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Interview with David Hillson

 

Risk Is Uncertainty that Matters

Interview with Dr. David Hillson

The Risk Doctor
London, United Kingdom

Interviewed by Yu Yanjuan
Journalist, Project Management Review: PMR (China)

 

Introduction to the interviewee

David Hillson (CMgr, FRSA, FIRM, FCMI, HonFAPM, PMI-Fellow) is known worldwide as “The Risk Doctor”. In his eyes, a doctor is a trusted professional who helps you when you have a problem that needs his expertise, especially if you’re not sure what’s wrong. That reflects his role very well. “Doctor” also introduces ideas of consulting, diagnosis, treatment, prevention is better than cure, and promoting wellbeing and health. The medical metaphor works for him on many levels.

David has a reputation as an excellent speaker and presenter on risk. His talks blend thought-leadership with practical application, presented in an accessible style that combines clarity with humour, guided by the Risk Doctor motto: “Understand profoundly so you can explain simply”.

He also writes widely on risk, with eleven major books, and over 100 professional papers. He publishes a regular Risk Doctor Briefing blog in seven languages to 10,000 followers; he has over 4000 subscribers to the RiskDoctorVideo YouTube channel. (www.youtube.com/RiskDoctorVideo).

Dr. Hillson has over 25 years’ experience in risk consulting and has advised leaders and organizations in over fifty countries around the world on how to create value from risk based on a mature approach to risk management, and his wisdom and insights are in high demand. He has also received many awards for his ground-breaking work in risk management over several decades, including “Risk Personality of the Year” in 2010-11, the PMI Distinguished Contribution Award.


 

Interview

Definition of Risks

Q1.      You’ve noted that risks are more than uncertain future events, so what is “risk” by definition in VUCA era?

David Hillson (Hillson):          I start with the idea that risk is “uncertainty that matters”. All risks are uncertain, but not all uncertainties are risks. Most uncertainties don’t matter, and the only ones that we need to consider are the ones that could affect our ability to achieve our objectives. Risks include events that might or might not happen in the future (for example, a key supplier might go out of business), but it also includes non-events, such as variability in tasks that we already plan to do (for example, a trial may take longer or shorter than planned), or ambiguity in key aspects of our projects (for example, we may not fully understand part of the client’s requirement). Variability and ambiguity are uncertainties that matter, but they are not uncertain future events.

There’s a lot of talk about VUCA (Volatility, Uncertainty, Complexity, Ambiguity) as a framework for identifying and managing risk. VUCA was based on leadership models developed by Bennis & Nanus in 1985, and it was adopted by the US Army War College in 1987 to describe the world after the end of the Cold War. It’s since transferred to the business world, but I’m not a great fan of VUCA as I think it’s an incomplete framework, and it can limit our thinking about risk to just those four categories. But it does help people to think about other types of uncertainty, not just uncertain future events, so that’s a good thing.

Qualities of Risk Practitioners

Q2.      What qualities should project leaders have in order to deal with risks? You’ve said risk leaders need to “dance the TANGO”; what does it mean?

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. (2019). Risk Is Uncertainty that Matters: Interview with Dr. David Hillson; Project Management Review; republished in the PM World Journal, Vol. VIII, Issue IX, October. Available online at https://pmworldlibrary.net/wp-content/uploads/2019/10/pmwj86-Oct2019-Yanjuan-Interview-with-David-Hillson.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 Magazine and website. She has interviewed over forty top experts in the field of project management. In the past, she has worked as a journalist and editor for other media platforms in China. She has also worked part-time as an English teacher in various training centers in Beijing. For work contact, she can be

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

 

 

Interview with Chang Shucha

 

PM Is the Most Effective Way to Manage VUCA

Interview with Chang Shucha

Founder of Project Management Review

Interviewed by Yu Yanjuan
Journalist, Project Management Review: PMR (China)

 

Introduction to the interviewee

If you are interested in project management in China, there’s one name you can’t miss: Chang Shucha (English name: Jessica).

Chang Shucha is the founder of Project Management Review (PMR) magazine, a 4-year-old influential magazine with forward-looking and global perspectives. Besides publishing magazines, Chang Shucha is also in charge of other business units of PMR all-media platform such as PM book publication, PM training courses, PM conferences, etc. By means of various media forms, she builds a bridge between theory and practice, between China and the rest of the world.

She has played a prominent role in the rise of project management publication in China. Professor Wang Shouqing praised her as the person who understands publication most in the field of project management and the person who understands project management most in the field of publication.

Chang Shucha is also Deputy Secretary-General of the Project Management Research Committee (PMRC) of Chinese Society of Optimization, Overall Planning and Economical Mathematics, Executive Member of Beijing Project Management Association, and Research Fellow of Praxis Research Center (China).

Having worked in the field of publishing and media for over 3 decades, she keeps on learning all the time. In her colleagues’ eyes, she is a result-oriented enabling leader, who is flexible and good at empowering team members while sticking to the strategic goals. She is not only a media professional who helps spread project management but also a PM practitioner standing at the frontier of PM development.

On the 4th anniversary of PMR, we did an interview with Chang Shucha, in which she looked both back and ahead to share with us her unique insights and observations.


 

Interview

 

Part 1

About Media: From Product Strategy to Platform Strategy

Q1.      What’s your original intention of creating PMR? What are the driving factors behind establishing PMR all-media platform?

Chang Shucha (Shucha):        The original intention of establishing PMR is to create an innovative integrative publishing platform of project management, which is characterized by co-creation, sharing and win-win, to extend the value chain of publishing media, to provide professional PM knowledge services with the platform as the core, and to explore a new mode of integrative publishing in the mobile Internet era. Over the past four years, PMR has developed around this initial intention, which has never changed.

It had been my dream since over ten years ago to spread project management theory and practice, share the wisdom and achievements of project management, improve individual and organizational project management capabilities, and promote the development of project management across the globe by establishing an innovative integrative publishing platform focusing on project management based on the advantages of publishing media resources and project management resources. At the same time, I wanted to publish by jumping out of publishing so as to explore a new end-to-end knowledge service model based on the advantages of content resources, with the product platform as the core, and through the interaction and integration of traditional and new media. I agreed with what Wang Bin, chairman of CITIC Publishing Group, said in an interview with Publisher magazine: “If we open up the extension of publishing, we will see a new world.”

To be specific, the establishment of PMR all-media platform is mainly based on the following three considerations:

Firstly, to meet the needs of the new era and markets. In recent years, projects have become the greatest driving force for organizational, even social and economic development. Project management has also stood at the center of the management stage and as the most viable management concept and method to adapt to the new economic era, it has attracted unprecedented attention and has been widely adopted in many industries with remarkable efficiency such as in UHV power transmission and transformation projects. However, there was a lack of a high-level media platform for exchanging the latest achievements, methods, lessons and opportunities of project management in China. Therefore, the establishment of PMR integrative publishing innovative platform can meet the urgent need of the times, and it also has great social value and potential market value.

Secondly, to integrate resources, extend the value chain of publishing media, promote digital transformation in publishing, propel integrative publishing innovation, and achieve integrated operation benefits. The development of Internet and mobile Internet technology has greatly accelerated the speed of change of the content industry including publishing. With increasingly diversified media forms and communication modes and with the coexistence of paper, computer, mobile phone, iPad, e-books and periodicals, the integration of traditional and digital publishing is an inevitable trend. In order to realize integrated operation benefits, media publishing enterprises should shift from product strategy to platform strategy, from relying merely on the advantages of content resources to actively embracing the Internet and integrating new technologies, thus gradually developing into an integrated product manufacturer and a multi-dimensional knowledge service provider. Peter Drucker once said, “We are not able to control change but we can go ahead of it.”

Thirdly, to make more people and organizations understand project management, recognize the value of project management, apply project management, thus promoting individual and organizational project management level. Since I first came into contact with project management in 1999, I have fallen in love with it. Through active learning and conscious application at work, I have gradually realized the value of project management for work and life, and its value in achieving organizational strategy landing and in enhancing organizational competitiveness. I hoped that I had known project management in my college years, or even earlier so that I could have broadened my thinking earlier, enhanced my abilities more consciously, looked at problems at a higher level, improved my life and work efficiency and created more value for enterprises. So it is the basic starting point of PMR to introduce PM knowledge and methods (which I regretted not having come across earlier) to all kinds of organizations and professionals.

Q2.      PMR celebrated its fourth anniversary on July 26, 2019. Looking back on the past four years, how do you feel and what milestones impressed you most?

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. (2019). PM Is the Most Effective Way to Manage VUCA. Interview with Chang Shucha; Project Management Review; republished in the PM World Journal, Vol. VIII, Issue IX, October. Available online at https://pmworldlibrary.net/wp-content/uploads/2019/10/pmwj86-Oct2019-Yanjuan-Interview-with-Chang-Shucha2.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 Magazine and website. She has interviewed over forty top experts in the field of project management. In the past, she has worked as a journalist and editor for other media platforms in China. She has also worked part-time as an English teacher in various training centers in Beijing. For work contact, she can be

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

 

 

 

Interview with Dr Penny Pullan

 

Engaging People Remotely Is a Real Challenge

Interviewed by Yu Yanjuan
Journalist, Project Management Review: PMR (China)

Journalist’s Introduction to Penny Pullan

Dr. Penny Pullan is an expert on developing leadership for virtual work and tricky projects. The majority of her work is with people in multinational organisations, who are grappling with tricky projects and programmes of change.

Based in the United Kingdom, 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.

Dr Pullan 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. Pullan was scheduled to fly to the United States to attend the start-up meeting for a global project, but her business trip was delayed due to the 9·11 incident. She had to quickly learn to work with team members on projects remotely. Since then, Dr. Pullan has initiated research on virtual team management and written a book on this topic titled Virtual Leadership. In this interview with Dr. Penny Pullan, we mainly focus on virtual leadership.


 

Interview

Project Management in Penny’s Eyes

Q1.  What is it that has motivated you to stay for over two decades in this profession?

Dr Penny Pullan (Pullan):       I want to change the world and make it a little bit better than it would have been without me! Project management has helped me to do this and has also been a lot of fun. I don’t think that it is possible to be bored when you’re doing such a diverse and interesting job.

Q2.  You have so many labels on you such as speaker, author, consultant, director, etc. Which is your favorite role and why?

Pullan:             I love my job – which is a real mix of writing, speaking, working with people and running my own consultancy. For me, the key part that keeps me interested is the variety of what I do and the diverse people I mix with. Every day is different. Recently, I have worked in Paris with project managers from a medical devices company, in Southampton with people who are working on geospatial projects and remotely with researchers in the USA! In amongst these, I have had time to think and mull over the topics I’ve been asked to speak on to audiences around the world.

Q3.  Someone has described you as being passionate, goal-oriented and ambitious. How do you describe yourself as a professional?

Pullan:             I’ve noticed, as I get older, that I’m enjoying developing others as much as, or even more than, developing myself. There is something magical in getting alongside someone as their mentor and watching as they open up to new possibilities and then make them happen. So perhaps you can describe me as a mentor, keen to open up new possibilities and potential in all I work with.

Q4.  Having been in this profession for over 20 years, what changes in project management have you observed?

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. (2019). Engaging People Remotely Is a Real Challenge: Interview with Dr Penny Pullan; Project Management Review; republished in the PM World Journal, Vol. VIII, Issue VIII, September. Available online at https://pmworldlibrary.net/wp-content/uploads/2019/09/pmwj85-Sep2019-Yanjuan-Pullan-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 Magazine and website. She has interviewed over forty top experts in the field of project management. In the past, she has worked as a journalist and editor for other media platforms in China. She has also worked part-time as an English teacher in various training centers in Beijing. For work contact, she can be

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

 

Interview with Harold Kerzner

 

Project Management Education Is a Life-long Quest

Interview with Harold Kerzner, PhD

Author, Professor, Director
International Institute for Learning

Interviewed by Yu Yanjuan
Journalist, Project Management Review: PMR (China)

Introduction to the interviewee

Harold Kerzner, PhD, Professor, author, is now Executive Director for Project Management at the International Institute for Learning (IIL). Having worked in the field of Project Management for more than 5 decades, he is definitely a witness of PM development.

He has written many books with the 60th one, Innovation Project Management, to be published later this year; he also lectures across the globe. His tremendous achievements have won a lot of recognition. Northeast Ohio Chapter of the Project Management Institute in the United States gives out the Kerzner Award once a year to one project manager in Northeast Ohio that has demonstrated excellence in project management. The Project Management Institute (International Organization) in cooperation with IIL has initiated the Kerzner International Project Manager of the Year Award given to one project manager yearly anywhere in the world that has demonstrated excellence in project management. The Project Management Institute also gives out four scholarships each year in Dr. Kerzner’s name for graduate studies in project management.

He gains satisfaction from what he has been doing. He keeps in contact with practitioners and insists on learning. As he said, expanding the latest PM thinking is where his passion lies.


 

Interview

Project Management Is Satisfying and Rewarding

Q1.      How would you like to describe the profession of Project Management?

Harold Kerzner (Kerzner):    There are very few professions in the world that provide workers with the satisfaction they can receive from project management. Most employees in a company, including project team members, may see and work on only a small component of the end result. They perform their job, perhaps in the earlier stages of a project, and may never see how their efforts contributed to the final result. The PM sees an idea drawn on a piece of paper being developed into a final product. The PM sees the entire picture and how everything must come together. Seeing the achievements of one’s work and knowing that you may have been responsible for this, is highly rewarding.

Q2.      What would you like to say to the newcomers in this profession?

Kerzner:        Project management is probably one of the best career choices you can make. In my view, it provides life-long satisfaction. Take advantage of every educational opportunity in project management. You will never be sorry.

 

Project Management Is “Leadership without Authority”

Q3.   What have you learned from early experience of working as a project manager? What’s your advice for future PMs?

Kerzner:        One of the first projects I managed had about 340 team members, of which I had some degree of control or authority over only about nine of them. Many of the team members were several pay grades higher than me, and yet I found myself in a position of having to provide them with some form of project leadership. What I learned very quickly was that project management is “leadership without authority.” PMs may have little or no direct authority over their team, may have no input into the team’s wage and salary performance reviews, may have no control over whom the functional managers assign to the project, may not be able to remove team members that are performing poorly without the participation of their functional managers, and cannot force team members assigned to multiple projects to work on their project in a timely manner. PMs of the future must learn that they will not always have the authority they expect or the ability to control worker performance through the wage and salary performance review process.

 

Project Management Was My Deliberate Choice

Q4.      You’ve been in this profession for more than 5 decades. Is project management an accidental or deliberate choice for you? What are the milestones in your career? In your eyes, what changes have happened in the field of project management?

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 (2019). Project Management Education Is a Life-long Quest: Interview with Harold Kerzner; Project Management Review; republished in the PM World Journal, Vol. VIII, Issue VII, August. Online at https://pmworldlibrary.net/wp-content/uploads/2019/08/pmwj84-Aug2019-Yanjuan-Interview-with-Harold-Kerzner.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 Magazine and website. She has interviewed over forty top experts in the field of project management. In the past, she has worked as a journalist and editor for other media platforms in China. She has also worked part-time as an English teacher in various training centers in Beijing. For work contact, she can be

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

 

 

Interview with Bob Prieto

 

Program Management Is Anything but Simple

Interview with Robert Prieto

CEO, Strategic Program Management, LLC
Former Chair, Parsons Brinkerhoff
Former Senior VP, Fluor

Interviewed by Yu Yanjuan
Journalist, Project Management Review: PMR (China)

 

Introduction to the interviewee

Robert Prieto is now Chairman & CEO of Strategic Program Management LLC. As David Pells has said, he is one of the world’s preeminent authorities on the management of mega programs, large projects, construction management and the global construction industry.

Majoring in Science, he hasn’t received academic training in project management, which is an edge in his eyes as he is in a better position to challenge traditional project management to embrace changes and trends.

As the inventor of 4 issued patents, he is a scientist working in the field of project management.

As a distinguished practitioner, he has participated in numerous large and complex projects. He has taken up many industry roles such as Presidential Appointee of APEC Business Advisory Council and World Economic Forum – Engineering & Construction Governor.

For his work, he has been recognized by a number of awards such as Fellow of the Construction Management Association of America; CMAA Chairman’s Award.

 


 

Interview

Part 1: Program Management Requires Broader Strategic Focus and Tighter Integration

Q1. Please use several words / phrases to describe Program Management in your eyes.

Robert Prieto (Prieto):   In its simplest form, an organization’s strategic business objectives and desired outcomes are addressed through development of a comprehensive strategic plan. Program management is about translating that strategic plan into a defined set of discrete but interrelated activities (projects) and then managing the delivery and successful completion of these activities in a holistic way.

Program management is the process of providing execution certainty to meet the strategic business objectives of an owner.

Program management requires a broader, more strategic focus than project management and a tighter integration across all elements of the execution process, including:

  • Organizational enablement around clearly articulated strategic business objectives, that have been agreed to and will be continuously communicated
  • Program definition focused on needs vs. wants
  • Stakeholder outreach and engagement
  • Establishment of programmatic and technical requirements
  • Development of top-level execution strategies, schedules, and budgets reflecting the range of risks that the program could face
  • Risk planning and approach to risk management, including appropriate modeling of risks
  • Acquisition and contracting strategy, assessing risks, costs, schedules and logistics requirements, employing AI enabled supply chain tools where appropriate
  • Execution planning, with a heightened emphasis on the “flows” not just the activities
  • Implementation of an integrated management and support toolset, including select use of AI enabled insights
  • Program governance and oversight
  • Management and integration of defined projects, carefully understanding scope gaps not in the program’s purview and white space risks
  • Assessment of cost, schedule, quality, and health, safety, and environmental (HSE) metrics and forecast trends and key assumptions
  • Management and allocation of contingencies and ongoing risk assessment
  • Ongoing alignment and communication

But program management is anything but simple.

While many of the processes that one may employ resemble the practices of good project management, the focus is very different. Nowhere are these differences more clearly seen than in how the owner’s role shifts under program management delivery.

Q2. It’s common that people mistakenly understand programs as large projects. How will you describe the distinction between programs and projects?

Prieto:   There are many possible ways to describe the differences between programs and projects but let me take a simple approach.

Program management is the definition and integration of a number of projects to cause a broader, strategic business outcome to be achieved. It is not necessary for any or all of these projects to be large in their own right.

Program management is not just the sum of all project management activities but also includes management of the risks, opportunities, and activities that occur “in the white space” between projects. It also requires a heightened focus on the flows inside the project as well as those impacting the project from the outside.

While an individual project will employ a specific project delivery approach (design-bid-build, design-build, DBOM, etc.), program management may combine different delivery approaches across multiple projects to best achieve the desired strategic business objectives.

 

Part 2: Adequate Management Oversight Is Essential

Q3. In program management, how should program managers get the support of top management such as C-suite?

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 (2019). Program Management Is Anything but Simple: Interview with Robert Prieto; Project Management Review; republished in the PM World Journal, Vol. VIII, Issue VI, July. Available online at https://pmworldlibrary.net/wp-content/uploads/2019/07/pmwj83-Jul2019-Yanjuan-Prieto-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 Magazine and website. She has interviewed over forty top experts in the field of project management. In the past, she has worked as a journalist and editor for other media platforms in China. She has also worked part-time as an English teacher in various training centers in Beijing. For work contact, she can be

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

 

Interview with Randall Black

 

Interview with Randall T. (Randy) Black

Chair, 2019 Board of Directors
Project Management Institute

Interviewed by İpek Sahra Özgüler
PMWJ International Correspondent
Istanbul, Turkey

 

Ipek Sahra Özgüler (Özgüler): Please introduce yourself to the PMWJ readers.

Randall Black (Black): First, thank you for this opportunity to participate in this PMWJ interview.

My name is Randall (or Randy) T. Black. I was born in Toronto, Ontario. I have lived in Ottawa, Ontario and now live in St. Albert, Alberta.

My background is probably similar to that of many of your readers. I was trained as an engineer at the University of Waterloo (Civil Engineering – Class of 1977) where my major focus was in water engineering.

My first 23 years of my career were spent doing projects for a telecommunications company in central Canada. I had a variety of technical engineering roles, as well as roles in finance, economics, and strategic planning. In 1997, as part of a corporate downsizing, I left that organization and moved to an IT services company. I later moved to a software company, where I was the VP of Professional Services.

Upon that company being closed by their angel investors, I moved into e-learning and in 2003 I moved to western Canada to lead the project management training division of a project management consulting organization. Since 2010 I have also worked for an electrical transmission corporation and for an architecture / engineering firm.

I now run my own consulting firm specializing in strategic operations and project management consulting and training.

I have also been a volunteer for most of my life. I started volunteering with my local YMCA, teaching gymnastics and other athletics. I was both a member and the leader for my local Church Servers Guild and also volunteered with the University of Waterloo Alumni Association (Ottawa Chapter), where I served as the VP of Events and the President of the Chapter.

The majority of my volunteering has been with the Project Management Institute (PMI). I started serving as the VP of Education with the Northern Alberta Chapter in July of 2004. Since then I have served the Northern Alberta Chapter as;

  • VP Certification – 1 year
  • President – 2 years
  • Past-President – 1 year

I have also served as a PMI Region Mentor for Region 1 (Northwest North America) from April of 2012 to December of 2013. In addition, I have served with the Chapter Members Advisory Group for two years and with the PMI Global Board of Directors from January 2016 through the present. Last year I served as the Chair of the Strategy Oversight Committee and this year, I have the privilege to serve as the Board Chair.

ÖzgülerYou have been elected as a chairman of the PMI board. What are your key objectives for the Board to achieve in 2019?

More…

To read entire interview, click here

 

How to cite this interview: Özgüler, İ. (2019); Interview with Randall T. (Randy) Black, Chair, 2019 PMI Board of Directors; PM World Journal, Vol. VIII, Issue V, June.  Available online at https://pmworldlibrary.net/wp-content/uploads/2019/06/pmwj82-Jun2019-Ozguler-Interview-with-Randall-Black-PMI-Chair.pdf

 


 

About the Interviewer


İpek Sahra Özgüler

Istanbul, Turkey

 

 

 

İpek Sahra Özgüler 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.

İpek 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. Özgüler, visit her author showcase in the PM World Library at http://pmworldlibrary.net/authors/ipek-sahra-ozguler/

Interview with Olivier Lazar

 

Value Creation Is the Core of Management

Interview with Olivier Lazar

Managing Partner & COO
Palatine Group / Management Worlds

Interviewed by Yu Yanjuan
Journalist, Project Management Review: PMR (China)

 

Introduction to the interviewee

Olivier Lazar, PMP, PgMP, PfMP, PMI-PBA, PMI-RMP, PMI-SP, PMI-ACP, CAPM, is currently the Managing Partner & COO of the Palatine Group / Management Worlds.

Olivier has maintained his competencies through a continuous path marked by the singular achievement of holding each of 8 PMI certifications. His expertise includes Project, Program and Portfolio Management, Organizational Architecture, Change Management, Organizational transformation, Strategy.

Olivier held various Board positions in the PMI Switzerland Chapter, including President in 2014. He sits currently on the Board of Directors of the PMI Educational Foundation (PMIEF).

Olivier has had numerous publications and presentations, has contributed to recent editions of several PMI Standards, and sat at the core committee for the upcoming PMI Risk Management Standard.

As a distinguished expert in the fields of Program, Project, Portfolio Management and Organizational Development, Olivier consults, trains and speaks at events across the globe. He is the author of the book “The Four Pillars of Portfolio Management” published in 2018 by Taylor & Francis.

 


 

Interview

Part I: Professional Journey

Q1.   Please use several phrases to introduce yourself as a PM professional to readers.

Olivier Lazar:  I’m a citizen of the world. Originally French, I live between Switzerland and the USA and I work globally. I’ve been involved in project management for the past 20 years or so in various industries, countries and contexts. Even if I’ve managed projects and programs for a long time, my main focus is now to develop effective working environments, support my clients in their transitions and transformations towards the creation of value for their stakeholders. I have a background in electronic engineering, but also a Master’s degree in Project Management and an MBA with a major in strategy. I’ve always tried to keep my personal development up-to-date and I hold all of the current PMI certificates, and I’m working currently on expending my scope with new challenges.

Q2.  As a member of the PMI Educational Foundation Leadership Society, you are actively promoting PM as a skill for life. Do you use PM skills in your personal life?

Lazar:   Project Management as a skill for life is a strong statement. It means that in fact what is often considered as a professional framework is underlying in all aspects of our daily lives. If we look at the definition of project management competences as described by PMI in its Talent Triangle, it’s said that PM is the combination of organizational skills, leadership competences and strategic awareness. We use these skills in any initiative, activity or endeavor we undertake. The Foundation is striving to bring these competences to youth to enhance their potential in harnessing the opportunities presented to them and taking control of their lives.

Indeed I use many of the same tools and techniques and approaches in my personal life to organize and prioritize, to define my personal objectives and my personal strategy, to interact efficiently with the people in my environment and seize my own opportunities.

Q3.   Having been in this profession for over 20 years, how will you conclude your 20-year journey? What are the driving factors that make you stay in this field for so long? What are the things that you are most proud of?

Lazar:   First, I hope being far from a conclusion. I wish it’s only the beginning of the journey.

It’s important to understand that Project Management is actually just a tool, supporting the achievement of one’s own objectives. I hope that I’m able to bring some ease and clarity to people in their working environment and in their lives, which will allow them to do the same for others and unleash the potential of any group of individuals or organization to create value for the society. I believe it’s the purpose of existence to create value, to enhance our environment, our lives and the ones of others. An organization’s real survival factor is its ability to create value for the people within it and surrounding it.

I’m proud of my work and contributions when I see I’ve been able to influence others positively. Horace Mann said, “Be ashamed to die until you have achieved a victory for humanity.” I keep that sentence in my email signature as a reminder. We all have really the power to build a better world. Isn’t that the aim any of us should pursue?

Part : Training and Certification

Q4.   From the recommendations on LinkedIn, I notice that your PM training course is quite popular and impressive. What are your secrets?

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 (2019). Value Creation Is the Core of Management: Interview with Olivier Lazar; Project Management Review; republished in the PM World Journal, Vol. VIII, Issue V, June. Available online at https://pmworldlibrary.net/wp-content/uploads/2019/06/pmwj82-Jun2019-Yanjuan-Lazar-Interview.pdf

 


 

About the Interviewer

 

Yu Yanjuan

Beijing, China

 

 

Yu Yanjuan, 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 Magazine and website. In the past, she has worked as a journalist and editor for China Manned Space Agency website and Student English Times. She once worked part-time as English teacher in training centers. For work contact, she can be reached via email yuyanjuan2005@163.com or Linkedin https://www.linkedin.com/in/yanjuan-yu-76b280151/.

 

 

Interview with Michel Thiry

 

Programs Are Benefits-driven and Agility-based

 Interview with Michel Thiry, PhD
 Author, Expert, Professor, Speaker
Valense Ltd, UK

Interviewed by Yu Yanjuan
Journalist, Project Management Review: PMR (China)

Introduction to the interviewee

Michel Thiry, PhD, Fellow APM, PMI Fellow, Member of PMI® since 1993, PMP® since 1994, MSP Advanced Practitioner (2007), is an author, keynote speaker, professor, consultant and managing partner of Valense Ltd.

Michel Thiry has an extensive worldwide experience and has worked in many cultural environments. He is recognized as a worldwide authority in strategic applications of project, program and value at organizational level and has supported the development and implementation of a number of strategic programs for major corporations in various fields, including construction, financial, pharmaceutical, IT and IS, telecom, water treatment, transportation (air and rail), local government and others using agile and change concepts.

He is a regular keynote speaker for major international events, both at the Academic and Practice levels since 1996, and Seminar Leader for PMI® SeminarsWorld since 2001.

His 2010 book “Program Management” has been presented with an Award of Merit by the Canadian Project Management Association and is on the PMI’s recommended list of readings for the PgMP® Exam. The 2nd edition has been published by Routledge in 2017. In 2013, the PMI® has published a revised and updated version of his book “A Framework for Value Management Practice”. He has also written a number of book chapters on Value, Program and Portfolio Management in prominent PM books like the Gower “Handbook of project management” 3rd and 4th editions and the “Wiley Guide to Project, Program and Portfolio Management”, published by Wiley (2007). He was also a contributing editor for PM Network from 2003 to 2008, a “Significant Contributor” to the PMI® Standard for Program Management 3rd Edition (2013) and was on the core team of the new PMI® Practice Guide to Managing Change in Organizations (2013).

Michel obtained an MSc in Organizational Behaviour from the School of Management and Organizational Behaviour at the University of London and a PhD on the Contextualisation of Project Organizations at Middlesex University in the UK. In 2006 he was elected PMI Fellow for his continued contribution to project management and in 2007 he was nominated Fellow of the Association for Project Management. In 2008, he was awarded a Life Achievement Award by the Canadian Society of Value Analysis. In 2014, he was awarded the PMI Eric Jenett Project Management Excellence Award for outstanding contributions to the practice of the profession, and leadership in advancing PM concepts, techniques, practices, or theories.

Expertise: Value Management, Project and Program Management, Governance, Portfolio Management, PMO, Organizational Strategy and Change.

 


 

Interview

Part 1: Programs are inherently agile

Q1. In VUCA era, how should the success of a program be measured?

Michel Thiry (Thiry):         Programs are inherently agile in the sense that they deliver benefits in cycles and that there should be a measurement for benefits and value appraisal process at the end of each cycle. This allows for realignment or termination if necessary. The success of a program is measured through its ability to deliver business strategies, but this can only be achieved if the strategy is well stated through clear strategic objectives, which can be broken down into measurable critical success factors and key performance indicators.

Q2. What are your tips on instilling agility to program management?

Thiry:    Agility is the foundation of program management, if it is not already there, you are not managing a program, but a big project. We must stop thinking of programs as big projects; programs are a means of executing strategies and, like strategies, in today’s VUCA world, they have to be realigned regularly.

Q3. There are various kinds of trainings for Program Management (PgM) certificates. In your opinion, what should we pay attention to in PgM training?

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 (2019). Programs Are Benefits-driven and Agility-based; Interview with Michel Thiry; Project Management Review; republished in the PM World Journal, Vol. VIII, Issue IV (May). Available online at https://pmworldlibrary.net/wp-content/uploads/2019/05/pmwj81-May2019-Yanjuan-Interview-with-Michel-Thiry.pdf


 

About the Interviewer

Yu Yanjuan

Beijing, China

 

 

 

Yu Yanjuan, 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 Magazine and website. In the past, she has worked as a journalist and editor for China Manned Space Agency website and Student English Times. She once worked part-time as English teacher in training centers. For work contact, she can be reached via email yuyanjuan2005@163.com or Linkedin https://www.linkedin.com/in/yanjuan-yu-76b280151/.

 

 

With Projects We Create the Future

 

Interview with Prof Martina Huemann

Editor-in-Chief, IJPM
Professor, Head of Project Management Group
Vienna University of Business and Economics

Interviewed by Yu Yanjuan
Journalist, Project Management Review: PMR (China)

Introduction to the interviewee

Martina Huemann is Editor-in-chief of the International Journal of Project Management, Professor, Head of Project Management Group and Academic Director of the Professional MBA Project Management, WU – Vienna University of Business and Economics (WU Vienna), board member of Project Management Austria, Human Resource & Project Management Expert / Coach / Consultant, Founder and Manager of enable2change, a network of experts that enable others to put strategy into action and manage projects professionally.

 


Interview

About China

Q1: What’s your impression of China? How do you view project management in China?

Martina Huemann: I like China very much. The culture is so different to Europe. People are nice and welcoming. As this is my second trip to China, I know only a little bit about China. I have engaged with IPMA (China) and met some founders of PM in China. My impression is that China has American-style project management, which makes me wonder why you don’t have more Chinese-style project management. Project managers should borrow a lot from Chinese culture, in which people think in a flow and that everything is always changing. That fits nicely to a future-oriented and change-oriented Project Management approach.

About PM Career 

Q2: Would you please share with us your story with project management? Why did you step into this career? Do you enjoy what you are doing?

Martina Huemann: I studied business administration at WU-Vienna University of Business and Economics and worked in development projects in Eastern Europe. When I was up to finish my studies a new professor at my university planned to establish the discipline of Project Management and he was looking for people. I was hired based on my project experience and started without knowing what exactly “project management” was. I learned during the process. I was interested in project management and also pursuing an academic career. Having gone through a lot of steps, I’m now a professor myself researching and teaching project management and human resource management in project-oriented organizations. Nowadays I seldom work as a project manager myself. I apply it on my research projects, but mostly take the role of a project owner nowadays. I´m coaching, consulting and training people to enable them to become and professionalize as project managers

Project management has been the subject of my whole life. I enjoy very much what I´m doing now. I think it was a perfect choice for me. I like complexity in my own life and have many different roles. I need a certain amount of complexity in my life; otherwise I will get bored. Sometimes I put more effort into this, and sometimes into others. And I have to balance work and family, but it works quite well for me. I think to do what you love is always the best way to have a full life.

About HR Management

Q3: In VUCA era, how should we deal with challenges in human resource management?

 

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 (2019). With Projects we Create the Future. Interview with Marina Huemann; Project Management Review; republished in the PM World Journal, Vol. VIII, Issue III (April). Available online at https://pmworldlibrary.net/wp-content/uploads/2019/03/pmwj80-Apr2019-Yanjuan-Interview-with-Martina-Huemann.pdf 


 

About the Interviewer

 

Yu Yanjuan

Beijing, China

 

 

Yu Yanjuan, 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 Magazine and website. In the past, she has worked as a journalist and editor for China Manned Space Agency website and Student English Times. She once worked part-time as English teacher in training centers. For work contact, she can be reached via email yuyanjuan2005@163.com or Linkedin https://www.linkedin.com/in/yanjuan-yu-76b280151/.

 

 

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