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The Persuasive Project Manager

 

BOOK REVIEW

Book Title: The Persuasive Project Manager: Communicating for Understanding      
Author:  Dr. Bill Brantley, PMP, PMI-ACP
Publisher:  Bill Brantley
List Price:   $5.99
Format:  Soft cover, 87 pages
Publication Date:   2019
ISBN: 978-1-79572-849-2
Reviewer: Edward Raibick, PMP
Review Date: December 2019

 


 

Introduction

This book was one of the most interesting and informative books on project communication that I have read. It’s a short book and easy to read, but full of useful information.

Overview of Book’s Structure

  • Chapter 1 – Provides an introduction to the reader of the author’s research in Project Management Communication, and an overview of what the reader will learn in the remaining chapters of the book. The author touches on the importance of establishing clear communication channels between team members and stakeholders, to ensure that information flows effortlessly with no misunderstandings.
  • Chapter 2 – Discusses the Shannon-Weaver (Information Transfer) and Luhmann (Emergence) models of communication. It dives into the topic of Understanding and its sub-components (know-what, know-how and know-why). The Emergence Communication Model with the Understanding Triangle is introduced to the reader. The chapter discusses the need to assess and adjust the communications to suit the information needs of the receiver / stakeholder.
  • Chapter 3 – Aristotle’s persuasion triangle. Ethos (credibility), Pathos (emotions) and Logos (Logic) are introduced and explained as the foundation of persuasion. The eight pillars of trust are also introduced allowing the reader to reflect on how communication plays a role in each pillar. An insightful discussion on the function of the various parts of the brain is presented with the ties to these insightful observations.
  • Chapter 4 – Dives into the “dance” between two or more individuals in sending and receiving information and comprehending the meaning of the message. The chapter discusses how messages are communicated and received based on the perspectives of the sender and receiver. The use of Storyboarding, enriching, analyzing, visioning and acting intentionally techniques are also discussed as effective communication tools for persuading stakeholders

More…

To read entire Book Review, click here

 


 

About the Reviewer

 


Edward Raibick, PMP

Texas, USA

 

 

 

Edward Raibick, PMP is a Project Management Consultant with extensive experience in software engineering, managerial and IT Project Management. Edward holds a Master’s degree in Information Technology with a concentration in Internet and IT security, a Bachelor’s degree in Information Technology and an Associate in Specialized Technology degree in Electronics. His career includes over 10 years with the IBM Corporation and over 15 years with Texas Instruments. His consultant projects include major clients such as Experian, United Airlines and Southwest Airlines. Edward currently is engaged in the RISC PMO organization of a major New York city based banking and financial IT services firm.

Edward is a member of the Project Management Institute, Dallas Chapter, having acquired his PMP certification in 2011.  Edward is also currently the Director of the Dallas PMI Chapter Book Review Program.

Ed can be contacted at raibick@sbcglobal.net

 

Editor’s note:  This book review was the result of a partnership between the publisher, PM World and the PMI Dallas Chapter. Authors and publishers provide the books to PM World; books are delivered to the PMI Dallas Chapter, where they are offered free to PMI members to review who agree to provide a review within 45 days; book reviews are published in the PM World Journal and PM World Library. 

If you have read a good recently-published book related to managing programs, projects or teams of professionals, consider authoring a book review for publication in the PM World Journal.  For our standard format or for more information, contact Editor@pmworldjournal.com or visit https://pmworldlibrary.net/book-review-program/

If you are an author or publisher of a project management-related book, and would like the book reviewed through this program, please contact Editor@pmworldjournal.com.

 

 

Project Management of Large Software-Intensive Systems

 

BOOK REVIEW

Book Title:  Project Management of Large Software-Intensive Systems
Author:  Marvin Gechman
Publisher:  CRC Press Taylor and Francis Group
List Price: $79.95
Format: Large, soft cover, 366 pages
Publication Date: April 2019
ISBN: 978-0-367-13671-0
Reviewer: Bill Sundermann
Review Date: November 2019

 


 

Introduction

The author, Marvin Gechman, is a long-time, seasoned manager of engineering and government contracts and it shows. A very detailed, organized book is arranged to provide the reader with every possible topic of software project management for large systems.

Overview of Book’s Structure

The book has five sections focused on software project fundamentals, followed by domains of software management and quality, software resources, systems software engineering, and finally critical software elements.

The fundamentals introduce how to use the book, terms and definitions, and team structure. Project management activities are laid out to cover objectives, control areas, and process improvement. Software life cycles and development methodologies are described in detail with adequate coverage of agile and scrum.

Each domain section starts out with an explanation of what is covered with references to the numbered sections of the chapter.

Highlights

The first section of software project management fundamentals lays the foundation by stressing the importance of having a solid software development plan (SDP) and the key success factors specific to a software-intensive system implementation.

Explanations of the role of software work products in developing documentation are a key to developing a sustainable product.

As a PM working within in a large software services company, there are usually management directives on the standards and methodologies expected by the PMO. The chapter on Software Development Methodologies makes it clear that the framework used can be a hybrid of process models such as agile, incremental, iterative and others – whatever best fits the project.

More…

To read entire Book Review, click here

 


 

About the Reviewer

 


Bill Sundermann

Texas, USA

 

 

 

Bill Sundermann, PMP, is a senior project manager with FIS, a leading provider of technology solutions for merchants, banks and capital markets firms globally. Our 55,000 people are dedicated to advancing the way the world pays, banks and invests by applying our scale, deep expertise and data-driven insights. We help our clients use technology in innovative ways to solve business-critical challenges and deliver superior experiences for their customers.

Bill Sundermann holds a degree in economics from Vanderbilt University and an MBA from SMU in Dallas. A 36-year veteran of the banking and financial services industry, he is a credentialed Project Management Professional and a member of the Dallas Chapter of the Project Management Institute.

Bill can be contacted at Bill.sundermann@fisglobal.com

 

Editor’s note:  This book review was the result of a partnership between the publisher, PM World and the PMI Dallas Chapter. Authors and publishers provide the books to PM World; books are delivered to the PMI Dallas Chapter, where they are offered free to PMI members to review who agree to provide a review within 45 days; book reviews are published in the PM World Journal and PM World Library. 

If you have read a good recently-published book related to managing programs, projects or teams of professionals, consider authoring a book review for publication in the PM World Journal.  For our standard format or for more information, contact Editor@pmworldjournal.com or visit https://pmworldlibrary.net/book-review-program/

If you are an author or publisher of a project management-related book, and would like the book reviewed through this program, please contact Editor@pmworldjournal.com.

 

 

The Real Business of Block Chain

 

BOOK REVIEW

Book Title:  The Real Business of Block Chain: How Leaders can Create Value in a New Digital Age
Author:  David Furlonger and Christophe Uzureau
Publisher:  HBR Press
List Price: US $32.00
Format:  Hardcover, 253 pages
Publication Date: 2019
ISBN: 978-1-63369-804-8
Reviewer: Nancy Little, PMP
Review Date: November 2019

 


 

Introduction

Is Blockchain really real? Can solutions be trusted to work between trading partners? What about data security and privacy? What is the business value and what are the risks?  I had heard the buzzwords in product marketing materials and knew it may be a technology that would help financial transactions, track supply chain items or bitcoin solutions but didn’t really know anything more than the headlines and I wanted to know more.

This book definitely delivers a wealth of information.  Get ready for a challenging read and excellent overview of what early adopters have accomplished, key industries and use cases that are suited for blockchain. Plus, recommendations and actions that executives and business/technology leaders should be taking now to prepare for the decisions and changes needed to innovate with blockchain solutions in the future.

Overview of Book’s Structure

The book is outlined in three major areas with subchapters aligned to phases of the Gartner Blockchain spectrum, a framework outlining today’s Blockchain solutions and Gartner’s vision of blockchain evolution through 2030.

Preface

  1.  The Real Business of Blockchain

Part One – BLOCKCHAIN-INSPIRED SOLUTIONS

  1. Seeking Value
  2. Consorting with the Enemy

Part Two – BLOCKCHAIN-COMPLETE SOLUTIONS

  1. Game on for Tokenization
  2. Embracing Consensus through Decentralization
  3. Market Access and Participation

Part Three – ENHANCED BLOCKCHAIN SOLUTIONS

  1. Unleashing the Power of Smart Things
  2. The Blockchain Organization
  3. The Blockchain Society

Conclusion:  Pursuing Your Blockchain

Each section includes diagrams of the framework components and outlines definitions for each of the terms to help the reader visualize the components. At the end of each section is also a Summary “Your Real Business Lens” to reinforce the key messages for each section by asking the following questions:

More…

To read entire Book Review, click here

 


 

About the Reviewer

 


Nancy Little

Texas, USA

 

 

 

Nancy Little, PMP has been managing technical projects and programs with large systems integrators for over 25 years, helping clients with business transformations in Healthcare, Transportation, Insurance and High Tech.  Most recently, she has been focused on delivering industry-leading portfolio services and products to improve the end user experience using cloud, wireless, IoT, SDN and emerging 5G technologies.   She lives in the Dallas-Fort Worth area of Texas and is active in the PMI Dallas chapter.

Contact: http://www.linkedin.com/in/nancy-little-pmp or nklittles@gmail.com 

 

Editor’s note:  This book review was the result of a partnership between the publisher, PM World and the PMI Dallas Chapter. Authors and publishers provide the books to PM World; books are delivered to the PMI Dallas Chapter, where they are offered free to PMI members to review who agree to provide a review within 45 days; book reviews are published in the PM World Journal and PM World Library. 

If you have read a good recently-published book related to managing programs, projects or teams of professionals, consider authoring a book review for publication in the PM World Journal.  For our standard format or for more information, contact Editor@pmworldjournal.com or visit https://pmworldlibrary.net/book-review-program/

If you are an author or publisher of a project management-related book, and would like the book reviewed through this program, please contact Editor@pmworldjournal.com.

 

 

January 2020 UK Project Management Round Up

 

Political Scene, Election Consequences, HS2, BREXIT, MI6, AI and the next decade

 

REGIONAL REPORT

By Miles Shepherd

Executive Advisor & International Correspondent

Salisbury, England, UK

 


 

INTRODUCTION

Here we are in a new decade and it is not free from controversy as decades are apparently a modern construct – more of this shortly.  The big news here is that UK has survived another General Election so we need to look at what we can expect in terms of projects, portfolios and programmes from a national Government that has a majority in the house.  There are some internal projects to look at and some random stuff that caught my eye over the holiday season.  So let’s get the nasty stuff out of the way first and start with the political situation here in UK.

POLITICAL SCENE

This is good news for some and bad for others as the results were unexpected and how you view this outcome depends on your political orientation.  It is rarely possible to forecast numbers in election results, a point that many involved with projects would do well to remember.  The reason for this election inaccuracy is that forecasts are compiled from how voters say they will vote – and many resent the intrusion of pollsters and so do not report accurately.  Does this sound familiar to any project managers out there?

Anyhow, come the day after, the results looked like this:

For many voters, it was a question of voting for the least worst candidate.  Magic Grandad, the Leader of Her Majesty’s Loyal Opposition, led his party to its worst result since 1935, losing seats that had never been held by a Conservative since the seat was established, which must say something about the credibility of what was a largely Marxist manifesto.  Similarly, many doubted the loyalty of their leader who has been a vocal supporter of both the IRA and various lost causes in South America.

The Liberal Democrats lost their leader who campaigned on a ticket to abolish BREXIT, thus ignoring the majority who had voted in favour some 3 years ago.  So no real surprise there.  We had a choice between the Liberals who proposed to ignore a democratic vote, the Conservative threatening a “No-Deal” BREXIT and the Labour party who were not entirely sure what they stood for but they would not support a Conservative push for exit.

Now we need to live with the consequences…

ELECTION CONSEQUENCES

Now the rain has eased, threats of floods receded and the holiday season almost over (at the time of writing) the Great British Public (GBP) can take a longer and more dispassionate view of the election results and what they mean.  GBP is realistic enough to know that the reality of election manifesto is likely to be less than the Utopian offering before the election.  Nonetheless, some promises seem likely to be kept.

One of the big-ticket items is a super defence agency to be located in the North of England.  This would benefit from Highspeed 2 (HS2), more of which later, and two prospects have emerged to level up investment outside the so-called “golden Triangle” of London, Oxford and Cambridge.  The first is a new “advanced research projects agency” with £800 million to play with.  This might seem a lot of dosh to the man in the street but is not a lot in terms of Defence research.  Still, it is a start and the PM has said the Government will double research and development spending to £18 billion within five years in a “new wave of economic growth” after Brexit.  The Times reported a government source as saying: “The will is there to ensure that we think beyond Oxford, Cambridge and London when we site these new bodies.”  Rumour has it that the new Agency might be modelled on the US Defense Advanced Research Projects Agency, better known as DARPA.  It is thought to be responsible for the development of GPS, stealth aircraft and, of course, its renown DARPANET – an early form of internet.  The new agency provides an agile basis for investment, innovation and exploitation of promising technology.

The Government has also let it be known that there is a proposal “to rip up government investment rules”.  Under this plan, ministers would be able to reassess how value for money is calculated across a range of infrastructure projects, as well as business and scientific development. Decision-making would focus on improving wellbeing or narrowing the productivity gap between North and South and less on national economic growth.  It seems a start has been made with the news that the troubled Northern Rail contract is to be terminated over concerns about its “nightmare” performance.

More…

To read entire report, click here

 

How to cite this report: Shepherd, M. (2020).  January 2020 UK Project Management Roundup, PM World Journal, Vol. IX, Issue I, January.  Available online at https://pmworldlibrary.net/wp-content/uploads/2020/01/pmwj89-Jan2020-Shepherd-UK-Regional-Report.pdf

 


 

About the Author

 


Miles Shepherd

Salisbury, UK

 

 

 

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

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

 

 

The Key to Achieving Extraordinary Results

 

Positive Leadership in Project Management

SERIES ARTICLE

By Frank Saladis, PMP, PMI Fellow

New York, NY, USA

 


 

Successful project management practitioners are a unique group of people who possess extraordinary skills, have enormous amounts of patience, demonstrate competency in many areas, especially leadership, and will probably agree with the following statement: “the duties of the project manager may be extremely challenging, but the challenge is the factor that drives them achieve success.”

The project manager position requires a balance of managerial and leadership skills plus some business knowledge and a dash of miracle worker. A quick analysis of the state of project management today and for the foreseeable future indicates, with very few exceptions, the following trends:

  • Larger, more complex projects
  • Higher and more challenging strategic business goals
  • Greater responsibility placed on the project manager
  • Less availability of resources
  • Tighter timelines
  • Greater cost constraints
  • Increased customer demand for quick and reliable execution
  • More focus on risk management
  • Enhanced emphasis on organizational brand recognition
  • Project management as a competitive factor
  • Value metrics
  • More emphasis on “leading indicators”
  • Cross-over of traditional waterfall project management and Agile techniques (Hybrid project management)
  • Technology advances in IoT and A.I.
  • More focus on managing and leading people through Emotional Intelligence

After reviewing this list, I think most seasoned project managers would say without hesitation; “been there, done that” or, for many practitioners, “still there, still doing that.”

The career project manager accepts these demands and plans a strategy that will guide him or her through the many trails and challenges that can be expected. Part of that strategy is to continue developing leadership capability. Leadership, like quality, is not a destination, it’s a journey and one can expect to encounter many tests along the way.

A statement expressed many years ago by McDonald’s CEO Ray Kroc helps us to understand a little more about leadership and to assist us in developing a strategy for success. He said “Happiness is a by- product of achievement”. If an employee has pride in what he or she has done, and the work is recognized by management, that employee will become a willing and enthusiastic part of a winning team. Project managers need a winning team and effective leadership is the key factor, regardless of project size and complexity…

More…

To read entire article, click here

 

Editor’s note: This article is one in a series on Positive Leadership in Project Management by Frank Saladis, PMP, PMI Fellow, popular speaker and author of books on leadership in project management published by Wiley and IIL in the United States. Frank is widely known as the originator of the International Project Management Day, the annual celebrations and educational events conducted each November by PMI members, chapters and organizations around the world.

How to cite this paper: Saladis, F. (2020). Positive Leadership in Project Management – The Key to Achieving Extraordinary Results. PM World Journal, Vol. IX, Issue I, January. Available online at https://pmworldlibrary.net/wp-content/uploads/2020/01/pmwj89-Jan2020-Saladis-positive-leadership-key-to-achieving-extraordinary-results.pdf

 


 

About the Author

 


Frank P. Saladis

New York, USA

 

 

 

Frank P. Saladis, PMP, PMI Fellow is a Consultant and Instructor / Facilitator within the project management profession and has over 35 years of experience in the IT, Telecom Installation and IT Project Management training environment. He is a senior consultant and trainer for the International Institute For Learning Inc. and has been involved in the development of several project management learning programs. Mr. Saladis has held the position of Project Manager for AT&T Business Communications Systems, National Project Manager for AT&T Solutions Information Technology Services and was a member of Cisco Systems Professional Services Project Management Advocacy Organization. His responsibilities included the development of Project Management Offices (PMO) and the development of internal training programs addressing project management skills and techniques.

He is a Project Management Professional and has been a featured presenter at the Project Management Institute ® Annual Symposiums, Project World, PMI World Congress, CMMA, and many PMI Chapter professional development programs. He is a past president of the PMI New York City Chapter and a Past-President of the PMI ® Assembly of Chapter Presidents. Mr. Saladis is a Co-Publisher of the internationally distributed newsletter for allPM.com, a project management information portal, and a contributor to the allPM.com project management website.

Mr. Saladis is the originator of International Project Management Day and has written numerous leadership and project management related articles. Mr. Saladis is also the author of the Project Management Workbook and PMP ® / CAPM ® Exam Study Guide that supplements Dr. Harold Kerzner’s textbook – Project Management, A Systems Approach to Planning, Scheduling and Controlling?, 9th Edition published by John Wiley & Sons and the author of Positive Leadership in Project Management, published by IIL Publishing. He is a member of the International Executive Guild and the NRCC Business Advisory Council. He has also held the position of Vice President of Education for the Global Communications Technology Specific Interest Group of PMI ® and holds a Master’s Certificate in Commercial Project Management from the George Washington University. Mr. Saladis received the prestigious Lynn Stuckenbrook Person of the Year Award from the Project management Institute in 2006 for his contributions to the organization and to the practice of project management.  He can be contacted at saladispmp@msn.com

To view other works by Frank Saladis, visit his author showcase in the PM World Library at https://pmworldlibrary.net/authors/frank-p-saladis/

 

 

 

January 2020 PM Update from Spain

 

The PMI Madrid Spain Chapter is promoting the great women working in Project Management in Spain

 

REPORT

By Alfonso Bucero, PMP, PMI Fellow

International Correspondent

Madrid, Spain

 


 

The PMI Madrid Chapter has been promoting the women work and results in project management in Spain during the last two years. That initiative which started in other European countries some years ago, seems to be the synergy existence on this matter among them.

Next year, 2020, The PMI Madrid Spain Chapter has organized the first event about “WOMEN IN PROJECT MANAGEMENT”. It is an honor for me to be invited to a round table where we Will talk about the women work in Project management in Spain and about the new women generations. The PMI Madrid Chapter Will celebrate the First Congress about Women in Project Management”.

We are aware of talking about equality and diversity is an everyone’s responsibility, and we must launch some actions to accelerate the steps to achieve it. Because of that we want to show some models to empower and encourage to lead all those projects that are building our Economy from multiple industries.

At our evento (Women in Project Management), women and men who lead teams and Innovation, Transformation and Sustainability projects, will tell us how throughout their projects, with different leadership skills and more and more diverse teams, are achieving more creative and disruptive results that start to respond to this future of constant changes that is here and is demanding more and more urgent solutions about technology and sustainability.

 

Where the event will happen?

CaixaForum Madrid

Paseo del Prado, 36, 28014 Madrid

When?

Thursday March 5th, 2020

9:30 am – 4:00 pm

 

More…

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

 

How to cite this report: Bucero, A. (2020). The PMI Madrid Spain Chapter is promoting the great women working in Project Management in Spain; Project Management in Spain: Monthly Report.  PM World Journal, Vol. IX, Issue I, January. Available online at: https://pmworldlibrary.net/wp-content/uploads/2020/01/pmwj89-Jan2020-Bucero-Regional-Report-Spain-ENGLISH.pdf

 


 

About the Author

 


Alfonso Bucero

Madrid, Spain

 

 

 

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

Mr. Bucero can be contacted at 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/

 

 

 

Finland Project Management Roundup for January 2020

 

Updates about Project Management Association Finland; PMI Finland Chapter; Olkiluoto 3 nuclear power plant; Hanhikivi 1 nuclear power plant; Helsinki’s Länsimetro extension; Raide-Jokeri light rail project

 

REPORT

By Dr Jouko Vaskimo

International Correspondent & Senior Contributing Editor

Espoo, Finland

 


 

INTRODUCTION

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

PROJECT MANAGEMENT ASSOCIATION FINLAND

Project Management Association Finland (PMAF), Projektiyhdistys ry in Finnish, is a not-for-profit organization, and the International Project Management Association (IPMA) Member Association (MA) in Finland. Founded in 1978, PMAF promotes the interaction, project-oriented thinking, and exchange and development of practical and theoretical knowledge among project management professionals with over 4000 individual and 200 organizational members.

PMAF promotes the development and dissemination of project and project management knowledge. PMAF members are able to enjoy information sharing, workgroups, development projects, project management forums, conferences and certification services PMAF provides. PMAF organizes two annual conferences: Project Days (Projektipäivät in Finnish) in early November and 3PMO in early June.

Please navigate to www.pry.fi/en , https://www.oppia.fi/events/3pmo/?lang=en and www.projektipaivat.fi for general information on PMAF and its annual events.

PMI FINLAND CHAPTER

PMI Finland Chapter is a not-for-profit organization providing project practitioners in Finland continuous learning, networking and community support. The Chapter was founded in 2005. Today, with more than 400 members, the chapter is increasingly recognized as 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.

PMI Chapter Finland organizes an annual conference in the spring. In 2020 the conference will take place on May 28th with an overarching theme Project Laughs And Tears. Please navigate to www.pmifinland.org and www.conference.pmifinland.org for general information on the PMI Finland Chapter and its annual events.

OLKILUOTO 3

The 1 600 MW Olkiluoto 3 nuclear power plant, originally contracted to be built by consortium comprising Areva and Siemens for Teollisuuden Voima (TVO) at Olkiluoto, Finland, has faced yet another delay. Due to this delay, the third Olkiluoto unit is expected to be connected to the Finnish national power grid in November 2020, and commercial power generation is expected commence in March 2021.

The delivery of Olkiluoto 3 power plant has been subject to a substantial number of challenges. In March 2018 an agreement was reached between TVO and Areva regarding the overruns in project budget and time schedule. According to TVO, Areva has agreed to compensate 450 M€ assuming the power plant is fully operational by the end of 2019. If the plant is not fully operational at that time, Areva will compensate a further 400 M€. As part of the agreement, both contractual parties agreed to dispend any further judicial acts.

Once completed, Olkiluoto 3 will be one of the largest nuclear power plants in the world. TVO has been understandably disappointed about the fact that the plant is almost 200 % over original budget and 12 years behind the original time schedule.

More…

To read entire report, click here

 

How to cite this report: Vaskimo, J. (2020). Finland Project Management Roundup for January 2020, PM World Journal, Vol. IX, Issue I, January.  Available online at https://pmworldlibrary.net/wp-content/uploads/2020/01/pmwj89-Jan2020-Vaskimo-Finland-Project-Management-Roundup-report.pdf

 


 

About the Author

 


Dr Jouko Vaskimo

Espoo, Finland

 

 

 

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

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

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

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

 

 

Risks, benefits and disadvantages

of different organization structures among contractors in the virtual teaming agreement environment

 

ADVISORY ARTICLE

By Stanimir N. Sotirov

Dublin, Ireland

 


 

            credit: pixabay 

ACE in Project Business Management [1]

Summary

The remote/virtual teams[2] become more and more popular workforce in the present time. Their part in the organization structure growing considerably over the last few years. This is also because of the increasing need for shared resources usage as well as the significant number of cross-corporate projects, different types of partnerships and outsourcing activities. To all this, we can add also the need for people with flexible work hours and different time zones.

To manage these teams is a big challenge. The presence in the team of members – cross countries, cross culture, cross time zones and mostly cross-organizations. Not to mention that this entire structure communicating virtually most of the time.

To have a successful management model, these teams need to be reviewed from the organization structure perspective. To look at the diversity of the teams, to point the possible issues and to define each person, each process and tools that can be used in the work process.

Looking closer to these issues and assignments, which are essential for the team performance, we need to define the followings:

  • Roles and responsibilities;
  • Communication;
  • Working, committed to the same goal;
  • Relationship management;
  • Objectives;

The challenges of performance can be various. From a single problem dealing and one-time decisions to a multiple project work environment with a complex issue and all this done by people who are never or just a few times met in “face-to-face”, sometimes even work in various organizations, managed via different online tools.

More…

To read entire article, click here

 

How to cite this article: Sotirov, S.N. (2020).  Risks, benefits and disadvantages of different organization structures among contractors in the virtual teaming agreement environment, PM World Journal, Vol. IX, Issue I, January.  Available online at https://pmworldlibrary.net/wp-content/uploads/2019/12/pmwj89-Jan2020-Sotirov-risks-benefits-different-organization-structures.pdf

 


 

About the Author

 


Stanimir Sotirov

Dublin, Ireland

 

 

 

 

Stanimir Sotirov, SFC™, ACE®, SSYB™, PMI® Member & Volunteer, is an Operations Director with more than ten years of experience supervising several teams in different countries. He can plan and maintain work schedules and update procedures and policies and has excellent organizational and managing abilities with critical thinking and key decision skills.  He can be contacted at stanimir@sotirov.cc

 

[1] This article is based on official Pilot Qualification Program “ACE – Approved Consultant/Educator for Project Business Management” by Oliver F. Lehmann, MSc., PMP (2019)

[2] remote/virtual team – a group of people who are not located in the same place and/or have different time zones and working hours and very often from a diverse culture.

 

 

 

The Added Value of Professional Development

 

ADVISORY ARTICLE

By Rami Kaibni
B.Eng , PfMP®, PMP®, PMI-(PBA®, RMP®, ACP®), CBAP®, AgilePM®, GPM-b™

Vancouver, BC, Canada

 


 

Over the past few years, I’ve heard so many different opinions, been through countless constructive debates and read so many different articles about what people think of professional development and certifications. Many do not see any added value in certifications while others have a totally different point of view, of which I am one of them.

The benefit is not in the certificate itself, but the journey to achieve the certificate and that, for me, is called Professional Development. We live in a rapidly evolving world where new information, methodologies, frameworks, ideas are spreading like fire in a wild bush so in my opinion, professional development, with or without a certificate, should be part of our commitment to the profession. It will help the individual grow on professional and personal levels; it will help that individual give back to the profession and help others grow as well.

A good example to relate to how the project management profession is evolving is looking at Medicine. Fifteen or Twenty years ago, most General Practitioners (GP’s) would diagnose and treat you for most cases without the need to refer you to a specialist unless it is really needed; but nowadays, you will find that the demand for specialists significantly increased with the complexity of diseases, changes in the human cells, changes in the environment and many other factors. The same goes for the Management field. In earlier days, there was no high demand for a portfolio or program manager, and a project manager could handle programs and portfolios. I am not saying that these days they can’t; of course they can, but with the increase in complexity and size of the portfolios, programs and projects, the demand for those specialities is increasing and in parallel the demand in other areas as well like stakeholder management and change management.

Some would argue that experience is what matters, but I beg to differ. Experience is important but knowledge is essential as well and the best recipe for success is a combination of both experience and knowledge. Knowledge can help you be creative, and experience can help you apply this creativity in real life.

Now that we’ve established the importance of Professional Development, let us think how to approach professional development from an Agile Mindset where practically, the candidate is the Agile Team (Customer, Scrum Master and Development Team all in one). As a customer or product owner, you’re looking at:

Step (1) – Value Maximizing, but what does this mean in this context? This simply means that the candidate has to inspect how and what type of professional development they can do in order to maximize and capitalize on their experience and portfolio within this competitive market. Yes, the Project Management world is a very competitive one.

What are the next steps?

More…

To read entire article, click here

 

How to cite this article: Kaibni, R. (2020).  The Added Value of Professional Development, PM World Journal, Vol. IX, Issue I, January.  Available online at https://pmworldlibrary.net/wp-content/uploads/2019/12/pmwj89-Jan2020-Kaibni-added-value-of-professional-development.pdf

 


 

About the Author

 


Rami Kaibni
B.Eng , PfMP®, PMP®, PMI-(PBA®, RMP®, ACP®), CBAP®, AgilePM®, GPM-b™      

Senior Projects and Development Manager
Canada / Palestine

 

Rami Kaibni is a Career Coach, Agile Trainer and a certified Senior Portfolio and Project Management Professional holding a bachelor’s degree in Structural Engineering and over 15 years of professional experience in Professional Development / Career Coaching, Portfolio/Program/Project Management, Construction Management, and Business Development.

Besides holding multiple certifications in Project Management (PfMP®, PMP®, PMI-RMP®, PMI-ACP®, PMI-SP®, PgMD Pro®, AgilePM®, GPM-b™, PSM II, LSSBB) and Business (PMI-PBA®, CBAP®), Rami is also a member of many global organizations of which some are: Project Management Institute (PMI) and Green Project Management (GPM)  in the United States, International Institute of Business Analysis (IIBA) in Canada, PMO Global Alliance, Agile Business Consortium in the UK, and the International Association of Project Managers (IAPM) in Germany as their Senior Official for Vancouver/Canada and Jordan areas.

Over the course of his career, he worked with highly reputable organizations and clients both nationally and internationally and have been deployed on high profile projects across Asia including the Gulf Region, Middle East, Shanghai/China and currently in Vancouver, Canada.

LinkedIn: https://ca.linkedin.com/in/rami-kaibni

ProjectManagement.com: https://www.projectmanagement.com/profile/ramikaibni/

 

 

Multigenerational Project Management

 

ADVISORY ARTICLE

By Alfonso Bucero, PMP, PMI Fellow

Madrid, Spain

 


 

1. Introduction

The workplace is in a demographic transition today. Dealing with different generations and working well with all of them understanding each other is a must. Four overlapping generations (Baby boomers, Gen X, Gen Y, Gen Z) can be distinguished. What is normal and used daily for people from one generation, maybe not the same thing for people from another. Different habits, behaviors, and even different skills come up to the game.

That situation has become more and more challenging for project managers today. Depicting a picture of the current workplace, some facts like quick technology evolution, uncertainty and complexity increase; more and more changes arise, and the business world is becoming more competitive. Then project managers need to sharp and tune their skills in managing successful projects and adding value to their performing organizations.

The purpose of this article is to describe my point of view and experiences about multigenerational project management. As a frequent business traveler, consultant, teacher, author, and project practitioner, I had the opportunity to work with different generations and cultures over the years. Every project manager needs to understand all those generations and facilitate them working together to manage successful projects for the benefit of the organization. In this article, it is covered how to understand, compare, motivate different generations, how to be aware of our changing environment and which are the PM challenges in our century.

2. Understanding generations

Project managers need to understand people and influence them to get successful results. To do that they need to develop the ability to listen to people. Learning key lessons about listening usually takes time. Let us share an example with you:

One common thing shared among our professional colleagues is that when project professionals try to sell project services to customers, they talk too much but they listen very little to them. However, in many situations, people are not conscious of that. People listen to themselves and are blind because of their enthusiasm.

Project professionals cannot succeed with others by dumping information on them. To help or have a positive impact on people, it is necessary to learn how to listen to them. No human being would listen to your talk if he didn’t know it was his turn next. Too many people approach communication that way, they are too busy waiting for their turn to listen to others. The ability to skilfully listen is one key to gaining influence with others. There are some suggestions to be a better listener:

  1. Pay attention to the other people words when they are speaking instead of trying to answer their questions
  2. Write notes to remember what the other people said
  3. Then prepare your answer, count from 1 to 5
  4. Answer quietly

More…

To read entire article, click here

 

How to cite this article: Bucero, A. (2020).  Multigenerational Project Management, PM World Journal, Vol. IX, Issue I, January.  Available online at https://pmworldlibrary.net/wp-content/uploads/2019/12/pmwj89-Jan2020-Bucero-multigenerational-project-management.pdf

 


 

About the Author

 


Alfonso Bucero

Madrid, Spain

 

 

 

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

Mr. Bucero can be contacted at 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/

 

 

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