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Interview with Antonio Nieto-Rodriguez

 

Projects are the Economic Engine of Our Times

Interview with Antonio Nieto-Rodriguez

Author, International Executive, Thought Leader
Former Chair, PMI Board of Directors

Interviewed by Yu Yanjuan
Journalist, Project Management Review: PMR (China)
International Correspondent, PM World Journal

Introduction to the interviewee

Antonio Nieto-Rodriguez (antonionietorodriguez.com), a thought leader, author, practitioner and professor. He is the creator of concepts such as the Hierarchy of Purpose, featured by Harvard Business Review, or the Project Manifesto, which argues that projects are the lingua franca of the business and personal worlds from the C-suite to managing your career or relationships.

He is the author of “The Project Revolution” (LID, 2019). “Lead Successful Projects” (Penguin, 2019) and “The Focused Organization” (Taylor & Francis, 2014). His research and global impact in modern management been recognized by Thinkers50 with the prestigious award “Ideas into Practice“.

Antonio was the Chairman of the Project Management Institute (PMI) in 2016, where he co-founded the Brightline Initiative. He has recently launched the Strategy Implementation Institute. Antonio has held leadership positions in PricewaterhouseCoopers, BNP Paribas Fortis, and GlaxoSmithKline. He is a visiting Professor of Duke Corporate Education, IE Business School, and other prestigious business schools.

Antonio is also a much-in-demand speaker at events worldwide. Over the past 15 years, he has presented at more than 160 conferences around the world.  Born in Madrid, Spain, and educated in Germany, Mexico, Italy and the United States, Antonio is an Economist with an MBA from the London Business School and Insead’s International Director Program. He is fluent in five languages.


 

Interview

Definition of “Project Revolution”

Q1.      You’ve written a book titled “Project Revolution”. What does “Project Revolution” mean?

Antonio Nieto-Rodriguez (Nieto-Rodriguez):           Over the past decades, organizations have made their operations extremely efficient, reaching levels where finding additional efficiency improvements is no longer possible. At the same time, the number of projects in organizations, the amount of resources dedicated to them and the size of projects have all increased year after year.

Projects are on the march and established organizational and management models are under threat as never before.

Yet, according to my latest research, more is to come. Disruptive technologies will accelerate this trend. Robots and artificial intelligence will take over almost all the traditional administrative activities and operational work. Some of these roles have already disappeared or been completely reshaped. Organizations will shift their focus more than ever to projects and project-based work. Projects are the new norm for creating value and, indeed, for staying in business – leading to what I describe as the Project Revolution.

 

Influences of “Project Revolution”

Q2.      What changes or influences will “Project Revolution” have on organizations and individuals?

Nieto-Rodriguez:        The emergence of projects as the economic engine of our times is silent but incredibly disruptive and powerful. And this massive disruption is not only impacting the way organizations are managed. Every aspect of our lives is becoming a set of projects. The main implications are as follows:

  • Education: For centuries, learning was achieved by memorizing hefty books and mountains of written material. Today, the leading educational systems, starting from early ages, apply the concept of teaching projects. Applying theories and experimenting through projects has proven to be a much better learning method, and soon it will become the norm.
  • Careers: Not so long ago, professional careers were made in only one organization. Throughout the 20th century, most people worked for a single company. Today we are likely to work for several companies, and at some point we will most probably become self-employed, working primarily on projects. This sort of career is best approached as a set of projects in which we apply the lessons we have learned from previous jobs, companies and industries while developing ourselves for our next career move, often not known in advance.
  • Corporate governance: Boards play a critical role in value creation and long-term organizational success. In the current turbulent times, providing direction and prioritizing initiatives have become essential competencies for boards. When organizations execute too many strategic projects without clear prioritization from the top, they will be spread too thinly: teams will fight for resources, commitments to contribute to certain projects will not be respected, and most projects will fail to meet their initial cost, time and benefit estimates.

More…

To read entire interview, click here

 

Editor’s note: This interview was first published in PMR, Project Management Review magazine, China.  It is republished here with the permission of PMR. The PM World Journal maintains a cooperative relationship with PMR, periodically republishing works from each other’s publications. To see the original interview with Chinese introduction, visit PMR at http://www.pmreview.com.cn/english/

How to cite this interview: PM Review (2020). Projects are the Economic Engine of Our Times; Interview with Antonio Nieto-Rodriguez; Project Management Review; republished in the PM World Journal, Vol. IX, Issue VII, July. Available online at https://pmworldlibrary.net/wp-content/uploads/2020/06/pmwj95-Jul2020-Yanjuan-Interview-with-Antonio-Nieto-Rodriguez.pdf

 


 

About the Interviewer


Yu Yanjuan

Beijing, China

 

 

Yu Yanjuan (English name: Spring), Bachelor’s Degree, graduated from the English Department of Beijing International Studies University (BISU) in China. She is now an English-language journalist and editor working for Project Management Review (PMR) Magazine and website. She has interviewed over sixty top experts in the field of project management. Before joining PMR, she once worked as a journalist and editor for other media platforms in China. She has also worked part-time as an English teacher in training centers in Beijing. Beginning in January 2020, Spring also serves as an international correspondent for the PM World Journal.

For work contact, she can be

reached via email yuyanjuan2005@163.com  or LinkedIn https://www.linkedin.com/in/yanjuanyu-76b280151/.

To view other works by Spring, visit her author showcase in the PM World Library at https://pmworldlibrary.net/authors/yu-yanjuan/

 

 

Interview with Dr. Penny Pullan

 

Tips on Virtual Team Management

Interview with Dr. Penny Pullan

Advisor, Mentor, Speaker, Thought Leader
Author of Virtual Leadership (Kogan Page, 2016)
United Kingdom

Interviewed by Yu Yanjuan
Journalist, Project Management Review: PMR (China)
International Correspondent, PM World Journal

Journalist’s notes

With the spread of COVID-19, lots of people worldwide have to work from home, and under this context the book Virtual Leadership quickly becomes a bestseller. Behind the popularity of the book is the confusion of project practitioners: How to overcome the challenges faced by virtual teams? How to build virtual mindset? How to motivate virtual team members? How to hold virtual meetings efficiently? How to practice virtual leadership? How to create a virtual work culture? With the questions in mind, our journalist Yu Yanjuan (English name: Spring) has the honor to interview the author of the book, Dr. Penny Pullan. In fact, it’s our 2nd interview with Penny Pullan. (Read the first interview at http://www.pmreview.com.cn/english/Home/article/detail/id/443.html)

Introduction to the interviewee

Penny Pullan, Keynote Speaker, Author, Mentor and Consultant, is an expert on developing leadership for virtual work and tricky projects. The majority of her work is with people in multinational organizations, who are grappling with tricky projects and programmes of change.

She has worked with programmes as wide-ranging as running virtual summits and professional groups, certification of child labour in West African countries, supporting people who make insulin globally to work virtually effectively, the global implementation of SAP, introducing project techniques in the not-for-profit sector as well as “Project Management Excellence” training.

She has co-authored A Short Guide to Risk Management with Ruth Murray-Webster and co-edited Business Analysis and Leadership with James Archer.

Her specialties include project and programme management, business analysis, business process management, business change, risk management, leadership of change, virtual leadership, implementing strategy, etc.

In 2001, Dr. Penny Pullan was scheduled to fly to the United States to attend the start-up meeting of a global project, but her business trip was delayed due to the “9•11” incident. Dr. Penny had to try to work with team members on projects remotely. Since then, Dr. Penny Pullan has initiated research on virtual team management. In 2016, she published a book on this topic titled Virtual Leadership.

 


 

Interview

Challenges in leading virtual teams

Q1.      With COVID-19 spreading worldwide, many project team members have to work from home. What are the challenges of working remotely?

Penny Pullan (Pullan):    Yes, things have changed a great deal recently! One of the advantages of working remotely has been that it allows organizations to use the best people wherever they are based geographically. Now, given the spread of COVID-19, working remotely is the safest way to work with anyone else, even if you are both based in the same city. At the same time, project team members may have to share their homes with other members of their family, which can be distracting at best and impossible at worst, and leaders need to take this into account.

Q2.      What are the major challenges in leading remote virtual teams? Any suggestions on overcoming those challenges?

Pullan:     There are lots of challenges in leading virtual teams! The one that comes out consistently as the biggest challenge for teams is engaging remote team members in meetings. Engaging people remotely is a real challenge. In team meetings, use visuals and call on people regularly throughout your virtual meetings. Agree that you’ll do this as part of your upfront “ground rules” so that everyone knows that you’ll call on them. Do fun things as a project team and use as many senses as you can!

Another big one is developing trust between team members when you don’t have time to get to know each other in person. I also find that people often find barriers in language and culture very difficult to overcome. With all of these, taking time to get to know each team member one-to-one is very helpful. When they know, like and trust you as their project manager, things will become easier. When they understand how you work, what makes you tick, what’s important for you and what’s your culture, it helps. You should aim to learn these things about each person too!

 

More…

To read entire interview, click here

 

Editor’s note: This interview was first published in PMR, Project Management Review magazine, China.  It is republished here with the permission of PMR. The PM World Journal maintains a cooperative relationship with PMR, periodically republishing works from each other’s publications. To see the original interview with Chinese introduction, visit PMR at http://www.pmreview.com.cn/english/

How to cite this interview: PMR (2020). Tips on Virtual Team Management: Interview with Penny Pullan; Project Management Review; republished in the PM World Journal, Vol. IX, Issue VI, June.  Available online at https://pmworldlibrary.net/wp-content/uploads/2020/06/pmwj94-Jun2020-Yanjuan-Interview-with-Penny-Pullan.pdf

 


 

About the Interviewer

 


Yu Yanjuan

Beijing, China

 

Yu Yanjuan (English name: Spring), Bachelor’s Degree, graduated from the English Department of Beijing International Studies University (BISU) in China. She is now an English-language journalist and editor working for Project Management Review (PMR) Magazine and website. She has interviewed over sixty top experts in the field of project management. Before joining PMR, she once worked as a journalist and editor for other media platforms in China. She has also worked part-time as an English teacher in training centers in Beijing. Beginning in January 2020, Spring also serves as an international correspondent for the PM World Journal.

For work contact, she can be reached via email at yuyanjuan2005@163.com  or LinkedIn https://www.linkedin.com/in/yanjuanyu-76b280151/.

To view other works by Spring, visit her author showcase in the PM World Library at https://pmworldlibrary.net/authors/yu-yanjuan/

 

 

Project Management is a Life Skill

 

Interview with Sue Kershaw

President
Association for Project Management (APM)
United Kingdom

 

Interviewed by Yu Yanjuan
Journalist, Project Management Review: PMR (China)
International Correspondent, PM World Journal

 

Introduction to the interviewee

Sue Kershaw is President of the Association for Project Management (APM) and a visiting Professor at UCL. She is also Managing Director of the Infrastructure Advisory Group of KPMG. She is acknowledged as being an influential leader and a leading Managing Director who has delivered £multi-billion construction, property and transport projects in the UK and overseas, such as the London Olympic Transport Portfolio. Her areas of expertise include: leadership skills of high performing teams; complex high profile programme delivery to time and budget through entire life cycle, on a risk-based approach; excellent collaborative working skills; ability to simplify complexity and influence decision-makers; strong stakeholder management skills: ability to listen and challenge; confidence in managing significant sums of public money.

From an engineer to an influential project management leader, she has worked hard for more than three decades. Her efforts have been rewarded by much recognition such as “Leader in Transport and Logistics Award (2017)”, “WICE Lifetime Achievement Award (2018)”, “Fellow of the Institution of Civil Engineers (ICE) (1999)”, “Fellow of APM (2006)”, “Honorary Fellow of APM (2011)”, and more.

 


 

Interview

Part I

Q1.      I noticed that you started your career as an engineer. How did you switch to project management? What’s your story with project management? Do you enjoy what you are doing?

Sue Kershaw (Kershaw):    I don’t see it as a switch, but as a transition. After gaining chartered status with the Institution of Civil Engineers, I discovered that, although I enjoyed engineering and learning about construction and design, my passion was the management of projects and people to ensure successful delivery for the client.

Project management is based on solid logic and it is a life skill: we all need project management in our lives. Our businesses, schools and hospitals have to plan what they do, ensure there is enough budget and resource, and that the risks are managed successfully and to time. Project Management is needed across all sectors to make countries successful.

I thoroughly enjoy my job: the more large, complex and difficult the project, the better!

 

Q2.      As an accomplished woman in the field of project management, how do you balance work and life? What are your secrets to career success?

Kershaw:         I see there being three parts of my life: personal, my work, and my professional career. These are intertwined and grow with each other. For example, business planning approaches from work lay a good foundation for planning at home; the professional approach to competencies is a bedrock for recruitment at work; understanding the needs of my kids helps me understand the needs of junior staff at work etc. The key is always to have a state of equilibrium between the three parts, and save a little “me time” for physical and mental wellbeing.

I see the secrets to my success as being curious, immersed in what I do, and mindful that teamwork is key to success. No one person ever has the monopoly on good ideas! I also think that good leaders are listening ones who are approachable and humble.

 

Part II

Q3.      According to your observation, what are the characteristics of high-performing teams?

Kershaw:         High-performing teams are never the textbook perfect fit of competence and experience; they are actually a group of diverse people brought together with a common goal in mind. They are composed of leaders and followers that bond together and most importantly, have the desire to achieve the goals of the project they are working on, and see this achievement as being part of their personal legacy.

 

More…

To read entire interview, click here

 

Editor’s note: This interview was first published in PMR, Project Management Review magazine, China.  It is republished here with the permission of PMR. The PM World Journal maintains a cooperative relationship with PMR, periodically republishing works from each other’s publications. To see the original interview with Chinese introduction, visit PMR at http://www.pmreview.com.cn/english/

How to cite this interview: PMR (2020). Project Management is a Life Skill: Interview with Sue Kershaw; Project Management Review; republished in the PM World Journal, Vol. IX, Issue V, May. To access interview, go to https://pmworldlibrary.net/wp-content/uploads/2020/04/pmwj93-May2020-Yanjuan-Interview-with-Sue-Kershaw.pdf

 


 

About the Interviewer


Yu Yanjuan

Beijing, China

 

 

Yu Yanjuan (English name: Spring), Bachelor’s Degree, graduated from the English Department of Beijing International Studies University (BISU) in China. She is now an English-language journalist and editor working for Project Management Review (PMR) Magazine and website. She has interviewed over sixty top experts in the field of project management. Before joining PMR, she once worked as a journalist and editor for other media platforms in China. She has also worked part-time as an English teacher in training centers in Beijing. Beginning in January 2020, Spring also serves as an international correspondent for the PM World Journal.

For work contact, she can be reached via email yuyanjuan2005@163.com  or LinkedIn https://www.linkedin.com/in/yanjuanyu-76b280151/.

To view other works by Spring, visit her author showcase in the PM World Library at https://pmworldlibrary.net/authors/yu-yanjuan/

 

 

May 2020 Interview

 

Project Business Foundation

Interview with Oliver Lehmann & Martin Berneburg


 

 

 

 

 

 

Interviewed by Ipek Sahra Ozguler
International Correspondent
Istanbul, Turkey

 

Introduction to interviewees

Oliver F. Lehmann, MSc, ACE, PMP, is the President of the Project Business Foundation and the Past-President of the PMI Southern Germany Chapter.

Based in Munich, Germany, he has an international reputation as a trainer in project management and project business management.  He authored two books, “Situational Project Management, the Dynamics of Success and Failure “, and “Project Business Management”. Since the year 2016, he has been a frequent author for the PM World Journal with a focus on situational project management and project business management.

Martin Berneburg, PMP, PSM, is the Vice-President & CEO of the Project Business Foundation and ECC Corporate Ambassador at the Project Management Institute, SGC. Having spent most of his business life in North America, he now lives in Munich with a professional focus on Innovation, Project and Project Business Management.

Within this field, international cross-corporate Projects as well as intra- and entrepreneurial endeavors are the backdrop for his evangelizing efforts to promote specialized knowledge and the spread of resources in Project Business Management.

 


 

INTERVIEW

Ipek Sahra Ozguler (Ozguler): Good morning Oliver Lehmann, Martin Berneburg. What is the story of Project Business Foundation?

Oliver Lehmann (Lehmann): Good morning Ipek, thank you for giving us the opportunity of an interview.

In the years 2014/15, I had a research project together with a group of 17 field experts about situational aspects of project management. The question was, how a practice, such as a method or a behavior, that was successful in one project may fail in another. The group identified several dimensions as part of a typology of projects, where a project of one type may need certain practices, but another one of a different type needed also different practices.

During this research, one dimension virtually jumped into my eyes – the distinction between an internal project, typically a cost center, and a customer (-facing) project, a profit center. I did more research on that, gathered together with enthusiasts, who had a similar view, and together, we founded the Project Business Foundation in the year 2019.

Martin Berneburg (Berneburg): And good morning from me as well, Ipek.

 

Ozguler: Who are the leaders of this foundation? Please introduce themselves to the PMWJ readers.

Lehmann:  My name is Oliver F. Lehmann, and I am from Munich in Germany. I am a trainer in project management with a focus on methodology training, certification preparation, and now, obviously on Project Business Management, the discipline that deals with cross-corporate projects.

Before my time as a trainer, I acted over a decade managing projects with a focus on automotive projects and in related manufacturing/processing areas.

Berneburg:  I am Martin Berneburg, and after some two decades of business life in North America, I now live in Munich as well. Originally with a background in the Music and Entertainment industry, I have always been working in an environment that is highly dependent on and quite unthinkable without cross-corporate relationships. By the end of the millenium I then fully transitioned into the World of Project Management, working as an independent consultant and coach, with the specific focus on innovation management in the entrepreneur and intrapreneur fields.

 

More…

To read entire interview, click here

 

How to cite this work: Ozguler, I. S. (2020). Project Business Foundation: Interview with Oliver Lehmann & Martin Berneburg. PM World Journal, Vol. IX, Issue V, May.  Available online at https://pmworldlibrary.net/wp-content/uploads/2020/04/pmwj93-May2020-Ozguler-Interview-wtih-Lehmann-and-Berneburg.pdf

 


 

About the Interviewer


Ipek Sahra Ozguler

Istanbul, Turkey

 

 

Ipek Sahra Ozguler graduated from the Istanbul University with a Bachelor of Science degree in Computer Engineering and from Middle East Technical University with an MSc degree in Software Management. As a project manager, she has more than 10 years’ experience in various areas such as portfolio management, program management, project management, software management, business analysis. She became a certified PMP in January, 2012 and a certified SCRUM Master in 2014.

She has managed a variety of projects across manufacturing, defence, FMCG (Cola Cola), insurance (Euler Hermes), audit (Deloitte), telecommunication, ICT and aviation sectors and gained broader insights. In addition, she has worked as international correspondent for the PM World Journal since 2014.

Ipek is the creator and editor of the highly acclaimed book, The Perspective of Women Project Management Professionals, interviews with leading female PM experts and professionals around the world. The book was published in March 2020 and is available here.

Ipek is based in Isanbul and can be contacted at ipeksahra@gmail.com.  Her portfolio is published at the http://ipeksahra.strikingly.com/.

To view other works by Ms. Ozguler, visit her author showcase in the PM World Library at http://pmworldlibrary.net/authors/ipek-sahra-ozguler/

 

 

Interview with Tim Jaques

 

Driving Innovation Through Projects

Interview with Tim Jaques

Global Director for Special Interest Groups
International Project Management Association

Interviewed by Yu Yanjuan
Journalist, Project Management Review: PMR (China)
International Correspondent, PM World Journal

 

Introduction to the interviewee

Tim Jaques, an avid writer, presenter, and facilitator, has been exploring, thinking, speaking, and writing on the topics of project management, organizational change, culture, and human performance for more than two decades. As the IPMA Global Director for Special Interest Groups (SIGs), Tim supports the IPMA vision of promoting competence throughout society to enable a world in which all projects succeed. Tim’s work in IPMA focuses on connecting global experts to solve some of the world’s most important and complex challenges through the development of special interest groups around topics as diverse as Innovation, Smart Cities, Smart Rural, Artificial Intelligence and Mega Projects.

In business, Tim’s work today focuses on business transformation and workplace performance through his company Teaming Worldwide. Tim has worked with a variety of private and public sector clients including General Electric, Toshiba, Tufts University, the US Army and US Postal Service. Teaming Worldwide delivers professional development and performance consulting, re-imagined using the latest science in adult learning, motivation and performance.

Tim’s core capabilities include project and program management, performance improvement, execution and operations, organizational change management, IT transformation, and business strategy. Tim co-authored the International Project Management Association (IPMA) Individual Competence Baseline (ICB) 4.0. He has published two books on US Federal government PM practices and written numerous articles on project management, organizational change and transformation.

Besides, Tim is a past vice-president of IPMA-USA and has held numerous board positions.


 

Interview

Part Ⅰ: Project Managers Should Be Innovators

 

Q1.      Many project managers do not see innovation as part of their job. Why do you believe project managers should consider themselves innovators?

Tim Jaques (Jaques):   Innovation is simply the act of creating new ideas and solutions to known or unknown problems. And project managers do this all the time.

The challenge is that project managers have different orientations that define “done”, and different organizations implement different levels of innovation depending on the scope and scale of the disruption. Consider the matrix below.

 

Figure 1: The impact of PM orientation on degree of innovation

The graphic shows that, with a given project manager orientation – inward or outward – the focus of a project will tend to be more oriented toward satisfying scope of the project versus satisfying the market need for the innovation. Of course, project managers must satisfy project requirements. However, the speed of change and faster cycle times for new products can blow up traditional project processes. Sequential, or even agile development techniques, may result in missed opportunities to pivot the project or product in order to capture the real business value from an iterative innovation series.

We need to do a better job of inviting project managers to rethink their classic definitions of “project”. The work of a project manager has always been changing. From the earliest production lines to today’s most audacious mega projects, we have seen a progression from highly-engineering focused, to more design oriented.

Not all project managers are innovators at heart; however, I believe that project managers should be skilled in the modern practices of change and innovation. It helps to see innovation in the context of history. If we go back to the earliest days of formalized project management – the 1930s and 40s – the world was grappling with innovation in nearly every corner of our lives, from electricity and plumbing, to automobile production, flight, public works projects, weapons and defense, and food supply. These industries used the starting pieces of project management –schedules, resource charts, material inputs – all of the essential logic of project management – in an unconscious development process.  Over time, a few items had direct applicability to modern project management such as Frederick Taylor’s work on scientific management and Henry Gantt’s now famous chart. Therefore, project management comes from a deep well of innovation and progress.

Q2.      You said project managers are a natural fit for leading innovation initiatives. Why?

 

More…

To read entire interview, click here

 

Editor’s note: This interview was first published in PMR, Project Management Review magazine, China.  It is republished here with the permission of PMR. The PM World Journal maintains a cooperative relationship with PMR, periodically republishing works from each other’s publications. To see the original interview with Chinese introduction, visit PMR at http://www.pmreview.com.cn/english/

How to cite this interview: PMR (2020). Interview with Tim Jaques; Project Management Review; republished in the PM World Journal, Vol. IX, Issue IV, April. To access interview, go to https://pmworldlibrary.net/wp-content/uploads/2020/03/pmwj92-Apr2020-Yanjuan-Interview-with-Tim-Jaques.pdf

 


 

About the Interviewer


Yu Yanjuan

Beijing, China

 

 

 

Yu Yanjuan (English name: Spring), Bachelor’s Degree, graduated from the English Department of Beijing International Studies University (BISU) in China. She is now an English-language journalist and editor working for Project Management Review (PMR) Magazine and website. She has interviewed over sixty top experts in the field of project management. Before joining PMR, she once worked as a journalist and editor for other media platforms in China. She has also worked part-time as an English teacher in training centers in Beijing. Beginning in January 2020, Spring also serves as an international correspondent for the PM World Journal.

For work contact, she can be reached via email yuyanjuan2005@163.com  or LinkedIn https://www.linkedin.com/in/yanjuanyu-76b280151/.

To view other works by Spring, visit her author showcase in the PM World Library at https://pmworldlibrary.net/authors/yu-yanjuan/

 

 

Interview with Roberto Toledo

 

Interview with Roberto Toledo

Member, 2020 Board of Directors
Project Management Institute

Interviewed by Ipek Sahra Ozguler
International Correspondent
Istanbul, Turkey

 

Introduction to interviewee

Roberto Toledo, MBA, PMP, is CEO and founder of Alpha Consultoria, SA, one of Latin America’s leading project management training and consulting firms, founded in Mexico City in 1997. He is also founder and chief learning officer at Alpha PM Consulting, Inc. headquartered in Chicago, USA. Both companies have trained more than 30,000 executives and has received two PMI professional awards, the first in 2009 and another one in 2011.

Mr. Toledo has been a speaker at forums in 17 different countries in the Americas, Europe and the Middle East. Since 1996, he has been part of the faculty of Mexico’s Institute of Technology (ITAM), where he currently heads the Master’s Certificate Program in Project Management, and lectures at the graduate level on project management and strategy execution. He is also an instructor with the Inter-American Development Bank.

An active PMI volunteer for more than 12 years, Mr. Toledo served on the PMI Educational Foundation’s board of directors from 2012 through 2016. He was chair of that board in 2014. Previously, he held different leadership roles in the PMI Mexico Chapter. He graduated from the Leadership Institute Master Class in 2012.

Mr. Toledo holds an undergraduate degree in architecture from Iberoamericana University (UIA), an MBA from ITAM, is a Certified Company Director with the Institute of Directors of the United Kingdom and has been a certified Project Management Professional (PMP)® since 2002. He was born and raised in Mexico City, then moved with his wife and three sons to the Rio Grande Valley in Texas, USA for five years, until 2015 when they came back to Mexico. Mr. Toledo speaks Spanish, English and conversational Portuguese and devotes all his spare time to his family and playing golf, even though he is not a very good player.


 

Ipek Sahra Ozguler (Ozguler):    Roberto Toledo, thank you for accepting the interview invitation of the PMWJ. Please tell us about yourself for PM World Journal readers get to know you.

Roberto Toledo (Toledo):        I was born, raised and currently reside in Mexico City. I have lived here my entire life, except for the five years I lived in Texas. My wife and I have three sons, and we just celebrated our 25th wedding anniversary, which was a major milestone for us.

I am the Managing Director, CEO and Founder of Alpha Consultoria, a project management training and consulting company, founded in 1998. We started as a small company and today have more than 40 employees. I have been fortunate to be able to run this company for more than 20 years and have worked with great clients along the way.

Project management is work I am passionate about. I first got involved with PMI around 2000, but it wasn’t until 2006-2007 when I decided to volunteer for the Mexico City chapter. I have been a senior volunteer for the last 10 years, including five years with PMI’s Educational Foundation Board of Directors, and three years with the PMI Board of Directors.

Ozguler:        As CEO of Alpha Consultoria, one of Latin America’s leading project management training and consulting firms, the mission is to enhance the company’s abilities and knowledge, thereby increasing productivity and performance in the projects. How do you achieve this?

Toledo:    For over 20 years, we have been consulting and training individuals and organizations on project management techniques, not only in Mexico but across Latin America. This has been the foundation of our company and it is still the core business that we perform today.

Over the last six or seven years, we have expanded our services and now provide project management training and consulting services across all methodologies. We are also involved in business analysis, strategic planning and other services organizations need in order to implement their objectives and strategies.

We have always made a case to work with our clients, not only to help the project managers become better at doing projects, but to also help the organization achieve its objectives. We strongly believe that project management is the key organizations need in order to implement their strategies and achieve the vision they foresee. By using more efficient and effective project management methodologies, we help them achieve those objectives. We believe that when organizations have a more streamlined and structured process in order to perform, they will be much more productive in providing value to their clients.

Our work is twofold – we need to develop the processes and procedures used to complete the project, but more importantly we must develop the people. This is what we try to accomplish with our clients, either through training the people from the organization, training the different team members on the project, or helping the organization develop their own project management culture.

Ozguler:        Additionally, you’re a Chief Learning Officer at Alpha PM Consulting. What are the key duties of the CLO?

 

More…

To read entire interview, click here

 

How to cite this interview: Ozguler, I.S. (2020); Interview with Roberto Toledo; PM World Journal, Vol. IX, Issue IV, April.   Available online at https://pmworldlibrary.net/wp-content/uploads/2020/03/pmwj92-Apr2020-Ozguler-Interview-wtih-Roberto-Toledo.pdf

 


 

About the Interviewer


Ipek Sahra Ozguler

Istanbul, Turkey

 

 

Ipek Sahra Ozguler graduated from the Istanbul University with a Bachelor of Science degree in Computer Engineering and from Middle East Technical University with an MSc degree in Software Management. As a project manager, she has more than 10 years’ experience in various areas such as portfolio management, program management, project management, software management, business analysis. She became a certified PMP in January, 2012 and a certified SCRUM Master in 2014.

She has managed a variety of projects across manufacturing, defence, FMCG (Cola Cola), insurance (Euler Hermes), audit (Deloitte), telecommunication, ICT and aviation sectors and gained broader insights. In addition, she has worked as international correspondent for the PM World Journal since 2014.

Ipek is the creator and editor of the highly acclaimed book, The Perspective of Women Project Management Professionals, interviews with leading female PM experts and professionals around the world. The book was published in March 2020 and is available here.

Ipek is based in Isanbul and can be contacted at ipeksahra@gmail.com.  Her portfolio is published at the http://ipeksahra.strikingly.com/.

To view other works by Ms. Ozguler, visit her author showcase in the PM World Library at http://pmworldlibrary.net/authors/ipek-sahra-ozguler/

 

 

Interview with Nathalie Drouin

 

An Academic Female Star in Project Management

Interview with Nathalie Drouin

Executive Director, KHEOPS
Professor, Université du Québec à Montréal
Editor-in-Chief, IJPMiB

Interviewed by Yu Yanjuan
Journalist, Project Management Review: PMR (China)
International Correspondent, PM World Journal

 

Introduction to the interviewee

Nathalie Drouin, Ph.D., MBA, LLB, is Executive Director of KHEOPS, an International Research Consortium on the Governance of Large Infrastructure Projects, full Professor in Université du Québec à Montréal and Editor-in-chief of International Journal of Managing Projects in Business (IJMPiB).

In 2003, she made a career shift to project management academia from being a lawyer. In 2015, she was nominated to PMI International’s Academic Member Advisory Group.

Her research expertise in project management includes: Organizational Project Management (OPM), governance of large infrastructure projects, balanced leadership, distributed project teams, organizational capabilities, innovation, etc. Over 100 publications, communications and presentations have been made by her since the beginning of academic career in 2003.

 


 

Interview

Part I: Project Management Journey

Q1.      I noticed that you turned to academic work in 2003. Why?

Nathalie Drouin (Drouin): I made a career shift to academia after having my two kids. Before joining the academic world, I worked as a corporate lawyer for an international law firm and for a consultancy firm where I had the chance to conduct mandates with private and public organizations to support them in defining and implementing their strategy. I was also involved in our family business mainly as the Board Secretary, as a strategic advisor and as the lawyer.

Q2.      You are Editor-in-chief of International Journal of Managing Projects in Business; how do you like the role? Among all these titles such as professor, author, editor, lawyer, etc., which ones do you enjoy most?

Drouin:          I really enjoy my work as a researcher and as the Editor-in-chief of the International Journal of Managing Projects in Business. As a researcher that also includes my role as the Executive Director of KHEOPS, an International Research Consortium on the Governance of Large Infrastructure Projects, I have the opportunity to collaborate with great colleagues on research topics to support practitioners’ decision-making. As the Editor- in-chief, it allows me to assist researchers to diffuse and publish innovative research work that I hope can contribute to the development and advancement of the project management field. My background in law and in strategy are skills that can help me in developing and conducting my research work as well as my administrative tasks.

Q3.      What’s your life motto? When you recall your career journey, what are the impressive/unforgettable things about PM?

Drouin:          In Latin, we will say: Mens sana in corpore sano. It means a healthy mind in a healthy body. It was what the Ancient Greeks said in order to demonstrate that both mental and physical health are an integrated component of human health. As researchers, we work hard and often very long hours! Therefore, I believe it is important to balance your life between your family, your friends and your work. Thus, to be able to reach this balance, you have to stay physically fit, even so especially as you get older! I am proud to say that at the age of 50, I got my blackbelt in karate Kyokushin-Kan. This sport and its philosophy help me achieve this state of “Mens sana in corpore sano”.

Recalling my career journey, the unforgettable things about PM are as follows. I have to say that working with my two research colleagues Professor Ralf Müller and Professor Shankar Sankaran with whom we have been developing research subjects for several years in respectful atmosphere is a real honor. Within this collaboration, we experienced new research topics and delivered research work to support decision-makers but we have also used and experienced best practices in project management to deliver our projects on time. It is very interesting to observe that we did not only carry out research in PM field but we also use this knowledge to deliver our own research projects.

 

More…

To read entire interview, click here

 

Editor’s note: This interview was first published in PMR, Project Management Review magazine, China.  It is republished here with the permission of PMR. The PM World Journal maintains a cooperative relationship with PMR, periodically republishing works from each other’s publications. To see the original interview with Chinese introduction, visit PMR at http://www.pmreview.com.cn/english/

How to cite this interview: Yanjuan, Y. (2020). Interview with Nathalie Drouin: An Academic Female Star in Project Management; Project Management Review; republished in the PM World Journal, Vol. IX, Issue III, March. To access interview, go to https://pmworldlibrary.net/wp-content/uploads/2020/03/pmwj91-Mar2020-Yanjuan-Interview-with-Nathalie-Drouin.pdf

 


 

About the Interviewer

 


Yu Yanjuan

Beijing, China

 

 

 

Yu Yanjuan (English name: Spring), Bachelor’s Degree, graduated from the English Department of Beijing International Studies University (BISU) in China. She is now an English-language journalist and editor working for Project Management Review (PMR) Magazine and website. She has interviewed over sixty top experts in the field of project management. Before joining PMR, she once worked as a journalist and editor for other media platforms in China. She has also worked part-time as an English teacher in training centers in Beijing. Beginning in January 2020, Spring also serves as an international correspondent for the PM World Journal.

For work contact, she can bereached via email yuyanjuan2005@163.com  or LinkedIn https://www.linkedin.com/in/yanjuanyu-76b280151/.

To view other works by Spring, visit her author showcase in the PM World Library at https://pmworldlibrary.net/authors/yu-yanjuan/

 

 

Interview with Ricardo Vargas

 

After Davos 2020

Interview with Ricardo Viana Vargas

Executive Director of Brightline Initiative
Managing Partner at PMOotto.ai
Past Chair, Project Management Institute

Interviewed by Ipek Sahra Ozguler
International Correspondent
Istanbul, Turkey

 Ricardo Viana Vargas is a specialist in project management and strategy implementation. Over the past 20 years, he has been responsible for more than 80 major transformation projects in several countries, covering an investment portfolio of over 20 billion USD. He is currently the Executive Director of the Brightline Initiative™, a coalition of leading global organizations from business, government and not for profit sectors, dedicated to providing a knowledge and networking platform that delivers insights and solutions to successfully bridge the gap between strategy development and strategy implementation. Ricardo is co-founder and managing partner of PMOtto.ai, a cutting-edge virtual assistant that aims to revolutionize how users manage their projects and initiatives and interact with project management software by using chatbots, machine learning and artificial intelligence. From 2012 to 2016, Ricardo was Global Director of the Infrastructure and Project Management Group with the United Nations Office for Project Services (UNOPS). Vargas has written fifteen books on the subject of project management, and also hosts one of the most relevant podcasts in the field, the 5 Minutes PM Podcast, with more than 4 million views.

 


 

Ipek Sahra Ozguler (Ozguler):    Good morning Ricardo. Thank you for accepting the interview invitation of the PMWJ. The World Economic Forum (WEF) Annual Meeting in Davos Klosters is the foremost creative force for engaging the world’s top leaders in collaborative activities to shape the global, regional and industry agendas at the beginning of each year.  The theme of the 2020 meeting is Stakeholders for a Cohesion and Sustainable World. Overall, how was the Davos 2020: WEF for you this year?

Ricardo Viana Vargas (Vargas):      World’s top academics, politicians, business, and civil society leaders meet in Davos to engage in address the most important issues on the global agenda. Their vision about how to make the world a better place was released as the Davos manifesto 2020.

The WEF this year also focused on putting ideas into practice, for example, the Annual Meeting was carbon neutral and focused on reducing event-related emissions. The event used local food suppliers, sourced renewable energy and introduced more electric vehicles.

Ozguler:        What were the highlights from Davos 2020?

Vargas:         The world is changing fast, and the challenges that surround us demand immediate and focused action. One of these challenges, Climate change dominated this years’ conversations. Social agenda, doing good while doing well was the key part of this years’ discussion at Davos.

For organizations, transforming to adapt to the changes in the digital age is no longer an alternative, it is a daily reality.  The second important thought we heard at Davos, was how to “re-skill” and “upskill” the human work force so that we can face the challenges of the future.

 

More…

To read entire interview, click here

 

How to cite this interview: Ozguler, I.S. (2020); After Davos 2020: Interview with Ricardo Viana Vargas; PM World Journal, Vol. IX, Issue III, March.  Available online at https://pmworldlibrary.net/wp-content/uploads/2020/03/pmwj91-Mar2020-Ozguler-Interview-with-Ricardo-Vargas.pdf

 


 

About the Interviewer

Ipek Sahra Ozguler

Istanbul, Turkey

 

 

 

Ipek Sahra Ozguler graduated from the Istanbul University with a Bachelor of Science degree in Computer Engineering and from Middle East Technical University with an MSc degree in Software Management. As a project manager, she has more than 10 years’ experience in various areas such as portfolio management, program management, project management, software management, business analysis. She became a certified PMP in January, 2012 and a certified SCRUM Master in 2014.

She has managed a variety of projects across manufacturing, defence, FMCG (Cola Cola), insurance (Euler Hermes), audit (Deloitte), telecommunication, ICT and aviation sectors and gained broader insights. In addition, she has worked as international correspondent for the PM World Journal since 2014.

Ipek is based in Isanbul and can be contacted at ipeksahra@gmail.com.  Her portfolio is published at the http://ipeksahra.strikingly.com/.

To view other works by Ms. Ozguler, visit her author showcase in the PM World Library at http://pmworldlibrary.net/authors/ipek-sahra-ozguler/

 

 

 

Interview with Tony Appleby

 

Interview with Tony Appleby

Chair, Board of Directors
Project Management Institute

Interviewed by Ipek Sahra Ozguler
International Correspondent
Istanbul, Turkey

 

Tony Appleby is the managing director of the Project Strategy Consulting Group, specializing in organizational maturity and the delivery of strategic transformation. He has led engagements on six continents, partnering with executive and country leadership teams to achieve business objectives through improved operational capabilities and strategic performance management. He is also focused on expanding organizational project management process excellence to government agencies and nongovernmental organizations in Africa, the Middle East, and Asia.

He is a member of numerous professional organizations and holds a variety of specialized credentials across multiple disciplines, including governance, audit controls and organizational development. He served ten years on the board of directors for a manufacturing concern and is an active member of the U.S.-based National Association of Corporate Directors (NACD) and a Chartered Director and Fellow of the U.K.-based Institute of Directors (IoD). He is an experienced public speaker and has given presentations around the world on organizational project management and strategy execution best practices.

Prior to consulting, he spent over 20 years advancing his practical knowledge of project and change management across a variety of industries and disciplines. He has directly managed complex, global high-value projects in the healthcare, engineering, technology and research sectors. Mr. Appleby is also a long-time PMI volunteer, having served on the board and as president of the PMI San Francisco Bay Area Chapter. He has also supported several global PMI committees and task forces over the past decade, including serving as a member of the Ethics Member Advisory Group and as the Region Mentor for Southwest North America.  During his board tenure with PMI, he has served as Chair of the Audit Committee, as Secretary/Treasurer, and as a member of the Strategy Oversight Committee.

Mr. Appleby is a former military officer and holds undergraduate and graduate degrees in international business. He is passionate about volunteerism and has been helping nonprofit and professional communities since his youth.

 


 

Ipek Sahra Ozguler (Ozguler):    Tony Appleby, thank you for accepting the interview invitation of the PMWJ. Please tell us about yourself for PM World Journal readers to get to know you.

Tony Appleby (Appleby):         Well, let’s go back in time a little bit and explain how I came to be the Chair of the Board of Directors at the Project Management Institute (PMI).

I was lucky to learn about PMI very early in my career. Back in the early 1980s, as a newly minted project director for an engineering firm, my colleagues and I were struggling to achieve consistent success with our projects. And our vice president noticed. Being told “improve or you’re out” can be a big motivator!

My team worked together to research techniques to improve, and that’s when I first learned about PMI. We were able to get our hands on an early edition copy of the PMBOK® Guide – the Guide to the Project Management Body of Knowledge. And it inspired me because there were so many things in there that we had not considered. So, I took it upon myself to own the project management methodology at the company and I truly enjoyed that experience.

Fast forward many years, my family relocated from the East Coast of the U.S. to the West Coast and I used the move as an opportunity to make a career shift – from engineering into project management – because I enjoyed taking ideas and turning them into a reality.  My first employer was a healthcare company and I was tasked with an IT project. While I was eager, I soon realized I was in over my head.

Remembering PMI as a resource, I learned the local chapter had learning and sharing opportunities nearby. I soon connected with a community of project managers who provided me with the information and tools and templates that I needed to be successful with the project. Soon afterwards, I was offered a program management opportunity, which was exceptionally large and very complex, and with a lot of risks. This time, I knew when my boss asked me if I was up to the task that I could do it because I had the backing of my PMI community to assure my success. And I was successful. So, I began to give back and have been engaging and volunteering with my local PMI chapter for more than 20 years. PMI was – and is – at the heart of my success.  It’s been a primary driver and supporter of my career.

Ozguler:        Your passions are organizational project management and helping organizations across the globe achieve their business objectives. You have been involved with project / program management and organizational change management engagements on six continents, working with the senior leadership and country executives of Fortune 500 / Global 2000 companies, international not-for-profit associations, and governmental entities. Could you give more information about them?

Appleby:       As I have continued to advance in my career and have done more consulting, I have developed a deep passion for helping organizations achieve their business objectives.

Organizational project management provides entities with the opportunity to realize their goals and outcomes in a more efficient and effective way. And many groups need that kind of help. PMI’s own data indicates that in recent years, organizations wasted almost 12 percent of their investment in project spend due to poor performance and that number has barely budged over the past five years. Worse, almost half of all strategic initiatives across the globe are considered unsuccessful. The Pulse of the Profession®, a global survey conducted by PM), reveals that around $1 million is wasted every 20 seconds collectively by organizations around the globe due to the ineffective implementation of business strategy through poor project management practices. This equates to roughly $2 trillion dollars wasted a year!

More…

To read entire interview, click here

 

How to cite this interview: Ozguler, I.S. (2020); Interview with Tony Appleby, Chair, PMI Board of Directors; PM World Journal, Vol. IX, Issue II, February.  Available online at https://pmworldlibrary.net/wp-content/uploads/2020/02/pmwj90-Feb2020-Ozguler-Interview-with-Tony-Appleby.pdf

 


 

About the Interviewer

 


Ipek Sahra Ozguler

Istanbul, Turkey

 

 

Ipek Sahra Ozguler graduated from the Istanbul University with a Bachelor of Science degree in Computer Engineering and from Middle East Technical University with an MSc degree in Software Management. As a project manager, she has more than 10 years’ experience in various areas such as portfolio management, program management, project management, software management, business analysis. She became a certified PMP in January, 2012 and a certified SCRUM Master in 2014.

She has managed a variety of projects across manufacturing, defence, FMCG (Cola Cola), insurance (Euler Hermes), audit (Deloitte), telecommunication, ICT and aviation sectors and gained broader insights. In addition, she has worked as international correspondent for the PM World Journal since 2014.

Ipek is based in Isanbul and can be contacted at ipeksahra@gmail.com.  Her portfolio is published at the http://ipeksahra.strikingly.com/.

To view other works by Ms. Ozguler, visit her author showcase in the PM World Library at http://pmworldlibrary.net/authors/ipek-sahra-ozguler/

 

 

Interview with Mark Dorsett

 

The Finish Line of a Project Is the Intended Benefits

Interview with Mark Dorsett

Executive Vice President
Prosci

Interviewed by Yu Yanjuan
Journalist, Project Management Review: PMR (China)
International Correspondent, PM World Journal

 

Introduction to the interviewee

Mark Dorsett, Executive Vice President of Prosci, is responsible for global business strategy and results through direct business and strategic partnerships / channel sales to extend Prosci’s ability to have successful clients across geographic markets and vertical industries. He grew revenue by over 300% in the first four years with a combination of organic expansion and acquisition. His demonstrated capabilities include setting strategy for client and business success, frequent international event speaking, business development & sales, partner strategy and management & strategic alliances, portfolio management and best practices, customer success and value realization, growth through acquisition and organic approaches, client management and governance and services delivery. He has demonstrated experience and success in working with people and organizations in countries throughout the globe with extensive time spent in China, Japan, India, Latin America, Eastern and Western Europe. He holds the following certificates: Prosci’s Train-the-Trainer, Prosci’s Change Management Certification and Prosci’s Change Practitioner.

At the 2019 PMI (China) Congress, Mark Dorsett made a keynote speech titled “How to Use Change Management to Achieve Project Success”, which was well-received among participants. After the presentation, we were so honored to do this interview with him.


 

Interview

Part 1: “I’m always involved in projects.”

Q1.      As a PM professional, how do you describe yourself to readers? Would you please explain your life motto “To enjoy life to the fullest and help others to do the same”?

Mark Dorsett (Dorsett):      I describe myself as someone who helps organizations achieve greater results. I have been in the professional services industry throughout my career; initially, I worked as a computer engineer, but I always had a focus on interacting directly with customers, getting to know them and what their goals and needs are. Coming back to the question, why projects? What I have found is that almost all changes are introduced in organizations in the form of projects. So, in that respect I am always involved in projects; sometimes as a sponsor and leader, sometimes in more of a PM role and sometimes as a participant.

My life’s motto is “To Enjoy life to the fullest and help others to do the same”. Perhaps at first glance that appears to be too inward focused, but I have found that as I develop myself, seek to always improve and enjoy what I do, I am then able to help others do the same. I get great satisfaction from coaching others and watching them develop and become successful and enjoy what they do.

Q2.      I noticed that you majored in Chemistry at University. So why did you turn to project management as your career?

Dorsett:     I chose Chemistry because I loved science and wanted to focus on a career in Medicine. However, after being accepted to Medical School, I discovered that it really wasn’t my calling. So, I took the technical skills and aptitude that I had and began working in the professional services area. Even now, I still find that obtaining a Chemistry degree really helped me develop the analytical thinking and problem-solving skills which are important in any discipline and any situation in life.

 

Part 2: “A project is successful when the intended goal is achieved.”

Q3.      You’ve worked across the globe. In terms of measuring project success, have you met differences in different countries?

More…

To read entire interview, click here

 

Editor’s note: This interview was first published in PMR, Project Management Review magazine, China.  It is republished here with the permission of PMR. The PM World Journal maintains a cooperative relationship with PMR, periodically republishing works from each other’s publications. To see the original interview with Chinese introduction, visit PMR at http://www.pmreview.com.cn/english/

How to cite this interview: Yanjuan, Y. (2020). The Finish Line of a Project Is the Intended Benefits: Interview with Mark Dorsett; Project Management Review; republished in the PM World Journal, Vol. IX, Issue I, January.  Available online at  https://pmworldlibrary.net/wp-content/uploads/2020/01/pmwj89-Jan2020-Yanjuan-Mark-Dorsett-Interview.pdf

 


 

About the Interviewer


Yu Yanjuan

Beijing, China

 

 

 

Yu Yanjuan (English name: Spring), Bachelor’s Degree, graduated from the English Department of Beijing International Studies University (BISU) in China. She is now an English-language journalist and editor working for Project Management Review (PMR) Magazine and website. She has interviewed over sixty top experts in the field of project management. Before joining PMR, she once worked as a journalist and editor for other media platforms in China. She has also worked part-time as an English teacher in training centers in Beijing. Beginning in January 2020, Spring will also serve as an international correspondent for the PM World Journal.

For work contact, she can be reached via email yuyanjuan2005@163.com  or LinkedIn https://www.linkedin.com/in/yanjuanyu-76b280151/.

To see other works by Yu Yanjuan, visit her author showcase in the PM World Library at https://pmworldlibrary.net/authors/yu-yanjuan/

 

 

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