LETTER TO THE EDITOR

By Nikhil Dhand

11 June 2026

Ref: Three advisory articles in June 2026 PM World Journal

Dear David,

This is my first letter to the journal. Three advisory papers in the June issue made me write it, because all three are pointing at the same idea from different directions, and I think the authors and the readers should see it.

1. pmwj165-Jun2026-Hooks-project-capital-intelligence by  Brent Hooks

Brent Hooks, in “Project Capital Intelligence: Why Scope, Schedule, and Cost Are No Longer Enough,” argues that capital decisions and delivery decisions are run by separate teams with separate frameworks, and that this gap is where complex projects fail.

He is right, and his hotel example proves it. A construction delay, there was not a schedule problem. It was a loan repayment problem. What he has described, perhaps without naming it, is a dependency chain:

Construction Delay → Revenue Start Delayed → Coverage Ratio Squeezed → Covenant Breach

Each link raises the chance of the next. Once the chain is drawn, his central question, does this schedule protect the capital structure, can be answered with a number before the contract is signed, which is the only time the number is useful.

P(covenant breach | six month delay). In plain words: the chance of breaking the loan terms, given that the project runs six months late. That is a number. A bank calculates it before lending you money. A project team can calculate it before signing the contract. His five pillars ask the right questions.

2. pmwj165-Jun2026-Smith-Project-Management-Schedule-Buffering Dr. Kenneth F. Smith 

Dr. Smith publishes his arithmetic. Rare. Respected. So I will engage with the arithmetic, because that is where the problem hides.

His buffer template is a genuine step beyond the 20% and 30% thumb rules, and he is right to call those out. There is one assumption inside the template worth surfacing: multiplication. Multiplying probabilities is only valid when the activities do not influence each other. On real projects, they usually do:

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To read entire Letter to the Editor, click here

How to cite this work: Dhand, N. (2026). On Three Advisory Articles in June PMWJ , Letter to the Editor, PM World Journal, Vol. XV, Issue VI, June. Available online at https://pmworldjournal.com/wp-content/uploads/2026/07/pmwj166-Jul2026-Dhand-Letter-to-Editor.pdf

Lessons in Emergency Infrastructure Governance

for Project Management Practice

PEER REVIEWED PAPER

By João Henrique Pettená do Carmo, PMP®

São Paulo, Brazil

Abstract

On August 14, 2018, the Morandi Bridge in Genoa, Italy, collapsed, severing a critical urban and logistics corridor and creating an immediate emergency infrastructure challenge. The reconstruction that followed became known as the “Genoa Model,” a governance framework for accelerated public infrastructure delivery under emergency conditions. Drawing on public legal instruments, official commissioner documents, institutional technical reports, and independent analytical assessments, this documentary case study examines the governance architecture that supported the delivery of the Genova San Giorgio Bridge within an exceptionally compressed timeframe, despite the onset of the COVID-19 pandemic. The analysis is grounded in project governance theory, megaproject governance research, emergency infrastructure delivery literature, public procurement governance, and the Governance Performance Domain of the PMBOK® Guide Eighth Edition. The paper identifies five mutually reinforcing governance elements: unified reconstruction authority, calibrated legislative derogation, collaborative delivery, independent professional project management, and continuous execution discipline. It then assesses the transferability of these elements to the Brazilian infrastructure context, distinguishing between practices that are directly applicable, those requiring institutional adaptation, and those constrained by Brazil’s federative, procurement, and oversight architecture. The article argues that the Genoa Model should not be treated as an unrepeatable exception, but as a documented and partially replicable case of governance designed for urgency, accountability, and execution.

Keywords: Genoa Model; Morandi Bridge; emergency infrastructure governance; project management; PMBOK 8; Brazilian infrastructure; extraordinary commissioner; project governance theory; megaproject performance; public procurement governance.

1. Introduction

Infrastructure projects rarely fail for purely technical reasons. As Flyvbjerg (2014) shows in the megaproject literature, they often fail, stall, or underperform because authority is diffuse, accountability is ambiguous, procurement rules generate adversarial relationships, interfaces are poorly managed, and regulatory or institutional bottlenecks accumulate over time. Sanderson (2012) similarly emphasizes the role of uncertainty and governance in major projects, while Brunet (2019) shows that governance is continuously constructed through practice. In this literature, governance failure is not a peripheral concern. It is often the structural condition that prevents technical capability from becoming delivery performance.

The reconstruction of the Genova San Giorgio Bridge between 2018 and 2020 offers a useful counterpoint to that pattern. Following the collapse of the Morandi Bridge, Italian authorities created a purpose-designed governance architecture intended to respond to emergency conditions without simply abandoning accountability. Standard procedures were replaced by an extraordinary legal and administrative framework under the Genoa Decree (Gazzetta Ufficiale, 2018); decision authority was concentrated in an extraordinary commissioner (Commissario Ricostruzione Genova, 2018a); delivery roles were aligned through a collaborative contracting model identified by the Global Infrastructure Hub (2021); and independent project and construction management (PMC) capacity was embedded into execution through RINA’s role (RINA, 2020a; ASCE, 2020).

This paper analyzes that governance architecture through a project management lens. Consistent with documentary case study logic, as described by Yin (2018), it asks which governance arrangements most directly enabled accelerated delivery under emergency conditions; how those arrangements interacted with project execution to sustain performance through the COVID-19 disruption; and which elements of the Genoa Model are transferable, with what adaptations or structural constraints, to the Brazilian infrastructure context. The Brazilian comparison is relevant because the World Bank (2022) identifies persistent infrastructure investment and governance gaps, while PMBOK® 8 offers a contemporary governance vocabulary for project management practice (PMI, 2025a).

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How to cite this paper: Carmo, João H.P. do (2026). The Genoa Model: Lessons in Emergency Infrastructure Governance for Project Management Practice, PM World Journal, Vol. XV, Issue VII, July. Available online at https://pmworldjournal.com/wp-content/uploads/2026/07/pmwj166-Jul2026-do-Carmo-The-Genoa-Model.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. He is also a Project Manager for the Learning and Development program at the PMI São Paulo Chapter, Campinas Branch.

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

Author profile: https://pmworldlibrary.net/authors/joao-henrique-pettena-do-carmo/

FEATURED PAPER

By Bob Prieto

Florida, USA

This paper focuses on Fragility in Large Complex Projects (LCPs) and builds on the body of work on Quantum Project Management (QPM)^[1], that encompasses not only its theoretical framework but also the various properties and associated metrics that enable its implementation. Existing project controls excel at measuring variance, probability, and exposure, but they do not measure how close a project is to a state transition. Traditional risk registers, Monte‑Carlo simulations, and performance dashboards quantify dispersion around expected outcomes, yet they remain blind to the system’s susceptibility to crossing governance boundaries when coherence degrades. What they measure is risk; what they miss is fragility. The Quantum Fragility Index (QFI) fills this gap by providing a coherence‑sensitivity metric—one that quantifies how small routine perturbations can trigger a shift into a higher‑risk or lower‑performance state.

Within the QPM framework, Fragility sits implicitly inside several quantum‑analog constructs already (entanglement, decoherence, half‑life, propagation velocity) developed or implicitly implied. This paper adopts the QPM framework and:

1. Defines Quantum Fragility and where it already lives implicitly
2. Describes what a formal Quantum Fragility metric would look like
3. Discusses the relationship to fatigue risk^[2]
4. Describes differences with the statistical fragility index

The paper is supported by extensive appendices further developing or supporting specific areas covered in the main paper. Attention is called to Appendix A, which provides an inventory of the formulas used and a glossary of notations used.

1. Quantum Fragility in QPM

Quantum Fragility represents the degree to which a project’s operational state is vulnerable to small, routine variations in its underlying conditions. In Quantum Project Management, every project exists as a dynamic quantum system—continuously influenced by fluctuations in workload, environmental stressors, staffing patterns, interface quality, and human readiness. These fluctuations act as perturbations to the system. Quantum Fragility quantifies how large or small a perturbation must be before the project transitions from one governance‑relevant state to another.

A state transition occurs whenever the project crosses a defined boundary that carries operational, safety, or governance significance. These boundaries may be expressed as risk tiers, readiness bands, fatigue thresholds, schedule viability classifications, or any other state‑based construct used to guide decision‑making. When a project crosses such a boundary, its behavior, risk profile, and required controls change in meaningful ways. Quantum Fragility measures how close the system is to such a transition and how easily that transition can be triggered.

In this sense, Quantum Fragility is not merely a sensitivity metric—it is a measure of brittleness. A system with low fragility can absorb variation without meaningful change in state; it is resilient, buffered, and stable. A system with high fragility is perched near a tipping point, where even minor deviations in fatigue, schedule pressure, environmental load, or interface quality can cause a rapid collapse of coherence and a shift into a higher‑risk or lower‑performance state.

Formally, Quantum Fragility is defined as the minimum normalized perturbation required to induce a state transition across a defined governance boundary. “Normalized” means the perturbation is evaluated relative to the maximum credible variation expected under the scenario—ensuring the metric is comparable across contexts, drivers, and time horizons. By focusing on the minimum perturbation, the metric captures the most vulnerable direction of change, revealing the weakest link in the system’s stability.

This framing aligns with the core principles of Quantum Project Management:

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To read entire article, click here

How to cite this paper Prieto, R. (2026) Quantum Fragility Index (QFI), PM World Journal, Vol. XIV, Issue VII, July Available online at https://pmworldjournal.com/wp-content/uploads/2026/07/pmwj166-Jul2026-Prieto-Quantum-Fragility-Index.pdf

About the Author

Bob Prieto

Chairman & CEO
Strategic Program Management LLC
Jupiter, Florida, USA

Bob Prieto is Chairman & CEO of Strategic Program Management LLC focused on strengthening engineering and construction organizations and improving capital efficiency in large capital construction programs. Previously, Bob was a senior vice president of Fluor, focused on the development, delivery, and turnaround of large, complex projects worldwide across all of the firm’s business lines; and Chairman of Parsons Brinckerhoff, where he led growth initiatives throughout his career with the firm.

Bob’s board level experience includes Parsons Brinckerhoff (Chairman); Cardno (ASX listed; non-executive director); Mott MacDonald (Independent Member of the Shareholders Committee); and Dar al Riyadh Group (current)

Bob consults with owners of large, complex capital asset programs in the development of programmatic delivery strategies encompassing planning, engineering, procurement, construction, financing, and enterprise asset management. He has assisted engineering and construction organizations to improve their strategy and execution and has served as an executive coach to a new CEO. He is author of eleven books, over 1000 papers and National Academy of Construction Executive Insights, and an inventor on 4 issued patents.

Bob’s industry involvement includes the National Academy of Construction and Fellow of the Construction Management Association of America (CMAA). He serves on the New York University Tandon School of Engineering Department of Civil and Urban Engineering Advisory Board and New York University Abu Dhabi Engineering Academic Advisory Council and previously served as a trustee of Polytechnic University. He has served on the Millennium Challenge Corporation Advisory Board and ASCE Industry Leaders Council. He received the ASCE Outstanding Projects and Leaders (OPAL) award in Management (2024).  He was appointed as an honorary global advisor for the PM World Journal and Library.

Bob served until 2006 as one of three U.S. presidential appointees to the Asia Pacific Economic Cooperation (APEC) Business Advisory Council (ABAC). He chaired the World Economic Forum’s Engineering & Construction Governors and co-chaired the infrastructure task force in New York after 9/11.  He can be contacted at rpstrategic@comcast.net.

To see more works by Bob Prieto, visit his author showcase in the PM World Library at https://pmworldlibrary.net/authors/bob-prieto/

[1]   Prieto, R. (2024). Quantum Project Management, PM World Journal, Vol. XII, Issue I, January 2024.

Prieto, R. (2024). Measurement of Complexity in Large Complex Projects, PM World Journal, Vol. XII, Issue IV, April
Prieto, R. (2025). Artificial Intelligence, Complexity, and Quantum Project Management: A Transformative Approach, PM World Journal, Vol. XIV, Issue VII, July
Prieto, R. (2024). Quantum Project Management and the Concept of Spacetime, PM World Journal, Vol. XII, Issue V, May.
Prieto, R. (2025). Managing Uncertainty in Large Complex Projects, PM World Journal, Vol. XIV, Issue XI, November.
Prieto, R. (2025). Metrics for Assumption Management in Large Complex Projects, PM World Journal, Vol. XIV, Issue XII, December.
Prieto, R. (2026). Operationalizing Quantum Project Management: Defining Improved Metrics for Management of Large Complex Projects, PM World Journal, Vol. XV, Issue I, January.
Prieto, R. (2026). Operationalizing Quantum Project Management: Anticipating and Managing Fragility in Large Complex Project Ecosystems, PM World Journal, Vol. XV, Issue II, February.
[2] Prieto, R. (2026). Fatigue Risk Index: Measuring an “Internality” as a Performance Precursor Under Quantum Project Management (QPM) Theory, PM World Journal, Vol. XIV, Issue VI, June

in Project Management: What It Is,

Why It Matters, and What It Changes

LETTER TO THE EDITOR

By Massimo Pirozzi

11 June 2026

Ref: On the Subject of a Global Standard for AI in Project Management

Dear David,

On June 9, 2026, the Project Management Institute published The Standard for Artificial Intelligence in Portfolio, Program, and Project Management (ISBN 978-1-62825-891-2). Maybe most project management practitioners are not yet aware of its existence. They should be.

This is the first globally recognized, consensus-based professional standard dedicated to defining how artificial intelligence should be adopted, governed, and integrated across portfolio, program, and project management. Developed through PMI’s rigorous voluntary consensus process and spanning about 300 pages, it is structured around seven substantive sections.

The foundation is a set of eight principles: strategic value alignment, AI-specific risk management, governance and compliance, people and culture readiness, ethics and professional responsibility, stakeholder engagement, continuous optimization and innovation, and data quality. These are not aspirational statements — they are the normative backbone from which all other guidance derives.

Built upon those principles are five performance domains, each with defined activities, interdependencies, and outcome criteria: Managing Stakeholder Expectations About AI; Defining the Scope for AI; Designing AI Architecture With Quality and Reliability; Executing Strategic AI Goals; and Managing AI Risks and Uncertainties. The standard then maps a seven-phase AI life cycle — from initiation and planning through data collection, model development, deployment, monitoring, optimization, and end-of-life — and provides tailoring guidance for predictive, adaptive, and hybrid PPPM approaches. A dedicated section addresses the legal and ethical landscape in depth, including data governance, intellectual property, accountability, and the evolving global regulatory environment.

Two structural choices deserve special mention. First, the standard explicitly models AI along an Automation–Assistance–Augmentation continuum, from routine task automation to full human-capability augmentation — establishing a shared conceptual language for how human and machine intelligence interact across the management spectrum. Second, and crucially, it frames AI as both a tool for managing PPPM and a deliverable to be managed through PPPM, providing the organizing logic that practitioners and organizations have been missing…

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To read entire Letter to the Editor, click here

How to cite this work: Pirozzi, M. (2026). On the First Global Standard for Artificial Intelligence in Project Management: What It Is, Why It Matters, and What It Changes, Letter to the Editor, PM World Journal, Vol. XV, Issue VII, July. Available online at https://pmworldjournal.com/wp-content/uploads/2026/07/pmwj166-Jul2026-Pirozzi-On-the-First-Global-Standard-for-AI-IN-PM.pdf

LETTER TO THE EDITOR

By Aina Aliieva

22 June 2026

Ref: June 2026 PM World Journal Contents

Dear David,

Thank you for another excellent edition.

As I worked my way through the table of contents, I found myself smiling.

For the last few years, PMOs have been rebranding themselves as strategic partners, transformation offices, value offices, and enablers of organizational change.

Yet this issue seems to tell a slightly different story.

Across papers on AI, cybersecurity, stakeholder alignment, risk, PMO evolution, organizational systems, and large-scale delivery, I kept encountering the same underlying theme.

Governance.

Sometimes explicitly. More often indirectly.

It made me wonder whether the profession is gradually rediscovering its roots through a reinterpretation of governance for a world shaped by AI, complexity, and increasingly interconnected organizations.

Historically, governance was associated with one of the most fundamental responsibilities of any institution: governing. Whether in government, the military, or large organizations, governance represented the structures, disciplines, and mechanisms through which direction was established, resources were coordinated, and collective action became possible.

Over time, however, the term gradually lost much of its prestige. In many organizations, governance became synonymous with bureaucracy, committees, approvals, and administrative overhead. Attention shifted toward newer and more fashionable disciplines such as strategy, transformation, innovation, agility, and enablement.

Yet reading this issue, I was struck by the extent to which these ideas are not alternatives to governance; they are expressions of it. Historically, effective governance was the mechanism through which institutions advanced. It established direction, aligned resources, enabled execution, removed barriers, and ensured that effort was translated into meaningful outcomes.

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To read entire Letter to the Editor, click here

How to cite this work: Aliieva, A. (2026). On Governance and the June PMWJ contents, Letter to the Editor, PM World Journal, Vol. XV, Issue VII, July. Available online at https://pmworldjournal.com/wp-content/uploads/2026/07/pmwj166-Jul2026-Aliieva-On-Governance-Letter-to-Editor-1.pdf

Building a Future-Proof Approach

for Lasting Success

FEATURED PAPER

By Dinesh Sharma and Bhavika Nayyar

India

Abstract

In today’s world, as technologies like AI redefine how we build and deploy products, organizations face a critical question – not just how to move faster, but how to build responsibly. With natural resources rapidly depleting, building a sustainable world becomes imperative.

Nearly every system across industries relies on software, making it a key driver of global efficiency. Yet, despite intense focus, software project success rates remain around 30%, leading to massive waste. Compounding this issue is the limited awareness of sustainable execution practices.

This article explores how future-ready, sustainable delivery models can help leaders meet rapid innovation demands while ensuring measurable long-term impact. Traditional project management, defined by cost, scope, and time, fails to account for long-term impact and sustainability.

This paper introduces the Agile Project Management Pyramid, a transformative framework that redefines project constraints to include Sustainability as a core dimension introducing a quantifiable mechanism to measure sustainability performance in agile delivery.

1. Introduction

Traditional project management has long been defined by the Project Management Triangle -Scope, Cost, and Time. However, this model does not account for the pressing need for long-term sustainability in project execution.

This whitepaper introduces the Agile Project Management Pyramid, an evolved framework that incorporates Sustainability as a fourth critical element. This new approach ensures that projects align with environmental, social, and economic goals while maintaining quality and efficiency.

The Agile Project Management Pyramid framework provides an easy and effective mechanism to integrate and measure sustainability alongside core metrics such as cost, time, scope, and quality.

By adopting the Agile Project Management Pyramid, organizations can future-proof their project delivery methodologies and contribute to long-term corporate and environmental responsibility.

This paper contributes a new Agile Project Management Pyramid framework together with Sustainability Value (SV) and Sustainability Performance Index (EPI), enabling sustainability to be measured alongside traditional project performance indicators.

More…

To read entire paper, click here

How to cite this paper: Sharma, D. and Nayyar, B. (2026). Sustainable Project Management: Building a Future-Proof Approach for Lasting Success; PM World Journal, Vol. XV, Issue VII, July. Available online at https://pmworldjournal.com/wp-content/uploads/2026/07/pmwj166-Jul2026-Sharma-Nayyar-Sustainable-Project-Management.pdf 

About the Authors

Dinesh Sharma

Gurugram, Haryana, India

Dinesh Sharma is an executive Leader in a leading IT organization in Haryana, India. He has over 29 years of experience in IT Industry with more than 17 years in Project management. Extensive Project, Program and Delivery Management and more than 12 years into Agile Based Models. Dinesh has worked with a number of organizations both product based and service based across the globe. He has experience working with a wide range of domains and technologies, and an exceptional track record of delivering a high number of projects and programs with 100% success rate. Dinesh Sharma has authored and published a large number of articles and whitepapers on many topics in AI, Agile, Project Management and Leadership. He can be contacted at https://www.linkedin.com/in/hidineshsharma/

Bhavika Nayyar

Noida, Uttar Pradesh, India

 Bhavika Nayyar is a delivery manager in a leading IT organization in Noida, India. She has over 14 years of IT industry experience, specializing in Project Management & Scrum Master roles. She has successfully managed different types of project methodologies including Agile & Waterfall, demonstrating proficiency in all phases. She has been able to deliver end-to-end projects with consistently exceptional results. She has extensive project management experience handling end-to-end execution of large-scale projects. Bhavika has a strong background in stakeholder management, resource management, project requirements gathering, project budget planning. She can be contacted at https://www.linkedin.com/in/bhavika-nayyar-project-manager

FEATURED PAPER

By Dr Tom Crow, BE; Professor Shankar Sankaran, BE;

Ted Tooher, BE; John Templeman, BE

Sydney, Australia

1. Abstract

This paper explains how and why project governance maturity models can be an important strategy to add value to Gateway Reviews and improve infrastructure productivity in Australia. The paper documents where and why project processes fail to deliver outcomes. It aims to demonstrate how investment in leadership, integrated teams, and a quality assurance culture centered on accountability can be tracked and managed using maturity models as tools for managing risk, grasp opportunities and lead to continuous improvement.

Underperformance of infrastructure projects has shown to be rarely related to failure of technology. It usually stems from a lack of project governance which manifests as deficient project cultures and lack of accountability. This results in not achieving the desired project outcomes because of a range of issues, e.g. wasted effort, lack of planning/quality systems, deviations from standard procedures, ill-defined project strategies, commercial conflict.

By enhancing Gateway Reviews with Governance Maturity Models, process deviations resulting from poor cultures and lack of accountability can be identified, objectively quantified and then tracked throughout the project. Maturity Models can merge project management (hard) and project leadership (soft) elements inter-dependencies and effectively highlight the “knock-on effect” impacting continuous improvement.

Project culture is the main influence of outcomes, and the main creator of positive cultures is collaboration between team members during project management tasks (e.g. during workshops) (Castaner & Oliveira, 2020)

Governance maturity models are frameworks used to evaluate and improve an organization’s capability to deliver projects or services successfully, typically progressing through five levels from ad hoc processes to optimization. These models provide a roadmap for enhancing efficiency, consistency, and strategic alignment. Higher maturity is usually linked to significant cost savings and or better value (figure 1).

Figure 1 Project Governance Gateways Framework

2. Gateway Review Process

The Gateway Review Process has been in place for approximately 10 years across all jurisdictions in Australia, including the States and Commonwealth.

The following definitions are relevant:

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To read entire paper, click here

Editor’s note: To assist in reading some of the figures and tables in this document, zoom to 150% or more.

How to cite this paper: Crow, T., Sankaran, S., Tooher, T., Templeman, J.  (2026). Enhancing Gateway Reviews with Governance Maturity Models; PM World Journal, Vol. XV, Issue VII, July. Available online at https://pmworldjournal.com/wp-content/uploads/2026/07/pmwj166-Jul2026-Crow-et-al-Enhancing-Gateway-Reviews.pdf

About the Authors

Dr. Tom Crow, PE

Sydney, Australia

Dr Tom Crow BE, MBuil, DTech, FIE Aust, EngExec, CMC, MAICD is a graduate civil engineer with a master’s degree in building science and a Doctorate in Strategic Planning of Infrastructure Projects. He has practiced as a certified management consultant for 40 years and is also an Infrastructure Sustainability Accredited Professional. His experience encompasses all leadership and management responsibilities in the construction industry from project governance to client development manager, delivery strategic planning, team coach, management of change, post graduate trainer, performance auditor, project manager, supply chain manager and project controls.  With this all-encompassing experience, in 2004 he was awarded a Doctorate in Strategic Planning of Projects. This included preparation of Maturity Models that assisted the effective formation, implementation and auditing of Project Governance Boards to achieve outstanding project development outcomes.

Prof Shankar Sankaran, PE

Sydney, Australia

Shankar Sankaran PhD PMP PMI Fellow, Professor of Organizational Project Management at the University of Technology Sydney (UTS) Australia. He is a member of the faculty of Design and Society at UTS where he teaches advance level subjects at the Master of Project Management course including Project Governance, Project Leadership, Digital Transformation and Systems Thinking. His research areas are in project governance, project leadership, sociotechnical systems, and action research. Shankar has won awards for research excellence from PMI and IPMA. He is a Chief Investigator in two Australian Research Council (ARC) funded research grants, one in an Industry Transformation Research Hub for Human Robot Teams for Sustainable and Resilient Construction and Project Governance and Governmentality as Collaborative Challenges. Shankar has been involved in the publication of 15 books including a research handbook on project governance and has published and/or presented over 150 peer reviewed research publications in international conferences and journals. Shankar worked for several years in industry as a project manager, and a technical director in a Japanese MNC in Singapore before joining academia in Australia in 1999. He has been serving a PMI as a Volunteer for over 20 years including serving as a Chair of the Board of PMI’s Global Accreditation Centre, and as an Associate Editor of Project Management Journal. Shankar is also a member of the College of Leadership and Management’s Sydney Committee at Engineers Australia where he works with other committee members to promote project governance to improve the performance of major projects in Australia. Shankar is an Honorary Academic Advisor of PM World Journal from Australia

Ted Tooher, PE

Sydney, Australia

Ted Tooher BSc., BE(Civil), MPM, Eng Exec., LFAIPM, FIEAust.  After qualifying in Computer Science and Civil Engineering he started as a Main Roads, Works Engineer for 200 staff and roads, bridges, and ferries. From these beginnings he went onto manage majors, Infrastructure, IT, Health reform, Transport and education Projects. In 1980 with a master’s in project management, he moved to Project Direction, as a Certified Practitioner (AIPM), Management Consulting in strategic planning, economic analysis, asset recycling, and gateway reviews. He has directed, Consulted or Managed, Health, Education, Urban Development, Housing, Transport, Nuclear Fusion and Fission, Oil, and gas, Highrise, Industrial Plant and Energy. He founded consulting companies in the UK, and Australia, including TSA Management in 1990, now over 1000 staff. He served as Adjunct Professor and Adjunct Associate Professor, lecturing in Project Direction and Management. Author of several papers on Risk management and Complexity on projects he specialises in Economic analysis, gateway reviews and Project Governance.

John Templeman, PE

Sydney, Australia

John Templeman BE, GAICD has substantial experience as a Project Leader and business executive with over 40 years’ experience within the infrastructure sector, across the transport (road, rail and rollingstock), water and wastewater, mining, defense, manufacturing and heavy industrial domains. In his previous Project Director roles, he has had single point accountability for:

• High capital value and complex programs (>$2Bn) in both private and public sectors
• Leadership and direct oversight of procurement and transaction management, for high value and intricate contracting models.
• Business case development and securing funding to proceed
• Strategic planning and execution of commercial strategies
• Extensive stakeholder engagement.
• The financial performance for programs
• The implementation of risk assessment and risk control measures
• Asset management for road and rail assets

Human-Centred Board Assurance for

Complex Delivery Environments

FEATURED PAPER

By David Baiyeshea PhD, MCIOB, Stuart Hosking-Durn FICPEM,

Jonathan Campbell FCIOB FIHEEM MAPM CIWFM

United Kingdom

Abstract

Project and programme management practice is often described through the language of scope, time, cost, risk and benefits. These remain necessary, but they are not sufficient. In complex delivery environments, particularly in health, estates, infrastructure and resilience-related settings, programme failure is rarely caused by technical deficiency alone. It often emerges where formal plans, board reports, professional expectations, stakeholder confidence, operational readiness and human capacity begin to drift apart. This article argues for a more integrated notion of programme stewardship: a form of delivery leadership that combines governance discipline with human judgement, relational awareness and board-level sense-making. Drawing on project delivery practice, psychological contract theory, emergency preparedness, resilience and response, and estates and facilities leadership, the article proposes a practical model for board assurance built around Alert, Advise and Assure. The paper positions dashboards not as cosmetic reporting tools, but as instruments of organisational truth-telling, escalation and decision support. It further explores how budget confidence, inconsistency identification and lived stakeholder experience should be surfaced alongside conventional performance measures. The article contributes a practitioner-oriented framework for programme leaders, senior responsible owners, estates leaders, emergency planners and boards seeking to govern delivery in environments where progress is necessary, risk is dynamic and human trust is central to success.

Keywords:  programme management; project management; board assurance; psychological contract; emergency preparedness; estates and facilities; programme dashboards; risk management; public sector delivery; programme stewardship

1. Introduction: why programme assurance needs a human-centred turn

Project and programme management has matured significantly as a professional discipline. It has developed methods for planning, governance, benefits realisation, risk management, change control, financial control and assurance. The UK Government Functional Standard for Project Delivery, for example, sets expectations for the direction and management of portfolios, programmes and projects across government (Cabinet Office, 2025). The PMBOK Guide similarly frames project delivery around integrated domains of performance and value creation (Project Management Institute, 2021). These frameworks matter because complex work cannot be governed through enthusiasm alone. Yet in practice, the hardest programme questions are often not only methodological. They are questions of truth, trust, timing and judgement.

This article argues that programme leadership is increasingly a matter of stewardship. Stewardship does not replace programme management; rather, it deepens it. It asks whether the board is receiving a truthful picture, whether risks are being interpreted rather than merely listed, whether budgets reflect delivery reality, whether people believe the programme is being governed fairly, and whether escalation routes are sufficiently clear when conditions change. In practice, this means the programme board becomes not just a governance forum, but a site of sense-making.

The implication for programme leadership is important. A dashboard may show green, yet key stakeholders may have quietly lost confidence. A budget may appear balanced, yet it may depend on assumptions that no one has tested. A milestone may be reported as complete, yet the operational environment may not be ready to absorb the change. A risk register may be up to date, yet it may fail to explain the consequence of the risk for patients, staff, users, service continuity or organisational reputation. These are not marginal issues. They are often the places where delivery problems begin to accumulate.

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How to cite this paper: Baiyeshea, D., Hosking-Dunn, S., Campbell, J. (2026). Programme Stewardship: Human-Centred Board Assurance for Complex Delivery Environments; PM World Journal, Vol. XV, Issue VII, July.  Available online at https://pmworldjournal.com/wp-content/uploads/2026/07/pmwj166-Jul2026-Programme-Stewardship-Human-Centred-Board-Assurance.pdf

About the Authors

David Baiyeshea, PhD

United Kingdom

David Baiyeshea, PhD, MCIOB is a project and programme management practitioner, researcher and author whose work sits at the intersection of project leadership, organisational behaviour, psychological contracts, governance and delivery assurance. He is the author of reflective project     management books including Beyond the Wheel: The Evolution of a Project Manager, and his peer-reviewed research includes work on psychological contracts and evolving employment realities. David also sits on the Board of Project 6. His professional interests include human-centred programme leadership, board reporting, stakeholder confidence, strategic alignment, public value and the practical realities of delivering change in complex organisational environments. Location: United Kingdom. He can be contacted at davidbaiyeshea@outlook.com or www.davidbaiyeshea.com.

Stuart Hosking-Durn, FICPEM

United Kingdom

Stuart Hosking-Durn, FICPEM, serves as the Director of Operations at Airedale General Hospital NHS Foundation Trust, where they oversee both the RAAC and New Hospital Programmes. Stuart has more than 25 years experience across operational leadership, resilience, emergency planning, patient flow, complex discharge and security, with experience spanning Healthcare, nuclear, construction and international multi-site service delivery.

Stuart has progressesd from hands-on operational roles to tactical and strategic leadership and regularly presents and teaches at local, regional and national conferences, as well as Universities, for undergraduates and postgraduate audiences. As a Fellow of the Institute of Civil Protection and Emergency Management, his professional interests include crisis management, incident commander training, authentic and servant leadership, defensible decision-making and the development of resilient organisational capability. His work emphasisies the importance of competence, judgement and practical readiness in complex programme environments where ambiguity, competing demands and delayed decision can affect safety, continuity, cost and delivery outcomes. He can be contacted at stuarthd@icloud.com

Jonathan Campbell, FCIOB, FIHEEM

United Kingdom

Jonathan Campbell, FCIOB, FIHEEM, MAPM, CIWFM, Director of Estates & Facilities, Airedale NHS Foundation Trust, CIOB Client Champion.  Jonathan has nearly three decades of experience spanning acute, mental health and community healthcare environments. His career reflects a sustained commitment to developing high‑quality, resilient and patient‑centred estates that enable safe and effective care delivery.

Jonathan serves as the estates and facilities management lead for the New Hospital Programme,   playing a central role in shaping the Trust’s future clinical estate. He also oversees the RAAC Remediation Delivery Programme, ensuring the Trust’s infrastructure remains safe, robust and compliant. In addition, he provides strategic oversight of the Trust’s wholly owned subsidiary, supporting effective governance and operational performance.

An accomplished leader in capital planning and estates strategy, Jonathan’s expertise covers    strategic planning, operational oversight and transformation of estates and facilities functions to meet evolving organisational and regulatory requirements.  He is a strong advocate for the impact of the physical environment on patient recovery and staff wellbeing. He can be contacted at  umnauk@hotmail.com

Applying PMBOK® 8th Edition’s Tailoring

Framework to Project Management in Post-War

Peacebuilding Contexts: The Case of Syria

FEATURED PAPER

By Ahmad Khalil Khanji, PMP®

Khanji Engineering Office

Damascus, Syria

Abstract

This paper develops a practitioner-academic framework for applying the tailoring logic of PMBOK® 8th Edition to project management in post-war peacebuilding contexts, using Syria’s post-2024 political transition as its primary analytical case. Drawing on close textual analysis of PMBOK® 8’s Tailoring Chapter and seven performance domains, comparative case analysis of post-conflict reconstruction in Lebanon and Bosnia, and a decade of direct field engagement in Syria across engineering, project management, and peacebuilding roles, the paper identifies two systemic conditions that fundamentally alter the project management environment in post-regime-collapse contexts: loyalty-based institutional staffing, which creates a gap between formal authority and operational competence (the ‘authority-competence gap’); and parallel governance structures, in which informal authority networks compete with formal governmental decision-making (the ‘dual-track authority problem’). The paper develops domain-by-domain tailoring guidance across all seven PMBOK® 8 performance domains, proposes a five-component value realisation framework that reconceptualises ‘delivering value’ for fractured community contexts, and introduces a politically-anchored iterative tailoring cycle triggered by governance, legislative, security, and demographic events rather than calendar intervals. The paper addresses a gap in the project management literature: the absence of a systematic framework for applying PMBOK® 8’s tailoring architecture to post-regime-collapse governance environments.

Keywords:       PMBOK® 8, tailoring, post-war project management, peacebuilding, Syria reconstruction, parallel governance, loyalty-based staffing, value delivery, social cohesion, post-conflict governance

1. Introduction

The Project Management Body of Knowledge (PMBOK®) 8th Edition, published by the Project Management Institute in 2025, represents a fundamental philosophical reorientation in how the field conceptualises its own practice. Rather than prescribing processes, it establishes principles and performance domains within which practitioners are expected to exercise professional judgement, calibrating their approach to the specific conditions of each project environment. The centrepiece of this reorientation is the standalone Tailoring Chapter — new in the 8th edition — which formalises an iterative four-step adaptation cycle and positions tailoring as a core professional competence rather than a deviation from standard practice (PMI, 2025).

Project management in post-war peacebuilding contexts has historically occupied an uncomfortable position between two professional communities: project management practitioners who bring rigorous frameworks but limited conflict-sensitivity, and peacebuilding practitioners who understand communal dynamics and political economy but rarely engage with systematic tools of project governance. This paper argues that PMBOK® 8’s tailoring architecture, properly adapted, can bridge that gap — offering peacebuilding-oriented reconstruction a level of project governance discipline the field has often lacked, while remaining genuinely responsive to the social, political, and institutional conditions that make post-war environments categorically different from standard project settings.

This paper contends that PMBOK® 8’s tailoring architecture, precisely because of its emphasis on environmental adaptation and value delivery rather than process compliance, offers the most professionally sound available framework for managing reconstruction projects in Syria’s post-2024 transition period. In Syria, the conditions that tailoring must address are not simply difficult versions of familiar challenges. They are categorically distinct: social cohesion is fractured along communal lines; political loyalties within the emerging state apparatus shape every institutional interaction; governance structures are opaque and contested; parallel authority networks operate alongside and frequently above formal governmental channels; and institutional appointments reflect political allegiance rather than professional merit. The two most structurally significant of these conditions are a post-revolutionary bureaucracy staffed primarily on the basis of political loyalty rather than professional competence, and a parallel governance landscape in which informal authority networks operate alongside, and frequently in competition with, formal governmental structures.

Syria is not simply a post-conflict reconstruction context. It is a post-regime-collapse context — a distinction with profound implications for project management. When a regime collapses rather than negotiating an end to conflict, the institutional knowledge embedded in its bureaucratic apparatus does not transition to a successor government; it dissolves. What remains are structures without reliable processes, titles without reliable authority, and formal systems whose relationship to actual decision-making power is opaque, contested, and subject to rapid change.

The paper proceeds as follows. Section 2 reviews relevant literature at the intersection of project management theory, post-conflict governance, and tailoring practice. Section 3 analyses Syria’s current governance environment through the two systemic conditions identified above. Section 4 develops domain-by-domain tailoring guidance across PMBOK® 8’s seven performance domains. Section 5 addresses the reconceptualisation of value delivery for fractured community contexts. Section 6 proposes a politically-anchored iterative tailoring cycle. Section 7 draws comparative lessons from Nahr el-Bared in Lebanon and Mostar in Bosnia. Section 8 presents conclusions and recommendations.

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How to cite this paper: Khanji, A. K. (2026). Tailoring for Fracture: Applying PMBOK® 8th Edition’s Tailoring Framework to Project Management in Post-War Peacebuilding Contexts: The Case of Syria; PM World Journal, Vol. XV, Issue VII, July. Available online at https://pmworldjournal.com/wp-content/uploads/2026/07/pmwj166-Jul2026-Khanji-Tailoring-For-Fracture-2.pdf

About the Author

Ahmad Khalil Khanji

Damascus, Syria

Ahmad Khalil Khanji, PMP® is a Damascus-based project management practitioner, peacebuilding expert, and researcher. He holds Master’s degrees in Post-War Recovery Studies from the University of York (UK, Chevening Scholar, 2016) and Political Science — Peacebuilding and Conflict Resolution from York University, Toronto, Canada (2020), and a BSc in Mechanical Engineering from Damascus University. He has field experience in engineering project management, and in peacebuilding and conflict sensitivity programming. He is the founder of Knowledge for Peace (K4P), a MENA-focused peacebuilding platform, and founder of Khanji Engineering Office, Damascus. His most recent publication is ‘Stability vs. Legitimacy: Syria’s Central Transitional Dilemma,’ Manara Magazine, Cambridge Middle East and North Africa Forum (MENAF), June 2026. Contact: gokhanji@live.com

How digital transformation can turn Mining & Metals

project offices from reporting units into proactive

 engines of capital discipline, cross-functional control,

 and earlier decision-making

FEATURED PAPER

By Konstantin Lagutin

Tel Aviv, Israel

Abstract

This article argues that Mining & Metals PMOs must evolve from reporting functions into AI-augmented investment protection systems. Using a $1B+ greenfield project context, it shows how fragmented data, manual controls, and delayed decisions expose major capital projects to scope creep, rework, cost overruns, and weak stage-gate confidence. The article proposes a 360° PMO model that validates readiness across technical, commercial, financial, operational, regulatory, and stakeholder dimensions. It emphasizes that digital transformation should begin with data governance, structured operating models, and Middle Office assurance before applying AI. With governed PMIS platforms, real-time dashboards, and human-reviewed AI workflows, PMOs can improve intervention timing, strengthen capital discipline, and support earlier, better-informed decisions.

The PMO problem is not reporting volume. It is decision latency

In one recent greenfield Mining & Metals project I worked on, the issue was not the absence of reporting. The project had dashboards, meeting packs, specialist updates, and formal reviews. The problem was that at the critical FEL2-to-FEL3 decision point, leadership still lacked one integrated view they could fully trust before exposing more than $1 billion of capital. Technical readiness sat in one stream, cost and schedule in others, and regulatory and stakeholder signals elsewhere. The Steering Committee’s mandate was explicit: protect $1B+ of capital through better scope certainty and stronger controls before FEED ramp-up.

That experience clarified a simple point: a traditional PMO can describe the project, but it does not necessarily protect the investment.

In Mining & Metals, this gap is no longer academic. Fragmented project information and manual control loops across design, procurement, construction, and reporting are already linked to slow decisions, rework, scope creep, and late “construction-ready” packages. About 40 percent of projects are delayed by three to twelve months, and more than 30 percent overrun budget by more than 10 percent.

McKinsey’s global survey of more than 300 senior capital-project leaders found that projects take, on average, 38 percent longer and cost 40 percent more than planned, with value leakage driven by weak planning, siloed delivery, poor progress measurement, and poor-quality handovers. More than 75 percent of respondents agreed that the delivery model needs fundamental redesign, while 85 percent said their organisations had not scaled any meaningful intervention.

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How to cite this paper: Lagutin, K. (2026). From PMO to AI-Powered Investment Protection System; PM World Journal, Vol. XV, Issue VII, July. Available online at https://pmworldjournal.com/wp-content/uploads/2026/07/pmwj166-Jul2026-Lagutin-from-pmo-to-AI-powered-investment-protection-system.pdf

About the Author

Konstantin Lagutin

Tel Aviv, Israel

Konstantin Lagutin is an international PMO and capital-project management leader with 25+ years of experience across mining, metals, chemicals, oil and gas, and industrial transformation programs in the GCC, EMEA, Russia, CIS, Europe, and the United States. He holds an MBA and an MSc in Data Business Analytics and is a certified Project Management and MIT Digital Transformation professional.

Konstantin has built PMOs and project management systems from scratch for major Mining & Metals companies, supporting capital-project portfolios from $1 billion to $7.5 billion. His work spans stage-gate governance, digital PMOs, lean construction, BIM-enabled, Agile, and 4D construction management. Most recently, he has focused on AI-supported PMO transformation, integrating schedule, cost, risk, document control, and executive dashboards to improve capital discipline and decision quality.

Konstantin can be contacted at lagutin.ki@gmail.com

Governance Drift, Informal Control,

and the Production Paradox

FEATURED PAPER

By Yamanta Raj Niroula

Kathmandu, Nepal

Abstract

Construction projects are constantly expected to deliver faster, yet the relationship between acceleration and performance is more complex than project schedules often suggest. While schedule compression can create legitimate efficiencies, it also alters how decisions are made, how information circulates, and how quality controls function. This paper examines a recurring but insufficiently recognized dynamic described here as the Production Paradox: the tendency for production pressures to weaken the governance mechanisms intended to protect quality and safety.

The argument is not that projects fail because participants disregard standards. The evidence points to a more subtle process. Under pressure to maintain momentum, organizations adapt through small accommodations that appear reasonable in isolation: inspections are deferred, non-conformances remain unresolved, engineering reviews become compressed, and conditional approvals begin to substitute for formal authorization. Because these adaptations often produce no immediate consequences, they gradually acquire legitimacy and become embedded in routine practice.

This paper explores how organizational drift develops and why warning signs are frequently recognized but not acted upon. It identifies eight operational indicators of quality erosion and proposes a governance framework built around change management, independent oversight, integrated QA/QC, issue escalation, digital controls, and realistic scheduling. The central finding is that acceleration and quality are compatible only when governance capacity grows at least as quickly as production demands.

Keywords: Construction Quality Assurance, Quality Control, Normalization of Deviance, Project Management, Risk Management, Construction Safety, Schedule Pressure, Infrastructure Projects, Engineering Governance, Digital QA/QC

1. Introduction

Every experienced construction professional recognizes the pressure. Clients want earlier occupancy. Contractors depend on schedule performance to protect already thin margins. Project managers are evaluated on delivery milestones that usually become proxies for success. This is not unusual. It is the operating environment of modern construction, and it has been for long enough that the pressure itself rarely attracts scrutiny. What deserves closer examination is not the existence of that pressure, but how organizations adapt to it.

Quality failures rarely begin with a deliberate decision to ignore standards. They emerge through a sequence of considerations that appear reasonable in isolation. A critical inspection is deferred to maintain progress. A structural revision proceeds on verbal approval while documentation catches up. Material substitutions become routine. Constructability challenges are addressed in the field rather than through formal redesign. Cracks observed after load testing are recorded but not escalated because they appear manageable.

Viewed individually, such decisions often appear defensible. Viewed collectively, they reveal something more troubling. The project’s definition of acceptable risk begins to shift. Practices that were once regarded as exceptional become routine. Temporary accommodations evolve into standard operating behavior.

This paper describes that process as the Production Paradox: a dynamic through which efforts to maintain productivity and schedule performance gradually create conditions that increase systemic risk. Drawing on Diane Vaughan’s theory of the normalization of deviance, the discussion explores how construction projects can drift away from their original assumptions about safety, quality, and governance without any explicit decision to do so. The central concern is not simply when failure becomes possible. It is when the gradual movement toward failure becomes difficult to recognize.

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How to cite this paper: Niroula, Y. R. (2026). Construction Quality Under Pressure: Governance Drift, Informal Control, and the Production Paradox; PM World Journal, Vol. XV, Issue VII, July. Available online at: https://pmworldjournal.com/wp-content/uploads/2026/07/pmwj166-Jul2026-Niroula-Construction-Quality-Under-Pressure.pdf

About the Author

Yamanta Niroula

Kathmandu, Nipal

Yamanta Niroula is a seasoned Project Management Professional with over 17 years of extensive experience in engineering, infrastructure development, and project management across diverse global environments. His expertise includes project planning, procurement, contract management, stakeholder coordination, and risk mitigation, with a strong focus on executing projects in remote and developing regions under complex operational conditions.

Yamanta holds a Bachelor of Engineering in Civil Engineering and a Master of Arts in Rural Development, along with a Diploma in Civil Engineering. He is a certified Project Management Professional (PMP®) and an active member of the Project Management Institute (PMI) since 2010.

Yamanta has extensive experience in project management, successfully overseeing all stages of construction projects from initial planning to final evaluation. He specializes in managing complex processes, including procurement, contracting, and execution, while maintaining efficiency and regulatory compliance. By staying updated on industry standards and advancements, he has ensured that projects are forward-thinking, sustainable, and adaptable to changing environments.

Yamanta has successfully managed large-scale infrastructure projects, including roads, electrical infrastructure, wastewater treatment plants, logistics facilities, and disaster recovery programs. He has served in various capacities as Project Controls Specialist, Design Manager, Planning Manager, Engineer and Project Manager across international organizations and UN agencies in Nepal, the Maldives, Singapore, Afghanistan, the Philippines, Nigeria, Yemen, Sudan, and Ethiopia.

He has been responsible for project design, planning, execution, and control, ensuring timely delivery, budget adherence, and quality assurance while enhancing overall program outputs.

Yamanta lives in Kathmandu, Nepal and can be contacted at niroulayr@gmail.com

View his full correspondent profile at https://pmworldlibrary.net/yamanta-raj-niroula/

To view other works by Yamanta Ray Niroula, visit his author showcase at https://pmworldlibrary.net/authors/yamanta-raj-niroula/

FEATURED PAPER

By Nathan N. Agu; Nkechinyere P. Nnolum; Nnaemeka J. Anikwe

Nigeria

Abstract

Project failure in developing economy is often linked to technical and financial shortcomings, with institutional and governance factors not given proper attention. Nigerian construction industry has witnessed persistent project delays, cost overrun and abandonment, indicating a strong governance weakness rather than mere operational failure. This research goes beyond descriptive assessment, to empirically identify the hidden governance aspects that negatively contribute to construction project failure. The study utilized a cross-sectional survey, involving 321 construction professionals in Nigeria, and evaluation of 25 institutional and governance related factors on project delivery, using 5-point Likert scale. The data was further validated for its factor analysis appropriateness using the Kaiser Meyer Olkin measure (0.881) and Barthlet test of sphericity (X² =852.031, P<0.001). The Principal Component with Varimax rotation identified 11 components that accounts for 64.97% of the total variance observed and grouped into 11 interpretable factors which include institutional accountability, weak decision-making, political influence and transparency. The result of the study showed that construction failure in the Nigerian construction industry is not an isolated phenomenon but a complex outcome of underlying governance dysfunction. Political interference and poor inter-agency coordination was ranked the most significant factors, but deeper construct such as paradoxical relationship between transparency and technical capacity provides a significant theoretical insights. For effective policy making, institutional reforms must tackle not just the over-bearing barriers, but also the hidden structural issues. The validated factor structures offer a diagnostic tool for future governance interventions for developing country`s infrastructure sector.

Keywords:       Construction project delivery, institutional factors, governance, Nigeria, factor analysis, principal component analysis.

1.0 Introduction

The construction industry is fundamental to a country`s economic growth, especially in emerging markets and contributing significantly to gross domestic product (GDP), job and the development of physical infrastructure that supports industrialization and social welfare.

The construction industry holds similar significance in Nigeria, supporting the nation’s general output and offering employment opportunities for millions of its citizens. Despite its crucial role in the country, its hounded by chronic underperformance, particularly in the execution of public infrastructure projects, in form of cost-overrun, prolonged delays, contract cancellation and poor workmanship, resulting in economic and social consequences (Ogunlana, 2010; Ogunsemi & Jagboro, 2006; Nzekwe, 2025,)

Several research has examined the causes of project failure, with factors linked to inadequate management practices, poor project supervision, delayed payment and fluctuating material prices, that results in project inefficiencies (Ndubueze et al, 2021; Oke et al, 2024)

While these operational factors serve as a valid cause of project failure, the deeper structural conditions that shaped project initiation, execution and monitoring of construction projects and research had persistently focused on the institutional and governance frameworks. Where public projects procurement and delivery takes place, emphasizing that project failure cannot be comprehensibly understood without considering the quality of institutions that guide them (Iroha et al, 2025; Scott, 2014).

Akintan et al. (2025) in their study opined that institutional theory offers a useful framework for grasping construction project delivery in developing economies, and emphasizing how organizational practices are influenced by regulations, normative and cultural cognitive institutional pillars, inherent in project delivery, inform of laws and regulations, professional norms, ethics and shared believe that pilots decision making processes ((World Bank, 2025).

However, the presence of weak, conflicting or poorly enforced institutional structures, always results in fragmented governing structure, reduced accountability and poor project performance (Nwachukwu.  & Michael. 2024)

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How to cite this paper: Agu, N. N., Nnolum, N. P., Anikwe, N. J.  (2026). Governance Issues Behind Construction Project Failure in Nigeria; PM World Journal, Vol. XV, Issue VII, July. Available online at https://pmworldjournal.com/wp-content/uploads/2026/07/pmwj166-Jul2026-Agu-Nnolum-Anikwe-Governance-issues-behind-construction-project-failure.pdf

About the Authors

Nathan N. Agu

Enugu State, Nigeria

Nathan N. Agu is a Professor in the Department of Quantity Surveying, Nnamdi Azikiwe University, Awka, Anambra Sate, Nigeria and the principal partner of Nathquants Associates, a firm of chartered Quantity Surveyors based in Enugu State, Nigeria. His research interests are in professional practice management and construction arbitration. He has a number of notable professional achievements as a professional quantity surveyor and has contributed immensely to the development of the quantity surveying profession in Nigeria. He is also a fellow of the Nigerian Institute of Quantity Surveyors (FNIQS) and a registered member of the Quantity Surveyors Registration Board of Nigeria (QSRBN). You can reach him on nathquants@yahoo.com

Nkechinyere P. Nnolum

Owerri, Nigeria

Nkechinyere P. Nnolum is a lecturer in the Department of Quantity Surveying at the Federal University of Technology, Owerri, and a registered professional with the Nigerian Institute of Quantity Surveyors (NIQS) and the Quantity Surveyors Registration Board of Nigeria (QSRBN). She partners with Devcost Associates, a quantity surveying firm based in Owerri, where she applies her expertise to practical construction projects. Her research interests include Construction Economics, Construction Project Management, and Value Engineering, with focus on enhancing cost efficiency and project delivery in Nigeria’s construction industry. Through her integrated roles as educator, researcher, and practicing quantity surveyor, she bridges academic theory with professional practice, training future professionals while contributing to improved sectoral performance. Contact: nnolumnk@gmail.com

Nnaemeka J. Anikwe

Ebonyi State, Nigeria

Nnaemeka J. Anikwe is a Chief Lecturer in the Department of Quantity Surveying, Akanu Ibiam Federal Polytechnic Unwana Ebonyi State, Nigeria. A principal partner of Emkan Associates, a chartered Quantity Surveying Consultancy Firm based in Abakaliki, Ebonyi State, Nigeria. His research interests are in the areas efficient procurement and delivery of construction projects. A member of the Nigerian Institute of Quantity Surveyors (MNIQS) and a registered Quantity Surveyor with the Quantity Surveyors Registration Board of Nigeria (QSRBN). He has served as a resource person to conferences and workshops organized by Nigerian Institute of Quantity Surveyors (NIQS). He can be reach on anikweemeka@gmail.com

Project Performance in Akwa

Ibom State, Nigeria

FEATURED PAPER

By Indongesit Alfred Udo, Ibeawuchi Ifeanyi Echeme, Emmanuel Chinenye Ubani

Project Management Technology Department
Federal University of Technology,

Owerri, Nigeria

ABSTRACT

This study is an explorative study on the maintenance of road construction in Akwa Ibom State Nigeria. The objectives are to: identify the causes of deterioration of major highways to serve as a guide for project performance; assess the performance indicators of highway maintenance for effective project performance; analyze the determinants of road maintenance project performance in Akwa Ibom State vis-à-vis; funding, physical resources, monitoring and control and; proffer solutions for achieving the goal of road maintenance project performance in Akwa Ibom State. Questionnaire was used to collect data. Relative severity index (RSI) and multiple regression was used to analyze the data collected. The result of the RSI show that lack of drainage system & underground water is the major causative factor that lead to highway deterioration in Akwa Ibom State. This is followed by poor design construction. Whereas weak local professional bodies are the least causative factor. Multiple Regression result show that five out of the six identified challenges of road maintenance projects are significant while training and development is not a significant challenge. Funding is the most critical challenge faced by road maintenance projects in Akwa Ibom State. The study recommend that preventive and predictive maintenance policies should be adopted, Realistic budgets with seamless release of fund and; that drainage system should be included in road maintenance design and back-up with prompt and adequate funding for implementation.

Keywords:   Project performance, Drainage system, funding level, highway deterioration and maintenance, physical resources, poor quality of design and materials, technical capability.

1. Introduction

There has been increasing public concern due to the terrible and decaying state of the major highways in South-South Nigeria and Akwa Ibom State in particular. The reason they have been in this condition for so long is that the agencies in charge of maintaining the roads have not given them enough care and attention. These prominent highways suffer from inadequate maintenance or upkeep due to their shoddiness and unreliability. The roads are not suitable for use in all seasons due to the lack of maintenance, and they are unable to tolerate severe weather or heavy traffic (National Technical Working Committee on Transport, 2009).

According to a casual assessment, the majority of the roads in the Akwa Ibom State are in extremely poor shape and need either proper maintenance or complete rehabilitation. But the majority of the roads are in extremely bad shape, with gullies, potholes, erosion, flooding, and other signs of deterioration. This is mostly caused by poor or nonexistent road maintenance, with inadequate plans for timely and economically sound completion. Trunk A and trunk B road quality and dependability have grown increasingly elusive.  A case in point in Akwa Ibom State includes; Ibeno road in Oron, Calabar Itu road, and Ikot Ekpene road. In order to support an effective transport system in Akwa Ibom State, the State Government and the Federal Road Maintenance Agency (FERMA) are either now rehabilitating or have completed rehabilitating the crumbling portions of these highways. The Executive Bill that was approved by the National Assembly and signed into law by the President is known as FERMA.

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How to cite this paper: Udo, I.A., Echeme, I.I. Ubani, E.C.  (2026). Assessment of Selected Highway Road Maintenance Project Performance in Akwa Ibom State, Nigeria; PM World Journal, Vol. XV, Issue VII, July.  Available online at https://pmworldjournal.com/wp-content/uploads/2026/07/pmwj166-Jul2026-Udo-Echeme-Ubani-Assessment-of-Highway-Maintenance.pdf

About the Authors

Idongesit Alfred Udo

Owerri, Nigeria

Idongesit A. Udo, M.Sc., is a Mechanical Engineer and Project Management professional with more than ten (10) years of experience. She holds a B.Eng. and M.Sc. in Project Management Technology from FUTO and is a registered member of NSE and COREN. During NYSC she served as Vice President, NDLEA CDS Group, Eket Chapter, and led a tree-planting project for environmental sustainability. Her work focuses on infrastructure management.

Ibeawuchi Ifeanyi Echeme, PhD

Owerri, Nigeria

Ibeawuchi Ifeanyi Echeme is a lecturer in the department of Project Management Technology, Federal University of Technology, Owerri. Echeme has a B.Tech, MSc, and PhD in Project Management Technology and has published more than Sixty (60) articles in both international and national reputable journals. Dr. Echeme has published a textbook on Project Time, Cost and Quality Management. He is a Chartered member of Chartered Institute of Project Managers Nigeria (CIPMN), Chartered member, Association of Practicing Project Managers of Nigeria (APPMON), Certified Project Director (CPD) and a member of International Project Management Professionals (IPMP). Dr. Echeme has presented papers in conferences and workshops within and outside Nigeria. He can be contacted through; ibeecheme@yahoo.com

Emmanuel C. Ubani

Owerri, Nigeria

Prof. Emmanuel C. Ubani holds BSc. and MEng in Industrial Engineering; PhD in Project Management Technology. Former Head, Department of Project Management Technology, and former Associate Dean, School of Management Technology, Federal University of Technology Owerri. He is a member of Nigeria Society of Engineers (MNSE), Fellow Institute of Industrial Administration (FIIA). He has published widely in both International and local Journals.

Implications on Quality Performance

of Projects in Ebonyi State

FEATURED PAPER

By Ajuruchi Stanley Otu-Nnam; Ibeawuchi Ifeanyi Echeme, PhD; Ulari S. Onwuka, PhD

Project Management Technology Department
Federal University of Technology,

Owerri, Imo State, Nigeria

Abstract

This study examined the adoption of modern construction equipment and its influence on the quality performance of construction projects in Ebonyi State, Nigeria. The objectives were to determine the level of equipment adoption, assess the availability and accessibility of modern equipment, identify factors influencing contractors’ adoption decisions, evaluate challenges affecting equipment usage, and examine the effect of modern equipment on project quality performance. A descriptive survey design was adopted, and data were collected from construction professionals using structured questionnaires, with analysis conducted using descriptive statistics and correlation techniques. Data were analyzed using mean score, standard deviation, and Pearson correlation analysis.  The findings revealed that the level of adoption of modern construction equipment in Ebonyi State is moderate, indicating partial integration of advanced technologies. Availability and accessibility of equipment were found to be uneven, with larger firms having better access than small- and medium-scale contractors. Importantly, the results established a strong positive relationship between the adoption of modern construction equipment and project quality performance (r = 0.720), indicating that increased adoption significantly improves construction accuracy, reduces defects, enhances durability, and ensures timely project delivery. However, negative relationships were found between adoption and influencing factors (r = -0.650) and between challenges and equipment usage (r = -0.690), showing that barriers significantly hinder effective utilization. The study concludes that improving access to finance, training, and policy support is essential to enhance adoption and project outcomes.

Keywords:    Modern construction, equipment adoption, quality performance, construction industry project delivery, technology adoption.

1. Introduction

The construction industry remains a critical driver of economic growth and infrastructure development across both developed and developing economies. It contributes significantly to gross domestic product (GDP), employment generation, and the provision of essential physical infrastructure such as roads, housing, bridges, and public utilities. In Nigeria, the construction sector plays a strategic role in the national development. It must not be overemphasized that Ebonyi State is a place where increasing urbanization and population growth continue to drive demand for infrastructure. However, Oke and Aigbavboa, (2023) claimed posit that the industry is often confronted with persistent challenges related to poor project quality, delays, cost overruns, and inefficiencies, many of which are linked to outdated construction methods and limited adoption of modern equipment.

Modern construction equipment are advanced machinery and technological tools designed to enhance efficiency, accuracy, safety, and productivity in construction operations (Aghimien, Aigbavboa & Thwala, 2022). These include equipment such as hydraulic excavators, automated concrete batching plants, tower cranes, graders, and digitalized surveying instruments. The integration of such equipment into construction processes has transformed the global construction industry by reducing dependence on manual labor, minimizing human error, and ensuring consistency in project delivery (Adeyemi, Ojo & Olawale, 2023). In developed countries, the adoption of modern construction equipment is widespread and has been linked to improved project performance, higher quality outputs, and reduced construction time (Zhang, Teizer & Lee, 2022). In contrast, many developing countries, including Nigeria, still rely heavily on traditional construction techniques and labor-intensive practices. This situation is more pronounced in less industrialized states such as Ebonyi State, where small- and medium-scale contractors dominate the construction sector. These contractors often lack the financial capacity, technical expertise, and institutional support required to acquire and utilize modern construction equipment effectively (Eze, Okeke & Nnaji, 2024). As a result, construction projects in such areas are frequently characterized by substandard quality, structural defects, and delays in completion.

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How to cite this paper: Out-Nnam, A. S., Echeme, I. I., Onwuka, U. S.  (2026). Adoption of Modern Construction Equipment: Implications on Quality Performance of Projects in Ebonyi State; PM World Journal, Vol. XV, Issue VII, July. Available online at https://pmworldjournal.com/wp-content/uploads/2026/07/pmwj166-Jul2026-Otu-Nnam-Echeme-Onwuka-Adoption-of-Construction-Equipment-Implication.pdf

About the Authors

Ajuruchi Stanley Otu-Nnam

Imo State, Nigeria

Architect Ajuruchi Stanley Otu-Nnam is the CEO, Able Contractor’s Consult Ltd. He has obtained BSc. in Architecture and currently an MSc candidate in Project Management Department, FUTO, Imo State. Stanley is currently studying under the scholarship of the Governor of Ebonyi State, Nigeria, Rt. Hon. Ogbonnaya Franklin Nwifuru. Stanley can be contacted at: Email: Nnamstanley101@gmail.com

Ibeawuchi Ifeanyi Echeme, PhD

Imo State, Nigeria

Ibeawuchi Ifeanyi Echeme is a lecturer in the department of Project Management Technology, Federal University of Technology, Owerri. Echeme has a B.Tech, MSc, and PhD in Project Management Technology and has published more than Sixty (60) articles in both international and national reputable journals. Dr. Echeme has published a textbook on Project Time, Cost and Quality Management. He is a Chartered member of Chartered Institute of Project Managers Nigeria (CIPMN), Chartered member, Association of Practicing Project Managers of Nigeria (APPMON), Certified Project Director (CPD) and a member of International Project Management Professionals (IPMP). Dr. Echeme has presented papers in conferences and workshops within and outside Nigeria. He can be contacted through; ibeecheme@yahoo.com

Ulari Sylvia Onwuka, PhD

Imo State, Nigeria

Bldr Dr Mrs. Ulari Sylvia Onwuka is a Senior Lecturer in the Department of Project Management Technology in te Federal University of Technology, Owerri. She has BSc. Building, MSc. and PhD., Project Management with specialization in Construction Projects Management. Over a decade of Academic research, teaching and mentoring. Consultant Builder and Project Manager, facility manager, Materials Quality and Procurement Expert. Bldr Onwuka is married with children. Can be reached at: ulari.onwuka@futo.edu.ng

Project Business Management

SERIES ARTICLE

By Oliver F. Lehmann

Munich, Germany

“It takes 20 years to build a reputation and five minutes to ruin it.”
–  Warren Buffett

 Summary  

In project business, work is delivered across corporate boundaries by customers, contractors, and subcontractors  and the role most often misunderstood, yet most consequential when it fails, is the project sponsor. The article separates the project charter – the internal agreement between sponsor and project manager – from the contract that legally binds the organizations, and closes on how to build that charter deliberately rather than leave it to assumption.

Behind schedule

A project manager – call him Art – was building a custom piece of equipment for a manufacturing client. As the contractual delivery date approached, he saw what no project manager wants to see: the machine was going to be late. A month, maybe more.

He did the responsible thing and went to Ted, his project sponsor, intending to warn the customer. The sponsor stopped him. Let’s wait and see what happens.

What happened looked like luck. Just before the deadline, the customer called – not to chase delivery, but to ask for a delay of their own. The new manufacturing hall meant to house the equipment wasn’t ready as scheduled, and they had nowhere to put it. The sponsor graciously offered to keep the machine on the contractor’s premises until the client could take it. He even charged rent to store equipment that was presented as finished and delivered on time – when in truth it was neither. The customer accepted this offer, happy that this issue was resolved, and allowed focusing attention on the delay in the construction.

It seemed brilliant. The delay was invisible to the customer, and the company was even paid to conceal it. This looked like good contractor business.

Then an employee left, applied for a job with that very customer, and told them the real story. The trust between the two organizations never recovered – and the rent, the clever timing, the whole carefully managed silence became the evidence of bad faith rather than a footnote nobody would ever see.

Smart on Monday, expensive for years

This is the trap, and it’s worth naming plainly: over the short term, ripping off a business partner looks smart. The numbers work. The deadline is met on paper, the storage generates revenue, and the awkward conversation is avoided. Every immediate incentive points toward the lie.

The bill comes later, and it’s paid in a currency the short-term ledger doesn’t track: reputation and trustworthiness. A reputation for integrity takes years to build and a single discovered deception to destroy. Once the customer learned the truth, every past dealing was recolored and every future one was foreclosed. Trust, unlike a late machine, cannot be delivered a month behind schedule. It does not come back.

More…

To read entire article, click here

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). Sponsoring Project Business, PM World Journal, Vol. XV, Issue VII (July). Available online at https://pmworldjournal.com/wp-content/uploads/2026/07/pmwj166-Jul2026-Lehmann-Sponsoring-Project-Business.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/

community development as partnership

Leading Sustainability and Regeneration in Projects

SERIES ARTICLE

By Dr. Hugo Minney

United Kingdom

Figure 1 The garden outlives the gardener – if someone is charged to tend it

Abstract

The title of this series promises both sustainability and regeneration, yet the difference between the two has so far been left implicit. This article makes it explicit. Sustainability seeks to do less harm and to persist; regeneration seeks a net-positive contribution that builds the capacity of social and ecological systems to keep renewing themselves. Community development is the clearest test of that distinction, because the community is not a by-product of the project – it is the asset being changed. The article argues that regeneration is a design and governance choice made during the project, even though its value accrues for decades after handover. The decisive question is therefore one of stewardship: who holds the asset, and under what arrangement, once the project team has gone? Drawing on four named cases – London CLT at St Clements, the Big Local programme, Granby Four Streets in Toxteth, and Vauban in Freiburg – the article shows how the five Ps (People, Planet, Prosperity, Peace and Partnership) are braided together in a single place, and why Partnership is the pillar that makes the others endure. It takes the opportunity to align the series with the United Nations’ internationally recognised vocabulary, while retaining the one analytical refinement that earns its place: splitting People into Community and Wellbeing.

Keywords:  Regeneration, Community Development, Community Land Trust, Stewardship, Partnership, Positive Peace, Social Value, Benefits Ownership, Five Ps, Place-based regeneration.

Introduction: when the place is the project

Across this series we have examined sustainability through the sectors that project professionals recognise: construction and the built environment, energy and infrastructure, and most recently the data centres that anchor our digital ambitions (Minney 2026c, 2026b). In each, the community was present but adjacent – a stakeholder to be engaged, a recipient of social value, a holder of the social licence to operate. Community development projects invert that relationship. Here the community is not adjacent to the asset; it is the asset. The thing being changed is the place itself and the people who live in it, and they are simultaneously the client, the beneficiary, and – if the project is designed well – the eventual owner.

That inversion makes community development the truest test of regeneration. It is comparatively easy to claim a regenerative outcome for a building that produces more energy than it consumes, because the measurement is contained and the asset is inert. A neighbourhood is harder, and more revealing, because it keeps living after the project closes. Whatever we build into it – or fail to build into it – compounds. This article is therefore where the second half of the series title finally has to earn its keep. We have written a great deal about sustaining. We now have to say what regenerating means, and show that a project can deliver it.

A working scope is needed, because “community development” can be stretched until it means nothing. In this article it means place-based projects in which residents are intended to be co-owners of the outcome: community-led housing, neighbourhood regeneration, and the renewal of derelict or decommissioned places into living communities. We deliberately set aside the mechanics that earlier articles have already covered – participatory engagement and the social licence to operate (Minney 2025c), the multiplier effects and value-maturity tools of inclusive prosperity (Minney 2026a) – and refer back to them rather than repeat them. We also cede community energy schemes to the forthcoming article on energy generation and distribution, where they belong.

More…

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Editor’s note: The author Dr. Hugo Minney is a Fellow of APM (Association for Project Management), a Member of PMI and PMI UK, Chair of APM’s Benefits and Value IN and Sustainability IN, founder of APM Nuclear Industries IN and AI & Data Analytics IN, and chair of BSI’s Working Group on Benefits Management. Minney Org Ltd offers consultancy on ROI and SROI. For more, see his author profile at the end of this article

How to cite this work: Minney, H. (2026). From sustaining to regenerating: community development as partnership, Leading Sustainability and Regeneration in Projects, series article, PM World Journal, Volume XV, Issue VII, July. Available online at https://pmworldjournal.com/wp-content/uploads/2026/07/pmwj166-Jul2026-Minney-Community-building.pdf

About the Author

Dr Hugo Minney

London, UK

Dr. Hugo Minney is a Fellow of APM (Association for Project Management), a Member of PMI and PMI UK, Lead of APM’s Benefits and Value IN (Interest Network) and Sustainability IN, founder of APM’s Nuclear Industries IN and AI & Data Analytics IN, committee member of PMI UK’s Sustainability Community of Action and Board Member of the Non-Profit PM4theWorld (none of which are paid). Minney is also chair of the British Standards Institute’s working group on Benefits Management, which publishes and maintains BS 202002 (Applying benefits management on portfolios, programmes and projects) (also unpaid).

Minney is a business consultant. He analyses the benefits of change, and weighs them up against the need for effective operations to keep the lights on; he has built business cases of all types and is acutely aware of the pressures to make a single project a success at the expense of the organisation’s objectives and the need to resist this; as a former executive board director in National Health Service he can take a portfolio overview and prioritise the individual benefits of projects to ensure the success of the whole organisation. Minney is now a project management consultant with a sideline chairing a charity restoring the sense of community for young people.

Minney specialises in putting a number on difficult benefits (such as sustainability and regeneration), motivating team members by reporting what they are achieving together and motivating teams to build the communities and companies we want to be part of – together. He believes in standards and is accredited as a Social Value practitioner and Chartered Project Professional.

Dr. Minney can be contacted at hugo.minney@thesocialreturnco.org

To view previous works by Hugo Minney, visit his author showcase in the PM World Library at https://pmworldlibrary.net/authors/dr-hugo-minney/

Why Governance Breaks Down

Across Sectors

FEATURED PAPER

By Sudhir Taneja

Swansea, United Kingdom

Abstract

Governance failures are routinely explained as local management or behavioural problems: insufficient oversight, poor communication, weak compliance, or inadequate training. This article argues that explanation is frequently incomplete. Structurally similar governance breakdowns recur across organisations that share no staff, systems, funding models, or institutional culture. The failure is often not situational. It is structural. Drawing on four practitioner cases spanning banking operations in India, large-scale workforce operations, and nationally funded research programme management in the United Kingdom, this article identifies a recurring three-stage failure pattern: unclear accountability and ownership, retrospective rather than live visibility, and escalation pathways that have never been tested under real delivery pressure. These conditions are described here as the Ownership–Visibility–Escalation Failure Sequence.

The article extends the Diagnose–Design–Sustain logic introduced in Taneja (2026) by demonstrating that the conditions this sequence is designed to diagnose are not unique to funded research environments. They recur wherever governance is introduced into a live environment before the foundations required for that governance to function have been established. Three practical diagnostic questions are proposed for governance practitioners before introducing or redesigning any governance framework. The central claim is this: a governance system running on reconstructed information can describe the past but cannot govern the present.

Keywords: Programme governance, Governance failure, Cross-sector analysis, Structural conditions, Accountability, Delivery infrastructure, Research programme management, Practitioner research

1. Introduction

Governance failures are usually attributed to discipline, communication, or managerial execution. When structurally similar breakdowns recur across organisations that share no staff, no shared systems, no funding regimes, and no institutional culture, that explanation becomes difficult to defend. The instinct, when governance systems stop functioning as intended, is to search for a human cause. Someone failed to follow the process. Reporting structures lacked enforcement. Teams needed more training. These explanations are often reasonable in isolation, but they share a common assumption: that the governance architecture itself was fundamentally sound and the problem lay in its execution.

That assumption is worth examining.

When similar governance failures appear across environments that share almost nothing structurally or institutionally, the problem may not primarily be behavioural. It may be structural. The same underlying conditions can produce similar governance breakdowns even when the sector, the delivery model, and the institutional setting differ substantially. In a previous PM World Journal article, the Diagnose–Design–Sustain sequence was introduced as a practice-derived method for building governance from scratch in funded research environments (Taneja, 2026). That article argued that governance failure in such environments is structural rather than managerial, and that diagnosis must precede design if governance systems are to be adopted rather than bypassed. What the present article examines is whether those conditions are specific to funded research or whether they recur across materially different settings.

The evidence from four practitioner cases spanning banking operations, workforce management, and nationally funded research programmes suggests they do recur. The sectors examined here had almost nothing in common. The failure pattern was recognisably consistent across all four. This article describes that pattern, explains the mechanism that produces it, and proposes practical diagnostic questions that practitioners can apply before introducing or redesigning governance systems.

More…

To read entire paper, click here

How to cite this paper: Taneja, S.  (2026). Different Failures, Same Structure: Why Governance Breaks Down Across Sectors; PM World Journal, Vol. XV, Issue VII, July. Available online at https://pmworldjournal.com/wp-content/uploads/2026/07/pmwj166-Jul2026-Taneja-Why-Governance-Breaks-Down-Across-Sectors.pdf

About the Author

Sudhir Taneja

Swansea, United Kingdom

Sudhir Taneja is a programme and project manager specialising in governance design, operational visibility, and delivery architecture across complex multi-partner environments. His work spans funded research governance, financial services operations, workforce operations, and cross-sector reporting systems in the United Kingdom and India. He holds an MBA and is based in the United Kingdom.

Contact: sudhirstaneja@gmail.com

Website: https://sudhirtaneja.com/home/

ORCID: 0009-0003-2977-8780

Reimagining Project Management for a New Era

SERIES ARTICLE

By Antonio Nieto-Rodriguez

Madrid, Spain

In 1978, Herbert Simon, the Nobel Prize-winning economist, made an observation that feels remarkably relevant today:

“A wealth of information creates a poverty of attention.”

At the time, information was relatively scarce. Managers waited weeks for reports. Data was fragmented. Analysis was expensive. Most organizations operated with limited visibility and imperfect information.

Today, we face the opposite problem.

Artificial Intelligence is making information abundant.

And abundance is creating a new form of scarcity.

Not information.

Not analysis.

Not forecasts.

Judgment.

Over the last year, I have met executives who can generate in minutes more insight than entire departments could produce a decade ago. AI can summarize market trends, analyze risks, identify patterns across thousands of projects, forecast outcomes, and generate strategic recommendations almost instantly. Capabilities that once required teams of analysts are increasingly available to anyone with a laptop.

Yet I am not convinced organizations are becoming proportionally better at making decisions.

In some cases, the opposite seems to be happening.

Leaders are becoming overwhelmed by possibilities. More options. More scenarios. More recommendations. More signals. More information than any human being can realistically process.

The challenge is no longer finding answers.

The challenge is deciding which answers matter.

More…

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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).  Why AI Makes Project Leadership More Human, Not Less; Reimagining Project Management for a New Era, series article, PM World Journal, Vol. XV, Issue VII, July,  Available online at https://pmworldjournal.com/wp-content/uploads/2026/07/pmwj166-Jul2026-Nieto-Rodriguez-AI-makes-project-leadership-more-human.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

ADVISORY

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

California & Maryland, USA

INTRODUCTION _______________________________________________________

During the past decade, one of the most important words in the project manager’s vocabulary has been “resilience.” Resilience is the ability to adapt, recover, and maintain stability when faced with unexpected changes that can occur, perhaps on a regular basis, and can impact on the objectives, deadlines, and how people perform their work. If resilience is not managed effectively and people are removed from their comfort zones and sense of equilibrium, negative consequences can result.

Years ago, resilience was discussed primarily as part of enterprise risk management studies as to how well traditional organizational management reacted to a loss of important business, the growth in new business, the addition of new functional units or the removal of functional units. Today, resilience application studies have been published for many disciplines and industries. All organizations and disciplines can be impacted by changes requiring the implementation of resilience practices.

Another dimension that brought resilience to the forefront is the ongoing and nonstop transformation that organizations and leaders are having to go through. A thread that is starting to develop in transformations that show success signs has been pointing to the criticality of resilience as a capability, the associated level of adaptability that is exhibited within the organizational culture, and the degree of openness and willingness to learn, and see opportunities in these times of increasing uncertainty.

GROWTH OF RESILIENCE IN PROJECT MANAGEMENT ______________________

In traditional enterprise management systems, the need for resilience management practices is often easier to identify and perform because the expected changes are mostly predictable and the impacts are often known. Because projects are temporary and must come to an end at a predetermined time, there is often a greater level of uncertainty, and the outcomes may be unpredictable.

In projects, the variations and challenges that can occur significantly increase the possible negative effects, as well as the need for immediate project resilience practices. However, the growth in challenges and the need for project resilience may come to an end when the project is completed. In organizational management systems, resilience usually impacts on an entire business unit whereas in projects, the impact can be at an individual level or project team level but may grow and can eventually affect an entire organizational unit and various stakeholder levels.

In enterprise management systems, functional organizations generally struggled with changes needed and did not handle resilience well. There existed a heavy reliance on bureaucracy to solve problems. Many organizations established resilience projects that focused almost exclusively on enterprise resilience efforts. In traditional project management, project managers historically were often not responsible for managing resilience. Whenever problems, challenges or disruptions occurred, project managers would bring the issues to the project sponsors who then managed resilience using formal authority. Resilience management on traditional projects was considered as a temporary solution because projects would eventually come to an end and workers could then forget about the disturbances and continue as they had before.

All of this has now changed. Companies are now working on more projects that require innovation and creativity and are expected to last much longer than traditional projects. Project management has been converted from technical to a business discipline. Project managers are now expected to make business-related decisions as well as technical decisions. Companies believe they are now managing their entire business by projects and project management is one of the four or five most important career paths needed for business growth and survival.

Risk management has always been one of the most important skills for project managers. Historically, project managers adopted a reactive risk management approach by waiting for the risk to appear before taking action. Today, project managers are proactive and are expected to anticipate the risks that might appear and plan for their resolution. The challenges faced with many of the newer projects and the growth of the VUCA environment (volatility, uncertainty, complexity and ambiguity) have made it apparent that project managers cannot always manage the expected risks simply by estimating the probability of occurrence and expected outcomes. Many of the risks are unknown unknowns rather than known unknowns. Proactive resilience is now a major contributor to how project managers address risks and crises.

The importance of project management to organizations has made it clear that project managers can no longer rely upon bureaucratic oversight for managing critical issues and must take the lead in addressing resilience management efforts. Project managers now have responsibility for leadership that includes resilience management. The newly released 8^th edition of the PMBOK® Guide briefly discusses the importance of resilience but does not provide any specific instructions on how to perform resilience management. There are published papers and papers presented at conferences that are now increasingly addressing the topic.

RESILIENCE CHALLENGES AND SOLUTIONS ______________________________

Project managers understand the need to be able to respond quickly and adapt to problems, challenges, disruptions and other serious issues that can prevent a successful project outcome. Effective project management leadership must include a project or business resilience framework that helps the project team bounce back from uncertainties which will most certainly occur with many of the new types of projects.

Resilience requires understanding how people are impacted by changes and creates a framework for resilience management, as highlighted in Figure 1. Resilience practices are today part of effective project management leadership and include:

More…

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How to cite this article: Kerzner, H., Zeitoun, A. (2026).  Resilience as a Core PM Capability, PM World Journal, Vol. XV, Issue VII, July. Available online at: https://pmworldjournal.com/wp-content/uploads/2026/07/pmwj166-Jul2026-Kerzner-Zeitoun-Resileince-as-Core-PM-Competency.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

a Consumption-Function Conundrum

STORY

By Dr. Kenneth Smith, PMP

Honolulu, Hawaii
& Manila, The Philippines

“Food grows by 1, 2, 3…
but population grows by 1, 2, 4…” 
The Dismal ‘Song of Malthus’

Foreword. This is the first in a series of stories — rather I should say ‘Parables’ — from my professional past, as each contains one or more project management ‘Lessons Learned’ for you.

During 1968, despite the on-going war in South Vietnam, concurrent with several other ongoing in-country humanitarian programs, as an active participant in the world-wide ‘Green Revolution’ to alleviate famine, the U.S. Agency for International Development’s (USAID) Saigon Mission turned its attention to increasing Vietnam’s rice crop production. USAID contracted several consultants from Colorado^[1] and researchers from the University of the Philippines Los Banos Rodent Research Institute (UP/LB) (RRI) to join forces and focus on Vietnam’s field-rat problem. Collectively, we called them “rat men’ — or “rat finks” after a contemporary cartoon character — jokingly of course; which they all took in good humor.

The collaborative cohort concluded a statistically-significant amount (as much as one-third) of South Vietnam’s rice pre-harvest potential was being lost to Rattus argentiventer, commonly called rice-field rats; Chuột đồng lớn in Vietnamese.

To address the issue, the rat research team proposed that USAID assist the Vietnamese government launch an intensive rat control program^[2] consisting of trapping & killing rats in the rice paddies, as well as the drying & storage areas after the harvest. To encourage farmer participation, and also to assure the rats had actually been killed, they suggested an incentive system – i.e. paying a token bounty for every rat killed.

Body-counting was not an ‘out of the box’ concept; contemporarily US/MACV^[3] was applying it to estimate battle performance vis a vis the Viet Cong. But although the prospect of being able to assess post-program results in terms of “body-counts” statistically-correlated with post-harvest production levels^[4] was intriguing; the mental image of thousands of farmers catching, retrieving, collecting, transporting — and the Agriculture Ministry accounting for, storing and ultimately disposing of — millions of rat carcasses was abhorrent.  However, the Team decided ‘tails’ would be a sufficient proxy for their purposes, leaving disposition of the remaining carcass to the catchers.

More…

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How to cite this article:  Smith, K. F. (2026). Rice Production, Rats, and a Consumption-Function Conundrum. PM World Journal, Vol. XV, Issue VII, July. Available online at https://pmworldjournal.com/wp-content/uploads/2026/07/pmwj166-Jul2026-Smith-A-Rice-Production-Tale-from-Vietnam.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] Not sure at this late date whether the Americans were from Colorado State University or the University of Colorado.
[2] Note: Rather than the Project Management Institute’s formal distinction between the terms “Program” and “Project” – i.e. that Programs are comprised of smaller contributory Projects – USAID and the Vietnamese government used the terms interchangeably.
[3] US MACV: US Military Assistance Command, Vietnam
[4] i.e. correlation rates between participants pre- and post-harvest production rates compared and contrasted with non-participants, adjusted for respective levels.

Implementing Glocal Healthcare Supply

Chains via the GIDC Model

FEATURED PAPER

By Dr. Mohamed Tawfik

Healthcare Advisory Board Member of ISCEA

Kingdom of Saudi Arabia

Abstract

The traditional, centralized capital expenditure (CapEx) healthcare project management model faces a compounding challenge: acute global supply chain vulnerabilities alongside a rising demand for hyper-personalized, patient-centric care. This paper introduces a project-delivery framework designed to transition healthcare systems toward Glocal Healthcare, a paradigm that leverages global data orchestration while deploying localized, highly resilient delivery assets.

Central to this transformation is the lifecycle project management of the “Hospital for One” concept, moving the project environment out of massive, centralized facilities and into a decentralized, data-driven patient ecosystem. To operationalize and measure this structural transition, this paper details the application of the Green Income Diversification Creativity (GIDC) model, demonstrating how sustainable Project Management Office (PMO) structures can utilize Green AI and localized production techniques to drive down Scope 3 emissions, diversify operational risk, and secure long-term economic viability in healthcare project portfolios.

1. Introduction: The Program Management Challenge in Centralized Healthcare

For decades, megaprojects in the healthcare sector have prioritized structural centralization. The traditional project blueprint dictated the construction of vast, energy-intensive hospital structures designed to manage large populations via a centralized, “Just-in-Time” (JIT) logistical framework. However, recent global disruptions, ranging from maritime chokepoint blockades in critical corridors to sudden geopolitical trade restrictions, have exposed the systemic fragility of centralized health procurement, demonstrating how geopolitical shocks trigger functional disruptions at key logistics nodes that cascade across international networks (Soman and Balasubramanian 2025). Geopolitical friction increasingly requires project managers to establish highly agile, temporary healthcare supply chains (HSCs) to sustain life-saving flows in politically volatile settings. Empirical evidence indicates that traditional physical protections, such as contractual backups or static inventory buffers, fall short when macro-level disruptions affect international manufacturing and logistics simultaneously; consequently, mitigating these vulnerabilities demands deep cross-border data collaboration, systemic agility, and a radical realignment of cross-national regulations to sustain operational delivery profiles (Duong et al. 2025).

When healthcare supply chains experience severe disruptions, the impacts are direct. In a projectized environment, a disruption is not merely a variance in a schedule; it is an immediate challenge to clinical delivery and patient safety (Kwon et al. 2016). As established by the International Supply Chain Education Alliance (ISCEA) in its Certified HealthCare Supply Chain Manager (CHSCM) body of knowledge, cost compression and regulatory rigidity often limit the adaptive capacity of traditional hospital procurement when faced with black-swan events (ISCEA, 2021).

To bridge the gap between structural vulnerability and personalized patient care, healthcare project managers may transition to Glocal Healthcare (Globally Connected, Locally Resilient). This approach shifts the project management focus away from massive physical construction toward the orchestration of the “Hospital for One”, treating the individual patient’s immediate environment as the ultimate project delivery site.

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How to cite this paper: Tawfik, M. (2026). Projectizing the “Hospital for One”: Implementing Glocal Healthcare Supply Chains via the GIDC Model; PM World Journal, Vol. XV, Issue VII, July. Available online at https://pmworldjournal.com/wp-content/uploads/2026/07/pmwj166-Jul2026-Tawfik-Projectizing-Hospital-for-One.pdf

About the Author

Dr. Mohamed Tawfik

Saudi Arabia

Dr. Mohamed Tawfik is an expert in healthcare marketing, a researcher, and the creator of the Green Income Diversification Creativity (GIDC) model, a strategic framework designed for green transformation and environmental sustainability. A recognized professional voice and TV media analyst, Dr. Tawfik frequently provides expert commentary on pharmaceutical market trends and the geopolitical factors impacting global healthcare logistics.

He holds a Doctorate in Management from Universidad Católica San Antonio de Murcia (UCAM) in Spain, an MBA from the University of Liverpool (UK), and a Bachelor of Pharmacy from Assiut University (Egypt). Committed to environmental stewardship, he serves as an active Sustainability Ambassador.

With over 20 years of expertise across the healthcare, pharmaceutical, and marketing sectors, Dr. Tawfik has held multiple senior leadership roles within the Kingdom of Saudi Arabia, and currently serves as the Marketing Director at DAWA NAJD Commercial Organization. His contributions to the international professional community include serving as a Healthcare Advisory Board Member for the International Supply Chain Education Alliance (ISCEA), the official Alumni Ambassador for the University of Liverpool Saudi Chapter, and an Advisory Board Member at the IASTEM Academy.

Dr. Tawfik can be contacted at Drtawfik84@gmail.com

in Public Infrastructure Projects: A Case

Study of IMO State, Nigeria

SECOND EDITION

By Dr. Henry C. Agaelu ^I and Ani Stephen Chukwunonso ⁱⁱ

ⁱ Department of Quantity Surveying,
ⁱⁱ Building Department
Enugu State University of Science and Technology (ESUT)

Enugu, Nigeria

Abstract

Infrastructure development projects in emerging economies like Nigeria are often exposed to high levels of risk, which, if unmanaged, result in delays, cost overruns, and outright failure. While the identification of risk factors is a crucial step, the implementation of effective risk management strategies and understanding the barriers to their execution is vital for improving project success rates. This study investigates the strategies adopted by stakeholders to manage risk in public infrastructure projects in Imo State and the constraints hindering their effective application. A descriptive survey design was employed, using data collected from 384 respondents involved in infrastructure development across Imo State. Respondents included contractors, engineers, quantity surveyors, and government officials. The analysis focused on the frequency and perceived effectiveness of risk mitigation practices such as risk sharing, contract structuring, contingency planning, and performance monitoring. It also identified institutional, political, and financial obstacles affecting their application. Results show that while basic risk management practices are in place, they are implemented inconsistently. Risk avoidance and risk transfer were the most frequently cited strategies, followed by contingency provisioning and stakeholder engagement. However, these strategies are weakened by barriers such as bureaucratic bottlenecks, political interference, inadequate technical capacity, and lack of institutional frameworks. Hypothesis testing revealed a statistically significant relationship between the use of formal risk strategies and project success (p < 0.05). The study concludes that strengthening institutional capacity, depoliticizing project execution, and embedding risk management protocols in project design and procurement processes are essential to improving infrastructure project performance. The findings offer practical insights for public sector agencies, donor organizations, and private investors engaged in risk-prone environments.

1.0  Introduction

Infrastructure development is central to national transformation and economic competitiveness, particularly in emerging economies such as Nigeria. Projects such as roads, bridges, public buildings, and utility systems are essential to unlocking productivity and improving quality of life. However, infrastructure initiatives are typically complex, capital-intensive, and executed over long durations—making them inherently vulnerable to a wide array of risks. These risks include financial instability, poor planning, political interference, legal disputes, and environmental disruptions. Managing these risks effectively is not only a technical necessity but also a governance imperative.

In the Nigerian context, the public sector remains the primary driver of infrastructure investment. Yet, despite numerous project launches across federal and state levels, a high rate of project underperformance persists. Delays, cost overruns, contract terminations, and project abandonment are common. While prior studies have focused on identifying risk types in public projects, less attention has been paid to evaluating the risk management strategies in use, and more importantly, the barriers that inhibit their implementation.

Risk management in infrastructure projects typically involves several strategies: risk avoidance, mitigation, transfer, sharing, and acceptance. These strategies are implemented through tools such as contingency planning, performance monitoring, stakeholder engagement, insurance, and carefully structured contracts. However, the success of these approaches depends significantly on institutional capacity, political stability, technical expertise, and legal enforcement. In regions like Imo State, where infrastructure development is critical yet fragile, understanding both the strategies employed and the barriers encountered is essential for policy reform and project improvement.

This study seeks to assess the prevalence and effectiveness of risk management strategies in public infrastructure projects in Imo State. It also investigates the key challenges limiting their success, including issues related to procurement processes, bureaucratic delays, regulatory enforcement, political will, and financial planning. Through a combination of quantitative data and hypothesis testing, the research aims to determine whether there is a significant relationship between risk strategy use and project outcomes.

The study makes a dual contribution: it adds to the academic literature on infrastructure risk governance in developing countries and offers practical insights for public administrators, development partners, and private contractors operating in Nigeria. The findings are intended to guide the formulation of institutional frameworks and operational guidelines that improve resilience and accountability in project delivery.

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Editor’s note: Second Editions are previously published papers that have continued relevance in today’s project management world, or which were originally published in conference proceedings or in a language other than English.  Original publication acknowledged; authors retain copyright.  This paper was originally presented at the 1^st International Conference, The Quantity Surveyor’s Edge, Department of Quantity Surveying, Enugu State University of Science and Technology, Enugu, Nigeria, 25-26 June 2025.  It is republished here with permission of the authors and conference organizers.

How to cite this paper: Ajaelu, H. C. and Chukwunoso, A. S. (2026). Evaluating Risk Management Strategies and Barriers in Public Infrastructure Projects: A Case Study of IMO State, Nigeria; Originally presented at the 1^st International Conference, The Quantity Surveyor’s Edge, Department of Quantity Surveying, Enugu State University of Science and Technology, Enugu, Nigeria, 25-26 June 2025; republished in the PM World Journal, Vol. XV, Issue IV, April. Available online at https://pmworldjournal.com/wp-content/uploads/2026/07/pmwj166-Jul2026-Ajaelu-Chukwunonso-risks-in-public-infrastructure-projects-in-imo-state.pdf

About the Author

Dr. Henry C. Ajaelu

Enugu State, Nigeria

Dr. Henry C. Ajaelu is a distinguished Quantity Surveyor, academic, and researcher with dual Ph.D. degrees in Quantity Surveying and Environmental Management. He is a Registered Quantity Surveyor (RQS) and a member of the Nigerian Institute of Quantity Surveyors (NIQS). Dr. Ajaelu has extensive experience in construction project management, cost control, and infrastructure development. He has published over 50 scholarly articles in reputable journals. As a former Head of Department at Enugu State University of Science and Technology (ESUT), he led key academic innovations and professional development initiatives. His research interests include sustainable construction, digitalisation, and project delivery efficiency in developing economies. He can be contacted at ajaelu.henry@esut.edu.ng.

Ani Stephen Chukwunonso

Enugu State, Nigeria

Bldr. Ani Stephen Chukwunonso is a construction professional and academic with extensive experience in building and infrastructure development. He is a Lecturer in the Building Department at Enugu State University of Science and Technology and a Quality Assurance Assessor under TVET (NSQ). He holds an MSc in Building (Construction Management) and is currently pursuing a PhD at Nnamdi Azikiwe University. He is a Corporate Member of Nigerian Institute of Building, State Chapter Vice Chairman, a member of Council of Registered Builders of Nigeria, and IPMP. He has held key roles in government and private sector projects.

A Project and Program Management

Perspective

FEATURED PAPER

By Sreesudha Ayyalasomayajula

Michigan, USA

Abstract

Modern crises—ranging from global pandemics to sudden, climate-driven catastrophes—repeatedly expose a sobering reality: technical, medical, and scientific expertise, while vital, are completely insufficient on their own. High-stakes failures in emergency operations are rarely caused by a shortage of specialized knowledge; instead, they stem from execution breakdowns, fragmented governance, and coordination failures.

This article explores disaster response and public health preparedness through a structured project and program management lens. It argues that emergency initiatives are most effectively executed not as ad hoc, reactive operational adjustments, but as disciplined, interrelated portfolios of projects. By implementing robust project governance, lifecycle integration, and adaptive hybrid delivery, public agencies and healthcare organizations can move beyond chaotic survival toward systemic resilience. The discussion frames the project manager as a critical organizational “integrator” who synchronizes fragmented actors, maps fluid constraints, and protects community outcomes under extreme pressure.

Keywords:  Disaster Response, Public Health Preparedness, Crisis Project Management, Program Integration, Hybrid Delivery, Emergency Governance, Stakeholder Integration

1. Introduction

Disasters are no longer localized, periodic anomalies; they are persistent, cascading features of the modern global landscape (UNDRR- United Nations Office for Disaster Risk Reduction, 2015). Recent public health crises and environmental emergencies have strained institutional infrastructures to their breaking points. These events have exposed deep-seated vulnerabilities not in our scientific understanding, but in our practical ability to plan, align, and execute complex operations under duress. While a clinician understands epidemiology and a field engineer understands structural stabilization, it is the discipline of project management that provides the structural “connective tissue” required to orchestrate these diverse experts when time is the scarcest resource.

In practice, execution failures frequently subvert well-conceived public policies. Emergency initiatives are too often treated as spontaneous actions managed by instinct. In reality, effective response depends on interconnected workflows that must be designed, resourced, stress-tested, and continuously refined years before a crisis occurs (Coppola, 2007). When an emergency strikes, these workflows must deploy instantly under conditions characterized by severe time compression, data deficits, and intense public scrutiny.

Project and program management methodologies offer structured, scalable, and highly adaptable mechanisms to organize personnel, allocate materials, and optimize high-stakes decisions when clarity is paramount. This article examines how transitioning from an ad hoc operational mindset to a formalized project system enhances institutional capacity and safeguards communities.

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How to cite this paper: Ayyalasomayajula, S. (2026). Disaster Response and Public Health Preparedness: A Project and Program Management Perspective; PM World Journal, Vol. XV, Issue VII, July. Available online at https://pmworldjournal.com/wp-content/uploads/2026/07/pmwj166-Jul2026-Ayyalasomayajula-Disaster-Response-PPM-perspective.pdf

About the Author

Sreesudha Ayyalasomayajula

Michigan, USA

 Sreesudha Ayyalasomayajula is a PMI-certified project management professional with experience in delivering software projects within the automotive domain.

Her work focuses on applying practical, value-driven project management approaches in environments characterized by complexity, uncertainty, and rapid technological change. She has a particular interest in how project governance, agility, and emerging technologies intersect in real-world delivery contexts.

As an active learner and technology enthusiast, Sreesudha continuously explores developments in digital transformation and project management practices. Through her writing, she aims to bridge the gap between theory and practice by sharing insights that help practitioners adapt project management approaches to evolving challenges particularly in areas such as cybersecurity and governance in large-scale initiatives.

SreeSudha can be contacted at sreeayyala123@gmail.com

From Construction Practices in

Developing Countries

SECOND EDITION

By Cosmas Oseyende Ehimioboh ⁱ, Godwin Jerome Anoh ⁱⁱ, Obi Ndudi Uchi ⁱ, Oluchukwu Precious-Favour Nzeneri ⁱ

¹Department of Building
²Department of Quantity Surveying
Dennis Osadebay University

Asaba, Delta State, Nigeria

Abstract

The construction industry is a vital sector in developing countries, driving economic growth and infrastructure development. However, this growth comes at a significant environmental cost. The industry is a significant source of pollution, with direct and indirect environmental impacts. Construction practices in developing countries often prioritize economic growth over environmental sustainability. Therefore, the study examine the management of environmental pollution from construction practices in developing countries. By identifying challenges, types and sources of environmental pollution from construction practices, and explore management strategies and regulatory frameworks. The research approach was a descriptive literature review synthesizing existing literature on environmental pollution from construction practices in developing countries. The study found that the enormous quantity of construction wastes produced by construction projects causes serious pollution to the surrounding natural environment and disrupts the daily lives of surrounding residents through land, water and air pollution. Similarly, inadequate regulatory frameworks, lack of awareness and resources and limited capacity hinder effective management. Consequently, it is concluded that effective management of environmental pollution is crucial for sustainable development in developing countries. The core of green construction lies in the full-process control of existing and potential pollutants in construction sites. Based on this, it is recommended that policymakers and practitioners should prioritize sustainable construction practices, effective waste management, and robust regulatory frameworks. The implementation of these initiatives will reduce environmental pollution and promote sustainable development in developing countries. Furthermore, additional research is necessary to develop context-specific solutions and evaluate the effectiveness of management strategies in developing countries.

Keywords:  Environmental Pollution, Construction Practices, Management Strategies, Regulatory Framework, Developing Countries.

1.0     Introduction

The construction industry is complex due to the involvement of numerous parties, including owners, contractors, consultants, stakeholders, and regulators. This industry significantly contributes to societal development and achievement of goals (Ametepey et al., 2022; Enshassi et al., 2009). Construction projects, including new buildings, roads, and mega structures, directly impact national and local community development, particularly in urban areas. Construction sites are found both within urban and rural areas, often in the proximity of homes. In the life cycle of a construction project, there are several activities that impact the built environment and human beings nearby, these construction activities include construction, demolition, and renovation. Every industry has an impact on the environment, but construction is considered the main source of pollution. The construction and operation of buildings have a significant direct and indirect impact on the environment (Zolfagharian et al., 2012).

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Editor’s note: Second Editions are previously published papers that have continued relevance in today’s project management world, or which were originally published in conference proceedings or in a language other than English.  Original publication acknowledged; authors retain copyright.  This paper was originally presented at the 1^st International Conference, The Quantity Surveyor’s Edge, Department of Quantity Surveying, Enugu State University of Science and Technology, Enugu, Nigeria, 25-26 June 2025.  It is republished here with permission of the authors and conference organizers.

How to cite this paper: Ehimioboh, C. O., Anoh, G. J., Uchi, O. N., Nzeneri, O. P-F. (2026). Management of Environmental Pollution From Construction Practices in Developing Countries; Originally presented at the 1^st International Conference, The Quantity Surveyor’s Edge, Department of Quantity Surveying, Enugu State University of Science and Technology, Enugu, Nigeria, 25-26 June 2025; republished in the PM World Journal, Vol. XV, Issue VII, July, 2026. Available online at https://pmworldjournal.com/wp-content/uploads/2026/07/pmwj166-Jul2026-Management-of-EnvironmentalPollution-from-Construction-2.pdf 

About the Authors

Cosmas Oseyende Ehimioboh

Delta State, Nigeria

Cosmas Oseyende EHIMIOBOH is a Lecturer in the Department of Building at Dennis Osadebay University, Asaba, Delta State, Nigeria. He specializes in Building, with research interests in construction practices, building materials, and sustainable development in the built environment. He holds academic and professional qualifications in Building and Construction Management and is actively engaged in teaching and research. He is a member of the Nigerian Institute of Building (NIOB) and the Association of Builders in Academia (ABA). His contributions support advancements in construction management, housing development, and building technology, and he demonstrates a strong commitment to academic excellence and professional development.

Godwin Jerome Anoh

Delta State, Nigeria

Godwin Jerome ANOH is a dedicated academic and professional in the field of Quantity Surveying, and currently serving as a Lecturer at Dennis Osadebay University, Asaba-Delta State, Nigeria. He is a PhD student with a strong academic foundation, holding a Master of Technology (M.Tech) degree in Quantity Surveying. He specializes in Quantity Surveying Practices, where he focuses on advancing knowledge and improving standards within the construction industry. Through his teachings and research, he contributes to the development of competent professionals in the built environment. He is a cooperate member of the Nigerian Institute of Quantity Surveyors (NIQS) as well as a registered Quantity Surveyor with the Quantity Surveyors Registration Board of Nigeria (QSRBN). His professional affiliations reflect his commitment to ethical practice, continuous professional development, and excellence in quantity surveying.

Oluchukwu Precious-favour Nzeneri, PhD

Delta State, Nigeria

Oluchukwu Precious-favour NZENERI is currently a Lecturer in the Department of  Building ,  Dennis Osadebay University, Asaba, Delta State, Nigeria.  She holds a Doctor Of  Philosophy (Ph.D) in Construction Management. She is actively engaged in teaching  and research;  and also a member of FES Research/seminar Committee. Her area of specialization is Construction management, with research interest in Safety Management in Buildings, Construction skilled labour, Building Materials, and Sustainable construction materials. She is  a Corporate member of the Nigerian of Building (NIOB). Also, a member of Association of Professional Women Builders of Nigeria (APWBN);  and Women Academics in Construction (WAiC).

Obi Ndudi Uche

Delta State, Nigeria

Obi Ndudi Uche is a Lecturer in the Department of Building at Dennis Osadebay University, Asaba, Delta State, Nigeria. He specializes in Building, with research interests in construction management, building maintenance, and sustainable development in the built environment. He holds academic qualifications in Building and Construction Management and is actively engaged in teaching and research. He is a member of the Nigerian Institute of Building (NIOB) and the Association of Builders in Academia (ABA). His contributions support advancements in construction management, housing development, and building technology, and he demonstrates a strong commitment to academic excellence.

of Public Procurement Key Stakeholders

in Nigeria

SECOND EDITION

By Ishaya C. Kamale, Kalifa Y. Lawal and Prof Mustapha Abdulrazaq, PhD

Department of Quantity Surveying,
Ahmadu Bello University

Zaria, Kaduna State, Nigeria

Abstract

Despite growing global emphasis on sustainability, Environmental, Social, and Governance (ESG) indicators are yet to be fully integrated and assessed among key stakeholders in Nigeria’s public procurement system. This study appraised ESG indicators among key stakeholders involved in public procurement in Nigeria, focusing on contractors, procurement officers, and regulatory institutions. It underscores the critical need for comprehensive ESG integration into procurement practices—an area that has received limited attention in the Nigerian context. The research specifically targets stakeholders operating in compliance with the Bureau of Public Procurement (BPP) guidelines and the Pension Reform Act (PRA) 2014, emphasizing their roles in advancing sustainable public procurement. A quantitative research approach was employed, utilizing structured questionnaires to collect data from contractors. The data were analyzed using descriptive statistics, including mean and standard deviation, along with Analysis of Variance (ANOVA) to assess the extent of stakeholder involvement in ESG practices. A total of one hundred and forty-two (142) valid responses were analyzed. Findings reveal that key stakeholders demonstrate moderate level of involvement in promoting ESG principles, where the highest-rated involvement indicators were monitoring and evaluation while the lowest were incentives and availability of training The study recommends that  Procuring entities should facilitate platforms for enhanced collaboration between themselves and contractors. The study also contributes to the discourse on sustainability in public procurement by offering insights into the role of stakeholders in institutionalizing ESG practices and identifies areas for policy and capacity development to foster sustainable procurement in Nigeria.

Keywords:   Public Procurement, Environmental Practices, Social Responsibility, Governance, ESG Integration

1.0     Introduction

In recent years, countries around the world have increasingly prioritized the sustainable development of their economies and societies (Sianes et al., 2022; UNEP, 2022; Jayashree et al., 2021). This global emphasis is driven by the understanding that sustainable development is essential for ensuring long-term economic resilience, environmental protection, and social equity. One of the key tools being leveraged by governments to promote sustainability is sustainable public procurement—a strategic instrument capable of influencing corporate practices and advancing national sustainability agendas (Behravesh et al., 2022).

Globally, public procurement accounts for approximately 15–20% of gross domestic product (GDP) and is increasingly being used to promote Environmental, Social, and Governance (ESG) objectives (OECD, 2021). Environmental, Social, and Governance (ESG) refers to standards that assess an organization’s sustainability and ethical impact. Environmental criteria evaluate how activities affect the planet; social criteria examine relationships with stakeholders; and governance focuses on accountability and transparency (UN Global Compact, 2021). In public procurement, integrating ESG ensures that government purchasing supports sustainable development by promoting environmental responsibility, social inclusion, and good governance (OECD, 2020). Developed economies such as the United Kingdom and members of the European Union have embedded ESG standards within their procurement systems. For instance, the UK’s Public Procurement Notice PPN06/20 mandates ESG compliance, while the EU’s Green Public Procurement (GPP) policy requires environmental sustainability to be factored into public purchasing decisions (European Commission, 2021). These international examples demonstrate how governments can use procurement policy to lead by example and incentivize sustainable business practices.

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Editor’s note: Second Editions are previously published papers that have continued relevance in today’s project management world, or which were originally published in conference proceedings or in a language other than English.  Original publication acknowledged; authors retain copyright.  This paper was originally presented at the 1^st International Conference, The Quantity Surveyor’s Edge, Department of Quantity Surveying, Enugu State University of Science and Technology, Enugu, Nigeria, 25-26 June 2025.  It is republished here with permission of the authors and conference organizers.

How to cite this paper: Kamale, I. C., Lawal, K. Y., Abdulrazaq, M. (2026). An Appraisal of Environmental, Social and Governance (ESG) Indicators of Public Procurement Key Stakeholders in Nigeria; Originally presented at the 1^st International Conference, The Quantity Surveyor’s Edge, Department of Quantity Surveying, Enugu State University of Science and Technology, Enugu, Nigeria, 25-26 June 2025; republished in the PM World Journal, Vol. XV, Issue VII, July, 2026. Available online at https://pmworldjournal.com/wp-content/uploads/2026/07/pmwj166-Jul2026-Kamale-et-al-ESG-Indicators-of-Public-Procurement-Stakeholders.pdf

About the Authors

Ishaya C. Kamale

Zaria, Kaduna State, Nigeria

Ishaya Charles Kamale is a distinguished civil servant with the Federal Character Commission (FCC), Nigeria, where he has served since 2004. He is the Assistant Director procurement FCC, he holds a BSc. Statistics from the University of Maiduguri (1998), Bachelor of Science (BSc) in Business Administration from Mautec (2011), and a Master of Science (MSc) in Procurement Management from Ahmadu Bello University, Zaria (2024). With over 15 years of experience in public and private procurement, he has been practicing procurement professionally, bringing extensive expertise to his role. He is also deeply engaged in academic research, focusing on procurement processes in Nigeria, and is passionate about contributing to the development of best practices in the field.

Kalifa Y. Lawal

Zaria, Kaduna State, Nigeria

Khalifa Yahaya Lawal is a postgraduate student pursuing a Master of Science (MSc) in Procurement Management at Ahmadu Bello University, which he commenced in 2025. He holds a Bachelor of Science (B.Sc.) degree in Quantity Surveying from Ahmadu Bello University, graduating in 2023. Khalifa has undertaken several professional development programs and holds multiple certificates in procurement, environmental studies, and social standards. He completed an advanced certificate in Procurement Standards at the Sustainable Procurement, Environment and Social Standards Enhancement Centre of Excellence (SPESSECE. He is committed to advancing knowledge and professional practice in procurement management and sustainable construction.

Mustafa Abdulrazaq, PhD

Zaria, Kaduna State, Nigeria

Prof. Mustapha Abdulrazaq (MNIQS, RQS) is a Professor of Quantity Surveying at Ahmadu Bello University, Zaria, with over 20 years of teaching experience. He began his career at Nuhu Bamalli Polytechnic in 2003. He holds a PhD (2015), MSc (2008), and BSc (2001) in Quantity Surveying-related fields. He has served in key academic roles, including Acting Head and Postgraduate Coordinator, and has published widely on construction financial management. A member of NIQS and QSRBN, he has led accreditation teams and currently coordinates procurement research under the SPESSE Centre of Excellence at ABU.

Managing AI Risks and

Compliance with Innovation

SECOND EDITION

By Rizwan Amin Sheikh, Ph.D., PMP (USA)

Khalid Ahmad Khan, Ph.D., PMP (Pakistan)

Aamir Khalid Pirzada (Saudi Arabia)

 The greatest risk in AI is not that machines will become too intelligent, but that we will deploy them without understanding their vulnerabilities.

Abstract

Artificial intelligence is transforming how projects are delivered, decisions are made, and value is created. Yet without proper governance, AI can expose organizations to risks, regulatory penalties, reputational damage, and operational failures. How do project leaders balance AI’s transformative potential against its inherent risks?

This paper introduces AI-CARVER—a practical, quantifiable framework for assessing AI risks adapted from the battle-tested CARVER methodology featured in Harvard Business Review. Originally developed for military target analysis and adopted by the Department of Homeland Security and Fortune 500 security directors, CARVER has been reimagined for the AI era. AI-CARVER enables project managers and executives to systematically evaluate AI systems across six critical dimensions: Criticality, Accuracy, Regulatory Exposure, Vulnerability, Explainability, and Recoverability.

Participants will gain hands-on experience applying AI-CARVER to real-world scenarios and leave with immediately actionable tools for AI governance, risk management, and compliance (GRC). The paper also explores insights from Harvard Business Review’s “8 Questions About Using AI Responsibly, Answered,” examines the NIST AI Risk Management Framework, and unpacks compliance requirements under GDPR and the EU AI Act—regulations now affecting global banks, healthcare organizations, pharmaceutical companies, manufacturers, technology firms, and others. Moreover, the authors will introduce a practical AI GRC Assessment Model that participants can immediately implement within their organizations.

Responsible AI is not about slowing innovation—it’s about building a sustainable foundation for AI systems that are ethical, secure, and compliant while remaining innovative and productive.

Learning Objectives

1. 1. Discuss how companies can apply the AI-CARVER framework—a six-part risk assessment methodology adapted from Harvard Business Review—to systematically evaluate AI systems across Criticality, Accuracy, Regulatory Exposure, Vulnerability, Explainability, and Recoverability, enabling data-driven governance decisions.
   2. Explore how to use AI responsibly through eight key questions posed by Professor Tsedal Neeley of Harvard Business School.
   3. Learn how to utilize a practical AI GRC (Governance, Risk Management, and Compliance) Assessment Model that participants can immediately implement within their organizations to identify AI risks and compliance gaps, prioritize mitigation strategies, develop remediation roadmaps, and establish accountability structures.
   4. Examine the evolving regulatory landscape for AI, including the NIST AI Risk Management Framework, GDPR, and the EU AI Act, and assess how global organizations across banking, healthcare, pharmaceutical, and manufacturing sectors can manage AI risks and navigate compliance while pursuing innovation.
   5. Provide guidance to project managers on how to integrate responsible AI principles into project management practices, ensuring AI systems are designed, deployed, and monitored in ways that advance fairness, transparency, security, and ethical accountability without stifling innovation.

A number of management consulting organizations are reporting similar findings about the urgency of establishing responsible AI governance. According to Deloitte’s Global Boardroom Program (2025), nearly one-third of board members indicate that AI is not on their organization’s agenda, indicating a clear and urgent governance gap at the most senior level of leadership in organizations. In addition, Deloitte’s State of AI in the Enterprise report (2026) states that only 20% of organizations have developed mature governance models for autonomous agents. This represents a considerable gap in light of the rapid development of autonomous agents in every industry…

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Editor’s note: Second Editions are previously published papers that have continued relevance in today’s project management world, or which were originally published in conference proceedings or in a language other than English.  Original publication acknowledged; authors retain copyright.  This paper was originally presented at the 18^th Project Management Symposium at the University of Texas at Dallas in May 2026.  It is republished here with permission of the author and conference organizers.

How to cite this paper: Sheikh, R.A., Khan, K.A., Pirzada, A.K.  (2026). Responsible AI: Managing AI Risks and Compliance with Innovation; Originally presented at the 18^th Project Management Symposium at the University of Texas at Dallas in May, republished in the PM World Journal, Vol. XV, Issue VII, July. Available online at https://pmworldjournal.com/wp-content/uploads/2026/07/pmwj166-Jul2026-Sheikh-Khan-Pirzada-Responsible-AI-UTD-paper.pdf

About the Authors

Dr. Rizwan A. Sheikh, PhD

Author, Inventor, Professor
AI Governance Expert
Texas, USA

Dr. Rizwan A. Sheikh (“Dr. Riz”) is the Founder & CEO of Global AI Excellence (GAIX) and inventor of an AI Governance Model (patent pending). An AI strategist with over 30 years of experience, he specializes in AI governance, risk management, compliance, and digital transformation. As a former Deloitte executive, Dr. Riz has delivered over $300 million in cost savings for Fortune 500 companies. He has taught AI strategy and project management in executive programs at Harvard, MIT, and the University of Cambridge. He holds a Ph.D. from SKEMA Business School.
LinkedIn: linkedin.com/in/drrizwanasheikh

Khalid Ahmad Khan, PhD, PMP

Professor of Project Management and Governance,
Chief Data Scientist, AI Researcher
Lahore, Pakistan

Dr. Khalid Ahmad Khan is a professor, distinguished data scientist, AI researcher, and governance expert with over 30 years of experience spanning project management, AI, data science, risk management, and digital transformations across public and private sectors. Dr. Khan specializes in deploying AI-enabled analytics solutions for monitoring, document analysis, and executive decision-making. He advises governments on public investment management, portfolio planning, and project lifecycle governance, applying advanced decision-support tools including Monte Carlo simulations, real options analysis, and Earned Value Management.  A global advocate for project management excellence, Dr. Khan is a founding member and President of the PMI Lahore Chapter and contributed to the PMI PMBOK Government Extension, Third Edition. His key clients include the World Bank, USAID, GIZ (German Aid Agency), and LUMS.

He holds a Ph.D. in Strategy and Project Management and is PMP certified by PMI.

Aamir Khalid Pirzada

Chief Information Officer
AI/Manufacturing Technology Leader
Al Khobar, Saudi Arabia

Aamir Pirzada is a transformative technology executive whose pioneering work in AI and machine learning has revolutionized manufacturing operations. As a seasoned Chief Information Officer (CIO), he has led organizations across manufacturing, oil and gas, retail, public services, and telecommunications industries.

Aamir specializes in leveraging AI-driven solutions for predictive maintenance, quality control, and data-driven decision-making—consistently delivering enhanced operational efficiency, significant cost savings, and superior product quality. His expertise spans enterprise system implementations including SAP S4HANA, Oracle e-Business Suite, and Microsoft Dynamics AX.

A recognized leader in cybersecurity, Aamir has established security protocols and led audits to safeguard critical manufacturing assets. His strategic vision centers on integrating AI, machine learning, and IoT to create smart, adaptive manufacturing ecosystems. With deep expertise in project management, business analysis, and solution design, Aamir continues to guide organizations toward technological excellence in the rapidly evolving digital landscape.

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

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 took 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 over 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.

The last new bridge in the sequence of three bridges – Kruunuvuorensilta – was opened to pedestrian and bicycle traffic on 18^th April 2026. Subsequent to the opening, Kruunuvuorensilta bridge thermal expansion joints have proven problematic: Several cyclists have crashed when crossing a thermal expansion joint, originally optimized for snowplows. Due to these accidents, the joints will be modified to allow cyclists cross them safely. Public tram traffic to the Laajasalo district will commence in early 2027.

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How to cite this report: Vaskimo, J. (2025). July 2026 Finland Project Management Roundup, PM World Journal, Vol. XV, Issue VII, July. Available online at https://pmworldjournal.com/wp-content/uploads/2026/07/pmwj166-Jul2026-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/

July 2026 PM Update from Nepal

REPORT

By Yamanta Raj Niroula

International Correspondent

Kathmandu, Nepal

Nepal’s ‘Quad Project’: Four Development Corridors,

One Ambitious National Plan

1. Introduction

When governments announce large infrastructure programs, public discussion gravitates toward the scale of investment, the number of projects, or the political symbolism attached to them. Far less attention is usually paid to a more consequential question: what problem is the program actually trying to solve?

Nepal’s ‘Quad Project’, introduced on May 29, 2026 through the fiscal year 2083/84 (2026/27) budget, is noteworthy because it begins with a diagnosis rather than a collection of disconnected projects. The budget proposes three major development quadrilaterals and a Northern Border Network, linking transport, agriculture, tourism, energy, trade, and digital infrastructure within defined geographic corridors. The intention is not simply to build roads, irrigation systems, tourism facilities, or power infrastructure. The intention is to create interconnected regional economies capable of generating sustained growth.

For decades, Nepal’s development model has been criticized for dispersing limited capital across hundreds of small projects shaped as much by political negotiation as economic logic. The result has frequently been incomplete infrastructure, fragmented benefits, and weak economic transformation despite significant public expenditure. The ‘Quad Project’ represents an attempt to reverse that pattern by concentrating resources within selected spatial corridors where multiple investments reinforce one another.

Many infrastructure programs fail because individual projects encounter technical or financial difficulties. Programs built around interdependence face a different risk. They can fail even when individual components are completed if coordination between those components breaks down. Roads without productive industries, irrigation without market access, tourism facilities without reliable transport, and digital infrastructure without supporting utilities all produce assets that function below their intended value.

Therefore, the Quad deserves examination not merely as a development project but as a large-scale program management challenge.

2. Geometry as Economic Strategy

The term “Chaturbhuj,” from Sanskrit and Nepali, translates directly to “quadrilateral.” It carries more significance than a branding exercise.

A quadrilateral is not simply four points on a map. It is a closed structure whose shape depends on the relationship among its components. The government’s framework applies the same principle spatially. Each corridor is intended to operate as an integrated economic system rather than a collection of independent investments.

This approach reflects a recognition that infrastructure alone rarely produces transformation. Infrastructure becomes economically significant when it connects productive activities, markets, labor, capital, and institutions in ways that reinforce one another.

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How to cite this work: Niroula, Y. R. (2026). Nepal’s ‘Quad Project’: Four Development Corridors, One Ambitious National Plan, report, PM World Journal, Vol. XV, Issue VII, July. Available online at: https://pmworldjournal.com/wp-content/uploads/2026/07/pmwj166-Jul2026-Niroula-Nepals-Quad-Project-Four-Development-Corridors.pdf

About the Author

Yamanta Niroula

Kathmandu, Nipal

Yamanta Niroula is a seasoned Project Management Professional with over 17 years of extensive experience in engineering, infrastructure development, and project management across diverse global environments. His expertise includes project planning, procurement, contract management, stakeholder coordination, and risk mitigation, with a strong focus on executing projects in remote and developing regions under complex operational conditions.

Yamanta holds a Bachelor of Engineering in Civil Engineering and a Master of Arts in Rural Development, along with a Diploma in Civil Engineering. He is a certified Project Management Professional (PMP®) and an active member of the Project Management Institute (PMI) since 2010.

Yamanta has extensive experience in project management, successfully overseeing all stages of construction projects from initial planning to final evaluation. He specializes in managing complex processes, including procurement, contracting, and execution, while maintaining efficiency and regulatory compliance. By staying updated on industry standards and advancements, he has ensured that projects are forward-thinking, sustainable, and adaptable to changing environments.

Yamanta has successfully managed large-scale infrastructure projects, including roads, electrical infrastructure, wastewater treatment plants, logistics facilities, and disaster recovery programs. He has served in various capacities as Project Controls Specialist, Design Manager, Planning Manager, Engineer and Project Manager across international organizations and UN agencies in Nepal, the Maldives, Singapore, Afghanistan, the Philippines, Nigeria, Yemen, Sudan, and Ethiopia.

He has been responsible for project design, planning, execution, and control, ensuring timely delivery, budget adherence, and quality assurance while enhancing overall program outputs.

Yamanta lives in Kathmandu, Nepal and can be contacted at niroulayr@gmail.com

View his full correspondent profile at https://pmworldlibrary.net/yamanta-raj-niroula/

To view other works by Yamanta Ray Niroula, visit his author showcase at https://pmworldlibrary.net/authors/yamanta-raj-niroula/

Lessons from Redesigning a Graduate

Project Management Curriculum

FEATURED PAPER

By Anna Ladipo

Texas, USA

Abstract

Graduate project management programs face mounting pressure to remain relevant in a professional landscape reshaped by AI, evolving PMI standards, and the rapid convergence of traditional and agile delivery approaches. This paper documents a systematic redesign of a graduate-level Project Management Certificate Program within an executive education division of an AACSB-accredited research university, offering a replicable framework that academic directors and faculty leaders can apply in their own institutional contexts. The redesign unfolded in the midst of a GAC reaccreditation cycle and was a direct contributor to the program’s successful six-year reaccreditation. The initiative was guided by four interconnected activities: gap analysis, industry benchmarking, stakeholder engagement, and phased course reconstruction. The result is a four-course core curriculum with an optional agile elective track, restructured around a deliberate two-semester logic, strategically aligned with the outcomes-based philosophy of the PMBOK® Guide, Eighth Edition—all before that edition was published. The paper argues that curriculum redesign in graduate management education is itself a project management endeavor, and that academic directors who remain actively embedded in professional practice bring a form of industry foresight that accelerates curriculum relevance. Practical lessons for academic directors, faculty governance participants, and institutional leaders are discussed.

Keywords: curriculum redesign, project management education, PMBOK 8, outcomes-based learning, graduate program design, GAC reaccreditation, executive education, practitioner

1. Introduction: Why Graduate PM Curricula Need Active Management

Graduate project management programs are, by nature, in a constant race with the profession they serve. The knowledge that defines best practice today is rarely the knowledge that defined it five years prior, and the gap between what academic programs teach and what industry currently requires has a well-documented tendency to widen when curriculum review is treated as periodic rather than continuous. For PM programs specifically, the pace of professional evolution has accelerated considerably: the shift from process-oriented to outcomes-based delivery, the integration of artificial intelligence into core PM workflows, and PMI’s formal redefinition of what a project is have all occurred within a compressed timeframe that most academic governance cycles were not designed to absorb.

This paper documents a curriculum redesign initiative within the Executive Education Project Management Certificate Program at the Naveen Jindal School of Management (JSOM), University of Texas at Dallas. The redesign transformed a four-course sequence that had evolved organically into one that is deliberately structured, industry-responsive, and aligned with the emerging direction of PMI’s standards ecosystem. Significantly, the redesign unfolded concurrently with the program’s GAC reaccreditation process—a months-long undertaking that included an intensive two-day onsite review—and the revised curriculum was among the elements reviewed and approved as part of the program’s successful six-year reaccreditation.

The account offered here is practitioner-informed. The academic director leading the redesign entered the role after about two decades of Fortune 500 IT consulting and independent project management practice, spanning technology, financial services, and healthcare sectors. That professional formation shaped the diagnostic instincts and industry foresight the redesign required. That context is relevant not as biography but as a structural variable other institutions should consider: programs led by academic directors who remain actively embedded in professional practice are better positioned to anticipate industry shifts than those relying solely on periodic advisory board cycles. The redesign documented here illustrates why.

The paper proceeds as follows. Section 2 establishes the diagnostic basis for change through gap and industry analysis. Section 3 documents the new curriculum architecture and its alignment with PMBOK 8. Section 4 covers implementation as a structured project, including governance and the GAC reaccreditation context. Section 5 addresses industry engagement mechanisms built into the program’s operating model. Section 6 distills replicable lessons for academic directors and faculty leaders. The paper closes with a conclusion oriented toward the question every program should be asking: not what courses are offered, but what professional capability they reliably produce.

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How to cite this paper: Ladipo, A. (2026). Managing Academic Transformation: Lessons from Redesigning a Graduate Project Management Curriculum; PM World Journal, Vol. XV, Issue VII, July. Available online at https://pmworldjournal.com/wp-content/uploads/2026/07/pmwj166-Jul2026-Ladipo-Managing-Academic-Transformation.pdf

About the Author

Anna Ladipo

North Texas, USA

Anna Ladipo, MBA, PMP, PMI-ACP, CSM, is an Associate Professor of Practice and Academic Director of the Executive Education Project Management Certificate Program at the Naveen Jindal School of Management, University of Texas at Dallas (UTD). She brings about two decades of Fortune 500 IT consulting experience across technology, financial services, and healthcare sectors, and is the founder of NGSIT Inc. She is a regular contributor to PM World Journal, organizer of the annual UTD Project Management Symposium and UTD Virtual PM Conference, and a PMI Authorized Training Partner faculty lead. She will begin doctoral studies in Public Affairs at UT Dallas in Fall 2026, with research focused on project management methodology in non-funded and nonprofit organizational contexts. She can be reached at info@annaladipo.com.

INKINDO Billing Rate as Labor Escalation

Factor for Indonesian CAPEX Estimates

FEATURED PAPER

By Azlul Fadhly Oka

Depok, Indonesia

ABSTRACT

An Indonesian downstream oil and gas company uses a single Gold Price index across all Class 3 CAPEX cost types, including the labor stream. Gold price movements are unrelated to how Indonesian engineering wages are set, so this practice skews labor escalation estimates in the wrong direction. This paper tests five Indonesian price series — INKINDO SBOB, BPS CPI, Gaji PNS, GDP Deflator, and IHPB Konstruksi — over 2007–2025 using MADM scoring, Pearson correlation, back casting, and PPP real-wage analysis. INKINDO SBOB comes out on top (Sᵢ = 0.8250; rank 1) as the only series showing positive real-wage growth above the GDP Deflator after 2013 (+1.45 pp/yr). The CAGR coherence test passes: P-50 = 4.628%/yr, divergence 0.41 pp against historical CAGR. A PPP-adjusted comparison with the 2023 AACE salary survey puts Indonesian engineering professionals roughly 30% below the global median — wage-pressure macro indices miss this entirely. The paper provides an escalation factor table for mid-years 2027–2031 at five probability levels, enabling practitioners to replace the Gold Price proxy with a rate that fits.

Keywords: Engineering Wage Index, Class 3 Cost Estimate, Purchasing Power Parity, Multi-Attribute Decision Making, Real-wage Growth Analysis, Escalation Index Selection, Back-casting validation

INTRODUCTION

1. Industry Context & the Escalation Imperative

Capital expenditure (CAPEX) estimation in the downstream oil and gas sector is performed under structural uncertainty, in which energy price volatility, currency movements, and geopolitical disruptions interact to alter procurement costs over the multi-year window between estimate preparation and construction completion. As shown in Figure 1, according to EIA data^[1], Brent crude swung 136% between the 2020 COVID-19 pandemic and the 2022 Ukraine war. This volatility has continued into the present writing period: following disruptions in the Strait of Hormuz, Brent surged to USD 94 per barrel on March 9, 2026. Brent is a legitimate CAPEX cost driver that influences petroleum-derived material prices, contractor pricing power, and project sanctioning conditions.

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Author’s note 1: This paper was originally prepared during a 6-month long Graduate-Level Competency Development/Capacity Building Program developed by PT Mitrata Citragraha and led by Dr. Paul D. Giammalvo to prepare candidates for AACE CCP or other Certifications. https://build-project-management-competency.com/our-faqs/.

Author’s note 2: AI-assisted tools were used to support language editing and readability improvement under the author’s oversight and control. All analytical content, data interpretation, and conclusions are the author’s own.

How to cite this paper: Oka, A. F. (2026). Beyond Gold Price Indexation: INKINDO Billing Rate as Labor Escalation Factor for Indonesian CAPEX Estimates; PM World Journal, Vol. XV, Issue VII, July. Available online at https://pmworldjournal.com/wp-content/uploads/2026/07/pmwj166-Jul2026-Oka-Beyond-Gold-Price-Indexation.pdf

About the Author

Azlul Fadhly Oka

Depok, Indonesia

Azlul Fadhly Oka is a cost engineering professional with more than nine years of experience in the oil and gas industry. He currently serves as a Cost Estimation Engineer at Indonesia’s national oil company, where he has contributed to numerous downstream projects spanning fuel terminals and related infrastructure. He holds a bachelor’s degree in electrical engineering from Universitas Indonesia. To further his professional credentials, he is enrolled in a distance learning mentorship program under the guidance of Dr. Paul D. Giammalvo, CDT, CCE, MScPM, MRICS, GPM-m, Senior Technical Advisor at PT Mitratata Citragraha, working toward attaining the Certified Cost Professional (CCP) certification from AACE International.

Azlul lives in Depok, Indonesia, and can be contacted at: AzlulFO@gmail.com.

[1] U.S. Energy Information Administration (EIA). Crude oil prices: Brent–Europe (2015–2024): https://www.eia.gov/dnav/pet/hist/LeafHandler.ashx?n=PET&s=RBRTE&f=A

for Downstream Oil and Gas

Capital Investment Decisions

FEATURED PAPER

By Vanessa Graciela Bernadeth

Jakarta, Indonesia

ABSTRACT

Downstream oil and gas projects are capital-intensive, interface-heavy, and highly dependent on credible front-end planning before capital approval. This paper examines how Front-End Loading (FEL) maturity can be defined, assessed, and validated using Earned Value Management (EVM) indicators to support downstream oil and gas capital investment decisions. Using the seven-step Engineering Economy process, the study compares five analytical alternatives through a two-stage Multi-Attribute Decision Making (MADM) approach: non-compensatory screening and compensatory additive weighting. The selected alternative is an integrated FEL–EVM validation model combining FEL maturity, CPI, SPI, EAC, TCPI, and WBS-level variance review. Four anonymized 2024 downstream oil and gas project cases are tested using EVM-derived maturity and baseline accuracy proxy scores. The findings show that CPI or SPI alone may mislead decision-makers, while the integrated model provides stronger evidence of baseline credibility. The paper concludes that linking FEL maturity to EVM performance strengthens phase-gate governance, baseline control, and the quality of capital investment decisions.

Keywords: Front-End Loading, Earned Value Management, CPI, SPI, Capital Investment Decisions, Downstream Oil and Gas, Phase-Gate Governance, Baseline Credibility

INTRODUCTION

Downstream Oil and Gas Infrastructure in Indonesia

Figure 1 – Indonesia’s Energy Consumption^[1]

Data from the Ministry of Energy and Mineral Resources shows that “energy consumption in Indonesia reached 1,276 million BOE in 2024 with an increase of 4.53%.”^[2] Pradibta explains that “Indonesia relied heavily on oil as the main source of energy supplier for all its economic activities.”^[3] Therefore, large capital downstream infrastructure projects is strategically important and should not be treated merely as construction activities, but as capital investments whose planning quality directly affects long-term operational performance and national supply capability.^[4][5]

Project Performance Challenges and the Importance of Front-End Loading

Despite its strategic importance, Wisnugroho reports “56% of projects experience a 10% cost and schedule overrun, and around 36% experience cost and schedule overrun up to 25% at 45 projects”^[6]. Zilikram states, “Indonesia’s downstream oil and gas construction practices still lag behind international best-tested and proven practices”^[7]. Mukuka, Aigbavboa, and Thwala state that “schedule overruns in construction projects reduce productivity and weaken overall project performance”^[8]. These findings suggest that project underperformance is not caused only by poor field execution but originates earlier when projects are authorized with incomplete scope definition, weak schedule logic, immature cost estimates, or insufficient owner decision readiness^[9][10][11].

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Author’s note: This paper was originally prepared during a 6-month-long Graduate-Level Competency Development/Capacity Building Program developed by PT Mitrata Citragraha and led by Dr. Paul D. Giammalvo to prepare candidates for AACE CCP or other Certifications. https://build-project-management-competency.com/our-faqs/

How to cite this paper: Bernadeth, V. G. (2026). Validating Front-End Loading Maturity Using Earned Value for Downstream Oil and Gas Capital Investment Decisions; PM World Journal, Vol. XIII, Issue VII, July. Available online at https://pmworldjournal.com/wp-content/uploads/2026/07/pmwj166-Jul2026-Bernadeth-Validating-Front-End-Loading.pdf

About the Author

Vanessa Graciela Bernadeth

Jakarta, Indonesia

Vanessa Graciela Bernadeth is an engineer with professional experience in project management, budgeting, payment control, and facilities management in the downstream oil and gas sector. Currently, she works as an engineer at the national oil company of Indonesia. Several projects and assignments have been supported in various downstream oil and gas facilities, including fuel terminal and related infrastructure, with a focus on project scheduling, project management, cost monitoring, and facilities reliability. She holds a bachelor’s degree in civil engineering from Universitas Gadjah Mada and has international academic exposure through an exchange program at Ehime University, Japan. She is attending a distance learning mentoring course, under the tutorage of Dr. Paul D. Giammalvo, CDT, CCE, MScPM, MRICS, GPM-m, Senior Technical Advisor at PT Mitratata Citragraha to attain Certified Cost Professional (CCP) certification from AACE International.

Vanessa lives in Jakarta, Indonesia and can be contacted at: vgbernadeth@gmail.com

[1] Ministry of Energy and Mineral Resources, Republic of Indonesia. (2024). Handbook of Energy & Economic Statistics of Indonesia 2024. https://www.esdm.go.id/id/publikasi/handbook-of-energy-economic-statistics-of-indonesia
[2] Ibid
[3] Pradibta, I. (2024). Developing a standardized, multidimensional WBS/CBS coding structure for storage tanks. PM World Journal, 13(3). https://pmworldlibrary.net/wp-content/uploads/2024/03/pmwj139-Mar2024-Pradibta-Standardized-Multidimensional-WBS-CBS-for-Storage-Tanks.pdf
[4] Ministry of Energy and Mineral Resources Republic of Indonesia. (2024). Loc. Cit
[5] Pradibta, I. Loc. Cit
[6] Wisnugroho, J. (2020). Indonesia Oil & Gas Cost Estimating vs International “Best-Tested and Proven” Practices – A Benchmarking Study; PM World Journal, Vol. IX, Issue II, February. https://pmworldlibrary.net/wp-content/uploads/2020/02/pmwj90-Feb2020-Wisnugroho-benchmarking-indonesia-og-cost-estimating-vs-international3.pdf
[7] Zilikram, M. F. (2023). Benchmarking Indonesia’s Downstream Oil & Gas Construction: Evaluating Project Scheduling and Cost Estimating Processes Against Global “Best-Tested and Proven” Practices; PM World Journal, Vol. XII, Issue X, October. https://pmworldjournal.com/article/benchmarking-indonesias-downstream-oil-gas-construction
[8] Ibid
[9] Mukuka, M., Aigbavboa, C., & Thwala, W. (2015). Effects of construction projects schedule overruns: A case of the Gauteng Province, South Africa. https://doi.org/10.1016/j.promfg.2015.07.988
[10] Zilikram, M. F. Loc. Cit.
[11] Wisnugroho, J. (2020). Loc. Cit.

WELCOME

By David Pells

Managing Editor

Addison, Texas, USA

Welcome to the July 2026 edition of the PM World Journal (PMWJ), our 166^th  monthly edition. This month’s PMWJ is another diverse and interesting edition, with 60 new works by 73 different authors representing 20 different countries. The new additions this month bring our totals to 5,851 works by 2,329 different authors representing 90+ countries published in the PMWJ to date and archived in the PM World Library. Actually, a few more works may be added after we go to press.

Introduction

I have to say, this month’s edition must be the limit on works we publish each month.  I’ve made some improvements, for example, categorizing the Featured Papers, but 60+ works are too many for me to edit, format and post.  I’m also going to have to take a harder position regarding acceptance of unformatted or poorly formatted manuscripts.  Our Author Guidelines state that all works must be submitted in our standard format, so it’s apparent that we are still having works submitted by authors who have simply not read our Author Guidelines.  I’m going to have to start rejecting works that will require hours to clean up and format properly.  Maybe that will help.

If and when we find a new home for the PMWJ and Library, that is someone to acquire these increasingly valuable assets, I will make some operational recommendations.  Publication of the PMWJ should require at least two people to do the work, possibly more if scaling is desired.  We may also need to rethink my emails blasts to former authors and subscribers; rather than emailing the table of contents each month, perhaps a simple notice or the welcome article will suffice.  The emails are getting too large and unwieldy.

At the same time, I am thrilled that the PMWJ is becoming more popular, based on the increases in both manuscripts received as well as traffic on our websites.  I’m pretty sure, most of the growth is organic, as we don’t advertise anywhere.  I also think the quality of the PMWJ contents remains high, with some very experienced and reputable PM leaders contributing articles and papers each month.  So thank you to our authors, and to those of you who are passing the word.  The PM World Journal is a high quality, educational project management publication that is also easy to submit works to.  So please, share your knowledge and experience; review What We Publish under the ABOUT tab on the pmworldjournal.com website, then just email your final draft to me.  There is still so much to learn in the PM field, so share what you know and read works by others.  It’s a big world; we don’t yet know everything, so let us  read, share, learn and grow together.

Now, this month in the Journal 

In addition to my Welcome article, we begin with a new contribution From the Executive Editor’s Desk.  Miles Shepherd in the UK, who assumed the new role when we started our Peer Review program last year, offered to share the load this month.  He’s targeted case studies for more attention.  Read his short editorial, then consider how you can share information about one of your projects.

Two Tributes are included this month, for two giants in the project management professional world.  Klaus Pannenbäcker, IPMA Fellow, was past president and honorary Chair of the German PM Association (Deutsche Gesellschaft für Projektmanagement) and past president and chair of IPMA.  Max Wideman, PMI Fellow, former president and chair of PMI, was recognized worldwide for his continued writing and contributions to the PM field over the last three decades. Both Klaus and Max were friends and Honorary Global Advisors for the PMWJ and its predecessor the PM World Today eJournal (2006-2012).  We couldn’t let their passing to by without due recognition, from us and their friends and colleagues.  Please read some last word about these PM pioneers of modern project management.

Three Letters to the Editor are included in this edition.  I am very happy to be receiving more feedback on both the overall contents of the journal, and on some specific contents.  The great thing about feedback, and letters to the editor for that matter, is that new information or knowledge is always included.  We can learn what others think about some topics, and also why. It seems to me that many project management issues are more like Rubik’s cubes than coins with only two sides.  Some issues have many dimensions, not all of which we see sometimes.

20 Featured Papers are included this month. In order to help readers find topics and papers of interest, I have created some categories for these significant research papers, simply based on the topics this month.  Those categories are (1) General PM Methods, Models, Topics; (2) PMOs – Programme, Portfolio and Project Management Offices; (3) Governance of Programs & Projects; (4) Educational, Environmental, Public Social Topics; (5) Project Cost, Schedule, Scope, Quality Management; and (6) Construction, Engineering, Infrastructure Topics.  I hope this helps you zoom in on topics of interest a little more easily.  I think all of these papers are worth reading, as I have.  In particular, I would point out Bob Prieto’s monumental new paper titled “Quantum Fragility Index”, the three excellent papers on governance, and the paper by Ahmad Khall Khanji titled “Tailoring for Fracture: Applying PMBOK® 8^th Edition’s Tailoring Framework for Project Management in Post-War Peacebuilding Contexts: The Case of Syria.”  This entire section is highly useful with solidly authored content.

More…

To read entire welcome article, click here

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

How to cite this work: Pells, D.L. (2026). Welcome to the July 2026 PMWJ; PM World Journal, Vol. XV, Issue VII, July. Available online at https://pmworldjournal.com/wp-content/uploads/2026/07/pmwj166-Jul2026-Pells-Welcome-to-the-July-2026-pmwj-2.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 nearly 50 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. He recently acted as a program management advisor for two major U.S. national nuclear 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) and creator and curator of the PM World Library.  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/

FEATURED PAPER

By Alex Lyaschenko, PMP, MMath

Sydney, Australia

Abstract

Activity Drag is a relatively new schedule analysis metric used to assess opportunities for schedule optimisation. The metric analyses the impact of reducing activity durations on the project completion day. Although it was introduced over two decades ago, the metric is mainly known only to users of a few project delivery systems where it was implemented. In recent years, the metric has started gaining wider recognition.

In addition to the deterministic version of this metric, there is a probabilistic extension, Probabilistic Activity Drag, which estimates the level of Activity Drag uncertainty and measures the probability of achieving target optimisation, accounting for project uncertainty and risks.

This article describes the Probabilistic Activity Drag metric and outlines its advantages, limitations, and calculation specifics.

Activity Drag Metric

Although Activity Drag (“Drag” below), also known as Critical Path Drag, was introduced more than two decades ago by Stephen A. Devaux in his book Total Project Control⁸, it remains familiar mainly to users of the few project delivery systems that implemented it. In recent years, however, the metric has gained broader recognition. Articles on its practical application have appeared in project management journals, and it is referenced in the 8th edition of A Guide to the Project Management Body of Knowledge, published by the Project Management Institute⁵.

Activity Drag is the amount of time an activity directly contributes to the overall project duration. In other words, it represents how much earlier the project could be completed if that activity’s duration is reduced to zero. Such perspective combined with shortest possible activity duration, known as crashed duration, provides practical schedule acceleration opportunity.

For example, if an activity has a drag of 5 days, the project duration can be shortened by  5 days, assuming it is technically feasible to reduce the activity by that amount.

Definition N1: Critical Path Activity Drag is the amount of time that could potentially be saved on the project by reducing the duration of the activity (or removing the activity completely).

The author’s recent paper explains the application of the metric in complex delivery modelling scenarios².

This measure is meaningful when the schedule is calculated with all real constraints in place, including technological logic, resource availability, material supply, and financial limits.

However, projects do not operate in a deterministic environment. Uncertainty and risk continuously influence outcomes. Before making acceleration decisions (and spending acceleration costs!), it is therefore beneficial to understand how activity behaves under these uncertainties and the probability of achieving the expected acceleration.

More…

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How to cite this paper: Lyaschenko, A. (2026). Probabilistic Activity Drag; PM World Journal, Vol. XV, Issue VII, July. Available online at https://pmworldjournal.com/wp-content/uploads/2026/07/pmwj166-Jul2026-Lyaschenko-Probabilistic-Activity-Drag.pdf

About the Author

Alex Lyaschenko

Sydney, Australia

Alex Lyaschenko is a planning and delivery consultant with over 25 years of experience in project portfolio management across different industries and countries. He holds a Master’s degree in Mathematics from Odesa Mechnikov National University and began his career in the technology sector, and was at the origins of project management in Ukraine. He worked at Ukraine’s first project management consulting firm, where he helped establish project delivery offices across different industries and trained future project consultants.

After relocating to Australia, Alex contributed to multiple portfolio and program offices, supporting organisations in defining their vision, enhancing project delivery practices, developing standards, implementing PPM tools, and upskilling teams.

Passionate about merging data with actionable strategies, Alex continues to shape the project management field by delivering insightful presentations and practical solutions that empower organisations to make data-driven decisions. As a speaker, Alex has presented at numerous project management conferences, contributed to the 8^th edition of the PMBOK Guide, and had his articles featured in leading industry publications.

Alex can be contacted at alex.lyaschenko@saluteenterprises.com.au

The Zakzouk Framework for Integrating

Scope, Schedule, and Cost in

Capital Projects

FEATURED PAPER

By Mohamed Ahmed Zakzouk, PMP, MBA, B.Eng

Senior Projects Delivery and Controls Professional
Projects Controls Unit Head, Saudi Aramco

Saudi Arabia

When you can put it on one page, you have mastered it

Abstract

This paper presents a practitioner framework built on a single simple discipline: if you cannot put it on one page, you have not yet understood it. The framework was developed and refined over more than two decades of project delivery across the Oil and Gas, Energy, and Construction and Infrastructure sectors. It organizes project control around three one-page tools: a scope schematic, a linear schedule, and a master cost report. Each page serves a specific purpose, and together they form an integrated picture of project health that enables faster decision-making, earlier problem identification, and more reliable delivery outcomes.

The paper argues that compression is not a simplification of complexity but a test of mastery. It draws on real project experience across major capital programs to demonstrate how the discipline of fitting scope, schedule, and cost onto individual pages changes the way project teams think, communicate, and control. Two case examples are presented: a major bridge rehabilitation project on the Trans-Canada Highway, executed under a fixed closure window with significant financial penalties for delays, and a product loading facility demonstrating the use of the framework for a non-linear, system-based project scope. Both examples are drawn directly from the author’s practice.

Keywords: project controls, project management, projects delivery, linear scheduling, scope management, one-page framework, cost control, capital projects, Zakzouk Framework.

Section 1: The Philosophy: Simplicity as a Standard of Mastery

From the author’s point of view, there is a common misconception in project management where complexity is mistaken for thoroughness. Thick binders, multi-tab schedules, and hundred-line cost reports are often mistaken for control, and the author sees this as a symptom of something far more concerning: the project team has not yet achieved true understanding of what they are managing.

The philosophy behind what the author came to call the One Page Mastery Framework, or the Zakzouk Framework (Zakzouk, 2026), is straightforward: if you cannot explain it on one page, you do not fully understand it yet.

The one page is not about formatting preference. It is a test of comprehension. The act of compressing a project’s scope, schedule, or cost into a single coherent page forces clarity. It eliminates ambiguity, exposes gaps in logic, and demands that the practitioner make deliberate decisions about what truly matters. Every portion that goes into the one-page is there for a reason, and everything that cannot be distilled was likely noise to begin with.

This philosophy has deep roots in engineering and management thinking, where the best engineers have always known that the most elegant solution is usually the simplest one. It is not because simplicity is easy, but because achieving it requires the deepest level of understanding. The same principle applies to project controls. Being able to accurately represent the scope of a multi-million dollar capital project on one page is not a simplification of that project. It is proof of complete understanding.

More…

To read entire paper, click here

How to cite this paper: Zakzouk, M. A. (2026). One Page Mastery: The Zakzouk Framework for Integrating Scope, Schedule, and Cost in Capital Projects; PM World Journal, Vol. XV, Issue VII, July. Available online at https://pmworldjournal.com/wp-content/uploads/2026/07/pmwj166-Jul2026-Zakzouk-One-Page-Mastery.pdf

About the Author

Mohamed Ahmed Zakzouk

Kingdom of Saudi Arabia

Project Management and Controls
Oil and Gas  |  Energy  |  Construction and Infrastructure
24 Years of Practice across 3 Continents and 8 Countries

Mohamed Ahmed Zakzouk, PMP, MBA, B.Eng is a corporate executive and senior projects delivery and controls professional with over 24 years of international leadership across the energy, infrastructure, and industrial sectors. He currently serves as Projects Controls Unit Head at Saudi Aramco, where he leads the strategic governance and execution of a USD 1.8 billion capital portfolio spanning 25 projects across pipelines, distribution, and terminals.

Prior to Saudi Aramco, Zakzouk served as Planning Director at SNC-Lavalin’s Construction Division in Montreal, Canada, where he directed project controls and planning functions across a CAD 15 billion EPC portfolio spanning North America, North Africa, and the Middle East. He also served as Project Controls Manager for the Princess Margaret Bridge Rehabilitation project, where he recovered 60 percent of accumulated schedule delays through forensic planning and risk-based execution.

Earlier in his career, Zakzouk held progressive roles in planning, cost engineering, and project controls at SNC-Lavalin, Bechtel, and Alex Build, contributing to major projects including Bechtel’s Egypt LNG, the Khursaniyah Gas Plant in Saudi Arabia, the Dubai Metro District Cooling system, and multiple water and transport projects across Canada, Algeria, and Egypt.

Zakzouk holds a Master of Business Administration from SBS Swiss Business School, a Bachelor of Science in Civil Engineering from Alexandria University, and the Project Management Professional certification from PMI.  Contact: mozakzouk@gmail.com

on Quantity Surveying Competence

FEATURED PAPER

By Chukwuebuka Ibebuike Onyia, PhD

Department of Quantity Surveying
Enugu State University of Science and Technology

Enugu, Nigeria

Abstract

This study assesses the impact of advanced degrees (M.Sc and Ph.D) on quantity surveying (QS) professional competence in Enugu State, Nigeria. Using a mixed-methods design with structured questionnaires administered to 120 registered quantity surveyors, the study identifies key competency-enhancing skills, evaluates the relationship between advanced education and career advancement, and examines perceived benefits and challenges of postgraduate study. Results indicate that cost estimation, procurement, risk management, project management, and sustainability skills are significantly enhanced by advanced degrees (grand mean = 3.84). Regression analysis confirms a positive relationship between advanced education and career advancement (β = 1.069, R² = 0.026). Perceived benefits include enhanced career opportunities, increased earnings, broader skill sets, professional recognition, and technological competency (grand mean = 3.78). Primary challenges include financial constraints, time management, academic rigor, and limited access to resources (grand mean = 3.86). The study recommends institutional and governmental support for postgraduate education in quantity surveying.

Keywords: Advanced degree, quantity surveying, professional competence, career advancement, construction industry, Nigeria

1. INTRODUCTION

The construction industry is a complex and dynamic field that requires professionals to possess high levels of technical and managerial skills (Arthur, 2019). Quantity surveyors (QS) play a critical role in the successful delivery of construction projects, being responsible for cost estimation, project financial management, risk management, and contract administration. Their competence is a key factor in ensuring the efficiency and cost-effectiveness of construction projects (Barley, 2020).

In recent years, the demand for advanced qualifications among construction professionals has grown substantially, driven by the increasing complexity of projects, advancements in construction technology, globalization, and the need for higher levels of expertise (Crant, 2023). An advanced degree—such as a Master’s or Doctorate—offers QS professionals opportunities to enhance their knowledge, skills, and competencies. However, the specific impact of such qualifications on day-to-day practice and professional competence remains incompletely understood (Dabara, 2020).

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How to cite this paper: Onyia, C.  I.  (2026). Assessing the Impact of Advanced Degree on Quantity Surveying Competence; PM World Journal, Vol. XV, Issue VII, July. Available online at https://pmworldjournal.com/wp-content/uploads/2026/07/pmwj166-Jul2026-Onyia-Advanced-degree-iimpact-on-QS-competence.pdf

About the Author

Chukwebuka Ibebuike Onyia, PhD

Enugu, Nigeria

Chukwuebuka Ibebuike Onyia is an academia with Ph.D. in Construction Management. He is a Registered Quantity Surveyor and a lecturer in the Department of Quantity Surveying at Enugu State University of Science and Technology (ESUT), Nigeria. He has quite a number of publications, focusing on project management, sustainable construction, ICT in construction management and infrastructure finance.

He actively supervises postgraduate research and participates in national and international conferences. Onyia, is a member of several professional bodies and is committed to applying research to solve real-life construction challenges while advancing academic excellence.

He can be contacted at Olisa Onye jerriwho@gmail.com or onyia.chukwuebuka@.esut.edu.ng

Making a Modern Project Manager

SERIES ARTICLE

By Yasmina Khelifi

Paris, France

What is complacency?

a calm sense of well-being and security: the quality or state of being satisfied especially: satisfaction or self-satisfaction accompanied by unawareness of actual dangers or deficiencies

– Merriam-Webster dictionary

Why can complacency become a problem?

Complacency is a comfortable state that every leader may wish to achieve. But it presents some risks. It can prevent you from learning new things or meeting new people. It can prevent you from experimenting with new ways of working.

How to resist it

Complacency is not something you passively avoid. You must actively build resistance to it.

Engage in diverse communities

When I talk about diverse communities, I include those outside your field of expertise. I make sure to engage with people working in areas that are completely different from my own. For example, I was part of a coaching community. I’m now part of an international marketing community. I read the threads, listen to advice, and observe how people interact.

Volunteer

Volunteering is a great way to resist complacency. I found that it really gave me the space to try out new things and indeed forced me to do so. My experiences of volunteering are described more fully in my coauthored book with Mayte Mata Sivera, The Volunteering Journey to Project Leadership.

More…

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Editor’s note: This series of articles is by a project manager for Gen X, Y and Z project professionals.  The author Yasmina Khelifi is a project manager with a large multinational telecom in France while also an active PM professional, authoring articles, interviews and a popular LinkedIn blog as well as a podcast with a global audience.  Also active in PMI France for many years, she has been an international correspondent for the PMWJ since 2021. We are delighted that she has agreed to author a series of articles based on her personal experiences over the last decade.

How to cite this article: Khelifi, Y. (2026). Resist Complacency; Making a Modern Project Manager, series article, PM World Journal, Vol. XV, Issue VII, July. Available online at: https://pmworldjournal.com/wp-content/uploads/2026/07/pmwj166-Jul2026-Khelifi-Resist-Complacency-series-article.pdf

About the Author

Yasmina Khelifi

Paris, France

Yasmina Khelifi, PMP, PMI- ACP, PMI-PBA is an experienced project manager in the telecom industry. Along with her 20-year career at Orange S.A. (the large French multinational telecommunications corporation), she sharpened her global leadership skills, delivering projects with major manufacturers and SIM makers. Yasmina strives for building collaborative bridges between people to make international projects successful. She relies on three pillars: project management skills, the languages she speaks, and a passion for sharing knowledge.

She is a PMP certification holder since 2013, a PMI- ACP and PMI-PBA certification holder since 2020. She is an active volunteer member at PMI France and PMI UAE, and a member of PMI Germany Chapter. French-native, she can speak German, English, Spanish, Italian, Japanese and she is learning Arabic. Yasmina loves sharing her knowledge and experiences at work, in her volunteers’ activities at PMI, and in projectmanagement.com as a regular blogger. She is also the host and co-founder of the podcast Global Leaders Talk with Yasmina Khelifi to help people in becoming better international leaders.

Yasmina can be contacted at https://yasminakhelifi.com/ or LinkedIn: https://www.linkedin.com/in/yasminakhelifi-pmp-telecom/

Visit her correspondent profile at https://pmworldlibrary.net/yasmina-khelifi/

To view other works by Yasmina Kehelifi, visit her author showcase in the PM World Library at https://pmworldlibrary.net/authors/yasmina-khelifi/

and Team Lessons Exceptionally Well

Projectland Goes to the Movies

SERIES ARTICLE

By Dawn Mahan and Jerry Manas

United States

In our last installment, we made the case that movies are a great way to help project teams learn and align, with the added benefit of building a shared language and culture. After all, as we stated, movies are really project stories at heart. Let’s dive a little deeper to see why movies and stories make such a difference, and why the Eighth Edition of the PMBOK Guide cites storytelling as a key enabler of project success, especially around communication and stakeholder management (Project Management Institute, 2025).

Here are 5 specific reasons movies can be such an effective way to help people grow stronger project skills and leadership capabilities.

1. Movies Engage Our Emotions

Unlike traditional case studies, which are often sanitized and stripped of emotion, movies place us directly inside the pressure cooker. The stakes feel real. The clock is ticking. The characters care deeply about the outcome, and so do we.

That emotional engagement is what makes lessons stick. Whether it’s the underdog team in Moneyball defying convention through ingenious analytics or the crew of Apollo 13 solving one problem after another to bring their team home safely, we’re not just observing the situation. We’re experiencing it with them.

In Projectland, challenges rarely arrive with neat textbook answers. Teams must recognize the kind of situation they’re in, assess imperfect options, and make the best decisions they can with limited information while the clock is ticking.

Movies allow people to experience those dynamics in a way that feels immediate and memorable.

2. Stories Help People Understand – and Remember – Faster

Cognitive science tells us we remember stories far better than facts. The human brain is wired for story, which is why simple parables have lasted generations. A well-chosen movie scene can sometimes communicate more about leadership, conflict, or teamwork than an entire slide deck because people can see the decisions unfold in real time…

More…

To read entire report, click here

Editor’s note: Dawn Mahan and Jerry Manas are co-editors of the wildly popular book “Projectland Goes to the Movies: 22 Blockbuster Strategies for Project Success” published in January 2026 by Project Guru Press. To learn more about the book, click here.

How to cite this work: Mahan, D. and Manas, J. (2026).  Five Ways Movies Teach Leadership and Team Lessons Exceptionally Well; Projectland Goes to the Movies, series article 2, PM World Journal, Vol. XV, Issue VII, July. Available online at https://pmworldjournal.com/wp-content/uploads/2026/07/pmwj166-Jul2026-Mahan-Manas-Projectland-series-article-2-Five-Ways-Movie-Teach-Leadership.pdf

About the Authors

Dawn Mahan

Florida, USA

Dawn Mahan is the founder of PMOtraining, LLC, and coined the term, Projectland®. She is a dynamic international speaker, award-winning project management consultant, and author of the Amazon #1 bestselling book, Meet the Players in Projectland: Decide the Right Project Roles & Get People On Board. Visit her website at PMOtraining.com.

Jerry Manas

Pennsylvania, USA

Jerry Manas is an internationally bestselling author, speaker, and consultant specializing in resource management and workforce effectiveness. His work—including Napoleon on Project Management and The Resource Management and Capacity Planning Handbook—has been cited by business leaders such as Tom Peters and Orlando Magic Senior VP Pat Williams. Visit his website at jerrymanas.com.

Projectland Goes to the Movies: 22 Blockbuster Strategies for Project Success (2026 Amazon Hot New Release) is available globally.
Visit  https://books2read.com/projectlandgoestothemovies.

For bulk orders, tools to engage your group, or to inquire about storytelling workshops, email us: hello@pmotraining.com.

ADVISORY ARTICLE

By Yogi Schulz

Calgary, Alberta, Canada

The larger and more complex a project is, the more susceptible it is to cost overruns, schedule delays, and technical difficulties that lead to project failures. Project failures can result in production underperformance, financial losses, regulatory penalties, and reputational damage. In severe cases, failures jeopardize the careers of associated leaders and corporate viability.

As with other categories of work, the list of reasons that can lead to project disappointment or failure is longer than the list of best practices that lead to success. Preventing project failure requires disciplined attention to the interconnected management, engineering, operational, and organizational topics listed below, which are required for successful completion.

Sufficient front-end planning

One of the leading causes of project failure is inadequate front-end planning (FEP). A frequent reason for rushed or incomplete planning is pressure from management to get on with it.

Poorly defined project objectives, unclear technical requirements, and insufficient economic analysis create instability, including nasty surprises about scope, cost, and schedule, throughout the project lifecycle.

FEP improves project outcomes by ensuring:

• • Project scope is clearly defined.
  • Project assumptions are extensively documented and validated.
  • The tangible cost-benefit amounts are realistic.
  • Stakeholder expectations are analyzed.
  • Regulator concerns are anticipated.
  • Technical and business environment risks are considered.

Well-executed FEP reduces late-stage engineering changes and vendor underperformance, two of the largest drivers of cost escalation in large projects.

In-depth scope defence

Scope creep frequently occurs when team members or stakeholders introduce additional features, appealing technologies, or new operational requirements after execution begins. While often well-intentioned, these additions frequently lead to schedule and cost overruns.

In-depth scope defence is achieved by:

• • Stating the elements of project scope as precisely as possible.
  • Documenting all proposals for scope additions.
  • Deferring approval of scope additions to follow-on projects except in the most urgent circumstances.
  • Using accumulated scope proposals to define follow-on projects.

Strong governance processes help ensure that scope additions are rarely approved.

More…

To read entire article, click here

How to cite this article: Schulz, Y. (2026). One more time: Preventing project failures, PM World Journal, Vol. XV, Issue VII, July. Available online at https://pmworldjournal.com/wp-content/uploads/2026/07/pmwj166-Jul2026-Schulz-One-More-Time-Preventin-Project-Failures.pdf

About the Author

Yogi Schulz

Calgary, Alberta, Canada

Yogi Schulz has over 40 years of Information Technology experience in various industries. Yogi works extensively in the petroleum industry to select and implement financial, production revenue accounting, land & contracts and geotechnical systems. He manages projects that arise from changes in business requirements, from the need to leverage technology opportunities and from mergers. His specialties include IT strategy, web strategy and systems project management.

Mr. Schulz regularly speaks to industry groups and writes a regular column for Engineering.com and for TechNewsDay.com. He has written for Microsoft.com and the Calgary Herald. His writing focuses on project management and IT developments of interest to management. Mr. Schulz served on the Board of Directors of the PPDM Association, the global energy data professionals, for 20 years, until 2015. He can be contacted at yogischulz@corvelle.com.

His new book, co-authored by Jocelyn Schulz Lapointe, is “A Project Sponsor’s Warp-Speed Guide: Improving Project Performance.”

To view other works by Yogi Schulz, visit his author showcase in the PM World Library at https://pmworldlibrary.net/authors/yogi-schulz/

ADVISORY ARTICLE                         

By Dr Dimitris Antoniadis

DANTON ProgM Ltd

London, UK

Introduction

The author, with this article as well as two articles published earlier (Antoniadis, 2026a & 2026c), wishes to contribute to the discussion on the setting up of a Programme/Project Management Office (PMO). Also, the author wishes to provide a helping hand/support to those individuals who will undertake, at some point, the task of delivering such a transformation. Therefore, this article should be seen as a contextual guide rather than a definitive tool for setting up a PMO.

In the modern business landscape, the demand for an integrated approach to Project Management has never been higher. Organisations are increasingly finding that traditional, fragmented processes and associated systems no longer meet the rigorous requirements of complex project delivery. A PMO serves as a management structure designed to standardise project-related governance processes and facilitate the sharing of resources, methodologies, tools, and techniques.

The primary purpose of establishing a PMO is to provide support to all parties within the organisation and enable informed decision-making (Antoniadis, 2026b). It acts as a bridge between high-level strategy and tactical execution, offering effective project oversight and control while supporting management and project teams throughout the delivery lifecycle. Crucially, a PMO is not restricted to client-oriented roles; it is highly effective when structured to serve construction and other industry-specific organisations. By providing a common IT system and standardising performance methodologies, the PMO ensures consistent, scalable control that reduces risk exposure and enhances predictability of delivery. Also, and further to the latest developments regarding AI, the PMO could become the implementation hub of the required transformation.

Essential points on the PMO

Understanding the theoretical evolution of a PMO is essential for its long-term success. A properly set up department is best described by the phrase: “PMO should provide and support centralisation by decentralising”. This means that while governance, standards, and strategic oversight are centralised to ensure consistency, the actual execution and delivery support are decentralised to empower project teams. The APM (2019) as well as the PMI (2017) have provided a set of ‘types’ and ‘forms’ of PMO that can be implemented depending on the requirements, and these will not be repeated here. In answer to the question, ‘Why the PMO?’ the author would propose the following:

• • Provides and enables Governance, supports Strategy.
  • Provides Coordination and Integration.
  • Supports and enables performance monitoring and reporting.
  • Provides PM supporting functions.
  • Establishes and supports communality of project management process and structures
  • Enables Management of Interfaces.
  • Being a Centre of Excellence.
  • Supports PM Assurance.

Most of the above will be described below as part of the contextual setting-up guide.

More…

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How to cite this work: Antoniadis, D.  (2026).  A Contextual Guide to Setting up a Programme Management Office, advisory, PM World Journal, Vol. XV, Issue VII, July.  Available online at https://pmworldjournal.com/wp-content/uploads/2026/07/pmwj166-Jul2026-Antoniadis-Contextual-Guide-for-Setting-up-PMO.pdf

About the Author

Dr. Dimitris N. Antoniadis

London, UK

Dr Dimitris N. Antoniadis PhD MSc BEng(1^st) CEng FAPM FCMI MIMechE, based in UK, has 35+ years’ experience in Programme and Project Management positions, having covered project phases from concept to handover and operation / maintenance.

He is currently Director in the Programme, Project Management and PMO with DANTON PROGM, technical advisor to Novacept and has set up the BSc in Project Control that is currently delivered by the partnership between London Metropolitan College and the University of West London.

He has held Senior Management posts in major utilities, infrastructure and construction organisations delivering programmes of works ranging from £250M to £3.2Bn. As Head of Programme Management Office (PMO) he has set up and run the departments within challenging partnering environments, setting up all the processes from governance to reporting. He has also led / co-led major business transformation programmes for Client organisations in UK and abroad, integrating project management software tools with ERP systems.

He is the author of the book ‘Demystifying Project Control’; contributed chapters in books on complexity, leadership and other project management topics and has written a number of journal and conference papers. He has been a guest speaker at UK Universities as well as  International conferences on various project management topics.

He was awarded the PhD, from Loughborough University, UK, on the subject of ‘Managing Complexity in Project Teams’, where he developed a framework for managing the effects of complexity on projects.

Parts of his work can be seen in www.danton-progm.co.uk .His book Demystifying Project Control can be purchased from:  https://amzn.to/2Jm1Zeh

Dr. Antoniadis can be contacted at dnanton00@gmail.com

How to Diagnose the Gap Between

Formal Approval and Operational Reality

ADVISORY

By Luca Paolo Giuseppe Prinzio

Turin, Italy

Abstract

Many projects do not fail because they lack methodology, planning tools or governance processes. More often, they fail because the alignment declared by stakeholders does not correspond to real operational alignment. Approved charters, completed RACI matrices, authorised budgets, shared milestones and formally correct minutes may give the impression that the project is under control. However, in day-to-day practice, priorities diverge, responsibilities remain ambiguous, dependencies are not managed, operational teams are not truly ready and suppliers are unable to deliver what they have declared.

This article analyses the hidden cost of stakeholder misalignment, distinguishing between formal alignment — documents, signatures, roles and approvals — and real alignment: actual understanding, operational priorities, coherent incentives, available capabilities and responsibilities that are genuinely assumed. Through five recurring patterns in complex projects, the article shows how the Project Manager can diagnose latent misalignment before it becomes a crisis. It also discusses the limits of traditional tools, in particular the RACI matrix, when it is used as a surrogate for real alignment rather than as a support for organisational clarity.

The central thesis is that the Project Manager should not limit themselves to managing stakeholders in a formal sense, but should learn to diagnose operational misalignment. The real project is not what is approved on paper, but what is actually understood, supported and made executable by those who must contribute to it and by those who will have to operate its result over time.

Keywords:    stakeholder management, misalignment, project governance, RACI, operational readiness, Project Manager, risk management, blame culture, organisational dependencies.

Introduction – The Paradox of Approval

Let us imagine a very common scene. It is the final project steering committee meeting before the definitive go-ahead. The main stakeholders are present, either in the room or by videoconference. The Project Manager presents the latest version of the plan. The milestones are clear, the budget has been approved, the RACI matrix is complete, the project charter bears the signatures of the main sponsors, the cybersecurity lead has given their clearance, the service manager has confirmed the availability of operational resources and the supplier has signed the contract.

At a certain point, the ritual question is asked: “Are we all aligned?” Positive answers follow, together with nods of agreement and a few reassuring comments. The project is formally approved. It can start.

And yet, a few months later, something jams.

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How to cite this article: Prinzio, L. P. G. (2026). Misaligned Stakeholders: How to Diagnose the Gap Between Formal Approval and Operational Reality, advisory article, PM World Journal, Vol. XV, Issue VII, July Available online at https://pmworldjournal.com/wp-content/uploads/2026/07/pmwj166-Jul2026-Prinzio-Misaligned-Stakeholders-How-to-Diagnose-the-Gap.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

for Value-Driven Project Success in Africa

ADVISORY ARTICLE                         

By Dr Colin Darrington Prince

Johannesburg, South Africa

Abstract

Projects, when executed successfully, have been shown to create value and impact on people, communities, organisations, society and nations. Projects have been the vehicle of choice to execute corporate and national strategic transformation in order to achieve competitive advantage. However, the reality on the ground over past decades, has been that many projects still have not been performing as well as they should be, despite many resources, costs and efforts, being expended on project work. This time it is not an issue of not having competent project management or execution capabilities, but rather in more cases than not a lack of effective project governance, weak sponsorship and in some cases, a total absence of proper executive accountability and stakeholder engagement, with many project sponsors not perceiving themselves as a “governor” of the project as much as only an enabler of the Project Management process.

As project success is now increasingly being viewed from a value-perspective, the traditional control, focus and metric of project management is also changing from project delivery, to new ways of perceiving projects as investments, in terms of project portfolio management and value governance. This then also changes the metrics of how we measure project success and performance towards the value being perceived by the stakeholders.

The main focus of this article is around Project Sponsorship and Governance – with a specific focus on the African Project Management context in line with Project Management South Africa’s Theme “Evolving Project Management for Value, Governance, and Impact in Africa”. One of the main objectives of this article would be to raise awareness of the need and basis of governance excellence, as a standard of project performance and executive engagement, just as important as project management methodology excellence, as the best way of ensuring project success in Africa. The professionalisation in project work, thus also being argued as, not only applies to project managers, but to governance / strategic executive managers (sponsors) as well. This tie in with the global trends of client-perceived success as the main measure of projects, that are now being increasingly looked at as business value investments (as against the traditional project management disciplines that has been mostly viewed as operational work and not linked to strategic and transformational value performance).

Keywords: Executive Accountability, Project Sponsorship, Value Governance; Governance Maturity, Benefits Realisation, Professionalisation, Portfolio Governance, Ethical Leadership, Strategic Project Governance

1. Introduction – Where Governance and Executive Accountability Meet

There is no shortage of observations and research that projects have not, as a whole, been as successful as they should or could have been, despite decades of research and investment in developing project management capabilities. As per the evidence shared by PMI in their annual performance and insight reports, one of the major contributing factors has been the lack of effective governance and executive involvement.

Research also shows that one of the major project success factors, is that of having an effective Executive Sponsor (PMI’s Pulse of the Profession report 2021). Similarly, Müller and Turner (2010) also shows the Sponsor’s Leadership Competence as the key differentiator in project performance…

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How to cite this article: Prince, C. C. (2026).  How to Improve Sponsor & Executive Accountability for Value-Driven Project Success in Africa, advisory article, PM World Journal, Vol. XV, Issue VII, July.  Available online at https://pmworldjournal.com/wp-content/uploads/2026/07/pmwj166-Jul2026-Prince-Project-Governance-and-Executive-Accountability.pdf

About the Author

Dr Colin 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

for Better Project Management

ADVISORY ARTICLE

By Steven Meltser

Vice President
PMO/Delivery Excellence-Experience
Genpact

Detroit, Michigan, USA

AI tools are quickly becoming standard in project management, and that’s making discernment and communication skills more important for project managers (PMs). From 2024 to 2025, the number of project managers using AI tools jumped from 36% to 70%, and almost all the rest said their companies are planning AI adoptions. This trend is good news if you’re a PM, team lead, or account manager, because AI can deliver such large efficiency gains.

However, while AI can synthesize data, summarize findings, and suggest next steps, it doesn’t know your clients or the information that’s most valuable to them. AI also doesn’t know your clients’ and internal teams’ communication styles. Without human validation and interpretation, AI-driven efficiency and autonomy increase risk, so the need to refine these skills is increasingly urgent. Faster processes increase PMs’ responsibility to trust but verify before discussing AI-generated results.

Communicating with stakeholders about AI outputs and AI-informed project phases will always require a strong human touch. Translating outputs and insights for a specific audience, and tailoring information to meet their unique needs, is a crucial skillset. Research by academics in the US, South Korea, and Austria on soft skills in the workplace found that along with critical thinking and complex problem solving, “as technical complexity rises, the glue that keeps talent productive is social skill — communication, empathy, conflict resolution, and the ability to coordinate diverse expertise.”

Filling the context gaps in AI tool results

Take meeting recordings and recaps as an example. AI tools automatically transcribe the conversation and assign statements to the correct speakers. They can also synthesize discussion notes and flag action items. What they lack is the additional context and connections that makes post-meeting communication clear and useful.

For instance, an AI-powered meeting recap might capture keywords from the conversation, but it won’t include keyword-related links to the items discussed during the meeting, such as a status report, sprint board, design system, or app. The PM can apply contextual knowledge to the recap to make it more useful for attendees. It’s also the PM’s responsibility to keep track of any post-meeting discussions of risk mitigation or other issues that took place out of “earshot” of the AI meeting assistant, to develop follow-up plans.

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How to cite this article: Meltser, S. (2026).  Balancing AI and Human Judgment for Better Project Management, PM World Journal, Vol. XV, Issue VII, July,  Available online at https://pmworldjournal.com/wp-content/uploads/2026/07/pmwj166-Jul2026-Meltser-Balancing-AI-and-Human-Judgment-2.pdf

About the Author

Steven Meltser

New York, USA

Steven Meltser is Vice President of PMO / Delivery Excellence- Experience at Genpact, bringing extensive experience leading consumer‑centric, digitally driven programs across design, technology, marketing, and operations. He has delivered integrated solutions for global brands such as General Motors, Kimberly‑Clark, Coca‑Cola, Microsoft, and more, across platforms including Microsoft, Sitecore, and others. His leadership focuses on cross‑functional team development, process definition, and driving organizational growth, with additional emphasis on AI and agentic solutions. Steven can be contacted at https://www.linkedin.com/in/stevenmeltser/.

About Genpact

Genpact (NYSE: G) is an agentic and advanced technology solutions company. We leverage process intelligence and artificial intelligence to deliver measurable outcomes. With a strong partner ecosystem and decades of client trust, we provide innovative solutions that transform how businesses run. Powered by a team with an active learning mindset and client centricity at its core, we deliver lasting value for the world’s leading enterprises.

– as in Actual Intelligence

COMMENTARY

By William A. Moylan, PhD, PMP, FESD, DTM

Professor Emeritus

Eastern Michigan University, USA

Ask any recent college grad about their job prospects and get ready to duck. They will bend your ear about the slim pickings with Artificial Intelligence [AI] oft cited as a primary cause for the upheaval (Latham & Humberd, April 2, 2026). Attempting to land promising entry-level positions in business and project management that lead to long term career paths has always been a challenge; now more so.

As the AI virus becomes a full pandemic throughout organizations and society, the astute Project Manager [PM] needs to be conversant with both the tools of AI and become the savant of AI. That is, Artificial Intelligence for the routine and mundane project tasks, and Actual Intelligence for the real managerial and leadership aspects of their PM role. This article will march through the muck and mire of both constructs.

The Promise and the Peril of Artificial Intelligence

The Age of AI forbodes both the thrill of victory and agony of defeat. The promise of AI portends the transformation of managers to gain improved productivity, lighting speed information retrieval, develop strategic plans without a hitch, create seamless reports along with the bullet-point status reports, and schedule lunch plans [for the celebration]. However, reality sets in with the peril of diminishing human interactions and corroded decision making. Disdain AI and the PM is left behind; overly rely on AI and the PM will be relegated to the obsolete scrap heap. How to strike the balance?

Leveraging AI requires balance (Latham & Humberd). In the country song words of Kenny Rogers – the savvy PM needs to know when to play their AI chips, as in when to “hold ‘em” and when to “fold ‘em”. That is, letting the AI algorithms crunch the data and create the solutions versus exercising their own judgment in generating their decisions

AI is the PM’s Time Saving Savant. AI helps the PM compress time like magic. The PM can utilize AI to rapidly scan vast quantities of information, synthesize key points, and produce first drafts of documents and presentations. The PM should use AI to accelerate the most tedious tasks of managerial work: gathering data, preparing materials, and finding patterns (Latham & Humberd).

Time is always tight on projects. The PM should use AI to handle the groundwork so that they can focus on sensemaking. AI can outline a report so that the PM can focus on their managerial forte: deciding what findings matter, what signals to prioritize, and what the implications are for strategy or next steps. AI can summarize team feedback while the PM concentrates on what actions to take. AI can prepare the talking points for a project performance review, while the PM prepares and practices their presentation delivery. The PM stays in command of the decision analysis instead of being mired in the administrative misery [or “admiseria” for short] of paperwork (Latham & Humberd).

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How to cite this article: Moylan, W. A. (2026).  When the Project Manager Must Use Real AI – as in Actual Intelligence, commentary, PM World Journal, Vol. XV, Issue VII, July. Available online at https://pmworldjournal.com/wp-content/uploads/2026/07/pmwj166-Jul2026-Moylan-When-Project-Manager-Must-Use-Real-AI.pdf

About the Author

William A. Moylan, PhD

Ypsilanti, Michigan

William A. Moylan, PhD, PMP, FESD, DTM, is a Professor Emeritus with Eastern Michigan University – College of Engineering & Technology. He has extensive professional experience in all aspects of program and project management, including over eleven years internationally with the Saudi Arabian American Oil Co, and since 1983, has been involved in implementing information technology. He has degrees from Lawrence Technological University, Massachusetts Institute of Technology, and Capella University. He is s active in a variety of professional societies and civic activities including American Society of Civil Engineers, Engineering Society of Detroit, Project Management Institute, Habitat for Humanity, Rotary International and Toastmasters International.  He can be contacted at William.moylan@emich.edu

COMMENTARY

By Kenneth Bainey, MBA, BSc, BETI, PMP

Edmonton, Alberta, Canada

Abstract

For many project professionals, PMBOK® is still treated as a body of knowledge to study for the PMP® examination and then set aside when real delivery pressure begins. That view undersells the value of PMBOK® v8. The real opportunity is to use PMBOK® v8 as an operating delivery system: a practical way to connect mindset, principles, performance domains, focus areas, operating logic, tools, artificial intelligence capability, and measurable outcomes. This article argues that PMBOK® v8 becomes useful in organizations only when it changes how people make decisions, govern projects, manage trade-offs, and confirm value. The profession does not need more vocabulary; it needs a stronger bridge between project management standards and delivery behaviour.

Keywords – PMBOK® v8; PMP®; project delivery; operating delivery system; governance; value delivery; performance domains; focus areas; project leadership; AI-enabled project management

Introduction: The Real Problem Is Not PMBOK®; It Is How We Use It

In boardrooms, classrooms, steering committees, and project war rooms, one complaint keeps returning: “PMBOK® is just an exam book.” The complaint usually comes from my experiences and observations. Many professionals study PMBOK® to pass the PMP® examination, learn the language, earn the credential, and then return to organizations where politics, fragmented reporting, resource shortages, unclear sponsorship, and status-driven governance dominate the real work.

The conclusion many people draw is that PMBOK® does not help them deliver. That is the wrong diagnosis. PMBOK® is not the problem. The problem is that too many organizations use it as a reference catalogue rather than as a practical operating system for delivery. They memorize concepts but fail to convert those concepts into decisions, behaviours, governance routines, and outcome controls.

PMBOK® v8 can be much more than exam content. Used properly, it can help project leaders ask better questions: What value are we protecting? Who owns the decision? Which risks require action now? Is scope still connected to outcomes? Are stakeholders being meaningfully engaged or merely listed? Does the schedule reflect delivery reality or political hope?

From Exam Language to Delivery Behaviour

The PMP® examination has value. It creates a common baseline and gives the profession a shared language. But passing an examination does not automatically teach someone how to manage executive pressure, challenge weak scope decisions, govern uncertainty, integrate stakeholders, apply AI responsibly, or protect value when delivery conditions change.

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How to cite this article: Bainey, K. (2026).  Turning PMBOK® v8 from a PMP® Exam Reference to an Operating Delivery System, commentary, PM World Journal, Vol. XV, Issue VII, July.  Available online at https://pmworldjournal.com/wp-content/uploads/2026/07/pmwj166-Jul2026-Bainiey-Turning-PMBOKv8-into-Operating-Delivery-System.pdf

About the Author

Kenneth Bainey

Edmonton, Alberta, Canada

Kenneth Bainey is a retired Chief Information Technology Officer and project management professional with more than four decades of experience across public, private and academic sectors- technology modernization, consulting, teaching, and executive delivery leadership. He has led and advised on complex projects involving governance, digital modernization, stakeholder alignment, risk, performance management, and organizational change. He is a part-time lecturer in project management and has taught PMP® preparation and applied project management in Canada, the United States, Europe, and the Caribbean.

He holds an MBA from Edinburgh Business School (UK) and a BSc from the University of Alberta, along with graduate Civil Engineering studies at the University of Calgary. He also holds multiple professional designations, including PMP, P.Mgr., BETI, CMgr., CIM, and CCP.

He is the author of two foundational textbooks:

Integrated IT Project Management (2003), Artech House Engineering publisher

Integrated IT Performance Management (2016), Taylor and Francis publisher

Both books focus on moving organizations from rigid processes and reporting to genuine performance, value, and accountability. He was also one of the reviewers of PMBOK® Guide v8 and v7, contributing practitioner insights into how principles, performance domains, and value concepts can better support real delivery. In 2020, he received the PMI Global Eric Jenett Project Management Excellence Award, recognizing his sustained contributions to the profession. Ken can be contacted at ken.bainey@shaw.ca

in Project and Portfolio Management

COMMENTARY

By Alexander Apostolov, PhD                                                                              

Sofia, Bulgaria

Introduction

Imagine that in your portfolio management system, you have an invisible assistant: an AI-enabled module that collects data from various sources, forecasts the outcomes of your portfolio, and evaluates the impact of alternative methods and decisions that you could implement—all in real time. Wouldn’t that be a true Decision Support System?

But an important condition for such a system to work is the existence of a way of evaluating alternative methods and decisions.

In a LinkedIn discussion, Bill Duncan asked what exactly does better project management mean, and how can it be measured. If we answer this “Better-PM” question, we will provide a necessary component for Decision Support Systems in project and portfolio management.

Project management is a discipline that is “evolving” rapidly, and this implies improvement. However, if we have no means to identify and measure the impact of one method, principle, or decision compared to others, how can we claim that they are better in a specific context? How do we direct our efforts if we have no compass? How do we avoid favoring isolated effects that often have more to do with personal preferences or established conventions than with the fundamental role of projects?

Until we start answering these questions, many discussions in the project management community will continue to resemble scholastic disputes.

But that’s not the point. What’s more important is that project management will continue to evolve on the principle of local “improvements” that “inevitably” lead to global improvements in “project success,” no matter how success is defined. Decision Support Systems will either be tools for “more of the same” or be involved in endless “great” local optimizations.

This article addresses the issue of measuring improved project and portfolio management from a systemic and holistic perspective and proposes a specific Better-PM metric for this purpose: avoided systemic waste.

The article is divided into two parts. The first part justifies the Better-PM metric, and the second demonstrates its use in portfolio optimization.

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How to cite this article: Apostolov, A. (2026).  A Single Comparative Measure for Decision Support in Project and Portfolio Management, commentary, PM World Journal, Vol. XV, Issue VII, July.  Available online at https://pmworldjournal.com/wp-content/uploads/2026/07/pmwj166-Jul2026-Apostolov-A-Better-Comparative-Measure.pdf

About the Author

Alexander Apostolov

Sofia, Bulgaria

Alexander Apostolov holds a Master’s degree in Economics and a PhD in Project Management and Sustainable Development. He has 25 years of experience in project management for new product development, construction, IT, events, and more.

He is currently the managing director of a project management consulting firm and the Lean Project Management Foundation. His interests lie in the development and implementation of holistic project management methods and tools.

Alexander Apostolov can be reached at contact@leanpm.org and www.leanpm.org.

A Case Study – Part II

CASE STUDY

By John L. Craig

Nebraska, USA

Abstract

The Oregon Transportation Investment Act (OTIA) III State Bridge Delivery Program was a comprehensive public–private partnership between the Oregon Department of Transportation (ODOT) and a Fluor–HDR joint venture. The program established a model for sustainable infrastructure investment by simultaneously enhancing economic performance, mobility, and environmental stewardship while delivering a positive return on public expenditures.

During a period of significant economic stress, the program successfully managed more than $2.1 billion in funding ($1.3 billion in OTIA funds and $800 million in additional sources), achieving economies of scale and saving or avoiding in excess of $2 billion in costs. The program was completed on schedule and more than $45 million under budget. It is estimated to have created or sustained approximately 22,000 jobs, with 90% of expenditures directed to Oregon firms and residents, thereby providing substantial statewide economic stimulus. The program also recorded more than 3 million work hours without major safety incidents.

A suite of innovative delivery approaches contributed to savings exceeding $1 billion. These included:

1. 1. advanced information technology systems that, according to a state-of-the-art public-sector cost–benefit analysis, generated a return of $2 for every $1 invested; among them, the Work Zone Traffic Analysis tool alone is estimated to have saved motorists more than $200 million in avoided delay;
   2. a single environmental programmatic permitting framework that coordinated requirements across 11 state and federal agencies, avoiding an estimated $74 million in costs and preventing delays associated with conventional permitting; and
   3. a design exception process that met ODOT and Federal Highway Administration standards while streamlining decision-making and avoiding nearly $700 million in costs.

Collectively, these strategies enabled the OTIA III State Bridge Delivery Program to exceed its performance, cost, and schedule objectives and to demonstrate the potential of well-structured public–private partnerships to deliver large-scale transportation infrastructure with strong stakeholder and partner support.

Introduction

Part I of this case study focused on the OTIA III Program’s scope, schedule, budget, governance structure, and the delineation of roles and responsibilities within the public–private partnership. Part II examines how the program was operated in practice, highlighting key operational strategies, innovations, and lessons learned across safety, quality, economic stimulus, mobility, environmental stewardship, engineering and construction management, staffing, reporting, communications, project delivery methods, closeout, and joint‑venture governance.

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How to cite this article: Craig, J. L. (2026).  A Remarkable Public-Private Partnership: A Case Study – Part II, PM World Journal, Vol. XV, Issue VII, July. Available online at https://pmworldjournal.com/wp-content/uploads/2026/07/pmwj166-Jul2026-Craig-A-Remarkable-PPP-part-2-Case-Study.pdf

About the Author

John L. Craig

Nebraska, USA

John L. Craig has served as a civil engineering executive in both the public and private sectors, leading award-winning multibillion-dollar programs and projects around the world. He served as the Program Manager/Director, Owner’s Representative, and Principal-in-Charge for the Fluor-HDR Joint Venture that delivered the Oregon Transportation Investment Act III State Bridge Delivery Program from 2009 to 2015, the last and final of three since the Joint Venture-Program began in 2004. A retired U.S. Army Corps of Engineers Lieutenant Colonel and former Director of the Nebraska Department of Transportation, he holds bachelor’s and master’s degrees from the University of Central Missouri, a master’s degree from the University of Alaska-Fairbanks, and has published on the natural-built environment, engineering, construction, national defense, and security. He currently resides in Omaha, Nebraska, and can be contacted via email at johnlcraigconsulting@cox.net.

CASE STUDY or LESSONS LEARNED

By Wayne Abba

Michigan, USA

This paper is adapted from my term paper for the Politics, Policy-Making and Public Administration course in the Key Executive program in the American University School of Public Affairs, where I earned my Master of Public Administration in 1991. I chose the cost overrun on the Navy’s A-12 Avenger II carrier-based stealth bomber as my subject, as it was a current topic of interest. I was the Department of Defense’s senior analyst for contract performance management.

INTRODUCTION

When the Department of Defense Inspector General (DoDIG) reported that Mr. John Betti, the Under Secretary of Defense (Acquisition) (USD(A)) had erred in managing the A-12 cost overrun, Betti’s fate was sealed. His resignation, accepted by the Secretary of Defense on December 12, 1990, came just two days after the DoDIG testified before the House Armed Services Committee on the A-12 matter. This paper examines the proximate cause of Betti’s resignation – the seemingly sudden revelation that the Navy’s A-12 Advanced Tactical Aircraft program was in serious cost and schedule difficulty – and the role played by my supervisor, a career Senior Executive Service member. Quotes and data are from the A-12 Administrative Inquiry, approved by the Secretary of the Navy on November 29, 1990.

Betti’s position was not enviable from the beginning. He was rumored to have been about the thirtieth person offered the USD(A) “acquisition czar” position, all earlier candidates having declined. With his resignation effective at the end of 1990, he served only seventeen months following his confirmation. Ironically, my supervisor and I considered Betti to be the most effective appointee to have served as USD(A).

My office played a central role in the A-12 revelation. We were responsible for DoD policy and procedures governing adequacy of contractor cost and schedule management control systems. We also routinely reviewed data from those systems on large contracts and provided our assessments of cost at completion to senior managers. However, in the A-12 case, routine oversight was denied because the program was highly classified. To understand how this issue evolved, it is important to review briefly DoD policy for contract cost and schedule management.

COST AND SCHEDULE OVERSIGHT

Contract cost and schedule policy in DoD has remained essentially unchanged since 1967. When large contracts involve substantial cost risk, contractors must demonstrate that their earned value management control systems meet minimum acceptable standards. This technique – not a how-to system but rather evaluation by the government of contractors’ existing systems against reasonable guidelines – enjoys broad support from industry. It ensures that contractor and government managers have reliable performance data to manage contracts, estimate costs at completion and revise cost and schedule plans as needed. By itself, the technique cannot prevent overruns. Managers must use the data effectively. That they do not always do so is evident in recurring overruns on Defense programs, often revealed when it is too late to react.

Such recurring surprises led in the mid-1970s to my office’s other major responsibility, independent data analysis. It began collecting summarized contractor cost performance data from the military departments, made independent assessments and reported to senior management, frequently spotting problems before they were identified (or revealed) by the departments. However, from the 1960s until September 1989, the office was in the DoD Comptroller’s office. While that assured independence from program advocates in the various acquisition organizations, it distanced the analyses from key program decision-makers. As a result, the analyses were not always acted on effectively.

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How to cite this article: Abba, W. (2026).  The A-12 Cost Overrun, PM World Journal, Vol. XV, Issue VII, July. Available online at https://pmworldjournal.com/wp-content/uploads/2026/07/pmwj166-Jul2026-Abba-The-A-12-Cost-Overrun.pdf

About the Author

Wayne Abba

Michigan, USA

Wayne Abba is an independent consultant in program and project management, specializing in Earned Value Management. For 17 years before retiring in 1999, he was the senior program analyst for contract performance management in the Office of the Under Secretary of Defense (Acquisition & Technology). He is a volunteer expert advisor to the US Government Accountability Office team that published the “Cost Estimating and Assessment Guide: Best Practices for Developing and Managing Capital Program Costs,” and “Schedule Assessment Guide: Best Practices for Project Schedules.” He is (twice) Past President, College of Performance Management.

Wayne serves on the board of the Graduate School Japan, a nonprofit organization that provides training and consulting services to Japan government ministries, including planning for management of the Fukushima nuclear plant decommissioning. His voluntary work with the US National Science Foundation includes membership on several project review panels ranging from conceptual through final design reviews and advising on policies and procedures for managing mid-scale projects.

Wayne can be contacted at wayneabba@aol.com

to important segments of my career

PERSONAL STORY

By Alan Stretton, PhD (Hon)

New Zealand

INTRODUCTION

This article is a retrospective exploration of how a couple of my innate personal traits – which I have described as “hidden” because I had been previously quite unaware of them – were uncovered, and how they contributed to some of the most important segments of my career, namely. those primarily concerned with helping other people.

A personal perspective on individuals’ innate traits, and my “hidden” traits

By innate personal traits I mean attributes which are inherent in, and particular to, the individual, and are normally exercised as naturally as breathing – often so naturally that the individual may be quite unaware of possessing these particular traits.

At a personal level, I will be discussing two of my own innate traits which actively contributed to my career – but which were “hidden” to me, in the sense that I had been quite unaware of having them until they were unexpectedly revealed, by two accidents of personal history. Both of these newly discovered traits enhanced the effectiveness of my career contributions, and one of them influenced the direction of my later career very substantially. Both were also closely associated with helping-other-people segments of my career, as now briefly discussed.

Helping-other-people as my most prominent career contribution

In Stretton 2022l, I commented on some questions asked by Pells 2021 about individuals’ career contributions and legacies. Pells 2021 asked the following questions.

….what will our legacies be? Individually and as a profession? What differences, what contributions will we make over our careers? These seem more important questions as I get older. Do we all need to accomplish great things? Do we need to become successful or famous? Does helping others matter? Does sharing knowledge and wisdom count?

In my comments on these questions, I identified a key personal recognition as follows.,

With the wisdom of hindsight, helping others is what my professional career has been largely about.

If I were pressed on the question of overall career success, I would have to assess mine in terms of how effective my contributions to helping other people have actually been.

I don’t have anything like sufficient data to make a validated assessment, but at least some of these contributions have been acknowledged by others as being successful, and I will focus on these in the following discussions.

Helping-other-people career segments and relevant “hidden” innate traits inputs

I will discuss the relevant helping-other-people segments of my career, and the emergence of, and inputs from, my “hidden” innate traits, under the following headings.

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How to cite this work: Stretton, A. (2026).  Some personal reflections on contributions of certain “hidden” innate traits to important segments of my career, story, PM World Journal, Vol. XV, Issue VII, July. Available online at https://pmworldjournal.com/wp-content/uploads/2026/07/pmwj166-Jul2026-Stretton-Hidden-innate-traits.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/.

Navigating “Never-Ending” Projects in

Highly Regulated Industries Through Governance,

Strategic Prioritization, and Emotional Intelligence

SECOND EDITION

By Shawna Calhoun, DBA Student, MBA, PMP

Texas, USA

Introduction

Most strong project managers have heard (or will hear) the phrase, ‘You’re too valuable to move.’ In most professional contexts, this is a compliment. In project management, particularly within highly regulated industries, it can become a professional paradox–a trap built of your own competence. This case study explores that paradox through the lens of a complex, multi-year healthcare information technology initiative: the implementation of electronic claims attachments under evolving federal mandates. The program was intensified by shifting regulatory requirements, multi-vendor dependencies, and the political sensitivity common to publicly funded healthcare programs.

The project manager at the center of this case study repeatedly demonstrated the capacity to translate regulatory complexity into structured delivery. Leadership, recognizing this capability, made a strategic decision not to reassign her–ever. The result was a “never-ending” project with no defined finish line and no clear mechanism for closure. What began as a regulatory compliance initiative grew into a perpetual program fueled by continuous scope change, evolving payer requirements, and unresolved stakeholder accountability.

This paper examines how structured governance, strategic prioritization, and emotional intelligence (EI) were deployed to transform the project from reactive delivery to governed execution. Specifically, it addresses how a Change Control Board (CCB) with transparent evaluation criteria, a disciplined scope management framework, and advanced leadership capabilities–particularly the ability to influence without authority–helped move stakeholders from avoidance to accountability. These interventions align directly with the newly released PMBOK® Guide–Eighth Edition (PMI, 2025), which elevates Governance to a standalone performance domain and introduces “Lead Accountably” as one of six core principles guiding effective project management behavior.

The lessons drawn from this case study (illustrated in Figure 1 below) are broadly applicable to any program manager operating in a regulated environment where mandates evolve faster than project charters, and where organizational politics create invisible scope that quietly grows until it consumes all available capacity. The timing of this case study is also instructive: the structural and behavioral solutions described here mirror the very competencies the PMBOK 8th Edition now codifies as essential to modern project governance and stakeholder accountability.

The governance structures and leadership practices described in this case ultimately enabled the program to transition from individual dependency to institutional capability. By the end of the initiative (or rather, a phase of it), the program manager was able to transition to new professional opportunities while the governance framework continued to support ongoing regulatory implementation.

Case Study Approach. This paper uses a single-case practitioner analysis of a multi-year healthcare IT initiative in a highly regulated environment. The organization is anonymized. Observations draw on governance artifacts (intake submissions, change logs, and decision records) and retrospective synthesis of stakeholder and vendor interactions. The intent is analytic generalization: identifying transferable mechanisms and failure modes applicable to similarly regulated programs.

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Editor’s note: Second Editions are previously published papers that have continued relevance in today’s project management world, or which were originally published in conference proceedings or in a language other than English.  Original publication acknowledged; authors retain copyright.  This paper was originally presented at the 18^th Project Management Symposium at the University of Texas at Dallas in May 2026.  It is republished here with permission of the author and conference organizers.

How to cite this paper: Calhoun, S. (2026). When Project Success Becomes the Trap: Navigating “Never-Ending” Projects in Highly Regulated Industries Through Governance, Strategic Prioritization, and Emotional Intelligence; Originally presented at the 18^th Project Management Symposium at the University of Texas at Dallas in May, republished in the PM World Journal, Vol. XV, Issue VII, July.  Available online at https://pmworldjournal.com/wp-content/uploads/2026/07/pmwj166-Jul2026-Calhoun-When-Project-Success-Becomes-a-Trap.pdf

About the Author

Shawna Calhoun

Texas, USA

Shawna Calhoun is an accomplished Program and Project Manager with extensive experience leading large-scale healthcare IT initiatives in highly regulated environments. Known for transforming complexity into clarity, she has delivered high-visibility programs spanning Medicaid modernization, electronic claims attachments, payer–provider interoperability, and regulatory compliance. Shawna’s leadership blends strong technical execution with advanced Power Skills—emotional intelligence, conflict navigation, and strategic stakeholder alignment—enabling her to guide organizations through shifting mandates, multi-vendor landscapes, and politically sensitive decision environments.

She is currently completing her Doctor of Business Administration (DBA) in Project Management at Liberty University, where her research explores stakeholder influence, emotional intelligence, strategic prioritization, and governance effectiveness in complex projects. Shawna is also the author of the newly released book “If Jesus Was a Project Manager,” the first in her Faith at Work leadership series. She is passionate about elevating the profession through speaking, writing, mentoring, and project management excellence.

Shawna can be contacted at scalhoun@faithfwdlife.com

REPORT

By Adam Boddison, OBE

Chief Executive Officer
Association for Project Management

United Kingdom

Growing our influence, strengthening our community

One of the greatest privileges of leading Association for Project Management (APM) is seeing first-hand the breadth of work taking place across our profession. Every week I meet project professionals who are delivering transformational change in sectors as diverse as defence, healthcare, construction, digital technology, transport and education. Whilst every project is unique, there is a common thread: a commitment to delivering lasting value for people and society. Over the past three months, that commitment has been reflected in APM’s own activity as we continue to strengthen the profession and extend its influence.

A key area of focus has been ensuring that the project profession has a stronger voice in conversations that shape the future, both in the UK and internationally. Through our policy engagement, research and collaboration with partners across industry, government and academia, we are championing the role that professional project delivery plays in improving productivity and supporting economic growth. As major investment programmes continue around the world, it has never been more important that decision-makers recognise project management as a strategic capability rather than simply a delivery function.

We have also continued to share practical knowledge that helps project professionals navigate an increasingly complex environment. Recent blogs and thought leadership have explored topics including sustainability, leadership, organisational culture and the importance of learning from both success and failure. These discussions remind us that successful projects are not built solely on methodologies or technology; they depend on capable people, effective relationships and environments where learning is encouraged.

Another highlight has been celebrating the contribution of our volunteers. Thousands of members generously give their time to support APM through network events, awards judging, mentoring and education outreach activities. Their expertise and enthusiasm are fundamental to all we achieve as a professional body. On behalf of everyone at APM, I want to thank each volunteer for helping create such a vibrant and supportive professional community. We recently held our Volunteers’ Forum in the UK, where we welcomed volunteers from as far afield as Hong Kong, Saudi Arabia, and Australia.

We have also seen continued enthusiasm for our programme of regional events and webinars. These opportunities to connect, share experiences and learn from one another remain one of the greatest aspects of APM membership. Whether attending in person or online, members consistently tell us that hearing practical experiences from fellow professionals provides invaluable insight that can be applied immediately within their own organisations.

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How to cite this work: Boddison, A. (2026). Growing our influence, strengthening our community;APM Update for PMWJ, End of June 2026, report, PM World Journal, Vol. XV, Issue VII, July. Available online at: https://pmworldjournal.com/wp-content/uploads/2026/07/pmwj166-Jul2026-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/

REPORT

By Sebastian Wieschowski

Nuremberg, Germany

Complexity as a Strength: Why Project Management

Needs More Than Planning

Image 1: “People remain at the center”: Thomas Pisar speaks about the power of complexity in projects. Copyright: Markus Kautsch

INTRODUCTION

Complexity is often viewed in project management as a disruptive force. It is seen as the factor that makes planning more difficult, renders forecasts less reliable, and pushes control mechanisms to their limits. In many organizations, the instinctive response is straightforward: more analysis, more planning, and more control. Yet this is precisely where a fundamental misunderstanding lies. Complexity is not simply an intensified form of complication. It follows an entirely different logic. Those who treat complex situations as though they were merely complicated problems do not increase their ability to manage them—they create an illusion of certainty.

Thomas Pisar is a speaker at the PM Forum, Germany’s leading professional conference for project management, which will take place in Munich on October 8–9, 2026. His central premise is that complexity should not be feared. Instead, it can be used productively—provided that project leaders recognize when traditional planning is appropriate and when different approaches are required. In doing so, Pisar addresses one of the defining challenges of modern project work. Today’s projects are increasingly carried out in environments that are neither stable nor fully predictable. Technological change, organizational interdependencies, regulatory uncertainty, societal expectations, and human behavior all interact with one another. It is precisely at these intersections that complexity emerges.

COMPLICATED IS NOT THE SAME AS COMPLEX

The distinction between complicated and complex is far more than a matter of terminology. Complicated systems may be highly sophisticated, but they remain fundamentally analyzable. A Swiss mechanical watch, a technical installation, or a cost analysis within an IT landscape may require extensive expertise. Even so, each can be broken down, examined, understood, and reassembled. Cause-and-effect relationships are, in principle, traceable. There are established rules, expert knowledge, models, and proven methodologies.

Complex systems differ in a fundamental way. Here, the relationship between cause and effect cannot be clearly determined in advance. Patterns often become visible only in retrospect. A difficult conversation, an organizational transformation, a multi-stakeholder change initiative, or an innovation project cannot be calculated in its entirety. Such situations involve too many degrees of freedom, too many interactions, and too many possible paths of development. Echoing Søren Kierkegaard’s famous observation, Pisar summarizes the idea as follows: in situations like these, life can only be understood backward—but it must be lived forward.

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How to cite this paper: Wieschowski, S. (2026). Complexity as a Strength: Why Project Management Needs More Than Planning, report; PM World Journal, Vol. XV, Issue VII, July. Available online at: https://pmworldjournal.com/wp-content/uploads/2026/07/pmwj166-Jul2026-Wieschowski-complexity-as-strength-report.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/

REPORT

By Alfonso Bucero, PhD

International Correspondent

Madrid, Spain

PMI Madrid Chapter June monthly meeting makes

a difference with Creative Leaders

The PMI Madrid Chapter continues to organize monthly meetings regularly to support the professional development of its members. These meetings aim to share experiences and highlight the importance of the skills needed for the 21st-century project manager. On this occasion, the main topic of the meeting was how we can lead from art (Creative Leaders from Art). In a fun and interactive way, the three speakers shared their artistic approach with the PMI Madrid audience on June 25^th, 2026.

Creative Leaders from the Arts

Creativity is one of the most valuable skills for leading teams, managing projects, and facing changing environments. However, it is rarely trained in a practical way. In this experiential and dynamic session, we discovered how some tools and processes from art can help us develop new perspectives, encourage innovation, and strengthen our leadership skills. Through participatory activities and practical exercises, the speakers explained how to stimulate creative thinking, improve mental flexibility, and create environments of greater trust and collaboration.

More…

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

How to cite this report: Bucero, A. (2026). July PM Update from Madrid, report, PM World Journal, Vol. XV, Issue II, February. Available online at: https://pmworldjournal.com/wp-content/uploads/2026/07/pmwj166-Jul2026-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/

Odds & Ends, Good News, Not So Good News,

Other Project News, Professional Society News

and SPUN

REPORT

By Dr. Miles Shepherd

Executive Advisor & International Correspondent

Salisbury, England, UK

INTRODUCTION

You have probably heard too much about the various Seasons here in UK but as we move into what is widely known as The Season, I should mention it and provide a little background.  This follows in the Odds and Ends, which covers some items from the project world that didn’t fit elsewhere.  Elsewhere we look at some changes at APM, rather more good news than we have had for a few months and some old favourites in the form of HS2 and red tape return.

ODDS AND ENDS

• • The Season. This starts with the delivery of a major project, the Chelsea Flower Show, reported last month and ends with the start of the Lawn Tennis Championships (you might call it Wimbledon, but my Manners Imp dictates otherwise). There are lots of interesting social events including the King’s Birthday Parade (some call it the Trooping of the Colours), Royal Garden Parties and the like, all of which are technically projects although many of the Project Managers would not accept this accolade.
  • Projects Ancient and Modern. Stonehenge has emerged as probably Britain’s oldest project, even older that HS2 or Hinkley C!  We had confirmation some years ago (reported in these pages – see my profile in the PMW Library) that there were several stages to the construction but now we have evidence that a previously unknown R&D phase took place just before the main construction started, about 500 years before – this may also be evidence of the planning issues faced by the Neolithics which show little changes.

GOOD NEWS

• • Planning Progress 1. Two projects have cleared early hurdles. First, a strategic review carried out last month by UK Sport reported that UK could host an Olympic Games in the 2040s.  It has been reported that HM Treasury has agreed in principle to a second round of work.  Sensibly, the next stage is intended to what a bid to the International Olympic Committee would entail.  What is encouraging, from a Project perspective, is that lessons learned from other Games are informing the assessment.  Using the Brisbane Games “hub and spoke” approach allows planners to propose a model that uses facilities in Manchester, Liverpool, Leeds and Bradford.  This plays well to the aspirations of the current Government and its potential new leader. 
  • Project Planning 2. No less than 16 long term infrastructure projects have been approved by OFGEM, the energy regulator.  All relate to pumped hydro energy storage and are intended to improve domestic power supply and lowering.  These involve long-duration storage systems to balance unpredictable wind and solar power.  Ofgem published the results of its first round of applicants on Friday and hopes to encourage the development of 16 projects, representing 7.645 gigawatts (GW) of capacity. 

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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/2026/07/pmwj166-Jul2026-Shepherd-UK-Regional-Report.pdf

About the Author

Dr. Miles Shepherd

Salisbury, UK

Dr. Miles Shepherd is an executive editorial advisor and international correspondent for the PM World Journal in the United Kingdom. He retired from a 30 year career in the British Army in 1994.  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 35 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 past Chair of the ISO committee developing new international standards for Project Management and for Program/Portfolio Management.  He served on British Standards Institute project management committee (2002 – 2026) including 5 years as Chair.  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/.

BOOK REVIEW

Book Title: The Art of Gathering: How We Meet and Why It Matters
Author: Priya Parker
Publisher: Riverhead Books
List Price: $18.00
Format: Audio Book, 320 pages
Publication Date: May 2018
ISBN: 9781594634932
Reviewer: Sandra Rojas, M.Ed., PMP
Review Date: June 2026

Introduction

Project managers live in meetings. From kickoffs and retrospectives to stakeholder reviews and working sessions, calendars fill quickly, and the expectation is clear: bring people together, make decisions, and move the work forward. Yet even well-run sessions can miss the mark.

In The Art of Gathering: How We Meet and Why It Matters, author Priya Parker argues that the category of a meeting is not the same as its purpose. For example, while the logistics of a kickoff are important in informing key individuals, the sessions can also be the first time a team gathers. In this case, the purpose may be to inform and connect a team. Until organizers define why people are coming together and what should be different when they leave, meetings risk becoming routine exercises that fill calendars without moving anything forward.

Overview of Book Structure

The Art of Gathering is organized into eight chapters, each addressing a distinct phase of a gathering, from the decision to convene through planning, execution, and closure. Each chapter title signals Parker’s approach and sets the tone for what follows. For example, a chapter called Never Start a Funeral with Logistics challenges the habit of opening sessions with housekeeping and logistics, arguing that how you begin signals what kind of experience the gathering will be. Parker draws from experiences ranging from large-scale gatherings to intimate dinner parties. For project managers who think in terms of process stages, the structure feels immediately familiar.

Highlights

Three ideas stood out as particularly relevant to project management practice:

Start with a Purpose. A gathering should name the specific need, tension, or decision it exists to address, not just the topic on the agenda. For project managers, this means asking: what needs to be true at the end of this session that is not true right now? Who is invited, what the invitation communicates, how the session is named, and how the space is arranged all shape how people show up before a single word is spoken. For project managers, it means these are not administrative details. These details communicate to participants what kind of gathering this will be and what to expect.

Play the host. The host’s job is to protect the purpose of the gathering and adjust when something is not working, whether that means serving as a directive facilitator or distributing leadership across smaller groups. Lean into the role of a host and adjust according to the need and environment. For project managers, a written agenda manages the topics, but it does not manage the room. Knowing your group and being willing to redirect are what separate a facilitated session from a routine one.

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To read entire Book Review, click here

How to cite this work: Rojas, Sandra (2026). Art of Gathering: How We Meet and Why It Matters, book review, PM World Journal, Vol. XV, Issue VII, July. Available online at https://pmworldjournal.com/wp-content/uploads/2026/07/pmwj166-Jul2026-Rojas-Art-of-Gathering-book-review.pdf

About the Reviewer

Sandra Rojas

USA & Mexico

Sandra Rojas, M.Ed., PMP, is a Project Manager at the McCombs School of Business Office of Instructional Innovation at The University of Texas at Austin, where she leads initiatives spanning systems implementation, operational transformation, and process improvement across instructional design and educational technology. With over a decade of experience in higher education, she has built her career across institutions including the University of California San Diego and UT Austin, working at the intersection of people, processes, and organizational change. Connect with her on LinkedIn at www.linkedin.com/in/sandraerojas

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. 

Rethinking the Purpose and

Practice of Projects

SECOND EDITION

By Dr. Lisa M. Hammond, DBA, PMP         

Muma College of Business and Honors College
University of South Florida
BHER Group LLC

Florida, USA

Abstract

Traditional project management frameworks prioritise delivery against predefined constraints of scope, schedule, and cost. While effective for execution, this paradigm externalises environmental and social impacts and locks in unsustainable outcomes early in the project lifecycle, where between 70 and 90 percent of lifecycle impact is determined (Bragança et al., 2014; Buyle et al., 2013). This paper introduces Regenerative Project Management (RPM) as a reorientation of project practice from delivery-focused execution to systems-based stewardship. Drawing on biomimicry, circular economy principles, and adaptive governance, RPM reframes projects as interventions within interconnected ecological and organisational systems. The framework extends the conventional lifecycle with Phase 0 (Regenerative Opportunity Assessment) before initiation and Phase 6 (Regenerative Completion and Return) beyond closure, and embeds four Regenerative Decision Gates (Regenerative Potential, Circular Design, Waste Minimisation, and Ecosystem Health) that evaluate regenerative trajectory in parallel with traditional performance metrics. Through conceptual development, four practitioner tools, and a 1.2 billion dollar, 500-plus-organisation case from the 2020 Oklahoma COVID-19 response, the paper demonstrates how early-stage decisions determine the majority of lifecycle impacts, positioning project managers as critical agents of long-term value creation rather than short-term delivery. Embedding regenerative principles into project governance can shift organisations from extractive, linear models toward adaptive, resilient systems aligned with broader ecological and societal outcomes.

Keywords:    regenerative project management, biomimicry, circular economy, project governance, Life’s Principles, decision gates, project lifecycle, stewardship

1. Introduction: The Purpose Problem

A project manager in 2026 faces a strange inheritance. The tools have never been more sophisticated. The certifications have never been more standardised. The body of knowledge has never been more comprehensive. And yet the outcomes the profession is being asked to deliver increasingly exceed what the profession was built to do. The Corporate Sustainability Reporting Directive, the Circular Economy Action Plan, the Sustainable Development Goals, and a rising tide of net-zero commitments all land, at the level of actual delivery, on the desks of project managers working within a lifecycle designed for a different world.

Conventional project management asks a narrow question. Did the project deliver what it was chartered to deliver, on time, within budget, to specification, with stakeholders signed off? That question served a world in which the project’s downstream effects were invisible to the project’s accounting. It does not serve the world we actually work in now (Silvius & Schipper, 2019; Martens & Carvalho, 2017).

The purpose problem is not that project managers are failing at their jobs. It is that the job itself has been defined too narrowly for the outcomes society now expects projects to produce. A project that delivers its scope on time and within budget can still generate stranded assets, locked-in emissions, materials that cannot be recovered, and community impacts that metastasize long after the project closure ceremony. These are not side effects. They are structural consequences of a lifecycle that concentrates governance attention on execution and leaves the highest-leverage decisions, what the project is, whether it should exist, what it will leave behind, largely outside the project manager’s formal remit (Geraldi & Söderlund, 2018).

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Editor’s note: Second Editions are previously published papers that have continued relevance in today’s project management world, or which were originally published in conference proceedings or in a language other than English.  Original publication acknowledged; authors retain copyright.  This paper was originally presented at the 18^th Project Management Symposium at the University of Texas at Dallas in May 2026.  It is republished here with permission of the author and conference organizers.

How to cite this paper: Hammond, L. M. (2026). Regenerative Project Management: Rethinking the Purpose and Practice of Projects; Originally presented at the 18^th Project Management Symposium at the University of Texas at Dallas in May, republished in the PM World Journal, Vol. XV, Issue VII, July. Available online at https://pmworldjournal.com/wp-content/uploads/2026/07/pmwj166-Jul2026-Hammond-Regenerative-Project-Management-UTD-1.pdf

About the Author

Dr. Lisa M. Hammond

Florida, USA

Dr. Lisa M. Hammond, DBA, PMP, is a scholar-practitioner and adjunct faculty member at the University of South Florida’s Muma College of Business and Honors College, where she teaches project management at the undergraduate and MBA levels. She holds a DBA from USF and is completing an MS in Biomimicry at Arizona State University under Dr. Dayna Baumeister. She is the author of the forthcoming Routledge book Introducing Regenerative Project Management (September 2026) and operates BHER Group LLC, a research and consulting vehicle focused on regenerative governance and nature-inspired organisational design. Her 40-plus years of executive practice include coordinating a 1.2 billion dollar federal emergency response in Oklahoma in 2020 involving more than 500 organisations, the governance dynamics of which informed her doctoral research on Commander’s Intent and much of the framework presented here. She holds PMP, SAFe SPC, and CSM certifications. Contact: Hammond1@usf.edu

for Storage Tank Rebottoming Projects

FEATURED PAPER

By Abdullah Arief Su’aidy

Yogyakarta, Indonesia

ABSTRACT

Storage tank rebottoming projects are repetitive yet complex maintenance activities that require consistent scope definition, cost estimation, and project governance. However, current practices often lack standardized Work Breakdown Structures (WBS) and Bill of Quantity (BoQ) templates, leading to inconsistencies and limited cost comparability. This study aims to develop a standardized multidimensional WBS, integrate OmniClass classification into the WBS to standardize BoQ templates, and establish a WBS–OBS integration model to improve project governance. A Multi-Attribute Decision Making (MADM) approach using the Weighted Sum Model (WSM) was applied to evaluate four WBS alternatives. The results indicate that the OmniClass-based multidimensional WBS is the most effective, enabling standardized BoQ development using the US National Park Service (NPS) Class A template and improving accountability through WBS–OBS integration.

Keywords: Work Breakdown Structure, Storage Tank Rebottoming, Multidimensional WBS, OmniClass, Project Scope Management, Maintenance Projects

INTRODUCTION

1. 1. Industry Context and Strategic Importance of Storage Tank Integrity

Fuel storage tanks constitute critical infrastructure within the downstream petroleum supply chain and play a key role in ensuring reliable fuel distribution and national energy security. Maintaining the structural integrity of these facilities is essential to prevent environmental incidents, operational disruptions, and financial losses caused by leakage or structural failure. API 653 states, “periodic inspection, repair, and maintenance activities are fundamental elements of asset integrity management programs for aboveground storage tanks”.^[1]

In the downstream operations of the Indonesian national oil company, storage tank maintenance activities account for a significant share of operational projects. Maintenance records from the Central Java regional operations indicate that deterioration of tank bottom plates is among the most frequently encountered repair cases.

Figure 1 – Typical Structural Components of an Aboveground Storage Tank ^[2]

Figure 1 illustrates the principal structural components of a typical aboveground storage tank, including the roof structure, shell plates, bottom plate, nozzles, and safety equipment. In accordance with API 653, “Understanding these structural elements is important when evaluating maintenance activities such as tank rebottoming”.^[3]

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Author’s note: This paper was originally prepared during a 6-month long Graduate-Level Competency Development/Capacity Building Program developed by PT Mitrata Citragraha and led by Dr. Paul D. Giammalvo to prepare candidates for AACE CCP or other Certifications.  https://build-project-management-competency.com/our-faqs/

How to cite this paper: Su’aidy, A.A. (2026). Developing a Standardized Integrated WBS for Storage Tank Rebottoming Projects (A Case Study); PM World Journal, Vol. XIV, Issue VII, July. Available online at https://pmworldjournal.com/wp-content/uploads/2026/07/pmwj166-Jul2026-Suaidy-Standard-WBS-for-Rebottoming-Projects.pdf

About the Author

Abdullah Arief Su’aidy

Yogyakarta, Indonesia

Abdullah Arief Su’aidy is an engineer with over six years of professional experience in the oil and gas sector. Currently, he works as a maintenance engineer at the national oil company of Indonesia. Several projects have been completed in various downstream oil and gas projects, including fuel terminal, LPG terminal, and related infrastructure, with a focus on maintenance and asset reliability. He holds a bachelor of Computer Science in Informatics from STMIK Indonesia Banjarmasin. He is attending a distance learning mentoring course, under the tutorage of Dr. Paul D. Giammalvo, CDT, CCE, MScPM, MRICS, GPM-m, Senior Technical Advisor at PT Mitratata Citragraha to attain Certified Cost Professional (CCP) certification from AACE International.

Abdullah lives in Yogyakarta, Indonesia, and can be contacted at: abdullah.aace.2026@gmail.com

[1] American Petroleum Institute. (2014). API standard 653: Tank inspection, repair, alteration, and reconstruction. API Publishing.
[2] By Author.
[3] American Petroleum Institute. (2014). API standard 653: Tank inspection, repair, alteration, and reconstruction. API Publishing.

A Tribute

TRIBUTE

R. Max Wideman

January 19,1927 – June 14, 2026

Max passed away peacefully on June 14^th in Victoria, British Columbia, Canada at the age of 99.  He shared 72 years of hard work and international adventure with his wife Audrey, who passed away just 3 years ago.  Max leaves behind his son, Graham, and daughter, Penny (Doon).

Max had a long career in Civil Engineering and construction management across three continents.  In the 1980s, ne achieved some prominence in the field of Project Management field, developing the early flagship documents for the Project Management Institute, of which he took a turn as president.  Speaking engagements followed, affording fascinating foreign travel, with Audrey as eager companion.

At home, Max’s workshop was the HQ for hands-on activity, whether home repair, full-scale construction, or a landscaping project to prepare for enthusiastic gardening.  He relished recording favorite pieces of classical music, and his long affinity for photography has left a trove of pictorial memories.

His Remembrance and Thanksgiving were held at 11:00 a.m.. on June 25, 2026 at
St. Peter and St. Paul’s Anglican Church, 1379 Esquimalt Rd., Esquimalt BC V9A 3R4

As we reflect on the great legacy of Max Wideman, I would like to share a few words of appreciation. He was a beloved PMI Fellow, an early leader in the PMI community, and a trailblazer whose impact was deeply rooted in advancing project management knowledge.

We are honoring Max’s memory by sharing his milestones and contributions on the PMI.org In Memoriam page starting on 2 July. Here are just a few of them:

• Max was active in the PMI Community since 1974. His leadership included roles as founding President of the PMI Canadian West Coast Chapter (1979), President of PMI (1987), and Chair of the PMI Board of Directors (1988).

• He led a team of PMI Volunteers to create the first edition of A Guide to the Project Management Body of Knowledge (PMBOK® Guide).

• In addition to being named a PMI Fellow (1989), he was also PMI Person of the Year (1986) and won PMI Distinguished Contribution (1985). He was also a Fellow for the Institution of Civil Engineers, UK (1969) and Engineering Institute of Canada (1977).

• The Wideman Education Foundation (WEF) promotes sound project management principles and skills among young people, in Max’s honor.

To continue his legacy, the 2027 PMI Fellows Scholarship will be named in Max’s honor. He was a pillar of PMI, and his contributions helped shape the profession and global community we are today.

Pierre Le Manh, PMP
President and CEO
Project Management Institute

Memories and Tributes from Friends and Colleagues around the World

“Max was indeed the guy with the glossary. It is how he was introduced to me when I first met him. When I was on the Board we began a correspondence by email. He offered me advice and recommendations. Some were quite good. All were appreciated because Max was able to make you see him smiling as you read his marching orders for you.

We talked at a couple Fellow luncheons when he still attended. We also had a supper with other Fellows (I was not at the time) when the PMI meeting was in Vancouver. He was a delight and his stories were enlightening and always incorporated a lesson.

He was part of my inspiration for pushing for PMI to truly act global. He would say that PMI was missing its true calling and why did we not see if when many individuals from around the world attended the annual meeting. He was so right and Stephen Harrison and I took it as an initiative with Stephen leading the way.

The past few years the emails slowed, but he always let me know he got my Christmas card. It was who he was. He recognized people and valued them.”

Rebecca A. Winston (Becky) , JD
Fellow, Former Chair, PMI
Idaho, USA

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Editor’s note; Additional tributes can be added; if you knew Max and want to add a statement, remembrance or personal tribute, please email your contribution to editor@pmworldjournal.com.

How to cite this article: PMWJ (2026).  R. Max Wideman, PMI Fellow, 1927-2026: A Tribute, PM World Journal, Vol. XV, Issue VII, July.  Available online at https://pmworldjournal.com/wp-content/uploads/2026/07/pmwj166-Jul2026-Tribute-to-Max-Wideman-PMI-Fellow-1927-2026-v2.pdf

A Tribute

Remembering Klaus Pannenbäcker: A Global

Architect of Project Management

11 May 2026 – Berlin, Germany – The German Project Management Association (GPM) mourns the loss of Klaus Pannenbäcker. With his passing, GPM (German: Deutsche Gesellschaft für Projektmanagement) loses not only one of its great pioneers, but also a man who provided guidance, assumed responsibility, and shaped generations of project managers over the course of decades.

As a longtime member of the GPM Executive Board, former president of the International Project Management Association, and honorary chairman of GPM, he stood like few others for the professionalization of project management. “With Klaus Pannenbäcker, the project management community loses a figure who played a decisive role in building and shaping project management in Germany and far beyond over many decades. His legacy endures – professionally, institutionally, and personally,” said GPM President Peter Thuy.

Born in 1935, Klaus Pannenbäcker studied electrical engineering at the Technical University of Dortmund. After joining Siemens-Schuckert AG in 1959 and later working for Kraftwerkunion AG, he became deeply engaged early on with the question of how complex technical projects could be systematically planned, documented, and managed. His practical experience in industry and large-scale plant engineering fundamentally shaped his understanding of project management: not as a purely theoretical concept, but as a professional discipline built on clearly defined roles, transparent processes, and reliable standards. In 1981, he founded GABO GmbH, a company specializing in applied project management and technical documentation, which he transferred to his employees in 2001 – another reflection of his trust in people, responsibility, and shared growth.

At the same time, Klaus Pannenbäcker devoted himself tirelessly to establishing project management as an independent profession. His work within GPM proved especially influential. From 1983 to 1994, he served on the GPM Executive Board and belonged to the generation that systematically built and professionalized project management in Germany – organizationally, methodologically, and institutionally. While many were still focused primarily on discussing methods, he was already working on how project management could be systematically taught, assessed, and quality-assured. He viewed project management more broadly – as competence, as mindset, and as responsibility toward people, organizations, and society.

Klaus Pannenbäcker played a key role in developing the foundations of competency-based qualification and certification in project management. This work later evolved into the IPMA Four-Level Certification System based on the IPMA Competence Baseline (ICB), which continues to shape international project management certification to this day. Pannenbäcker firmly believed that professional project management is rooted above all in practical experience, personal development, and learning from others. In an interview conducted during the introduction of the ICB 4, he said about many certification participants: “They learned much about project management from others and gained experience in practice.” The quote also reflected his own philosophy: for him, project management was never merely methodology, but lived experience, exchange, trust, and continuous learning. Many elements of project management qualification that are taken for granted today can be traced back to structures that Klaus Pannenbäcker helped develop.

At the same time, Klaus Pannenbäcker stood like few others for the international networking of the profession. During the 1990s, as a “First Assessor,” he established IPMA organizations in 18 countries and introduced training and certification systems there. Everywhere he pursued the same goal: creating a shared, competency-based understanding of professional project management. Those who worked with him encountered a man who combined technical clarity with an international mindset – demanding in standards, open in dialogue, and driven by the conviction that cooperation across borders can succeed.

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Editor’s note; Additional tributes can be added; if you knew Klaus and want to add a statement, remembrance or personal tribute, please email your contribution to editor@pmworldjournal.com.

How to cite this article: PMWJ (2026).  Klaus Pannenbäcker, 1935-2026: A Tribute, PM World Journal, Vol. XV, Issue VII, July.  Available online at https://pmworldjournal.com/wp-content/uploads/2026/07/pmwj166-Jul2026-Tribute-to-Klaus-Pannenbacker-19235-2026.pdf

FROM THE EDITOR

By Dr. Miles Shepherd

Executive Editor

Salisbury, England, UK

Those of you who study the Team tab on our website might be aware that for some time we have an Executive Editor, You may not have much idea what an Executive Editor actually does so this first note is to explain just that and to ask for your help.

The Editor.  Basically, the Managing Editor sets policy and the way of working for the Journal and the Library.  This entails editing, in the classical sense, the material submitted to PMWJ for publication and constructing the monthly Journal for you to read.  He has no team to assist in what has become a very heavy workload.

The Executive Editor.  The role of the Executive Editor is to carry out the Editor’s Policy!  Do not think that execute has any violent connotations!

Mostly the role involves dealing with the Peer Review process, details of which you can find under What We Publish on the website.  We have been running Peer Reviews for about a year and so far have reviewed around 50 papers, not all of which have appeared yet.  Our team of Reviewers contains many well-known Project scholars and world class researchers so we can offer help and guidance to aspiring authors.

How You Can Help.  We are getting a steady stream of interesting papers on up to date technical issues.  Artificial intelligence features strongly as does governance in various forms, but what we are not seeing is these topics covered from a practical or empirical perspective.  So what to do?  Well, one solution is to develop case studies on these and other project related topics.

Case Studies.  These can take various forms:

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How to cite this work: Shepherd, M. (2026). From the Executive Editor’s Desk; PM World Journal, Vol. XV, Issue VII, July. Available online at https://pmworldjournal.com/wp-content/uploads/2026/07/pmwj166-Jul2026-Shepherd-From-the-Exec-Editors-Desk.pdf

About the Author

Dr. Miles Shepherd

Executive Editor, PMWJ
Salisbury, UK

 Dr. Miles Shepherd is Executive Editor, Advisor and International Correspondent for the PM World Journal in the United Kingdom. He retired from a 30 year career in the British Army in 1994.  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 35 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 past Chair of the ISO committee developing new international standards for Project Management and for Program/Portfolio Management.  He served on British Standards Institute project management committee (2002 – 2026) including 5 years as Chair.  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 see other works by Miles Shepherd, visit his author showcase in the PM World Library at https://pmworldlibrary.net/authors/miles-shepherd/

for better future performance

July 2026 PMI Dallas Chapter Newsletter

REPORT

By Blake Hampton

VP Communications
PMI Dallas Chapter

North Texas, USA

 “A project can meet every delivery metric and still fail the future!” If we truly had to break down a month into a theme. June was about sustainability. Reminding the chapter that what this is about is the stakeholders that we affect.

Happy Hour and Breakfast events have been successful in bringing professionals from the surrounding area together. From new members, taking a look at what the chapter has to offer. To members who haven’t been to an event in decades. We see that success and know we can do even better.

The theme for July will become how we learn from our failure. Taking from what our next virtual dinner meeting. How can the chapter govern in this new age. We hope to show the community that we can learn from our events to make them better.

We look forward to learning from speaker Dushyant Sengar as he shares his decades long experience in creating policies for the future. This session will share with everyone who joins a toolkit for the AI of today and the future.

We look forward to this month’s Lunch & Learn. With Sabrina Poteat author of “Building PMOs That Work”. Her expertise will teach the group how the PMO can be better organized. How it can learn and build from mistakes.

The month will carry on as the chapter reminds everyone that the NTPM conference is this September. It’s the second time that this annual event will occur. It is full of skilled speakers. All prepared to share how they’ve taken their lessons learned and applied it to the topics that they’ll present. It’s also a chance for the chapter to apply everything that was great about last year’s conference and improve it for the attendees.

Finally, we take a look at our Volunteer of the Month Nida Sabeel. If we just looked straight ahead this volunteer and July’s theme would make no sense. That isn’t the case. She is setting the example for our volunteers. The Communications Team in rebuilding itself to be a sustainable pillar for the chapter. The team learned from it’s failings and found a Visual Design Director with professionalism and knowledge to learn with what works in our organization and how it can be improved on a month to month basis.

This report is submitted to the PM World Journal as part of the PMI Dallas Chapter’s ongoing commitment to sharing its community’s work, growth, and professional impact with the global project management profession.

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How to cite this work: PMI Dallas Chapter (2026). PMI Dallas Chapter Newsletter – July 2026, PM World Journal, Vol. XV, Issue VII, July. Available online at https://pmworldjournal.com/wp-content/uploads/2026/07/PMIDallasNewsletterJuly2026published.pdf

About the Author

Blake Hampton, PMP

North Texas, USA

Blake Hampton, PMP is a Project Manager with over a decade long experience in leading Audio Visual projects. From live events to permanent installations, he finds the best in his teams to bring the best results for all stakeholders.  As VP of Communications for the PMI Dallas Chapter, he is focused on creating sustainability. With projects that work with his team’s amazing skill sets. He wants to share what PMI Dallas can bring to professionals everywhere.

He can be contacted at vpcommunications@pmidallas.org

About the PMI Dallas Chapter

Established in 1984 and now with more than 5,000 members, the PMI Dallas Chapter is one of the largest chapters in the Project Management Institute network, serving project professionals across the Dallas–Fort Worth metropolitan region in the U.S.. The chapter provides professional development, certification support, networking, and volunteer leadership opportunities to advance the practice of project management and strengthen the local project community. For more, visit https://pmidallas.starchapter.com/