wastage into design, procurement, handling of material, and operation.

More…

How to cite this paper: Osazuwa, E. M., and Eguabor, J. O. (2026). Material Wastage in Construction Projects: Factors Causing Material Wastage on Construction Projects delivery in Benin City, Edo state; PM World Journal, Vol. XV, Issue IV, April. Available online at https://pmworldjournal.com/wp-content/uploads/2026/04/pmwj163-Apr2026-Eguabor-Osazuwa-Material-Wastage-in-Construction-Projects-in-Benin-City.pdf

About the Authors

Joses Eguabor

Benin City, Nigeria

Joses Omoowive Eguabor is a quantity surveying student with interest in construction project management, cost control and sustainable construction practices. His research focuses on improving project delivery efficiency and reducing material wastage in construction project in Nigeria. He has conducted studies on factors affecting construction project performance and the economic implication on material waste in building industry. His work contributes to advancement of knowledge in construction management and project delivery within developing economies. He is located in Benin City, Edo State, Nigeria and can be contacted at Joseseguabor@gmail.com

Edosa Mark Osazuwa

Benin City, Nigeria

Edosa Mark Osazuwa, B.Tech, MTech (Quantity Surveying) serves as a Lecturer I in the Department of Quantity Surveying, Faculty of Environmental Sciences, University of Benin, Benin City, Edo State, Nigeria. He can be contacted at osazuwaedosamark@gmail.com

Managing Infrastructure Projects During Crises:

David Pells — Mon, 06 Apr 2026 15:43:02 +0000

Governance Frameworks and Practical

Lessons for Project Leaders

FEATURED PAPER

By Dr. Vinod Manikkara, PhD, PMP, PgMP, PMI-RMP, PMI-CP

Head of Strategic Projects, PMO
Ministry of Works, Kingdom of Bahrain

Abstract

Infrastructure projects increasingly operate in complex and uncertain environments influenced by geopolitical conflicts, pandemics, economic disruptions, and supply chain failures. These crises introduce significant challenges to project delivery, including schedule delays, cost escalation, contractual disputes, and stakeholder coordination issues.

For public sector organizations responsible for delivering critical infrastructure, maintaining project continuity during crises is essential to safeguard public investment and ensure uninterrupted delivery of essential services.

This paper examines how project management practices can be adapted to manage infrastructure projects effectively during crisis situations. It explores the characteristics of crisis environments, governance frameworks for crisis response, supply chain resilience strategies, and the evolving strategic role of Project Management Offices (PMOs). Drawing lessons from recent global disruptions—including the COVID-19 pandemic, geopolitical conflicts affecting construction materials, and major logistics disruptions—the paper proposes a structured Infrastructure Crisis Response Model consisting of five stages: detection, assessment, prioritization, response, and stabilization.

The study highlights practical lessons for project managers and policymakers and emphasizes the importance of strong governance frameworks, centralized portfolio monitoring, adaptive decision-making, and resilient supply chains. The findings suggest that organizations that adopt structured crisis management approaches can significantly improve infrastructure project resilience and maintain delivery even in highly uncertain environments.

Keywords: Project Management, Infrastructure Resilience, Crisis Management, Project Governance, PMO Leadership, Supply Chain Disruption

Introduction

Infrastructure development represents a cornerstone of economic growth and societal well-being. Governments invest heavily in infrastructure systems such as transportation networks, healthcare facilities, public buildings, water systems, and energy infrastructure.

More…

How to cite this work: Manikkara, V. (2026). Managing Infrastructure Projects During Crises: Governance Frameworks and Practical Lessons for Project Leaders, PM World Journal, Vol. XV, Issue IV, April 2026. Available online at https://pmworldjournal.com/wp-content/uploads/2026/04/pmwj163-Apr2026-Manikkara-Managing-Infrastructure-Projects-During-Crises-2.pdf

About the Author

Dr. Vinod Manikkara

Manama, Bahrain

Dr. Vinod Manikkara is Head of Strategic Projects, PMO at the Ministry of Works, Kingdom of Bahrain. With more than three decades of experience in infrastructure project management, he has led major capital projects across transportation, public buildings, and utilities sectors. His research interests include project governance, risk management, and infrastructure resilience.

Philosophical Foundations of Project Management:

David Pells — Mon, 06 Apr 2026 15:48:59 +0000

Integrating Classical Thought with

Modern Methodologies

FEATURED PAPER

By Prof. Dr. M. F. HARAKE

MESOS Business School (France)
GBSB Global Business School (Malta)
CEREGE Research Laboratory, University of Poitiers (France)

Abstract

Project management is commonly understood as a technical discipline focused on planning, coordination, and control. However, the increasing complexity of contemporary projects reveals the limitations of purely procedural approaches and highlights the importance of deeper intellectual foundations. This article advances the argument that project management can be more fully understood as an applied philosophical practice, drawing on key traditions within philosophy to illuminate core dimensions of project leadership and decision making. The study examines how Stoicism informs risk management through its emphasis on control and resilience under uncertainty, while Pragmatism provides a foundation for iterative learning and adaptive methodologies such as Agile development. Existentialism is explored as a framework for understanding leadership responsibility and decision making in ambiguous contexts, where formal procedures cannot fully determine action. Eastern philosophical perspectives, particularly those associated with Laozi, are analyzed in relation to systems thinking and the management of interdependent project environments. Kantian ethics contributes a normative framework for stakeholder management, emphasizing respect for individuals as ends rather than means. Finally, epistemology is examined to clarify how knowledge is constructed, validated, and revised within project environments characterized by uncertainty. By integrating these philosophical perspectives, the article demonstrates that effective project management requires not only technical expertise but also ethical awareness, epistemic rigor, and reflective judgment. The findings suggest that incorporating philosophical insights into project management theory and practice can enhance leadership capability and improve outcomes in complex organizational settings.

Key Words: Philosophy; leadership; uncertainty; ethics; epistemology; resilience; pragmatism; systems-thinking

Introduction

- The Evolution of Project Management as a Discipline

Project management has emerged as one of the most important managerial disciplines in modern organizations. As technological systems, infrastructure initiatives, and organizational transformations have increased in scale and complexity, structured approaches for coordinating tasks, resources, and stakeholders have become essential.

Institutional frameworks have played a crucial role in formalizing project management practices. For example, standards developed by the Project Management Institute define structured processes for initiating, planning, executing, monitoring, and closing projects (PMI, 2021). These frameworks emphasize systematic planning, resource coordination, risk management, and performance evaluation.

Historically, project management methodologies evolved in response to large scale engineering and defense initiatives during the twentieth century. Techniques such as the Critical Path Method and Program Evaluation Review Technique were developed to coordinate complex industrial and governmental projects. Over time, project management expanded into sectors including software development, healthcare, construction, finance, and public administration.

More…

How to cite this work: Harake, M. F. (2026). Philosophical Foundations of Project Management: Integrating Classical Thought with Modern Methodologies, PM World Journal, Vol. XV, Issue IV, April. Available online at https://pmworldjournal.com/wp-content/uploads/2026/04/260331-pmwj163-Apr2026-Harake-Philosophical-Foundations-of-PM.pdf

About the Author

Prof. Dr. M. F. HARAKE

Poitiers, France

Prof. Dr. M. F. HARAKE is a management professor based in France. He currently serves as the Assistant General Manager and Dean of Academic Affairs at MESOS Business School (France). In addition, he is the Manager of the Research Center at GBSB Global Business School (Malta). He is also affiliated as an Associate Research Fellow at the CEREGE Research Laboratory, University of Poitiers (France). Prof. Harake’s research interests include Post-Conflict Public Management, Crisis and Urgent Operations Management, Humanitarian Logistics, and Project Management in Unstable Environments. His academic and professional contributions focus on bridging strategic theory with high-impact practical execution, especially in volatile and complex contexts.

He can be contacted at mfharake@mesos-bs.com

To view other works by Prof. Harake, visit his author showcase in the PM World Library at https://pmworldlibrary.net/authors/mohamad-fadl-harake/

A HORSE in a world of Booleans:

David Pells — Mon, 06 Apr 2026 16:02:57 +0000

How Mathematics can support Problem-Solving

FEATURED PAPER

By Ramona Maduta, PfMP®, PgMP®, SCPM®, PMP®

Oradea, Romania

Abstract

Today there is a paradox of augmented technology that declares support in solving problems but complicates problem-solving by adding complexity and uncertainty in business. How do managers respond to this challenge? Do they use appropriate tools to make decisions? This paper presents the HORSE Tool (Hypotheses Organized Responded Selected Executed), an original Tool built for selecting the best solution to a problem given a specific problem complexity and context. The selection of solution is made using predefined criteria and a scoring ternary-based algorithm 1-0-1/2 (True-False-Partial true) for judging the criteria. In a world of computers governed by Booleans 1-0 (True-False), the author encourages managers to stay on-the-loop, controlling the decision making in problem-solving. Unlike the Trojan Horse that is smart but sly, the Ternary HORSE presented in this paper is based on critical-thinking and honesty.

Figure 1. The Ternary HORSE

Keywords: Problem-Solving; Decision Making; Project Management; Complex Systems

Problem-Solving Dilemmas

1.1. Business Context

In a world with increased Complexity and Uncertainty we are faced with an overwhelming rate of problems and decision-making needs.

Surprisingly or not, the technology thought to support us in solving these problems is adding complexity and uncertainty instead of dealing with it. Technology (especially Artificial Intelligence) is sharpening our computational power on one side, but on the other side is adding problems related to data quality, confidentiality, ethics, jobs displacement, burnouts. Managers are trying to balance the impact of these problems by applying soft skills techniques such as active listening, emotional intelligence, empathy, empowering and motivational techniques.

But the author’s opinion is that what is missing in many organizations is a structured approach on problem-solving, starting from process and associated tools, and including specific problem-solving skills.

More…

How to cite this paper: Maduta, R. (2026). A HORSE in a world of Booleans: How Mathematics can support Problem-Solving; PM World Journal, Vol. XV, Issue IV, April. Available online at https://pmworldjournal.com/wp-content/uploads/2026/04/pmwj163-Apr2026-Maduta-A-HORSE-in-a-World-of-Booleans-4.pdf

About the Author

Ramona Maduta

Oradea, Romania

Ramona Maduta is a Stanford-certified project manager and holds credentials in project, program, portfolio, change management and PMI authorized training: PMP®, PgMP®, PfMP®, MoP®, Change Management Registered Practitioner, PMI-ATP Instructor.

Ramona has 25 years of experience in the Project Management field, including 12 years in an Enterprise PMO at COMAU, a multinational corporation. She contributed to major cross-country business initiatives for transforming systems, processes, and tools, served as Global Project Portfolio Analyst and ran a Global PM Academy with passion and dedication. Currently she is running her own consultancy and training company, TAGORE. She created several courses and trained more than 900 people internationally in project management and related domains.

Ramona was a Public Speaker at several Management Conferences in the USA, Germany, Spain and Japan and is the Author of several innovative business methods meant to support organizations & professionals in boosting their operative performance: Organizational Surfing¹(2016), Empathetical Transformation Model² (2023), HORSE Problem-Solving³ (2024/ structured 2026)

Ramona Maduta speaks 5 languages: English, German, Italian, Romanian, and French. She can be contacted at rmaduta@gmail.com or on Linkedin at https://www.linkedin.com/in/ramona-maduta/

A Comprehensive Assessment of Enugu State’s Infrastructure Finance Model

David Pells — Mon, 06 Apr 2026 16:18:18 +0000

FEATURED PAPER

By Olisa Jerome Onye, PhDⁱ Anthony Ezemerihe, PhDⁱⁱ, Charity Ekekezie, PhDⁱⁱⁱ

ⁱDepartment of Building, Nnamdi Azikiwe University
Awka, Nigeria

^{ii, iii} Enugu state University of Science and Technology
Enugu, Nigeria.

Abstract

This study assesses the transformative infrastructure finance model adopted by Enugu State, Nigeria (2023–present), which prioritizes unprecedented capital expenditure to stimulate economic growth and eradicate poverty. Drawing on state documents, academic research, and field reports, the analysis identifies a tripartite strategy. Security investment as foundational infrastructure, Rural-integrated development through agricultural corridors and smart schools; and Investor de-risking via land/tax reforms. While early outcomes include revived economic activity and subnational recognition, critical flaws persist. Fiscal vulnerability from over-reliance on volatile federal allocations; implementation gaps in water infrastructure and rural project equity; and governance deficits in transparency and community participation. The study argues that without addressing revenue diversification, maintenance financing, and participatory planning, the model’s sustainability remains at risk. Recommendations include blended finance instruments, maintenance trusts, and digital public dashboards to cement Enugu’s prototype as a replicable framework for infrastructural revitalization.

Keywords: Infrastructure, Finance, Development

Introduction

Enugu State, historically challenged by insecurity and underdevelopment, has embarked on an unprecedented infrastructure transformation under Governor Peter Mbah’s administration (2023–present). Confronting a dire pre-2023 landscape—where non-state actors enforced sit-at-home orders, paralyzing economic activity and creating “ghost towns” —the government set audacious goals: growing the state’s economy from $4.4 billion to $30 billion and achieving a 0% poverty headcount index. This article examines the innovative finance model underpinning this vision, evaluating its structure, efficacy, challenges, and sustainability.

More…

How to cite this paper: Onye, O. J., Ezemerihe, A.N., Ekekezie, C. (2026). A Comprehensive Assessment of Enugu State’s Infrastructure Finance Model; PM World Journal, Vol. XV, Issue IV, April. Available online at https://pmworldjournal.com/wp-content/uploads/2026/04/pmwj163-Apr2026-Onye-Ezemerihe-Ekezie-Enugu-State-Infra-Finance.pdf

About the Authors

Olisaemeka Onye, PhD

Enugu, Nigeria

Olisaemeka Jerome Onye, PhD holds a bachelor’s degree in Building from Enugu State University of Science and Technology, Nigeria. A Master’s and PhD degrees in Construction Management from Nnamdi Azikiwe University Awka, Anambra State, Nigeria. Dr. Onye is a registered Builder with years of Experience in various aspects of Construction works. He can be contacted via jerriwho@gmail.com

Anthony Nnamdi Ezemerihe, PhD

Enugu, Nigeria

Anthony Nnamdi Ezemerihe, PhD holds a bachelor’s degree in Building from Enugu University of Science and Technology Enugu, Nigeria, Higher National Diploma in Building Technology and Quantity Surveying from Institute of Management and Technology (IMT) Enugu, Nigeria. Postgraduate Diploma (PGD) and Master of Business Administration (MBA) in Banking and Finance from Anambra State University of Technology (ASUTECH) Enugu. He also holds Master of Science (M.Sc.) degree in Building (Construction Management) from Nnamdi Azikiwe University (NAU) Awka, Nigeria. He has Master in Engineering (M.Eng.), Philosophy Degree (PhD) in Civil Engineering (Water Resources and Environmental Engineering) from Chukwuemeka Odumegwu Ojukwu University, Uli, Anambra State Nigeria. He has also obtained PhD in Construction Management at NAU, Awka.

Dr. Ezemerihe is a registered Engineer with Council for Regulation of Engineering in Nigeria (COREN) and a member of Nigerian Society of Engineers (MNSE), He is a registered Builder and Corporate member Nigerian Institute of Building (MNIOB), Nigerian Institute of Quantity Surveyors, Nigerian Institute of Management (MNIM), Nigerian Environmental Society (MNES) and passed with overall result A -in Public Service Examination (PSE) from the Administrative Staff college of Nigeria (ASCON). He also obtained Doctor of Philosophy (Critical and Creative Thinking) PhD (CACT) (Honouris Causa) from Montclair State University, Upper Montclair New Jersey, United States of America (USA), He can be contacted at ecatonia2008@yahoo.com

Charity Ekekezie, PhD

Enugu, Nigeria

Charity Ekekezie, PhD holds a Doctorate in Construction management from Nnamdi Azikiwe University Awka, Anambra State, Nigeria. Dr. Ekekezie is a registered builder and currently the heads the Department of Building, Enugu State University of Science and Technology Enugu Nigeria.

Executive Perceptions and PMO Influence:

David Pells — Mon, 06 Apr 2026 16:25:47 +0000

Cognitive Foundations for Recognizing Strategic

Value in Project Management Offices

FEATURED PAPER

By Dr. Tony Prensa

Florida, USA

Executive Summary

Project Management Offices (PMOs) have become standard organizational entities in many institutions, serving as a central mechanism for coordinating projects, programs, and portfolios. As strategy execution has grown more complex, especially with the acceleration of technological disruption, the rise of artificial intelligence, and the demands of enterprise-wide change, organizations have increasingly relied on structured governance to maintain alignment and control. Over the past two decades, that reliance has expanded as organizations have sought more formal ways to manage digital transformation initiatives, strategy execution, and enterprise change programs.

Industry research indicates that a substantial majority of medium and large organizations operate some form of PMO capability. Studies conducted by global consulting firms suggest that between 80% and 90% of large organizations have implemented centralized project governance structures, typically embodied in a PMO.

Yet adoption has not translated into consistent recognition of strategic value. Many PMOs continue to struggle to be seen as contributors to enterprise value, despite their formal role in governance and delivery.

Part of the issue lies in how PMO effectiveness has traditionally been assessed. Common metrics, such as project success rates, schedule adherence, compliance with governance processes, and reporting accuracy, provide a useful view of operational discipline. However, they reveal little about how executive leaders interpret the PMO’s contribution at a strategic level.

This article takes a different position. The challenge is not primarily structural or operational; it is cognitive. Executives do not evaluate the PMO on metrics alone. Their judgments are shaped by where they place attention, how they assign causality, and how they make sense of organizational performance through narrative.

From this perspective, PMO value is not simply demonstrated; it is interpreted. Recognition depends as much on perception as it does on performance.

To explore this dynamic, the article introduces the PMO Value Perception Model, which identifies four domains that shape how executives recognize PMO value:

- Salience
- Attribution
- Narrative Coherence
- Emotional Confidence

Understanding these mechanisms provides PMO leaders with a more practical way to strengthen both the strategic recognition and legitimacy of the PMO.

More…

How to cite this paper: Prensa, T. (2026). Executive Perceptions and PMO Influence: Cognitive Foundations for Recognizing Strategic Value in Project Management Offices; PM World Journal, Vol. XV, Issue IV, April. Available online at https://pmworldjournal.com/wp-content/uploads/2026/04/pmwj163-Apr2026-Prensa-Executive-Perceptions-and-PMO-Influence.pdf

About the Author

Dr. Tony Prensa

Florida, USA

Dr. Tony Prensa is a PMO strategist, executive advisor, author, and keynote speaker whose work focuses on strategy execution, governance design, PMO transformation, and enterprise value delivery.

He is the author of Digital Project Playbook and the creator of PMO Value Architecture and the Blueprint360 PMO Operating Model, frameworks developed to help organizations align strategy, governance, portfolio execution, and value realization in ways that support measurable business outcomes.

Dr. Prensa is the Founder and CEO of TP Global Business Consulting, where he advises organizations across industries on modernizing PMO operating models, strengthening governance systems, improving decision-making, and increasing executive confidence in PMO leadership.

Through keynote presentations, masterclasses, executive briefings, and published work, he continues to contribute to the advancement of the PMO profession, with particular emphasis on the relationship between strategy execution, governance design, and organizational value creation.

He can be contacted at tony@tpglobalbusinessconsulting.com.

Strategies to Mitigate Design Changes

David Pells — Mon, 06 Apr 2026 16:32:11 +0000

on Building Project Cost

in Edo State, Nigeria

FEATURED PAPER

By Edosa Mark Osazuwa and Thomas Azuka Ikukaiwe

Department of Quantity Surveying

University of Benin, Nigeria

Abstract

The aim of this study is to examine strategies to mitigate design changes on building project cost in Edo State, Nigeria by identifying the common causes of such changes, analyzing how they influence specific building elements including substructure, superstructure, finishes and various services assessing their contribution to cost overruns. 714 target population were identified with 159 responses received. To counter these issues, the study advocates for mitigation strategies focused on creating a clear and detailed scope of work early on, concluding that establishing a realistic contingency budget and ensuring strong leadership are vital for maintaining financial stability and minimizing the negative effects of design changes.

Keywords: Design Changes, Building Project, Project Cost, Strategies, Cost Estimation

Introduction

The Initiation of changes in construction projects often lead to deviation from the client’s original objectives, including the cost of the project, the date of completion and failure to meet the specified performance requirements (Isaac and Nevon, 2012). It is said when tackling a problem, the initial step typically involves identifying its root cause, which then informs the appropriate corrective action to be considered for resolution. As such, the construction industry is on the upswing, and projects are becoming increasingly complicated. Besides, designs are larger and more complex, leaving construction companies with very narrow margin for error. (Nurul and Mohammad, 2018).

Ahmed and Lamiaa (2021) identified that the big challenge for construction firms is to surpass the project budget. The large number of elements in construction projects, and of dependencies that exist between these elements, makes it difficult to manually identify the impact that a change in the design of a component will have on the entire project, when this change is initially proposed (Isaac and Nevon, 2012), whether due to client request, regulatory requirement, or unforeseen technical issues, these changes often lead to cost overruns, delays and dispute among stakeholders.

More…

How to cite this paper: Osazuwa, E. M. and Ikukaiwe, T. A. (2026). Strategies to Mitigate Design Changes on Building Project Cost in Edo State, Nigeria, PM World Journal, Vol. XV, Issue IV, April. Available online at https://pmworldjournal.com/wp-content/uploads/2026/04/pmwj163-Apr2026-Osazuwa-Ikukaiwe-Strategies-to-Mitigate-Deisgn-Changes.pdf

About the Authors

Edosa Mark Osazuwa

Benin City, Nigeria

Thomas Azuka Ikukaiwe

Benin City, Nigeria

Thomas Azuka Ikukaiwe is an aspiring Quantity Surveying professional and an alumnus of the University of Benin. He specializes in construction cost consultancy and project management, dedicated to advancing best practices within the Nigerian construction industry. Thomas can be contacted at thomasikukaiwe@gmail.com

Cybersecurity as the New Frontier

David Pells — Mon, 06 Apr 2026 16:38:59 +0000

of Project Management in Public Administration

FEATURED PAPER

By Luca Paolo Giuseppe Prinzio

Turin, Italy

Abstract

Cybersecurity is today a strategic priority for Public Administration. This article shows how the Project Manager can transform security from a technical obligation into a lever for public value, integrating regulations, methodologies, and organisational culture. With agile approaches, AI, and structured governance, project management becomes a tool for resilience, trust, and sustainable innovation.

Introduction

Information security in Public Administration is not a separate technical compartment, but the backbone of the State’s ability to deliver services, protect rights, and ensure institutional continuity. The cloud, in its various declinations—proprietary or public poles—has made the application lifecycle more efficient but has structurally expanded the attack surface. Today, registries, healthcare systems, taxes, territorial information assets, digital education, and telematic justice live on distributed infrastructures, with complex dependencies between data centers, networks, platforms, and suppliers. In this scenario, the Project Manager is not the custodian of the Gantt chart; they are the director who organises technology, processes, and people to transform cybersecurity from a perceived cost into a generator of public value, translating compliance into governance and adherence into measurable resilience. The starting point is not the list of controls, but the definition of value: which services must remain operational under all conditions, with what service levels, at what cost, and with what recovery priorities. It is here that project management shows its enabling nature: integrating different viewpoints, aligning choices with strategy, and making security sustainable throughout the entire service lifecycle.

The Changing Context

The context has irreversibly changed. The armed conflicts of recent years have opened a second stable front, the digital one, in which state and non-state groups use malware, targeted phishing campaigns, DDoS attacks, sabotage against civilian infrastructures, and influence operations. A “hybrid war” that knows no borders and makes even administrations not directly involved possible collateral targets, vectors of disinformation, or pawns of geopolitical pressure. The European Public Administration cannot read these phenomena as remote risks: the legislator has reacted with the NIS2 Directive, which imposes risk management measures, notification obligations, and supervision rules for a wide range of essential and important entities, including administrations and operators of fundamental services. The effect for the Project Manager is concrete: hardening, migration, or rationalisation projects must include from the outset a design of organisational and technical controls, reporting flows, and effectiveness metrics proportionate to the service risk, as well as a coordination mechanism with national authorities and CSIRTs. (EUR-Lex)

More…

How to cite this work: Prinzio, L. P. G. (2026). Cybersecurity as the New Frontier of Project Management in Public Administration, PM World Journal, Vol. XV, Issue IV, April. Available online at https://pmworldjournal.com/wp-content/uploads/2026/04/pmwj163-Apr2026-Prinzio-Cybersecurity-as-new-frontier-of-PM-in-public-administration.pdf

About the Author

Luca Paolo Giuseppe Prinzio

Turin, Italy

Luca Paolo Giuseppe Prinzio is a certified Project Manager and Database Administrator at CSI Piemonte in Turin, Italy, where he participates in complex projects on cloud and security. For over twenty years he has worked in the ICT world and carries out teaching and consulting activities in the field of Project Management. He can be contacted at lprinzio@gmail.com and linkedin.com/in/lprinzio

The Anatomy of the PMO

David Pells — Mon, 06 Apr 2026 16:45:39 +0000

FEATURED PAPER

By Dr. Mark Reeson

HanmiGlobal MENA

United Kingdom

Executive Summary

In the modern business landscape, organisations are frequently treated like machines; they are rigid, cold, and modular. However, a truly successful enterprise functions more like a living organism: a complex, breathing entity that must adapt, grow, and heal to survive. At the centre of this biological masterpiece lies the Project Management Office (PMO).

The Anatomy of the PMO moves beyond the clinical definitions of spreadsheets and governance to reframe the PMO as the essential “body systems” of the organisation. This paper provides a comprehensive blueprint for the lifecycle of a PMO, using the human body as our guide:

- The Vital Organs: We map the critical functions of the PMO, from the Skeleton of governance that provides structure, to the Heart of resource management that pumps lifeblood through the firm, and the Nervous System of reporting that provides vital feedback.
- Conception and Infancy: We explore the fragile early years of a PMO, identifying the “childhood diseases” such as process obesity and cultural rejection that can stunt growth before maturity.
- Management and Homeostasis: We examine how to maintain organisational health through steady regulation, keeping “vitals” like capacity and velocity in perfect balance.
- Peak Condition: Finally, we look at the elite level of performance, where the PMO acts as a coach to drive agility, neuroplasticity, and competitive stamina.

Whether you are “birthing” a new PMO or seeking to rehabilitate a legacy system, this paper offers an intuitive, anatomical approach to building an organisational body that is not just functional but built to win.

Introduction: The Living Organisation

In the world of biology, the human body is the ultimate masterpiece of integration. It is not merely a collection of independent organs, but instead a symphony of interconnected systems, including the respiratory, circulatory, and nervous systems, working in perfect unison to sustain life, adapt to environments, and achieve peak performance. When these systems are aligned, the body thrives. When they are neglected or disconnected, the results range from inefficiency to systemic failure.

Modern organisations are no different. They are living, breathing entities that require more than just “inputs” and “outputs” to survive. They require a central nervous system to coordinate movement, a heart to pump resources where they are needed most, and a brain to ensure that every action aligns with a greater purpose.

This is the role of the Project Management Office (PMO)

Too often, a PMO is viewed as a rigid framework of spreadsheets and governance. A high-functioning PMO is the anatomy of organisational health. It is the structure that gives a business its form and the intelligence that allows it to move with agility and precision.

The Purpose of This Paper

The Anatomy of the PMO explores the lifecycle of this vital organ. We will move beyond the clinical definitions of project management to look at the PMO through the lens of human vitality:

More…

How to cite this paper: Reeson, M. (2026). The Anatomy of the PMO; PM World Journal, Vol. XV, Issue IV, April. Available online at https://pmworldjournal.com/wp-content/uploads/2026/04/pmwj163-Apr2026-Reeson-Anatomy-of-the-PMO.pdf

About the Author

Dr. Mark Reeson

HanmiGlobal MENA
United Kingdom

Dr Mark Reeson MBA ChPP RPP FAPM is a project management specialist with over forty years’ experience. A Fellow of the Association for Project Management, he has been involved in many project and programme consultative roles.

With his excellent ability in managing efficient business change as well as leading and supporting major project and programme management challenges, his highly disciplined and structured approach as well as a thoughtful approach when it comes to the process of decision-making.

Most recently Mark has become the Project Management Excellence Manager with the Ministry of Health whilst working in Saudi Arabia and the wider Middle East on a variety of PMO and construction projects, for HanmiGlobal Saudi, a South Korean company based in Riyadh.

As a strong communicator and relationship builder showing a culture of trust across all levels of organisation management and teams from different ethnic backgrounds. His strong problem solver by considering a realistic valuation of potential options as well as efficient and creative solution identification whilst always remaining focused and determined to deliver results.

He is an outstanding facilitative and inspiring approach in delivering and consulting projects, public speaking, running workshops, seminars and training programmes with intercultural delegates/participants.

Still working as an APM ChPP assessor, Mark is committed to the ongoing development of the future generations of project managers.

Mark started his career in the Royal Air Force, serving twenty-four years, before continuing his professional development by training, consulting, and delivering projects in multiple fields of industry including nuclear, pharmaceuticals, finance and the international sporting arena.

As a regular public speaker Mark now shares his experience, knowledge and commitment with those associations wanting to progress project management in a more sustainable and successful manner.

Mark can be contacted at mark.reeson@btinternet.com.

Operational Readiness and Outcome Assurance:

David Pells — Mon, 06 Apr 2026 16:52:03 +0000

Capabilities for Adaptation, Risk Management

and Decision-Making in Asset-Intensive Industries

FEATURED PAPER

By David Tain, MSc., P.Eng., PMP

Institute of Commissioning & Assurance
Septentrion Strategic Solutions, LTD

Alberta, Canada

Introduction

The transition of projects to live operations is one of the most critical phases in the lifecycle of an asset. Large capital projects, whether in energy, infrastructure, transportation, mining, manufacturing, data centers, etc. are typically managed through project management methodologies focused on delivering within cost, schedule, and scope – known as the “iron triangle”. However, even organizations that successfully at delivering against these metrics face significant challenges when transitioning completed projects and try to materialize value through efficient start ups & safe, sustainable and reliable operations.

The gap between project completion and operational performance brings important challenges, recurrently evidenced in multiple transitional and operational variables that include delayed start-ups, erratic production ramp-ups, safety incidents, and costly post-startup interventions among others. The emergence if these variables indicate that technical completeness does not necessarily equate to preparedness to operate new assets. Instead, transitions of live assets to operations are strongly dependent on the orchestration of a larger socio-technical system that includes organizational capabilities, people readiness, procedures, governance, decision-making frameworks, and system integration.

One of the most significant sources of these challenges lays on divergences in the strategic orientation between project management and operations. On the one hand, traditional project management approaches tend to treat the end of construction or commissioning as the conclusion of the project lifecycle. On the other hand, from an operational standpoint, the most critical phase often begins precisely at that moment: bringing an asset to life represents a period characterized by uncertainty, evolving system conditions, and the need for rapid decision-making with incomplete information. At the most fundamental level, technical assets, humans and organizational processes interact in ways that are frequently non-linear and difficult to predict.

With the advancement of technology, digital solutions have progressively emerged in the market to support commissioning management, asset performance monitoring, predictive maintenance, project controls, and operational analytics among others. However, in multiple cases, evidence shows that the adoption of these solutions occurs without a diligent alignment with the organizational architectures and processes. This has created a new set of challenges as organizations are attempting to address capability-based challenges through technology. In reality, workflow and data can be automated, yet these cannot replace the organizational capabilities required to manage the complexities in transitioning projects to operations.

Bringing a project to life is surrounded by critical parameters that include uncertainty, incomplete information, and evolving system conditions. This indicates the pivotal role risk management plays during the transition of projects to operations. Ensuring readiness to operate requires a systematic identification, evaluation, and mitigation of multiple risks associated not only with the technical characteristics of the asset, but also with human factors, systems, integration, technology, operational processes and the organization. Risk management is therefore the most critical activity during transition as it is the central mechanism through which organizations anticipate emerging challenges and maintain control over complex operational systems.

More…

How to cite this paper: Tain, D. (2026). Operational Readiness and Outcome Assurance: Capabilities for Adaptation, Risk Management and Decision-Making in Asset-Intensive Industries; PM World Journal, Vol. XV, Issue IV, April. Available online at https://pmworldjournal.com/wp-content/uploads/2026/04/pmwj163-Apr2026-Tain-Operational-Readiness-and-Outcome-Assurance-2.pdf

About the Author

David Tain

Alberta, Canada

David Tain is the Chairman of the Technical Committee of the Institute for Commissioning and Assurance (ICxA) and Vice president of the Institute for Latin America and the Mediterranean Region. He is also the Director of Septentrion Strategic Solutions LTD, a global Strategic management firm specialized in Operational Readiness and Project Execution (www.septentrionglobal.com)

With over 25 years of on-shore and off-shore experience in Canada, South America and Europe, David has extensive expertise in developing and implementing Operational Readiness programs and in delivering projects in all phases, working alongside multinational energy organizations including Shell, Total E&P, ConocoPhillips, Suncor, AMEC, Statoil and PDVSA

David is a Civil Engineer from Santa Maria University in Venezuela, a MSc. in Management from University of Liverpool, UK and completed the Strategic Decision and Risk Management Professional Program at Stanford University, USA. He is also a Project Management Professional (PMP) from the Project Management Institute and holds the Professional Engineer (P.Eng.) designation from the Association of Professional Engineers and Geoscientists (APEGA) in Canada.

David Tain can be contacted at taindavid@yahoo.com

Secret No. 4: Alignment

David Pells — Mon, 06 Apr 2026 17:10:23 +0000

Secrets to the Success of Organizational Transformation

SERIES ARTICLE

By Dr. Prasad Kodukula

Illinois, USA

Introduction

In the first article of this series, we established Purpose as the foundation of successful organizational transformation. In the second, we explored Leadership as the force that mobilizes people toward that purpose. In the third, we examined Empowerment as the mechanism for transferring ownership and driving execution.

Now we turn to the fourth element of the P-L-E-A-S-E model: Alignment.

Purpose defines direction. Leadership mobilizes people. Empowerment releases potential. But without alignment, all three pull in different directions.

Alignment ensures that strategy, priorities, decisions, and execution—as well as leaders and teams—are fully synchronized. Without it, even the most well-intentioned transformation efforts fragment, drift, and ultimately fail.

In this article, alignment means making sure that initiatives are consistently aligned with the organization’s strategic direction—its mission, vision, and strategy—and that leaders, teams, and stakeholders across the organization work together toward that shared direction.

A Lesson in Alignment

Markita Andrews, a determined Girl Scout, had a clear mission—bring her mother’s dream of traveling the world to life. She decided to sell cookies in a contest sponsored by the Girl Scouts of America, where the top cookie seller would win a pair of tickets to travel around the globe.

Markita didn’t choose her project by chance; it was a purposeful decision, one that closely aligned with her deep-seated goal. She wasn’t just selling cookies; she was working toward a meaningful purpose.

Her focused efforts eventually made her the top cookie seller, earning her the grand prize and making her mother’s dream come true.

This true story serves as a powerful example of what organizations face every day. Success isn’t about how much effort you put in—it’s about how well your effort aligns with your purpose. When effort is closely aligned with your goal, even a small initiative can lead to extraordinary results.

More…

Editor’s note: Dr. Prasad Kodukula, PMP, PMI Fellow is the author of Organizational Project Portfolio Management: A Practitioner’s Guide (J. Ross Publishing 2014) and The Project Management AI Handbook: Leveraging Generative Tools in Waterfall and Agile Environments, with Gustavo Vinueza (J. Ross 2025). A global ambassador for project management, Dr. Kodukula has lectured in nearly 50 countries and worked with more than 40 Fortune 100 companies across all 11 S&P industrial sectors. Learn more in his author profile at the end of this article.

How to cite this work: Kodukula, P. S. (2026). Secret No. 4: Alignment; Secrets to the Success of Organizational Transformation, series article 4, PM World Journal, Vol. XV, Issue IV, April. Available online at https://pmworldjournal.com/wp-content/uploads/2026/04/pmwj163-Apr2026-Kodukula-successful-organizatonal-transformation-secret-4-Alignment.pdf

About the Author

Dr. Prasad S. Kodukula

Illinois, USA

Dr. Prasad S. Kodukula, PMP, PgMP, PMI-ACP, DASM, DASSM, BCES, is a USA Today best-selling author, PMI Fellow, thought leader, and entrepreneur with over 35 years of professional experience. A global ambassador for project management, Dr. Kodukula has lectured in nearly 50 countries and worked with more than 40 Fortune 100 companies across all 11 S&P industrial sectors. He is also a frequent keynote speaker and contributor to global project management conferences and publications. He serves as Adjunct Industry Professor at Illinois Tech. He has also taught courses in project management programs at leading universities, including Stanford University, Duke University, and the University of Chicago. Dr. Kodukula teaches a course for NASA on diagnosing root causes and leading the recovery of troubled projects.

As co-founder and CEO of Kodukula & Associates, Inc. and NeoChloris, Inc., he leads these firms in project management and renewable energy, respectively. Recognized three times by the Project Management Institute as “Best of the Best in Project Management,” he has received multiple accolades, including the Illinois Tech Alumni Association Professional Achievement Award and honors from the U.S. Environmental Protection Agency and the states of Arizona, Kansas, and Illinois for his outstanding leadership in education and training, environmental improvement, and innovation. An accomplished author, Dr. Kodukula has co-authored or contributed to 12 books and over 40 articles, and holds four U.S. patents. He can be reached at https://www.linkedin.com/in/prasadkodukula/.

The Challenge for 2026

David Pells — Mon, 06 Apr 2026 18:06:42 +0000

Redefining Project Success

to Realize True Transformation

ADVISORY ARTICLE

By Madison Lundquist

Principal Research Lead
Process and Performance Management
APQC, Texas, USA

Stop thinking about digitial initiatives as launching new tools. It’s time to see digital projects for what they are: springboards to new ways of working.

Despite deep investments in digital solutions, many organizations are still struggling to fundamentally change how work gets done. Platforms are deployed, but real transformation rarely follows. In 2026, this gap is becoming much harder to ignore.

The most common reasons digital initiatives fall short are not technical but organizational. Recent APQC research finds that poor integration with existing systems, unclear return on investment, and resistance from employees or culture are the main reasons initiatives fail to meet expectations. But these challenges generally stem from one underlying issue: projects are delivered, but the work of understanding and sustainably changing core business processes is left unfinished.

Project managers will recognize this pattern immediately. When projects move forward without clear agreement on how work is supposed to change, familiar problems follow. Success is measured by delivery milestones rather than business results. Stakeholder engagement drops once requirements are approved. Plans are slow to adapt as new information emerges. These challenges may appear distinct, but they can often be traced to the same dynamic that undermines digital transformation at large. Projects are delivered without anyone forcing clarity on how work should flow differently once new systems are in place. The mechanics are handled, but the operating reality is not.

In 2026, as generative AI and automation become part of everyday work, organizations face a moment of truth. Will project leaders step up? Will they be empowered to help project teams move beyond this familiar hurdle?

More…

How to cite this article: Lundquist, M. (2026). The Challenge for 2026: Redefining Project Success to Realize True Transformation, PM World Journal, Vol. XV, Issue IV, April. Available online at https://pmworldjournal.com/wp-content/uploads/2026/04/pmwj163-Apr2026-Lundquist-The-Challenge-for-2026.pdf

About the Author

Madison Lundquist

Texas, USA

Madison Lundquist leads APQC’s research on process and performance management. She uncovers best practices and performance metrics that help organizations improve efficiency and agility. Known for blending quantitative analysis with practical strategies, Madison’s work helps organizations develop data-driven process programs and adopt proven approaches to continuous improvement.

Email: mlundquist@apqc.org | Web: www.apqc.org

Better Outcomes Start Before You Convene

David Pells — Mon, 06 Apr 2026 18:11:11 +0000

ADVISORY ARTICLE

By Jeff Oltmann

Oregon, USA

Good facilitation creates leverage. It helps groups focus on what matters most, make better decisions, and move important work forward.

I recently facilitated a series of small-group discussion sessions with about 40 participants. Timelines were tight, with most people available for only 25 minutes at a time. We needed to quickly identify disconnects, get rich information flowing, and keep everyone on time and on topic. In other words, herd the cats without making people feel pushed.

These constraints made it clear that success in the room depended on careful preparation before anyone even showed up. I included several of the facilitation techniques I’ve written about before, such as consolidation and drawing out quiet participants. Those tools helped, as they often do, but they represent only a small part of the value facilitation provides. Effective facilitation isn’t just about deploying tactics in the moment. It’s about the choices you make in advance to help a group do its best thinking together.

Here’s the way I think about the work of a facilitator—drawing on ideas from the International Institute for Facilitation and Change—and why so much of that work happens before the meeting ever begins.

More…

How to cite this article: Oltmann, J. (2026). Better Outcomes Start Before You Convene, PM World Journal, Vol. XV, Issue IV, April. Available online at https://pmworldjournal.com/wp-content/uploads/2026/04/pmwj163-Apr2026-Oltmann-Better-Outcomes-Start-Before.pdf

About the Author

Jeff Oltmann

Oregon, USA

Jeff Oltmann helps organizations accelerate results through strategy deployment and project portfolio management. He consults, teaches, and leads forums for senior PMO leaders. He is principal at Synergy Professional Services (spspro.com) in Portland, Oregon and is on the faculty of the Division of Management at Oregon Health and Science University. He was previously on executive staff at IBM and is the founder of the Portfolio and Project Leaders Forum, a gathering of senior managers who lead project-based organizations (pplforum.org). Jeff welcomes your questions and ideas. You can contact him at jeff@spspro.com or read previous articles at www.spspro.com/article-library.

The Sponsor Layer

David Pells — Mon, 06 Apr 2026 18:16:49 +0000

Why Public Sector Program Success

Begins Above the Delivery Team

ADVISORY ARTICLE

By Paul Oppong

Public Sector Transformation Advisor

Melbourne, Australia

Abstract

Public sector programs fail for many reasons. Budgets blow out. Timelines slip. Stakeholders disengage. But in fifteen years of working across state and federal government programs in Australia, I have found one factor more consistently predictive of delivery performance than any other — and it almost never appears in post-program reviews. This article is about that factor. It argues that the quality of program sponsorship — not whether a sponsor exists, but whether they are genuinely present in function rather than just in form — shapes delivery outcomes more reliably than governance design, methodology, or team capability. It draws on direct observation, including programs running through the January 2024 NSW machinery of government changes, to offer a practical frame for executives, portfolio leaders, and program sponsors who want to understand why some programs move and others don’t.

The Meeting That Goes Nowhere

There is a particular kind of meeting that experienced public sector professionals learn to recognise. The agenda is full. The right people are in the room. The status report shows amber — which in most government programs means someone has been careful with the language. The program director presents calmly and competently. Questions are asked. Actions are noted. The meeting ends.

And nothing moves

The program continues to consume budget, generate documentation, and occupy the calendars of capable people. It is not failing in any visible sense — no red flags on the dashboard, no ministerial inquiries, no audit findings. It is simply not going anywhere.

The standard response is to look harder at the delivery. Review the methodology. Tighten the plan. Add a gateway review. Commission an independent health check. These interventions are not wrong. But they are frequently aimed at the wrong problem.

Because the pattern described above — technically compliant, practically inert, governance sound and momentum absent — is rarely a delivery problem at its source.

The team is usually capable. The frameworks are usually adequate. What is missing is something sitting above the delivery layer entirely, shaping the environment the team is working in without ever appearing on a project plan.

It is a sponsorship problem. But not in the way most governance frameworks would recognise it.

More…

How to cite this work: Oppong, P. (2026). The Sponsor Layer: Why Public Sector Program Success Begins Above the Delivery Team; PM World Journal, Vol. XV, Issue IV, April. Available online at https://pmworldjournal.com/wp-content/uploads/2026/04/pmwj163-Apr2026-Oppong-The-Sponsor-Layer-advisory.pdf

About the Author

Paul Oppong

Melbourne, Australia

Paul Oppong is a public sector transformation advisor working across state and federal government programs in Australia. His work focuses on the organisational conditions that determine whether capable teams can deliver — the sponsorship quality, governance design, portfolio environments, and decision flow that sit underneath complex program delivery. He has spent fifteen years working at the intersection of government, technology, and program delivery, supporting organisations through structural change, platform transitions, and major transformation programs.

Paul holds a Master of Information Technology and Systems from the University of Canberra, and a Master of Strategic Business and Information Technology from the University of Hertfordshire. He is based in Melbourne, Victoria, Australia and can be contacted at www.pauloppong.com .

Back to Basics in Project Delivery Management:

David Pells — Mon, 06 Apr 2026 18:29:31 +0000

The Role of Competency Frameworks in

Strengthening Professional Project Management

COMMENTARY

By Fortune Mbele

Project Management South Africa (PMSA)
Global Alliance for Project Profession (GAPPS)

South Africa

Abstract

The rapid evolution of digital technologies, artificial intelligence, and agile delivery approaches is reshaping the project management profession. Despite these developments, the fundamental principles of project management: Scope, Time, Cost, Quality, Risk, and Stakeholder engagement, remain essential for effective project delivery. This article examines the importance of revisiting foundational project management practices through a competency-based perspective. Drawing on competency frameworks such as the Global Alliance for Project Performance Standards and professional designation structures implemented by Project Management South Africa, the article clarifies the distinction between frameworks and methodologies and highlights the role of demonstrable competency in project success. The discussion illustrates how competency frameworks support lifecycle-based project delivery and enable project managers to effectively apply knowledge, skills, and professional behaviours in complex organizational environments.

Introduction

Project management as a discipline has evolved significantly over the past decades as organizations increasingly rely on projects to implement strategic change, digital transformation, and innovation initiatives. However, despite the emergence of agile methods, hybrid approaches, and digital project management tools, research consistently highlights the importance of foundational project management principles in achieving successful project outcomes.

Industry reports by the Project Management Institute demonstrate that organizations with mature project management capabilities achieve significantly higher project success rates and improved benefits realization compared to those with lower levels of project management maturity. Organizations that prioritize leadership, communication, and stakeholder engagement skills experience substantially better project outcomes.

Academic research similarly emphasizes that project success is strongly linked to effective governance, stakeholder management, and disciplined planning rather than the specific delivery methodology used. Classical studies on project success factors by Murphy, Baker, and Fisher (1974), Pinto and Slevin (1987), and Morris and Hough (1993) identified key determinants of project success such as clear objectives, executive support, stakeholder communication, and effective project leadership.

These findings suggest that while methodologies continue to evolve, the underlying competencies required for effective project management remain largely consistent.

More…

How to cite this work: Mbele, F. (2026). Back to Basics in Project Delivery Management: The Role of Competency Frameworks in Strengthening Professional Project Management, commentary, PM World Journal, Vol. XV, Issue IV, April. Available online at https://pmworldjournal.com/wp-content/uploads/2026/04/pmwj163-Apr2026-Mbele-Back-to-Basics-in-Project-Management-commentary.pdf

About the Author

Fortune Mbele

South Africa

Fortune Mbele is a seasoned Industrial Engineer and Project Management Professional with more than 15 years of experience leading Projects within ICT and Real Estate ( PropTech) projects across South Africa’s retail, higher education, and technology sectors. He currently serves as National President of Project Management South Africa (PMSA), where he enforces governance, professional development, and continental expansion initiatives.

Fortune has held senior project leadership roles at various organisations delivering multimillion-rand programs that blend Agile, SAFe, Traditional (waterfall) and Hybrid methodologies. Known for his ability to simplify complexity, align diverse stakeholders, and embed governance frameworks, he is also pursuing an MSc in Project Management at UCT where he is looking at investigating a hybrid project management approach that balances Agile flexibility with governance accountability and compliance, specifically within rigid governance and complex stakeholder dynamics organisations.

His career reflects a commitment to advancing project management standards, professionalising project management, empowering teams, and shaping sustainable, strategic outcomes across industries. Fortune can be contacted at fortunembele@gmail.com

Some “extra-curricular” influences on my project management perspectives:

David Pells — Mon, 06 Apr 2026 18:47:50 +0000

1. Some early-career education-related factors

PERSONAL STORY

By Alan Stretton, PhD (Hon)

New Zealand

INTRODUCTION

Background to this series of three articles

In Stretton 2025c I discussed many experiential and closely allied influences on my perspectives on project management, and on my 280+ published articles. The focus in the 2025 article was strongly on direct career-related experiential influences.

However, there have also been other types of influences which have helped shape my perspectives and writings on project management. This is the first of three articles which discuss some of these. I have used the descriptor “extra-curricular” to distinguish these influences from the more directly career-related experiential influences in Stretton 2025c

This first article will look at some early-career influences, which were mainly education-related. The second article will look at influences from many of my mid-career external “helping” activities, whilst the third will be concerned with some late-career and post-retirement activities and their influences.

Figure 1 broadly relates these career stages with my primary activities at those times.

Figure 1. Relating career stages with primary activities at those times

Some background and preview to this article

I will try to briefly set the scene regarding lack of learning support in the early post-WW2 construction industry in Australia, and, in this context, preview some aspects of my learning experiences in my early-career stage, broadly up to the mid-1960s.

Most practitioners of my generation, who began their careers in the early post-war era, and who later became actively involved in project management, came to the latter from a variety of different vocations. In the construction-related domains in which I worked from the early 1950s, these included people from many branches of engineering, architecture, quantity surveying, and specialist trades, amongst others.

But, as many of us moved into positions which have since been identified with project management, we had to learn a whole new range of skills. However, we had few, if any, credible guidelines on what these skills were, and/or how to go about developing them. Consequently, in practice, we were all basically “learning on the job” – typically a combination of learning by working with more experienced people, plus a good deal of learning by personal trial-and-error.

The latter is an unenlightened way of learning new skills, and is very expensive for employing organisations. My three employers of the first decade of my early career did not provide organised learning programs. However, most fortunately, that was to change in the early 1960s, when I joined Civil & Civic and its parent company Lend Lease Corporation (C&C/LLC). I will focus on two major education programs which were undertaken in all Lend Lease group companies, plus a personal learning experience I had with the parent company. These are now briefly previewed.

More…

How to cite this work: Stretton, A. (2026). Some “extra-curricular” influences on my project management perspectives. 1. Some early-career education-related factors, PM World Journal, Vol. XV, Issue IV, April. Available online at https://pmworldjournal.com/wp-content/uploads/2026/04/pmwj163-Apr2026-Stretton-Extra-curricular-PM-influences-1-Early-career.pdf

About the Author

Alan Stretton, PhD

Life Fellow, AIPM (Australia)
Auckland, New Zealand

Alan Stretton is one of the pioneers of modern project management. In 2006 he retired from a position as Adjunct Professor of Project Management in the Faculty of Design, Architecture and Building at the University of Technology, Sydney (UTS), Australia, which he joined in 1988 to develop and deliver a Master of Project Management program. Prior to joining UTS, Mr. Stretton worked in the building and construction industries in Australia, New Zealand and the USA for some 38 years, which included the project management of construction, R&D, introduction of information and control systems, internal management education programs and organizational change projects. Alan has degrees in Civil Engineering (BE, Tasmania) and Mathematics (MA, Oxford), and an honorary PhD in strategy, programme and project management (ESC, Lille, France). Alan was Chairman of the Standards (PMBOK) Committee of the Project Management Institute (PMI®) from late 1989 to early 1992. He held a similar position with the Australian Institute of Project Management (AIPM) and was elected a Life Fellow of AIPM in 1996. He was a member of the Core Working Group in the development of the Australian National Competency Standards for Project Management. He has published 280+ professional articles and papers. Alan can be contacted at alanailene@bigpond.com .

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

The Speech – with illustrations

David Pells — Mon, 06 Apr 2026 19:00:02 +0000

STORY No. 4

Reading and Reflecting – with ‘Meet the Managers’

By Tom Taylor

London, UK

In a busy world is there sufficient time to develop and apply our reflection capabilities? This ‘Meet the Managers’ series of short stories may appear to be frivolous and irreverent. But their true purpose is to stimulate our reflective skills – in ourselves as readers and with our colleagues as teams or communities or families – for each story.

These reflections can be shallow or deep, quick or longer, reactionary or considered. Having read and reflected on these pieces it may be possible to read and reflect on other articles in PMWJ.

Very best wishes with your reading and reflecting.

___________

The head teacher at the school had to make a speech.

He had to explain to the school governors the differences between
Projects, Programmes and Portfolios.

The head teacher decided to ask the Manager family for some help. He asked them to keep it simple because the school governors had short attention spans. He also asked the Manager family to avoid management speak and suggested illustrations might be appropriate.

Daddy Manager, Mummy Manager and the two junior Managers sat down to discuss this challenge.

As an illustration a comparison with newspapers arose and was debated.

The daily free newspapers made available on buses and at railway stations might be just like projects.

The more extensive quality daily broadsheet newspapers might be equivalent to programmes.

More…

How to cite this work: Taylor, T. (2026). The Speech – with illustrations, Meet the Managers, series story 4, PM World Journal, Vol XV, Issue IV, April. Available online at https://pmworldjournal.com/wp-content/uploads/2026/04/pmwj163-Apr2026-Taylor-Managers-Story-4-the-Speech.pdf

About the Author

Tom Taylor

London, UK

Tom Taylor is Principal with Dashdot and joint founding director of Buro Four in the United Kingdom. For many years, he has been a central figure in the Association for Project Management (APM) in the UK as former APM president, vice-president, Chair and London Branch. Via APM he has achieved Chartered Project Professional (ChPP), Registered Project Professional (RPP), an Honorary Fellowship, the inaugural President’s Medal from Professor Martin Barnes and APM’s prestigious Sir Monty Finneston Award for lifetime achievement. Visit www.apm.org.uk

Tom is known as:

- A popular, confident and energetic speaker and broadcaster;
- A prolific author and publisher on innovative business and original management issues;
- An experienced and enthusiastic lecturer and course leader;
- And an award-winning, highly experienced manager of projects, advisor and consultant.

Tom’s professional career so far has been in property and construction in UK in front line roles – from theatres to manufacturing, from residential to harbour works – significant to less so – with contractors, designers and as a consultant – as employer, employee and entrepreneur – within major organisations and “all-on-my-own” – prize winning and mundane. It’s been rewarding and enjoyable – so far.

He is an advisor on projects, programmes, enterprises and business, as principal at Dashdot – a consultancy and publishing vehicle – please go to www.dashdot.co.uk

He is a joint founder from 1985 and occasional advisor with Buro Four – an eminent project management outfit based in UK – please go to www.burofour.com

Tom has been a guest lecturer at several universities, a previous Visiting Professor at Salford University and an external examiner at UCL.

Tom is a supporter of Membership Associations (MAs) of International Project Management Association (IPMA), Young Crews – and their events. Visit www.ipma.org

Tom attends, speaks and hosts PM events in UK and round the world. He holds honorary positions with project management associations in Finland, Kazakhstan, Nepal, Portugal, Spain and UK plus with IPMA.

“Continuing to be involved in front line projects and the journey of the project management community, over the last fifty years or so, has certainly been fascinating, rewarding and enjoyable – as a bystander, passenger, navigator and driver. Changing technologies and surprising opportunities have had significant impact for me, and on me. However, it is people, the colleagues, who are most important – with our collective commitment, common purpose and good humour. I have been very fortunate indeed in that aspect. Approaching my likely career midpoint, I am looking forward to more good projects, with good people, with good humour.”

A current personal profile of Tom is available at www.tomtaylor.info and he may be contacted at tomtaylor@dashdot.co.uk

Update from APM for PMWJ

David Pells — Mon, 06 Apr 2026 19:10:05 +0000

REPORT

By Adam Boddison, OBE

CEO of APM

United Kingdom

A message to project professionals from the CEO

of the Association for Project Management

Over the past three months, the pace of change across our profession has continued to accelerate. Here, at the Association for Project Management (APM), we have been focused on ensuring that all project professionals are fully equipped to lead confidently through these times of change.

A defining theme over the past couple of years has been the growing impact of artificial intelligence (AI) on project delivery. As highlighted in our recent AI trends for 2026 article, the question is no longer whether AI will shape our work, but how we respond. We are entering an era of hybrid human–AI collaboration, where intelligent systems increasingly support planning, risk management and delivery. This shift creates an opportunity to free up project professionals so they can focus on strategic leadership, stakeholder engagement and more complex decision-making.

Alongside this, APM has continued to champion excellence across the profession. It was particularly encouraging to see project professionals recognised in the UK’s 2026 New Year Honours, reflecting the vital contribution our community makes across infrastructure, innovation, health and beyond. These accolades reinforce what we already know, which is that project delivery is central to societal progress.

Recognition and learning remain core to APM’s mission. Over recent weeks, we have shared insights from award-winning initiatives such as the Home Office’s Hendon Evolution Programme, demonstrating the impact of strong leadership, clear vision and disciplined execution in delivering complex transformation. By showcasing these examples, we aim to provide practical lessons that you can apply in your own work and your own contexts.

More…

How to cite this work: Boddison, A. (2026). A message to project professionals from the CEO of APM, APM Update for PMWJ, End of March 2026, report, PM World Journal, Vol. XV, Issue IV, April. Available online at: https://pmworldjournal.com/wp-content/uploads/2026/04/pmwj163-Apr2026-Boddison-APM-Update-for-PMWJ.pdf

About the Author

Prof. Adam Boddison, OBE

Buckinghamshire, UK

Adam Boddison joined APM as Chief Executive Officer (CEO) in September 2021 having formally held CEO and senior executive roles in multiple educational organisations. Beyond APM, Adam has a portfolio of consultancy and volunteering supporting organisations and initiatives that benefit society.

Adam is a visiting Professor at the Stranmills University College and the University of Leicester (School of Business). He has authored several books and is a qualified clinical hypnotherapist. In 2022, Adam was awarded the Most Excellent Order of the British Empire (OBE) for services to children and young people with special educational needs and disabilities.

As CEO of APM, Adam is a leading figure in the UK’s project management professional and business communities, a popular keynote speaker at major events, and a prominent voice for the project profession with the UK government and general public.

About APM

APM (Association for Project Management) is a professional membership organisation that sets the standards for the project profession and raises its profile. As a registered charity, APM delivers learning and networking opportunities, qualifications, research, resources, events and best practice guidance for the project community, helping the profession deliver better. APM is the only chartered organisation representing the project profession in the world with over 45,000 individual members and more than 470 corporate partners based across 140 countries. For more, visit https://www.apm.org.uk/

April 2026 Finland Project Management Roundup

David Pells — Mon, 06 Apr 2026 19:18:54 +0000

Updates about Association of Project Professionals Finland;

PMI Finland Chapter; Kruunusillat [Crown Bridges] projects;

Hailuoto island Causeway project

REPORT

By Dr Jouko Vaskimo

International Correspondent & Senior Contributing Editor

Espoo, Finland

INTRODUCTION

This roundup continues the coverage of Project Professionals Finland, PMI Finland Chapter and some of the key projects currently going on in Finland.

Project Professionals Finland

Project Professionals Finland (PPF) is a not-for-profit organization, and the International Project Management Association (IPMA) Member Association (MA) in Finland.

Founded in 1978, PPF promotes the interaction, project-oriented thinking, and exchange and development of practical and theoretical knowledge among project management professionals with over 4000 individual and 200 organizational members. PPF organizes two annual conferences: Projektipäivät in late fall and 3PMO in early summer.

The 2026 3PMO event will take place on 4.6.2026 at Tampere Sokos hotel conference center Tornin Paja, with the theme The value of PMO in the balance ! Projektipäivät will take place on 20 … 21.10.2026 at the Messukeskus convention center in Helsinki with the theme Back to the Future >>> The future of project world? Please navigate to www.pry.fi/en for general information on PPF, and to www.pry.fi/en/events for further information on PPF events.

PMI FINLAND CHAPTER

PMI Finland Chapter is a not-for-profit organization providing project practitioners in Finland continuous learning, networking and community support. The Chapter was founded in 2005. Today, with almost 500 members, the chapter is increasingly recognized as a community where its members can enhance their project management and leadership skills, as well as network with other project management professionals.

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

The PMI Finland Chapter 2025 annual conference took place on 9.10.2025 at the Original Sokos Hotel Tripla, Helsinki with the theme Human-centric innovation.

Please navigate to https://pmi-fi.org/ for general information on the PMI Finland Chapter, and to https://pmi-fi.org/2025-annual-conference for further information on the 2025 conference.

KRUUNUSILLAT

The Kruunusillat project is proceeding with the construction of a string of bridges to traverse Kruunuvuorenselkä, a waterway east of the Helsinki downtown area, and to establish a new tram line to connect the Laajasalo, Korkeasaari and Kalasatama areas to the downtown area by means of 10 km light rail line. The project comprises a combination of fixed-priced and alliance contracts with a range of contractors and suppliers.

More…

How to cite this report: Vaskimo, J. (2026). April 2026 Finland Project Management Roundup, PM World Journal, Vol. XV, Issue IV, April. Available online at https://pmworldjournal.com/wp-content/uploads/2026/04/pmwj163-Apr2026-Vaskimo-Finland-Project-Management-Roundup-report.pdf

About the Author

Dr Jouko Vaskimo

Espoo, Finland

Dr. Jouko Vaskimo is an International Correspondent and Senior Contributing Editor for PM World in Finland. Jouko graduated M.Sc. (Tech.) from Helsinki University of Technology in 1992, and D.Sc. (Tech.) from Aalto University in 2016. He has held several project management related positions with increasing levels for responsibility. Jouko holds a number of professional certificates in the field of project management, such as the IPMA Level C (Project Manager), IPMA Level B (Senior Project Manager), PMP, PRINCE2 Foundation, and PRINCE2 Practitioner. Jouko is also a Certified Scrum Master and SAFe Agilist. Jouko is a member of the Project Management Association Finland, a founding member of PMI Finland Chapter, and the immediate past chairman of the Finnish IPMA Certification Body operating IPMA certification in Finland. Since October 2007, he has been heading the Finnish delegation to ISO/TC 258. Jouko resides in Espoo, Finland and can be best contacted at jouko.vaskimo@aalto.fi . For more information please navigate to www.linkedin.com/in/dr-jouko-vaskimo-6285b51 .

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

April 2026 PM Update from Rome

David Pells — Mon, 06 Apr 2026 19:25:16 +0000

REPORT

By Dr. Alessandro Quagliarini

International Correspondent

Rome, Italy

2025 Achievements and 2026 Plans of Italy’s

Project Management Associations

Introduction

In this first report of 2026, we examine the results achieved in 2025 by the main Project Management associations active in Italy, together with the perspectives and initiatives planned for the current year. During the past year, each organization presented its main activities and flagship events, outlining strategic initiatives aimed at fostering the development of competencies and the diffusion of professional certifications in Project Management.

Data concerning certifications issued in 2025 show an average increase about of 6.8% in the number of certified professionals. Although this represents a slowdown compared with the significant growth recorded in 2024 (+13.7%), it nevertheless confirms the continued expansion of the discipline in the Italian context. This outcome reflects the ongoing commitment of the national Project Management associations in promoting professional standards, strengthening competencies, and supporting the evolution of the profession.

A closer look at the results achieved by each association highlights the following growth rates:

- Project Management Institute (PMI): +5.3%
- International Project Management Association (IPMA): +4.7%
- Istituto Italiano di Project Management (ISIPM): +10.3%

Overall, these figures indicate a sustained positive trajectory and underline the key role played by professional associations in encouraging education, certification pathways, and the advancement of Project Management knowledge and practices across Italy.

More…

How to cite this work: Quagliarini, A. (2026). 2025 Achievements and 2026 Plans of Italy’s Project Management Associations, Project Management Update from Italy, report, PM World Journal, Vol. XV, Issue IV, April. Available online at: https://pmworldjournal.com/wp-content/uploads/2026/04/pmwj163-Apr2026-Quagliarini-project-management-Report-from-Italy-English.pdf

About the Author

Alessandro Quagliarini

Rome, Italy

Alessandro Quagliarini, PhD, MScEng, PMP, MBA, is an experienced Program Manager, with more than 18 years of experience in the ICT sector. He holds a Master’s Degree in Telecommunication Engineering from the University of Rome “Tor Vergata” and a Doctor’s degree in Business Administration from the Bologna University Business School. He got both PMP® and ISIPM-Av® advanced certifications in Project Management, and he is also certified as an Information Management Systems Lead Auditor. He is a Member of the Board of the “Italian Institute of Project Management” (ISIPM) for ten years, and he is an Accredited Teacher in Project Management.

Alessandro is currently engaged in the “Digital Transformation” engineering and industrialization programs of the new Italian “Open Fiber” telecommunications network, with particular focus on the engineering of delivery and assurance processes for the provision of retail, business and industries customers, on the operational management and procurement support for the definition of specifications and contracts, on the definition of operating rules/ instructions for maintenance and of requirements for systems development, on the support to the commercial and regulatory lines for the definition of services and processes for customers (Other Licensed Operators and Industries), and on the definition and management of operations compliance with ISO Standards and International Best Practices.

As a Member of the ISIPM Board, he focuses his volunteer activities mainly on the cultural diffusion of the project management to young people – specifically to high school students and also staff, including teachers. As an ISIPM accredited teacher, he has taught project management in public and private institutions, in schools and in universities. He has experience in the organization of events and as a speaker in conferences, and also in proposing and managing EU-funded projects.

Alessandro can be contacted at a.quagliarini@gmail.com

To view other works by Alessandro Quagliarini, visit his author showcase at https://pmworldlibrary.net/authors/alessandro-quagliarini/

April 2026 PM Update from Madrid

David Pells — Mon, 06 Apr 2026 19:35:22 +0000

REPORT

By Alfonso Bucero, PhD

International Correspondent

Madrid, Spain

The PMI Madrid Spain Chapter celebrated its

Annual General Assembly 2026

During March 26, 2026, the PMI Madrid Chapter approved the accounts and the 2026 Budget. They also celebrated their Board Elections. Luis Reyes (Vice President) recognized and was grateful for the attendance of their membership, because you are the real engine and motivation of our Chapter, he said. Membership participation, involvement, and trust are the foundation of all we do as a PMI Chapter.

Jesús Vázquez González was elected again as PMI Madrid Chapter President. It is healthy to have some options when voting on membership. That reminds us that the role is not a guarantee, but a responsibility renewed through trust and results. Por mi parte, mantengo el compromiso de seguir aportando. We also need to congratulate the following people: Susana López García, Javier Ballester García, PMP, Raúl Fernández Cuenca, Bernardo Baiz, and Joaquín Azcárraga Urteaga, PMP, PMI-ACP, as PMI Chapter Board of Directors Officers. In a Similar way, we congratulate Ricardo Montaraz and Sergio Trigueros Fernández as Branch Leaders.

A special recognition to Jorge Alberto López and Nicolás Pascual Salerno, who are Board candidates. They were not elected this time, but they recognized their contribution. Thanks so much to Carlos Palma Remirez (treasurer) and Manuel Ancizu (secretary) for conducting the elections in a highly professional way.

More…

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

How to cite this report: Bucero, A. (2026). The PMI Madrid Spain Chapter celebrated its Annual General Assembly 2026, April 2026 PM Update from Madrid, report, PM World Journal, Vol. XV, Issue II, February. Available online at: https://pmworldjournal.com/wp-content/uploads/2026/04/pmwj163-Apr2026-Bucero-Regional-Report-Spain-English.pdf

About the Author

Alfonso Bucero, PhD

Madrid, Spain

Alfonso Bucero, Ph.D., CPS, ACE, PMP, PMI-RMP, PfMP, SFC, IPMO-E, PMI Fellow, is an International Correspondent and Contributing Editor for the PM World Journal in Madrid, Spain. Mr. Bucero is also the founder and Managing Partner of BUCERO PM Consulting. Alfonso was the founder, sponsor, and President of the PMI Barcelona Chapter until April 2005 and belonged to PMI’s LIAG (Leadership Institute Advisory Group). He was the past President of the PMI Madrid Spain Chapter and then nominated as a PMI EMEA Region 8 Component Mentor. Alfonso was a member of the PMIEF Engagement Committee.

Alfonso has a Computer Science Engineering degree from Universidad Politécnica in Madrid and a Ph.D. in Management from the ISM University. He has 39 years of practical experience and is actively advancing the PM profession in Spain and Europe. Alfonso received the PMI Distinguished Contribution Award on October 9, 2010, the PMI Fellow Award on October 22^, 2011, and the PMI Eric Jenett Excellence Award on October 28, 2017. You can contact Mr. Bucero at alfonso.bucero@abucero.com.

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

April 2026 PM Update from São Paulo

David Pells — Mon, 06 Apr 2026 19:43:40 +0000

REPORT

By João Henrique Pettená do Carmo

Project Manager (PMP ®) & International Correspondent

São Paulo, Brazil

Governance as the New Center of Gravity:

What PMBOK 8 Means for

the Brazilian Project Management Market

Introduction

In last month’s edition of the PM World Journal, Prof. João Carlos Boyadjian (one of the founders of PMI São Paulo, the largest PMI chapter in Latin America) offered a detailed assessment of the PMBOK® Guide, Eighth Edition.

His central argument was direct: the most immediately impactful change in PMBOK 8 is the repositioning of governance as the integrating axis of the project life cycle, replacing the previous discourse that many practitioners perceived as philosophically sound but insufficiently actionable.

That assessment, grounded in four decades of practice and teaching, set the stage for this report. This month, we examine what the Eighth Edition means specifically for the Brazilian project management market (a large and mature community of project management professionals and PMP credential holders, a PMP exam transition scheduled for July 9, 2026, and structural challenges in governance and planning maturity that the new guide directly addresses).

1. What Changed: From PMBOK 6 to PMBOK 8 in Three Editions

The evolution of the PMBOK Guide over its three most recent editions reflects a profession searching for balance between prescriptive clarity and adaptive flexibility.

The Sixth Edition (2017) provided a comprehensive process-driven framework: 49 processes organized into five Process Groups and ten Knowledge Areas. It was the reference standard for an entire generation of PMP candidates and organizational PMOs. The Seventh Edition (2021) introduced a paradigm shift, abandoning the process structure in favor of 12 principles and 8 performance domains focused on value delivery. While conceptually forward-looking, it left many practitioners without the operational guidance they needed for daily project execution. The Eighth Edition (2025) attempts to resolve this tension.

More…

How to cite this report: do Carmo, J. H. P. (2026). Governance as the New Center of Gravity: What PMBOK 8 Means for the Brazilian Project Management Market, report, PM World Journal, Vol. XV, Issue IV, April. Available online at: https://pmworldjournal.com/wp-content/uploads/2026/04/pmwj163-Apr2026-do-Carmo-project-management-report-from-Brazil.pdf

About the Author

João Henrique Pettená do Carmo

São Paulo, Brazil

João Henrique Pettená do Carmo is a Project Manager (PMP®) based in São Paulo State, Brazil, with 19 years of experience across the energy, infrastructure, engineering, and industrial sectors. He holds an MBA and a bachelor’s degree in Electrical Engineering from the University of São Paulo (USP), an LL.B. from UNISAL/SP, and a Six Sigma Black Belt from Kennesaw State University, with additional specializations in project management from the University of Colorado System and the University of Leeds.

João Pettená has contributed to projects for organizations including AGCO, Boticário, CPFL, General Electric, GLP Properties, Jacuzzi, JBS Seara, Nissin Foods, and Zongshen Machinery. He serves as Brazil Correspondent for the PM World Journal, covering São Paulo and the broader Brazilian market. He has authored professional and academic publications on project, program, and portfolio management, including peer-reviewed contributions to international journals.

João Pettená can be contacted at pettena.joao@pm.me

View other works by João at https://pmworldlibrary.net/authors/joao-henrique-pettena-do-carmo/

April 2026 PM Update from Germany

David Pells — Mon, 06 Apr 2026 19:50:07 +0000

REPORT

By Sebastian Wieschowski

Nuremberg, Germany

Humanity at the Helm: GPM Focus 2026 Redefines AI

as a Leadership Mandate

Introduction

Artificial Intelligence has undoubtedly become the dominant hype topic in project management, promising to fundamentally redefine how teams operate. However, while the potential for transformation is vast, many project professionals find themselves lacking the time to integrate these technologies in a structured and meaningful way. Despite the widespread enthusiasm, several critical questions regarding the daily application of AI remain largely unresolved for many practitioners.

To illustrate these challenges, project leaders often find themselves asking: What can AI truly achieve in today’s project environment, and where are its practical risks and limitations? How can I choose the most suitable AI tools, such as ChatGPT or Microsoft 365 Copilot, to meet my specific requirements? Which new roles and responsibilities are emerging within project management as a result of AI integration?

In response to these uncertainties, the GPM German Project Management Association is introducing a new, hands-on working format called GPM Focus. Rather than a traditional congress or lecture series, this format provides a dedicated space for teams to move beyond the hype and develop practical, impact-oriented results. Participants will work directly with experts to test methods, clarify individual questions, and leave with immediately applicable tools and templates for their own project contexts.

The inaugural event took place on March 24th in Frankfurt. The central thesis of the day was clear: AI is no longer a peripheral IT tool but a fundamental leadership and design challenge that requires human “pilots” to maintain accountability while digital “co-pilots” handle operational responsibility.

More…

How to cite this paper: Wieschowski, S. (2026). Humanity at the Helm: GPM Focus 2026 Redefines AI as a Leadership Mandate, report; PM World Journal, Vol. XV, Issue IV, April. Available online at: https://pmworldjournal.com/wp-content/uploads/2026/04/pmwj163-Apr2026-Wieschowski-gpm-focus-ai-trends.pdf

About the Author

Sebastian Wieschowski

Nuremberg, Germany

Sebastian Wieschowski is an editor at the German Project Management Association (GPM), the national member association of the International Project Management Association (IPMA) in Germany. He is responsible for developing GPM’s media relations and serves on the editorial board of PM Aktuell, a quarterly magazine distributed to more than 6,500 GPM members as well as external stakeholders.

Born in 1985 in northern Germany, Wieschowski developed an early fascination with journalism. His formal education began with active contributions to school and local newspapers. He later completed journalistic training at the Cologne Journalism School for Politics and Economics, earned a Master Level Diploma from the School of Journalism at Eichstaett University, and undertook professional training at a regional newspaper publisher. He also holds a postgraduate M.Sc. degree in Public Health from Hannover Medical School.

In addition to his freelance journalism for national and international outlets, including major German media such as DIE ZEIT, Wieschowski has held senior communications roles since 2012. He first worked as press officer for a private university specializing in social work, then for a psychiatric hospital, and later for an industrial company. In September 2024, he joined GPM’s Marketing and Public Relations department, where he focuses on strengthening the visibility and public relevance of project management through editorial formats such as storytelling.

Alongside his professional career, Sebastian Wieschowski is also active as a freelance author in his lifelong passion, numismatics. He writes for both German- and English-language specialist publications, and his work has been recognized three times by the Numismatic Literary Guild, a writers’ association based in the USA.

Sebastian is a reporter at heart and enjoys discovering inspiring stories and meet people from around the world, a goal that is particularly easy to pursue in the field of project management. He can be contacted at s.wieschowski@gpm-ipma.de.

To view other works by Sebastian, visit his author showcase in the PM World Library at https://pmworldlibrary.net/authors/sebastian-wieschowski/

April 2026 UK Project Management Round Up

David Pells — Mon, 06 Apr 2026 20:01:37 +0000

Good News (A Fair Wind, Green Link, Welsh Gas Station,

Another good view, Long life projects);

Not So Good News (Glen Sannox, Horizon Project, Government IT Systems);

Other Project News (HS2, Thames Water, Heathrow Expansion);

Osprey, Nightjars and Fewer sore eyes

REPORT

By Dr. Miles Shepherd

Executive Advisor & International Correspondent

Salisbury, England, UK

INTRODUCTION

The past month has been one of deeply unsettling news all around the globe and for older readers will bring back unpleasant memories of times we all hoped were behind us. We got through those so let’s hope we get through these. In the meantime, Spring has certainly sprung, daffodils are almost over here, and the bluebells are just coming out so let’s get on with the UK News.

GOOD NEWS

As the sun is shining, the clocks have sprung forward it is only fitting to start with better news. This week seems to have brought good news about a Scottish turbine deal and the recommissioning of a Welsh hydrogen plant as well as some other snippets to encourage project people that all is not lost in the projectosphere.

A Fair Wind. Taking it from the top (of the country), we learn that Scotland will benefit from new clean energy jobs as energy firm Vestas have revealed plans for a major wind factory in Scotland, creating up to 500 skilled jobs. The factory, which will produce nacelles and hubs, major components in building a wind turbine, has been made possible following the government’s poorly supported offshore wind auction which we reported last month. The auction, AR7, secured 8.4 GW of new offshore projects.

Green Link. Nothing to do with the many fine golf courses up North, Eastern Green Link 4 (EGL4) is a new High Voltage Direct Current (HVDC) electrical link that will connect Fife in Scotland with Norfolk in England. One of many transmission upgrades that are planned in the UK, the project will play a key role in the UK’s transition to Net Zero. The 530 km high-voltage cable will be able to transmit enough electricity to power the equivalent of 1.5 million UK homes.

ScottishPower has secured £600m National Wealth Fund green financing for this strategic UK subsea power link. This transaction builds on the National Wealth Fund’s £600 million loan in May 2025 to support the development of seven of ScottishPower’s priority network initiatives.

Welsh Gas Station. Moving south, to South Wales in fact, we learn that construction is expected to start this year on a £50m hydrogen production plant at Milford Haven. It will be built on the site of a former oil refinery at the Impala terminal, previously Puma Energy in a project supported by UK government’s hydrogen allocation round (HAR). Thus It is one of the first projects of its kind supported by HAR to be given the go-ahead by investors and is being developed by MorGen Energy, a Zurich-based company founded in 2021 to develop large-scale green hydrogen projects.

Once operational the plant is expected to produce about 2,000 tonnes of low-carbon hydrogen annually for uses including industrial heating, manufacturing and de-carbonising the Milford Haven port.

More…

How to cite this report: Shepherd, M. (2026). UK Project Management Roundup, report, PM World Journal, Vol. XV, Issue II, February. Available online at https://pmworldjournal.com/wp-content/uploads/2026/04/pmwj163-Apr2026-Shepherd-UK-Regional-project-management-round-up-1.pdf

About the Author

Dr. Miles Shepherd

Salisbury, UK

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

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

The Practitioner’s Guide to Program Management

David Pells — Mon, 06 Apr 2026 20:10:57 +0000

BOOK REVIEW

Book Title: The Practitioner’s Guide to Program Management, 2^ND Ed.
Author: Irene Didinsky
Publisher: J. Ross Publishing
List Price: 59.95
Format: Paperback with some Value Added Downloads on the J. Ross resource center
Publication Date: 2025
ISBN: 978-1-60427-207-9
Reviewer: M. Saunders
Reviewed: Feb/March 2026

Introduction

Reading this book has been very beneficial as I can relate to how businesses need to understand the role of the program manager and the value they bring to oversee groups of projects. Understanding there are different types of Program Managers and how they work within the overarching business framework is an essential need for all business leaders who work with or have Program Managers involved in projects.

The book highlights what is needed to be a successful program manager and how the business empowers them. Real life should include many of the practices we read about in this book as they are spot on regarding how program management “fits” into the company, projects and teams. Their oversight is necessary for groups of projects that need to be handled at a level to coordinate resources, manage financials and have someone available who can easily provide the leadership teams the information they need to understand progress/risks/etc.

Overview of Book’s Structure

The book is divided into easy to read sections where someone can get a good definition of Program Management, understand criteria for success, go through strategy alignment (program and business), read about business value of having program managers, governance, stakeholders, life cycles, effective execution of programs, community of practice and what the future holds for program management.

I was pulled into this book from the aspect of carrying the title of program manager for many years within a services organization. Though I have completed many varieties of programs (internal and external facing) I found the book good to use as a standard regarding what tools and capabilities a program manager should have and be able to use. What I realized is based on company leadership and program needs, the person who is involved as a program manager may or may not be asked to exhibit the skills stated in the book. All skills discussed are relevant and good to have.

I found the information on how Agile and Hybrid Methodologies work well with many programs refreshing as many teams are trying to use the flexibility of Agile for managing complex programs that change based on a customer’s needs. Blending Waterfall (for the singular projects) with Agile where adaptation can take place on a higher level really makes sense. I know AI is also considered a tool that will be helpful for future and leveraging AI for risk assessment/management activities and automation of routine activities truly make sense.

More…

How to cite this work: Saunders, M. (2025). The Practitioner’s Guide to Program Management, 2^ND Ed., book review, PM World Journal, Vol. XIV, Issue IV, April. Available online at https://pmworldjournal.com/wp-content/uploads/2026/04/pmwj163-Apr2026-Saunders-Practitioners-Guide-to-Program-Management-book-review.pdf

About the Reviewer

Mary Saunders

Texas, USA

Mary Saunders is retired now and enjoys volunteering at different events where she enjoys learning and practicing her PM/Pgm Mgmt capabilities to benefit others.

Professionalisation of Project Management

David Pells — Tue, 07 Apr 2026 13:29:07 +0000

A Return to Personal Responsibility

FEATURED PAPER

By Dr Colin Darrington Prince

Johannesburg, South Africa

Abstract

This paper examines the professionalisation of project management as a movement away from command-and-control practices toward individual accountability and professional judgement. It argues that modern project environments require ethical responsibility, self-management, and continuous development rather than increased bureaucratic oversight. Professionalisation is presented as a return of responsibility to the project manager and a necessary step in the evolution of project management as a recognised profession.

Keywords: Project Management Professionalisation, Professional Responsibility, Ethics in Project Management, Project Governance, Command and Control, Professional Judgement, Self-management, Continuous Professional Development, Project Management Competence, Project Management Profession

Introduction

For many years, project management has been associated with a structured environment characterised by detailed planning, strong oversight, and clearly defined reporting lines. This approach emerged naturally from large infrastructure and engineering programmes where predictability and compliance were essential. In such environments, success was often equated with tight control and disciplined execution.

While these practices remain important, the continued reliance on rigid control structures is increasingly difficult to reconcile with the realities of modern project environments. Projects today operate in conditions marked by uncertainty, rapid change, and complex stakeholder relationships. In this context, professionalisation of project management should not be understood as an attempt to strengthen bureaucratic oversight. Rather, it represents a shift toward greater responsibility resting with the individual practitioner.

Professionalisation, in essence, restores accountability to the project manager.

From Supervision to Professional Judgement

Traditional management thinking often assumed that people needed close supervision in order to perform effectively. Douglas McGregor described this perspective in his well-known Theory X model, which assumes that employees must be directed and monitored to ensure satisfactory performance. Elements of this thinking remain visible in many project environments through extensive reporting requirements, rigid procedures, and layers of approval.

More…

How to cite this work: Prince, C. D. (2026). Professionalisation of Project Management: A Return to Personal Responsibility, PM World Journal. Vol. XV, Issue IV, April. Available online at https://pmworldjournal.com/wp-content/uploads/2026/04/pmwj163-Apr2026-Prince-Professionalisation-of-Project-Management.pdf

About the Author

Dr. Collin Darrington Prince

Johannesburg, South Africa

Dr Colin Darrington Prince is a business and IT executive with more than 35 years of cross-sector experience. He is the Chief Executive Officer of Project Management South Africa (PMSA) and formerly served as COO/CFO of the BLOODSA Foundation NPC, advancing haematology care and research across Africa. As Managing Director of Living Water Business Strategies, he provides strategic leadership and business coaching to SMEs. Dr Prince holds a Master of Commerce in Project Management and a Doctor of Technology in Information Technology, combining academic insight with practical expertise in leadership, governance, and organisational transformation. He can be contacted at ceo@projectmanagement.org.za

Powered by Projects

David Pells — Tue, 07 Apr 2026 13:38:44 +0000

BOOK REVIEW

Book Title: Powered by Projects: Leading Your Organization in the Transformation Age
Author: Antonio Nieto-Rodriguez
Publisher: HBR Press
List Price: $32.00
Format: Hardcover
Publication Date: January 2026
ISBN: 979-8-89279-060-4
Reviewer: Allison Bowker
Review Date: February 2026

Introduction

Powered by Projects by Antonio Nieto-Rodriguez introduces a new concept of Project-Driven Organizations (PDOs) in response to the rapid changes occurring in all industries due to AI and other technological advances. The transition from traditional operationally focused structures to PDOs encompasses changes to both traditional company structures and leadership styles to focus dedicated resources on high impact projects. This concept expands on the agile project management methodologies to meet current and future industry’s needs.

Overview of Book’s Structure

The book is separated into three sections: the organizational structure of a PDO, the leadership responsibilities to create and maintain a PDO and finally insights into PDO daily operations to execute successful, high impact projects. Each section focuses on 2 – 3 core tenants of a PDO and how traditional operations companies can adapt these tenants to drive improvements and maintain a competitive edge in a rapidly changing global market.

Nieto-Rodriguez opens each chapter with real world examples of companies that have begun implementing the PDO tenant that is the chapter’s focus within their organizations. He explains the fundamental concept for the tenant before giving simple, actionable advice on best practices and common pitfalls to avoid. Nieto-Rodriguez provides examples of both successful and unsuccessful project executions to further prove the value of changing to a project focused company culture. Each chapter finishes with a conclusion of the key benefits of the tenant featured in the chapter.

Highlights

This book was written to be accessible for people in all industries, at different levels of their careers and all technical backgrounds. Nieto-Rodriquez utilizes simple, easy to understand language to explain project management concepts to the senior leaders who are crucial to implementing PDOs at their companies without requiring extensive knowledge of the agile project management methodologies that the PDO concept was built on. To further ensure that the important concepts of this book are clear and understood to all readers, Nieto-Rodriquez utilized frequent and simple diagrams to visualize the concepts and examples presented in the book.

More…