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Survival Hints for Project Business

 

Project Business Management

SERIES ARTICLE

By Oliver F. Lehmann

Munich, Germany

 


 

“in time of crisis, character become visible”
Helmut Schmidt[1]

 

Summary

Project business is present when paying customers assign paid contractors to do project work for them under contract. The current Corona crisis poses specific risks for organizations and professionals involved. How can we respond to them?

 

Why the Corona Crisis Matters so Much for Project Business

Project business is at the core of today’s project economy: The move from cross-functional to cross-corporate projects.

Figure 1: Cross-corporate projects at the heart of project business management, driving the project economy

The current crisis met players in project business unprepared. Among all business disciplines, project business has the lowest number of experts, literature, software, and offerings for education. Most people and organizations involved in project business learn it by trial and error. However, trial in project business is expensive and error even more. Now, in a major crisis, trial and error are the direct way into insolvency.

Professionals and organizations need immediate help to survive the crisis, caused by the infamous Coronavirus. How should they respond to it?

For the moment being, we observe a breakdown of systems we rely on as project contractors and customers. Communications of course, is one of them, when we are forced to distance ourselves socially (e.g. here) and have to reduce contacts to online calls and meetings. Other systems impacted include conferences, congresses, and other physical events where project vendors and clients find each other. Even courts of law will be impacted, when they can no more convene, making it hard to resolve conflicts in a civilized manner (e.g. here).

In a major crisis, trial and error in project business are the direct way into insolvency.

Insolvencies will be another disruptive factor. I have long warned that bankrupt project contractors and customers can have a devastating effect on the success of a project’s mission. There is no doubt that we will see companies go bankrupt in huge numbers in the coming months, and we should be prepared that among them will be some of those with whom we make project business.

 

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. (2020). Survival Hints for Project Business; Series on Project Business Management; PM World Journal, Vol. IX, Issue IV, April.  Available online at https://pmworldlibrary.net/wp-content/uploads/2020/04/pmwj92-Apr2020-Lehmann-Survival-Hints-for-project-business.pdf

 


 

About the Author


Oliver F. Lehmann

Munich, Germany

 

 

 

Oliver F. Lehmann, MSc, ACE, PMP, is a project management author, consultant, speaker and teacher. In addition, he is the President of the Project Business Foundation, the home association for professionals and organizations involved in cross-corporate projects.

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. Oliver has trained thousands of project managers in Europe, USA and Asia in methodological project management with a focus 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:

To view other works by Oliver Lehmann, visit his author showcase in the PM World Library at https://pmworldlibrary.net/authors/oliver-f-lehmann/

 

[1] (Bundeskanzler-Helmut-Schmidt-Stiftung, 2020)

 

 

Being the Best You Can Be

Advancing as a portfolio, program of work, or project professional

 

Advances in Project Management

SERIES ARTICLE

By Iain Fraser & Madeleine Taylor

New Zealand

 


 

Introduction

This article offers perspectives that are presented in the book ‘The Business of People: Leadership for the Changing World’ by Iain Fraser and Madeleine Taylor. It offers an extract on leadership competencies that should be part of the core skillset of modern business, portfolio, program of work, and project professionals. It is all very well to know what we know, who we are, and what makes us tick however, what happens if you discover that you have behaviors or thought patterns that are affecting your ability to lead? Problems!

Read on and you will discover handy tips on seven areas related to leading yourself, leading a team, and leading an organization.

The Role of Habits

A bad habit can kill you. In a presentation by Australian couple Glen Singleman and Heather Swan, they recalled how, in learning to wing suit base-jump, it went terribly wrong. They were in Italy on a cliff 4,500 feet (1,370 metres) high. When Glen first tried the jump using a wing jump suit he forgot he was in a wing jump suit and his body reacted as if he was in a parachute. He had arched his back like a usual base jumper however, because he was in a wing suit it meant that the suit caused him to be the wrong way round and upside down – falling at breakneck speeding straight towards the ground. His head was centimeters close to the cliff and he had no-where to fly as the cliff was in his face.  He knew he had to change his position in order to flip over and fly out to a safe landing. All the while free falling to certain death. He knew that he had to manage his mind in order to correct his potentially fatal mistake. Clearly, he did this as he survived to tell us the tale. Knowing what he knew about how the brain worked allowed him to recognize the situation he was in and work out how he needed to adapt.

Knowing that you can change old habits can free you to change those things that get in the way of being the leader you want to be and that your team(s) wish for.

Charles Duhigg author of the book ‘The Power of Habit’, offers a definition of a habit as: “A set of behaviors that are repeated regularly and tend to occur unconsciously.” The human brain creates habits in order to be efficient. Habits can be changed and replaced any time we choose. There are three parts to a habit – a cue, a routine and a reward. Sometimes it takes a little work to uncover what the real cue is. Carefully observe each of the following five things that scientists say might cue the habit: location, time, emotional state, other people, and what happened just before.

You have the power to change any habit or behavior you choose. Even very old habits. The key is to learn what the cue is and what the new rewards are and change the routine.

Alan Deutschman in his ‘Change or Die’ book, suggests there are three ideas to focus on when you want to change a habit:

  • Relate – a deep belief that a change is possible – real hope for a different future.
  • Repeat – practice and practice – develop the new habit, the new way of doing things.
  • Reframe – new ways of thinking about the new habit.

The really interesting thing about the formation of habits is that they form the same way for individuals, organizations, and communities – this is compelling information for great leaders.  So, do you want to change a habit? Answer these questions to explore the habit you want to change:

  1. What are the good things about the old habit?
  2. What would happen if you didn’t change? – Now, in one year, in 5 years?
  3. Who wants you to change habit and what are their concerns?
  4. What tells you, you cannot make the change?
  5. What habits have you been able to change in the past?
  6. Do you really want to make a change? If yes, keep going. If not, allow yourself not to change and accept the consequences of your choice.
  7. Who can help you to think this through further?

Managing Destructive Thinking

Our feelings are determined by the thoughts we are having about a situation. The way you think about a situation can change your feelings toward it. Taking time to recognize what you are saying to yourself allows a reflection of ‘that awareness’ and enables you to decide how you want to think in the here and now. Being aware of what you are thinking and the meaning you are giving to a situation is an important skill for leading yourself.

 

More…

To read entire article, click here

 

How to cite this paper: Fraser, I., Taylor, M. (2020). Being the Best You Can Be: Advancing as a portfolio, program of work, or project professional, PM World Journal, Vol. IX, Issue IV, April. Available online at https://pmworldlibrary.net/wp-content/uploads/2020/04/pmwj92-Apr2020-Fraser-Taylor-be-the-best-you-can-be.pdf

 


 

About the Authors


Iain Fraser

Scotland & New Zealand

 


 

Iain Fraser is somebody who truly understands the need for organizational change toward entities that are focused on developing their people to explore and deliver business value. Iain has worked with and led teams around the world in the banking and finance, defense, engineering, government, oil & gas, power, and telecommunications sectors. Today he is a sought-after speaker, trusted advisor and trainer on business value and change. Author of the top-selling business book ‘The Business of Portfolio Management— Boosting Organizational Value’ as well as over 25 other publications.

 


Madeleine Taylor

New Zealand

 

 

 

Madeleine Taylor has worked with people on the forefront of trouble throughout her professional life, including mental and physical health, grief and loss, conflict and organizational challenges. Through that she has connected with people from many walks of life. Taylor provides training, supervision, facilitation, and executive coaching. Of special interest for the past five years, she has been working with parents and educators about the impact of the overindulgent world on children and families.

 

 

Is now a good time

for a fundamental rethink of leadership?

 

Advances in Project Management

SERIES ARTICLE

By Prof Darren Dalcher

Director, National Centre for Project Management
Lancaster University Management School

United Kingdom

 


 

We all seem to recognise that we live in changing times with rapid advances and wider interactions with nature, ecosystems, and societal concerns. For guidance and direction in such unprecedented times we turn to our leaders. Indeed, leaders are crucial to navigating and guiding organisations, especially in times of turbulence, change and uncertainty.

Deloitte’s 2019 Global Human Capital Trends Survey draws attention to the crucial role of leadership in a world characterised by disruptive digital business models, augmented workforces, flattened organisations and an ongoing shift to team-based work practices (Volini et al., 2019). The study indicates that leaders are being pressured to ‘step up and show the way forward’. Yet, the study concludes that while organisations expect new leadership capabilities to deal with the emerging challenges, they are still largely promoting traditional habits, models and mindsets—when they should be developing skills and capability, and measuring leadership in ways that enable leaders to navigate through greater ambiguity, take charge of rapid change, and engage more deeply with external and internal stakeholders.

Year after year, organizations tell us they struggle to find and develop future-ready leaders. In this year’s Global Human Capital Trends survey, 80 percent of respondents rated leadership a high priority for their organizations, but only 41 percent told us they think their organizations are ready or very ready to meet their leadership requirements.” (Volini, 2019; p.1)

And this was before the Covid-19 global crisis…

We see leadership pipelines and development at a crossroads at which organizations must focus on both the traditional and the new. Organizations know that they must develop leaders for perennial leadership skills such as the ability to manage operations, supervise teams, make decisions, prioritize investments, and manage the bottom line. And they know that they must also develop leaders for the capabilities needed for the demands of the rapidly evolving, technology-driven business environment—capabilities such as leading through ambiguity, managing increasing complexity, being tech-savvy, managing changing customer and talent demographics, and handling national and cultural differences.” (ibid.)

The Deloitte survey reports that eighty percent of respondents indicate that leadership now seems to impose unique and new requirements on organisations. These in turn suggest that new approaches are needed to manage organisations in times of change and turbulence. The new skills required from leaders are identified in Table 1.

Table 1. New leadership needs (after, Volini, 2019)

Whilst organisations have traditionally struggled to identify and develop leaders with the requisite capability, experience and motivation to address existing challenges and requirements, the enormity of new environments and contexts and the new situations that emerge present a new order of novel challenges.

May you live in interesting times

The Deloitte study refers to an intensifying combination of economic, social and political issues that appears to fundamentally challenge existing models, approaches and capabilities. Indeed, management consultant, educator and author, Peter Drucker famously observed that ‘the greatest danger in times of turbulence is not the turbulence, it is to act with yesterday’s logic’.

Approaching today’s problems with yesterday’s frames of thought and tools for action may miss the insights from both yesterday and today and ignore the emerging opportunities of tomorrow, and the operational necessity to identify potential disruptions and new players within the external environment. Strategic management thinking has thus developed an appetite for disruptive players, emerging platforms, blue ocean thinking, lean start-ups and transformational change indicating an acceptance of the transformative capability of new players and technologies, and the need to widen the scope of interest to new contexts, players and potential stakeholders, and thereby learn to encompass new opportunities.

Donald Sull (2009) observes that we often respond to turbulence by accelerating activities that worked in the past. “We lapse into inertia when we should adapt with agility, and we cling to rigid dogmas when we should improvise. But throughout history, volatility has not only dethroned incumbent leaders, it has also created untold possibilities to create economic value.” (ibid., front sleeve).

 

More…

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Editor’s note: The PMWJ Advances in Project Management series includes articles by authors of program and project management books published by Routledge worldwide.  Each month an introduction to the current article is provided by series editor Prof Darren Dalcher, who is also the editor of the Routledge Advances in Project Management series of books on new and emerging concepts in PM.  Prof Dalcher’s article is an introduction to the invited paper this month in the PMWJ. 

How to cite this paper: Dalcher, D. (2020). Is now a good time for a fundamental rethink of leadership? Advances in Project Management Series, PM World Journal, Volume IX, Issue IV, April. Available online at https://pmworldlibrary.net/wp-content/uploads/2020/04/pmwj92-Apr2020-Dalcher-is-it-time-to-rethink-leadership.pdf

 


 

About the Author


Darren Dalcher, PhD

Author, Professor, Series Editor
Director, National Centre for Project Management
Lancaster University Management School, UK

 

Darren Dalcher, Ph.D., HonFAPM, FRSA, FBCS, CITP, FCMI, SMIEEE, SFHEA is Professor in Strategic Project Management at Lancaster University, and founder and Director of the National Centre for Project Management (NCPM) in the UK.  He has been named by the Association for Project Management (APM) as one of the top 10 “movers and shapers” in project management and was voted Project Magazine’s “Academic of the Year” for his contribution in “integrating and weaving academic work with practice”. Following industrial and consultancy experience in managing IT projects, Professor Dalcher gained his PhD in Software Engineering from King’s College, University of London.

Professor Dalcher has written over 200 papers and book chapters on project management and software engineering. He is Editor-in-Chief of Journal of Software: Evolution and Process, a leading international software engineering journal. He is the editor of the book series, Advances in Project Management, published by Routledge and of the companion series Fundamentals of Project Management.  Heavily involved in a variety of research projects and subjects, Professor Dalcher has built a reputation as leader and innovator in the areas of practice-based education and reflection in project management. He works with many major industrial and commercial organisations and government bodies.

Darren is an Honorary Fellow of the APM, a Chartered Fellow of the British Computer Society, a Fellow of the Chartered Management Institute, and the Royal Society of Arts, A Senior Member of the Institute of Electrical and Electronic Engineers, a Senior Fellow of the Higher Education Academy and a Member of the Project Management Institute (PMI) and the British Academy of Management. He is a Chartered IT Practitioner. He sits on numerous senior research and professional boards, including The PMI Academic Member Advisory Group, the APM Research Advisory Group, the CMI Academic Council and the APM Group Ethics and Standards Governance Board.  He is the Academic Advisor and Consulting Editor for the next APM Body of Knowledge. Prof Dalcher is an academic advisor for the PM World Journal.  He is the academic advisor and consulting editor for the forthcoming edition of the APM Body of Knowledge. He can be contacted at d.dalcher@lancaster.ac.uk.

To view other works by Prof Darren Dalcher, visit his author showcase in the PM World Library at http://pmworldlibrary.net/authors/darren-dalcher/.

 

 

Project Management Report from São Paulo

 

Coronavirus: The Situation in Brazil

 

REPORT

By Mauricio Lopes

International Correspondent

São Paulo, Brazil

 

 


 

Since March 11th, when World Health Organization decreed coronavirus passed to be treated as a pandemic, around the world people have been living a bad dream.

Instead of China, here in Brazil the pandemic is just starting a few weeks after Europe and America.  Below are the numbers of cases of Coronarivus in Brazil until April 4th.

Confirmed cases –10.278 people

Deaths – 432 people

With the exponentially increased forecast of the number of patients with Coronavirus in the next two months the main cities in the country are building field hospitals in football stadiums and convention centers, in order to increase available beds.

The growing of the Coronavirus in Brazil´s been exponential like in other countries. In this way, the pre-existing problems in the country increase considerably. With a still fragile economy, Brazil was moving towards the advancement of many economic reforms. Coronavirus opens a gap in this growth. With the determination for people to stay at home, the economy has felt the reflexes a lot.


Photo: Pacaembu Stadium Eduardo Anizelli / Folhapress

 

More…

To read entire report, click here

 

How to cite this article: Lopes, M. (2020). Coronavirus: The Situation in Brazil, Project Management Report from São Paulo, PM World Journal, Vol. IX, Issue IV, April.  Available online at https://pmworldlibrary.net/wp-content/uploads/2020/04/pmwj92-Apr2020-Lopes-brazil-regional-report.pdf

 


 

About the Author


Maurício Lopes

São Paulo, Brazil

 

 

 Maurício Lopes, PMP is a Project Management Specialist. He is a PMP certified in 2000. He is a civil engineer with MBA in Project Management. He was one of the founders of the São Paulo PMI Chapter and Financial Director, Administrative Director, member of the Steering Committee from 1998 to 2003. He was vice-coordinator of the Project Management Division of the Engineering Institute of São Paulo from 1998 to 1999. Since 2004 Maurício Lopes has been speaking in project management courses for CPLAN, FATEC, INPG, IETEC and FIA. He has 20 years of experience in project management with main focus in the engineering & construction area. Currently, he is associate director of M2L Project Management (www.M2L.com.br), a company specialized in project management consulting and implementation operating in over 40 large engineering & construction projects. Maurício Lopes is author of articles for Revista Grandes Construções, a magazine specialized in engineering & construction, and he has the main characteristics related to project management – lean, practical and systematic ways. Mauricio is an International Correspondent for PM World Journal in Brazil.  He can be contacted at mauricio.lopes@M2L.com.br.

To view other works by Maurício Lopes, visit his author showcase in the PM World Library at https://pmworldlibrary.net/authors/mauricio-lopes/

 

 

Commissioning of Kasambabezi Border Post

to buttress trade and travel between Zimbabwe and Zambia

 

NEWS ARTICLE

By Tasiyana Siavhundu

Gweru, Zimbabwe

 


 

Zimbabwe’s efforts to facilitate trade and travel continue and this has seen the commissioning of Kasambabezi Border Post in the Matebeleland North Province. The new port of entry and exit, situated on the edge of the Zambezi River, 6km north-east of Binga Centre, was commissioned on the 13th of March 2020. The border post has been named after the original name (in the Tonga tribe) of the 2,574 km long Zambezi River. Zambezi River is the fourth-longest river in Africa, the longest east flowing river in Africa and the longest flowing into the Indian Ocean from Africa.

The new Border Post adds to a country’s more than a dozen border posts that are dotted around the borders of the land-locked Sub-Saharan African country. The border posts connect Zimbabwe’s four neighbours namely: Botswana, Mozambique, South Africa and Zambia. Kasambabezi Border Posts becomes the 6th border post to link Zimbabwe and the former Northern Rhodesian counterpart, Zambia. Table 1 below shows a list of seventeen current border posts in Zimbabwe, including the newly established Kasambabezi Border Post.

 

More…

To read entire article, click here

 

How to cite this article: Siavhund, T. (2020). Commissioning of Kasambabezi Border Post to buttress trade and travel between Zimbabwe and Zambia; PM World Journal, Vol. IX, Issue IV, April.  Available online at https://pmworldlibrary.net/wp-content/uploads/2020/04/pmwj92-Apr2020-Siavhundu-commissioning-of-Kasambabezi-border-post.pdf

 


 

About the Author


Tasiyana Siavhundu

Gweru, Zimbabwe

 

 

 

Tasiyana Siavhundu is a member of Project Management Zimbabwe (PMZ) with vast qualifications and experience in Project Management, Economics, Taxation as well as Investments and Portfolio Management. He is a holder of a B.Sc. Honours Degree in Economics, Master of Commerce Degree in Economics, Post-Graduate Diploma in Project Management, Executive Certificate in Investments and Portfolio Management, Advanced Certificate in Taxation and many other qualifications.

Tasiyana has worked both in the private and public sectors in Zimbabwe. He is now employed as a Revenue Officer with the Zimbabwe Revenue Authority (ZIMRA). He is very passionate about research work and has interests in the fields of Economics (particularly Public Economics), Project Management and Taxation.

Tasiyana Siavhundu can be directly contacted by email address: tsiavhundu@gmail.com

 

 

The Stakeholder Perspective

 

BOOK REVIEW

Book Title:  The Stakeholder Perspective: Relationship Management to Increase Value and Success Rates of Projects       
Author:  Massimo Pirozzi
Publisher:  Taylor & Francis Group, LLC
List Price:  $59.95
Format:  Hardcover, 170 pages
Publication Date:  2020     
ISBN:  978-0-367-18476-6
Reviewer:  Philip Wiens, PMP
Review Date: March 2020

 


 

Introduction

Project success, and the subsequent realization of business value, can be a very elusive destination. Very capable and brilliant project managers have mastered their processes and tools but have overlooked a vital key to success…the human stakeholder. When I studied to become a certified project manager, I reserved a priority for stakeholder management that ranked thirteenth in comparison to the other knowledge areas. This of course resembles its relative position in the knowledge area matrix. Massimo Pirozzi shows us in The Stakeholder Perspective that stakeholders are not just a thing, they are the only thing!

Overview of Book’s Structure

The book is structured in a way to facilitate a perspective change. The reader is going to be taken on a journey that begins with the current state of stakeholder management, shows you the gap, and introduces you to solutions. A large part of the book provides information needed to understand and teach to others the lessons of the stakeholder perspective. Pirozzi uses every relevant industry definition, diagram, and map to honor and abide by our industries most storied teachings, while at the same time introducing a brave and much needed paradigm shift.

The chapters are laid out as follows….

Part I. THE STAKEHOLDER PERSPECTIVE

Chapter 1. Stakeholders, Who Are They?
Chapter 2. The Recent Central Role of Stakeholders in Project Management
Chapter 3 Stakeholder Identification: Integrating Multiple Classification and Behavioral Models
Chapter 4. Effective Stakeholder Analysis: A Systemic Approach
Chapter 5. Key Stakeholders Management: Principles of Effective Direct Communication
Chapter 6. Stakeholder Network Management: Informative and Interactive Communication
Chapter 7. Basic Personal and Interpersonal Skills: Personal Mastery, Leadership, Teaming
Chapter 8. Ethics in Stakeholder Relations

Part II. THE RELATIONSHIP MANAGEMENT PROJECT

Chapter 9. Stakeholder Relations and Delivered Value: An Indissoluble Link
Chapter 10. Satisfying Stakeholder Requirements and Expectations: The Critical Success Factor
Chapter 11. Facing Successfully Different Levels of Project Complexity
Chapter 12. Targeting Both Project and Business Value Generation by Using KPIs
Chapter 13. Relationship Management Project: A Structured Path to Effectiveness
Chapter 14. New Stakeholder-Centered Trends: Project Management X.0

Highlights

There is extensive use of models, maps, and figures. This is particularly valuable if you have never seen them before. But even if you are a certified project manager or have studied project management, a lot of the figures are presented with new insight.

 

More…

To read entire Book Review, click here

 


 

About the Reviewer


Philip Wiens

Texas, USA

 

 

Philip Wiens is a certified and experienced project manager who leads companies to their strategic objectives by managing successful IT projects. He is committed to daily professional and personal growth.

Philip can be contacted at Philip.wiens@live.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.

 

 

Mommy is a Project Manager

 

BOOK REVIEW

Book Title: Mommy is a Project Manager
Author: Mei Y. Lin
Illustrated by: Yoyo Chang
Publisher: Fnova Publishing, LLC
List Price: $19.99
Format: 22 pages, hardback
Publication Date: 2019       
ISBN: 978-1-951486-00-6
Reviewer: Lawrence Reid, PMP
Review Date: 02/2020

 


 

Introduction

Mommy is a Project Manager is a creative children’s book that tells the story of what project managers are and what they do at work and at home in a detailed yet simplified way for children to understand. One of the unique and interesting details is that the pages are written in English, Spanish, and Chinese.

Overview of Book’s Structure

Mommy is a Project Manager is a short easy to read book to be shared with children to explain what mommy does as a project manager.

Highlights

Mommy is a Project Manager references the PMBOK knowledge areas and how they are applied at work and home. The left page describes an aspect of project management at work and the right page describes the same aspect applied at home. The colorful illustrations creatively flow between the pages to help reinforce the transference of project management skills between work and home.

Who Might Benefit from the Book?

Children are the obvious audience of Mommy is a Project Manager. Adults may use the book as a useful tool to explain to children what the parent is doing while at work.

 

More…

To read entire Book Review, click here

 


 

About the Reviewer


Lawrence Reid, PMP

Bedford, Texas

 

 

Lawrence Reid, PMP is a Customer Relationship Management (CRM) specialist with extensive experience in project management, needs analysis, implementation, customization, and integration for companies in the aerospace, financial services, manufacturing, and medical industries. Lawrence has a Bachelor’s degree in Finance and has obtained the Project Management Professional (PMP) certification. He is a member of the Dallas and the Fort Worth chapters of the Project Management Institute. Lawrence presented at the University of Dallas and Project Management Institute Symposium in 2019 on CRM in the Age of Artificial Intelligence and Machine Learning.

 

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 Leader You Want To Be

 

BOOK REVIEW

Book Title:  The Leader You Want to Be:  Five Essential Principles for Bringing Out Your Best Self — Every Day
Author:  Amy Jen Su
Publisher:  Harvard Business Review Press
List Price:  US$28.00
Format:  Hardcover, 256 pages
Publication Date:  2019      
ISBN: 9781633695917
Reviewer:   Phil A. Elsner, MS, PMP
Review Date:  February 2020

 


 

Introduction

“The Leader You Want to Be” was written by executive coach Amy Jen Su to illustrate how choosing to employ either of two imaginary contrasting mindsets can cause some people to succeed as leaders while others fail.

The successful “Leader A” mindset promotes relaxed, confident, servant leaders who are generous of spirit; the “Leader B” mindset causes stressful, uncertain, needy, and dictatorial behaviors.

The author contends that all of us frequently switch back and forth between “A” and “B” modes and relates anecdotes from her coaching experiences to show how some “Leader B” types became more effective by using “Leader A” thinking.

Overview of Book’s Structure

Introduction – explains the two Leader mindsets and defines a framework of five principles (Purpose, Process, People, Presence, and Peace) common to effective leadership.

Chapter 1 – defines four stress-inducing pitfalls people fall into that sabotage successful “A” actions while trying to get things done when time is short:

  • Just Do More
  • Just Do It Now
  • Just Do It Myself
  • Just Do It Later

Chapter 2 – The Power of Purpose guides the reader in identifying the tangible and intangible elements of his(/her) contribution and the passion (motivation, energy, and inspiration) elements behind accomplishing actions.  Once defined, the contribution and passion elements are mapped into a two-by-two matrix which facilitates prioritization and scheduling.

Chapter 3 – The Power of Process encourages leaders to understand and work within their personal preferences concerning process and structure with an eye to reconciling priorities with passion and contributive value.

Chapter 4 – The Power of People covers points about who has the skills and abilities to do what throughout the organization from now into the future for succession planning and explores communication among departments for finding honest help, boundaries, and feedback.  This author loves to make bullet lists throughout the book and creates many as checklisting exercises.

 

More…

To read entire Book Review, click here

 


 

About the Reviewer


Phil Elsner

North Texas, USA

 

 

 

Phil Elsner is a business results project manager in the Dallas, Texas area.  He is a passionate advocate for using the talents of Project Management Professionals to get things accomplished in the business world with maximum effectiveness and minimum wasted effort.

Phil proudly holds multiple degrees in biomedical sciences from The University of Texas at Austin and the The University of Texas of The Permian Basin. He credits his high school Spanish teacher for his being English/Spanish bilingual.

He began his professional Information Technology career as an application programmer and rose through the ranks of systems analysis, systems design, and team leadership on his way to managing projects in industries as diverse as telecommunication, financial services, mortgage processing, and healthcare.

Phil grew up in the first FM radio station in West Texas and remains connected to broadcasting as project manager and executive producer of high school football on radio and Internet in the heart of the Permian Basin.

He is a Life Member of Alpha Phi Omega National Service Fraternity and a lifelong self-described “serial volunteer” leading networking groups in the Dallas area. Music has always been a part of Phil’s life.  He has earned ten Barbershop Harmony Society gold medals as a bass singer in the Dallas-based Vocal Majority.

Coworkers have said that Phil Elsner is different from many other project managers because he never forgets that the processes completed in projects are done by real people who deserve to be treated as such and because he believes that keeping a relaxed environment and sense of humor on the job make people happier and outcomes better.

He is active in the PMI Dallas chapter and can be contacted at  P.A.Elsner@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.

 

 

Being the Boss

 

BOOK REVIEW

Book Title:     Being the Boss: The 3 Imperatives for Becoming a Great Leader
Author:  Linda A. Hill and Kent Lineback
Publisher:  Harvard Business Review Press
List Price:  $35.00
Format: hardcover, 320 pages
Publication Date:  2019
ISBN: 978-1-63369-689-3
Reviewer: Sherrie Dotson, PMP 
Review Date:  March 2020

 


 

Introduction

No one goes into management with the vision of being a poor manager, but many who were star performers as individual contributors do find themselves unprepared and untrained for the complexities and the paradoxes involved in today’s management landscape. Fortunately, for those willing, the skills needed to manage multifunctional, multicultural and multigenerational work forces within fluid, constantly changing organizations can be learned. In a world where external forces such as globalization, technology changes and competition require companies and their employees to be ever more agile and responsive, it is imperative for managers to honestly look at their management style and its effectiveness and be willing to master the art of being a good boss.

According to authors Linda Hill and Kent Lineback, effective management is more than finding ways to cope or even about delivering outcomes. It is about developing and sharing a clear vision of what is important now, and in the future, and then using that vision to set priorities, drive decisions and achieve goals. In “Being the Boss,” Hill and Lineback cover their studies on what effective managers actually do and the common mistakes of less effective managers. They have distilled their concepts into three imperatives:

  • Manage yourself
  • Manage your network
  • Manage your tea

Overview of Book’s Structure

“Being the Boss: The 3 Imperatives for Becoming a Great Leader” opens with a short script about a new manager, named Jason, and how his morning progresses phone call-by-phone call. This short account demonstrates, painfully, how he is immediately thrown into the deep end with urgent and critical expectations and issues. It makes for a perfect and engaging lead into the first chapter of the book. In this chapter, the authors discuss why being a manager is so hard. A short survey at the end of the chapter allows the reader to explore her own management style.

After the introductory chapter, the book is split into 3 parts – one for each imperative. Throughout the book, the reader follows Jason and his daily experiences as a manager. None of these situations is simplistic or easily resolved. Instead each one provides an opportunity for the reader to really stop and consider how he might respond and to what outcomes.

While Hill and Lineback never give pat right and wrong answers, they do ask pointed questions about the reader’s responses and behaviors to various situations and point out the behaviors and characteristics of effective managers. They also provide a roadmap of tasks that managers should be doing to master each imperative. It takes time to ingrain these actions into habits, but the benefits are clear.

At the end of every section, a short survey allows the reader to consider the concepts in terms of what he or she believes and helps in discovering areas of improvement.

Highlights

Managing yourself is the first imperative. This part discusses your beliefs around management and how you interact with others. Because formal authority is an ineffective management strategy, leaders must learn more effective methods of influencing others to succeed. However, the type of influence cultivated matters. Managers who are authentic and approachable garner more trust, but it is critical not to cross boundaries. For example, a manager really cannot afford to be a close friend to an employee and still be impartial enough to make the hard decisions that may be required.

 

More…

To read entire Book Review, click here

 


 

About the Reviewer


Sherrie Dotson

Texas, USA

 

 

Sherrie Dotson, PMP is Learning and Development Program Manager with over 25+ years helping create and implement global training programs. She earned her PMP in 2015 and has since helped organizations implement more robust project management techniques in their training development cycles. Her background has been focused on cybersecurity and IT networking companies supporting their customer, partner and technical employee training and development programs.

Sherrie can be reached at Sherrie@skdotson.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.

 

 

Finland Project Management Roundup for April 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: Projektipäivät in early November and 3PMO in early June. PRY has rescheduled the 2020 3PMO event to 25.8.2020 due to the coronavirus pandemic. Please navigate to www.pry.fi/en , https://www.oppia.fi/events/3pmo2020/ 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. The 2020 spring event – themed Modern Leadership – Project Laughs And Tears – has been postponed due to the coronavirus pandemic. 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, is scheduled to be connected to the Finnish national power grid in November 2020. Commercial power generation is expected commence in March 2021.

 

More…

To read entire report, click here

 

How to cite this report: Vaskimo, J. (2020). Finland Project Management Roundup for April 2020, PM World Journal, Vol. IX, Issue IV, April.  Available online at https://pmworldlibrary.net/wp-content/uploads/2020/04/pmwj92-apr2020-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/

 

 

 

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