The Human Factor in Project Management



Book Title:  The Human Factor in Project Management
Author:  Denise Thompson
Publisher:  CRC Press
List Price:   $74.95
Format:  Hardcover, 180 pages
Publication Date:  2019
ISBN: 978-1138064195
Reviewer: Leticia Peevy, PMP
Review Date: February 2020




This book is less about project management and more about behaviors and relationships. It focuses on the relationships among all members of a project, from the project manager to the team members to the stakeholders, as well as the relationship of the project manager with themselves. It yearns the reader to look inward and dig deep to understand themselves first, in order to interact and understand others.

The book also provides numerous examples and stories that all weave back into the central theme that tools and processes help one understand project status, but don’t control it. People and behaviors are the true controllers of project outcomes.

Overview of Book’s Structure

This book consists of 10 chapters with 180 pages. The book has both an index and a references section at the end. The structure of the book feels more like a textbook than a reading book. The chapters are also organized in work breakdown structure format, with Chapter 1 having its sub-sections numbered 1.1, 1.2, and so on.

The font used in the book is small, and there is a lot of information provided, so this is not a quick read. There are several multi-day case scenarios that are used to lead up to a point and provide thorough background for the reader to ponder and relate to real life scenarios.


The book has many great points and references several relevant events in modern society and ties those back to the human factors at play on projects.  What is our commonality? We are human! And there is a universal set of principles that work on us all. Understanding what those principals are and how we can use those to work for us instead of against us is the big highlight of this book.



To read entire Book Review, click here



About the Reviewer


Leticia Peevy

Texas, USA




Leticia Peevy, PMP, is a Project Manager Specialist with 22+ years’ experience managing development, implementation, upgrade and conversion IT software projects. The bulk of her experience is with large projects including bank conversions, application upgrades and development. Leticia is a certified JMT member and enjoys conducting leadership training and consulting.  She is also a co-founder of “Connective Journey”, which hosts emersion and masterclass courses as well as overnight retreats.

Leticia can be contacted at info@leticiapeevy.com


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

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

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



On Reinventing HR



Book Title:  HBR’s 10 Must Reads: On Reinventing HR
Authors:  Marcus Buckingham, Reid Hoffman, Ram Charan, Peter Cappelli + Others
Publisher:  Harvard Business Review Press
List Price:   US$24.95
Format:  Paperback, 208 pages
Publication Date: June 2019
ISBN: 978-1-63369-784-3
Reviewer:  Patt Chowdhury, MBA, MM, PMP
Review Date: February 2020




Even with eight years of business education, I never really felt as though I knew as much as I should about the Human Resources function. Aside from the odd college course or corporate training session on HR topics, most of my learning in this area came from observing HR leaders and on-the-job training as a manager and as an employee.

When I had the opportunity to review this book, I was really interested to do so.  While I suspected that there was a good deal of change underway in this space, just from watching the goings-on in the workplace in recent years, I wasn’t aware of the angst that existed in the C-suite over the proper place and role for the Chief Human Resources Officer. Like the invitation of the finance vice presidents to the C-suite in the 1980’s, and the data processing vice presidents in the 1990’s, the elevation of the human resource vice presidents to Chief Human Resources Officer (CHRO) and the inner circle is underway today. The CHRO must become a trusted advisor to the CEO and part of the decision-making circle rather than just implementing decisions.

HBR’s 10 Must Reads: On Reinventing HR is an excellent collection of articles that gives you a front-row seat to the considerations and real change that is underway, the reasons these moves are being undertaken, and the results corporations are seeing. The workplace is changing and its management must change with it to shape the workplace of the future. While this collection of articles is useful for any manager, the Project Manager can benefit from this insight as they manage multi-generational, more diverse teams with new tools and new attitudes, in a much more project-focused, faster-paced environment than we previously experienced.

Overview of Book’s Structure

This book is a collection of the 11 most important articles, ideas, and best practices on Human Resources according to the Harvard Business Review.


  • “People Before Strategy: A New Role for the CHRO,” by Ram Charan, Dominic Barton, and Dennis Carey (BONUS ARTICLE)
  • “How Netflix Reinvented HR,” by Patty McCord
  • “HR Goes Agile,” by Peter Cappelli and Anna Tavis (this PMP’s favorite)
  • “Reinventing Performance Management,” by Marcus Buckingham and Ashley Goodall
  • “Better People Analytics,” by Paul Leonardi and Noshir Contractor
  • “21st-Century Talent Spotting,” by Claudio Fernandez-Araoz
  • “Tours of Duty: The New Employer-Employee Contract,” by Reid Hoffman, Ben Casnocha, and Chris Yeh
  • “Creating the Best Workplace on Earth,” by Rob Goffee and Gareth Jones
  • “Why Diversity Programs Fail,” by Frank Dobbins and Alexandra Kalev
  • “When No One Retires,” by Paul Irving
  • “Collaborative Intelligence: Humans and AI Are Joining Forces,” by H. James Wilson and Paul R. Daugherty.


For any manager, these articles take the initiatives and experiences of executives in firms that we all consider “household names” – for example, Netflix, GE, IBM, P&G, Cigna and Johnson & Johnson – and examine them, explain why moves were made and how their companies changed as a result.



To read entire Book Review, click here



About the Reviewer


Patt Chowdhury, MBA, MM, PMP

North Texas, USA



Patt Chowdhury is Managing Principal at Patt Chowdhury Advisors LLC, a consultancy offering program and project planning, business research, and training in support of marketing and sales enablement. She is an experienced marketing executive and senior manager with extensive experience in marketing operations, program and project management, product management, process development and information technology at iconic Fortune 500 brands including American Airlines, Sabre, Electronic Data Systems (EDS), Hewlett Packard, and Hewlett Packard Enterprise in the travel and transportation, information technology, consulting, and telecommunications industries, where she managed worldwide programs generating as much as one billion dollars in annual revenues.

Patt has been an adjunct professor at the AACSB International-accredited Gupta College of Business at The University of Dallas for more than 24 years where she teaches Foundations of Marketing, Value-Based Marketing, International Marketing, Business & Society, and Managing Complex Organizations. She is a member of the PMI Dallas Chapter and is Vice President of Programs, overseeing more than 80 events a year that provide professional development and networking opportunities to chapter members and their guests.

Patt can be contacted at patt.chowdhury@gmail.com


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

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

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



Helping People Change



Book Title:  Helping People Change: Coaching with Compassion for Lifelong Learning and Growth         
Authors:  Richard Boyatzil, Melvin Smith, and Ellen Van Oosten
Publisher:  HBR Press
List Price:  $30.00
Format:  Hard Cover, 256 pages
Publication Date:  September 2019
ISBN: 978-1-63369-656-3
Reviewer:  Kasandra Bell, PMP, CSM, ITIL
Review Date:  February 2020




The book “Helping People Change: Coaching with Compassion for Lifelong Learning and Growth” describes two different coaching techniques; coaching with compassion and coaching for compliance; comparing and contrasting both with appropriate use for each technique.  Coaching with Compassion is coaching with a genuine sense of caring and concern, focusing on the other person, providing support and encouragement, and facilitating the discovery and pursuit of that person’s dreams and passions.  Coaching with compassion activates conversations that inspire which stimulates the desire to grow, develop, and change in truly meaningful and sustainable ways.  Coaching for Compliance is geared toward reaching a goal or fixing a specific problem.  The premise is that coaching for compliance may result in short-term change but is not always sustainable and may not address underlying issues.

The authors share the scientific concepts and studies that support their findings; they also provide multiple examples illustrating the message.  Each chapter in the book describes a different concept that ties in with coaching with compassion – a positive focus on values and the future to fuel long-term sustainable motivation to reach those goals.  The guidance and suggestions are very practical and easy to use.  I actually started using them the day after I finished reading the book with immediate positive results!

Overview of Book’s Structure

The book is divided into ten chapters with notes and an index at the end of the book.

The chapters are:

  1. The heart of helping
  2. Conversations that inspire
  3. Coaching with compassion
  4. Awakening the desire to change
  5. Survive and thrive
  6. The power of a personal vision
  7. Cultivating a resonant relationship
  8. Creating a culture of coaching or helping
  9. Recognizing coachable moments
  10. The call of compassion


The authors are careful to explain how they reached their conclusions and include scientific studies, case studies, and other examples.  They differentiate between coaching for compliance to solve a specific problem and coaching for compassion.  Coaching for compliance may help to make necessary changes (compliance); however, it does not always last.  Coaching with compassion looks at coaching from a distinct perspective.



To read entire Book Review, click here



About the Reviewer


Kasandra Bell, PMP, CSM, ITIL

Texas, USA



Kasandra Bell, PMP, CSM, ITIL is a seasoned Program Manager, Senior Project Manager, and a 15 year PMP.  She has 10 years’ experience in IT Project management for higher education and federal defense contractors managing multimillion-dollar ERP projects and various other types of infrastructure and software projects.  She also ran her own Program and Project Management consulting company and has implemented multiple PMOs.  She teaches several project management methodologies and is known as the PM Ninja for a charity close to her heart called Dallas GiveCamp, an organization that builds free software products for charities.

Kasandra has been a member of PMI since 2006 and is a member of both the PMI Dallas and PMI Ft. Worth chapters. She can be contacted at Kasandra.Bell at ymail.com


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

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

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



Earned Benefit Program Management



Book Title: Earned Benefit Program Management: Aligning, Realizing, and Sustaining Strategy
Author: Crispin “Kik” Piney
Publisher: CRC Press
List Price: $86.95
Format: Hardcover, 394 pagea
Publication Date: October 2017
ISBN: 9781138033122
Reviewer: Wayne Abba
Review Date: February 2020




This book addresses the area of benefits realization management for projects, programs and portfolios. It develops the concept of Earned Benefit as a numerical technique and conceptual model for linking all of the steps from program definition to benefits realization. It then applies the concepts to create a framework that integrates end-to-end planning, quantification of activity costs and benefit value, strategic optimization, dependency management, capacity planning, value-added procurement, scheduling, cost-benefit management from initiation to complete benefits realization, as well as integrating risk and issue management, and applying the framework to provide additional insights for stakeholder management along with effective information and communication management.

The book starts by clarifying the separate but complementary domains of project, program, portfolio, and operations management. It then explains the existing modelling technique based on the Benefits Realization Map (BRM).

Additional capabilities required for realistic economic modelling are then defined. These requirements lead to developing additional algorithms to support numerical analysis of the cost and the value of every node in the BRM.

The BRM and these additional evaluation algorithms are then further adapted to ensure that the technique can model real-world program characteristics such as essential dependencies and disbenefits. These techniques and concepts are applied throughout the rest of this book.

The modelling techniques are then applied to a representative case study. The results of this analysis provide a number of insights into program management as well as general management behaviour

The way in which this fully-quantified model can be used for effective, value-based contractor engagement is explained in relation to a real-life award-winning engagement.

The Earned Benefit Method (EBM) is then developed, based on the Earned Value Management (EVM) Method updated by incorporating the new, benefits-related concepts to focus on the business and directly track progress towards the strategic outcomes in terms of benefits.



To read entire Book Review, click here



About the Reviewer


Wayne F. Abba

Michigan, USA




 Wayne F. Abba is an executive advisor and principal of Abba Consulting, an independent management consulting firm based in Michigan. Mr. Abba is an internationally-recognized spokesperson for program management using Earned Value Management (EVM). With over 37 years’ experience in program analysis and a worldwide reputation as a leader in acquisition improvement, he was integrally involved in the complete reengineering of Dept. of Defense contract cost and schedule management policies and implementation and was awarded the Packard Award for Excellence in Acquisition in 1998. He retired in 1999 as Senior Program Analyst in the Office of the Under Secretary of Defense for Acquisition and Technology. His clients have included the Social Security Administration, the Federal Aviation Administration, the Agency for International Development, the US Navy, the National Nuclear Security Administration, the National Science Foundation and several national laboratories. He was a part-time research analyst at the Center for Naval Analysis (2007-2016). He has been an advisor to the U.S. Office of Management and Budget, the Government Accountability Office, the National Science Foundation and other US and foreign government agencies. Since 2007, he has been a senior program management advisor to the U.S. National Nuclear Security Administration at the U.S. Department of Energy. He is also a member of the Board of Directors of the Graduate School Japan (2012 – present.) He is a founder and past president of the College of Performance Management, a non-profit association dedicated to the advancement of EVM and other program performance management disciplines. Wayne can be contacted at wayneabba@aol.com.



Finland Project Management Roundup for March 2020


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



By Dr Jouko Vaskimo

International Correspondent & Senior Contributing Editor

Espoo, Finland




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



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

PMAF promotes the development and dissemination of project and project management knowledge. PMAF members are able to enjoy information sharing, workgroups, development projects, project management forums, conferences and certification services PMAF provides. PMAF organizes two annual conferences: Projektipäivät in early November and 3PMO in early June. The 2020 3PMO takes place on June 10th in Tampere, Finland, with the theme Portfolio management.

Please navigate to www.pry.fi/en , https://www.oppia.fi/events/3pmo2020/ and www.projektipaivat.fi for general information on PMAF and its annual events.



PMI Finland Chapter is a not-for-profit organization providing project practitioners in Finland continuous learning, networking and community support. The Chapter was founded in 2005. Today, with more than 400 members, the chapter is increasingly recognized as a community where its members can enhance their project management and leadership skills, as well as network with other project management professionals.

PMI Finland Chapter hosts a number of events such as Breakfast Round Tables, regular meetings taking place once a month in Helsinki and occasionally also in other locations. The chapter members have the opportunity to attend events for free or with a discount and the chapter sends its members a regular newsletter with localized content on project management. Additionally, the Chapter supports its members in their professional development and training.

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



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

Originally targeted for commercial power generation in June 2009, the power plant has been subject to a substantial number of challenges. In March 2018 an agreement was reached between TVO and Areva regarding the overruns in project budget and time schedule. According to TVO, Areva agreed to compensate 450 M€ assuming the power plant was fully operational by the end of 2019. If the plant was not fully operational at that time, Areva will compensate a further 400 M€. As part of the agreement, both contractual parties agreed to dispend any further judicial acts. It is unclear, whether Areva has already compensated, or will compensate the agreed 850 M€.

Once completed, the 1 600 MW nuclear power station will be one of the largest in the world. TVO has been understandably disappointed about the fact that the plant is almost 200 % over original budget and 12 years behind the original time schedule.



To read entire report, click here


How to cite this report: Vaskimo, J. (2020). Finland Project Management Roundup for January 2020, PM World Journal, Vol. IX, Issue III, March.  Available online at https://pmworldlibrary.net/wp-content/uploads/2020/03/pmwj91-mar2020-Vaskimo-Finland-Project-Management-Roundup-report.pdf



About the Author


Dr Jouko Vaskimo

Espoo, Finland




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

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

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

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



March 2020 UK Project Management Round Up


The Fifth Estate, Bad News for Infrastructure Projects in the Courts, A little Good News and… no BREXIT news



By Miles Shepherd

Executive Advisor & International Correspondent

Salisbury, England, UK




It has been quite difficult to decide what to report this month as the main theme of the past year or so has subsided into the background.  So this is an opportunity to play catch up and see what has been happening in the wider project world.  As the month closes, there are two main themes dominating the news: Coronavirus and legal challenges to projects.  Hopefully, there will be some Good News to off-set the less good and I’ll save that for the end.


It always depresses me that the Fifth Estate (or the Great British Press) seem to find bad news wherever they look.  This means the papers and TV News is rarely cheerful.  They can be excused, though, for seeing serious bad news as the Court of Appeal ruled that the plans for the Heathrow Extension are unlawful.  They reasoned that the UK Government treaty commitments had been ignored.  The UN Paris agreement commits the British government to limiting activity that could increase global temperatures.  The judges claimed that the refusal to consider these commitments properly was “legally fatal.  The Appeal Court said that the government acted unlawfully in 2018 when it failed to take the Paris Agreement into account in drawing up the airports national policy statement — which in effect granted Heathrow outline planning permission.

Needless to say, anyone who had lost an appeal recently now believes that a case can be made to re-open planning cases.  The newspapers zoomed in on airport expansion plans at Gatwick, Birmingham, Manchester, Bristol, Leeds Bradford, Southampton and Bournemouth airport.  The Times reported that the four gas-fired turbines at Drax power station in North Yorkshire approved by the government in October is under threat because the government overturned a decision by its planning inspectorate. A High Court challenge is under way.

Drax Power Station (Image: Industry Europe)

Other threatened projects that could be challenged on the same grounds, include the a route between Oxford and Cambridge, the A303 Stonehenge tunnel and the Lower Thames Crossing, a 14-mile motorway and tunnel to the east of the Dartford Crossing that is the biggest scheme of its kind in decades.

Interestingly, although the court made no judgment on the merits of Heathrow expansion or whether a third runway could ultimately comply with environmental law.  The rationale is that to have done so would raise the spectre of political interference by judges who are supposed to be fully independent of political and financial influences.  Recently, High Court and Appeal Court judges have been accused of just this sort of bias.  The fear is that a petulant Government could start appointing judges in a similar way to Supreme Court Judges are appointed in USA.

From a project perspective, the whole of the Government’s infrastructure plan is under threat.  According to Jonathan Church, a climate lawyer at Client Earth; “This sets a precedent . . . to consider the Paris Agreement. The government must start taking climate change into account when considering major projects.”  Not even HS/2 is safe and is just as controversial as the Heathrow Expansion.  Adam Marshall, Director-General of the British Chambers of Commerce, said that the third runway was an opportunity to create thousands of jobs and that hundreds of companies were already depending on it.



To read entire report, click here


How to cite this report: Shepherd, M. (2020).  March 2020 UK Project Management Roundup, PM World Journal, Vol. IX, Issue III, March.  Available online at https://pmworldlibrary.net/wp-content/uploads/2020/03/PMWJ91-Mar2020-Shepherd-UK-project-management-roundup-Report.pdf



About the Author


Miles Shepherd

Salisbury, UK




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

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



Using Project Management Skills

to Provide Safe Water to Villages in Niger



By Ida B. Harding, PMP

Los Angeles, California, USA




This article relates the story of a nonprofit founded to provide Niger, West Africa, with the most basic of all needs – uncontaminated water.  Written from the perspective of a humanitarian Project Management Professional, it tells a story in which inspiration and professional skills led to the creation of a volunteer-run nonprofit organization which has improved the lives of over 600,000 people.  The article will detail how the organization developed.  It also discusses the personal benefits that come with volunteering

Keywords: Nonprofit, volunteerism, project management, clean water, Africa, Niger



“Look, ya’ll!  A well!  A traditional well!”  It was off in the distance with about a dozen women and girls in colorful dresses milling around it, each holding a plastic container as she waited for her turn to fill it with the contaminated water from the well.  This was my introduction to women and girls in Niger and the start of a journey to give this gift of water to the people of Niger.

The Beginning

It’s funny how one event can change your life forever.  In April 2008, I attended a slide presentation on the book Water is Key (Gleick and Garcetti, 2007) and learned how women in Niger, West Africa, walk 4-6 miles each day to get water for their families and carry their heavy water burdens back home on their heads.  This concept was not unfamiliar to me, but I never truly understood what it meant until that night.

I did not even know that night where the country of Niger was located.  Bordered by Nigeria, Mali, Chad, Benin, Burkina Faso, Algeria and Libya, Niger is the largest country in Western Africa and the poorest in the world, year after year, according to the UN Developmental Index.

But that night I learned more than its geographical location.  I learned that girls can’t attend school because their role is to help with water gathering or else care for the younger children while the mothers make the journey for water.  It’s not unusual for a five-year old to bear the responsibility of caring for the younger children who are too old to be wrapped to the mother’s back but too young to walk the distance.

Like clockwork, mothers arise before daybreak (“before the cock crows”, in their words) and leave for their daily walks, not knowing what may come.  Some of them are occasionally raped if found to be walking alone.  If they are unfortunate enough to arrive to the well “late”, there may be no more water left that day.  They must then walk even farther until another well is found.  And this water that women work so hard to get — it is contaminated, causing disease and even death.  The women know it.  They call it “bad” water.  But it is what they have.  Currently, 1 out of 7 babies die before they are five years old because of water caused disease.


Those of us listening that night were overwhelmingly touched by what we learned.  Sparked by the presentation, a small group of women decided to take action for the cause.  We formed a Task Force and set an initial goal to raise funds for five wells in villages in Niger.  And in just a few months, we had funded 10 wells simply by talking with women in our Founder’s home and by networking with friends!  From the outset, we partnered with World Vision, one of the largest humanitarian organizations in the world, to do our “boots on the ground” work and be our matching donor.  We created a Memo of Understanding with them, in which they agreed to match our monetary contributions and to do the drilling for us, charging us only $5600 to drill a well.  Now, almost 12 years later, they have increased that cost by only $500 to $6100.



To read entire article, click here


How to cite this article: Harding, I. (2020).  Using Project Management Skills to Provide Safe Water to Villages in Niger, PM World Journal, Vol. IX, Issue III, March. Available online at https://pmworldlibrary.net/wp-content/uploads/2020/02/pmwj91-Mar2020-Harding-using-project-management-to-provide-safe-water.pdf



About the Author


Ida B. Harding

California, USA




Ida B. Harding, PMP is a BOD Member and Director of Volunteer Management for Wells Bring Hope, an organization which drills wells in Niger, West Africa.  A Project Management Professional, Ida is a graduate of the PMI Leadership Master Class and has presented at several PMI Leadership Meetings.  She has been an active PMI member at global levels as well as the chapter level since she joined PMI in 1993.

At the global PMI level, she served on the BOD for the Education Foundation.  She also served on numerous PMI committees, including PMI BOD Nominations Committee, Professional Awards Member Advisory Group, Component Services Member Advisory Group, the Project of the Year selection team, and BOD of Association for Chapter Presidents (ACP), among others.  During her term on the ACP, Ida headed the Component Mentor Program and coordinated the 15 mentors across the globe for several years.  Since 2011, she has served on the planning committee for the SPA for the Mind, an annual meeting of graduates of the Leadership Institute program. Recently, she became involved in the PMI Global Accreditation Committee to do onsite university evaluations.

At a local level Ida has been an active PMI- LA Chapter member, serving twice as President, and won the “PMI Chapter President of the Year” award for both terms.  Before and after her presidency, Ida served in virtually every other chapter BOD role. She served as Trustee 2001-2019. In addition to her PMI volunteer work, Ida has also played active roles in several other volunteer organizations including Cancer Support Community, Lymphoma Research Foundation, Toastmasters, Venice Family Clinic, and California Special Olympics Games.

Now retired from paid employment, Ida’s first career was in higher education in Wisconsin. She taught courses in how to teach reading and how to diagnose and remediate reading problems. Later she worked as Assistant Dean of Students, managing the academic advising program.  In an effort to move away from academia, she got her MBA at the UCLA Anderson School of Management. Recruited there by IBM, Ida spent ten years working in project management and marketing for IBM and later in contract and procurement management for Federal Defense projects for a small family owned corporation.  In addition to her MBA, Ida has degrees in English Linguistics/Literature and Higher Education (M.A. and ab for Ph.D. at University of Wisconsin), as well as Elementary Education (B.S. at Georgia State University).

Ida can be contacted at ibeal@wellsbringhope.org. The website for her organization is www.wellsbringhope.org.



The Freelancer’s Story


Project Business Management


By Oliver F. Lehmann

Munich, Germany



“I have learned that success is to be measured not so much by the position that one has
reached in life as by the obstacles which he has overcome while trying to succeed.”

Booker T. Washington, Up From Slavery: An Autobiography




A lack of communication between customer and contractor can lead from hope to disaster. Here is an example of that happening to a freelancer, a one-man show as a contractor.

Entry to the Freelancer’s Diary

April 1: This was my lucky day today. I received the confirmation that I will work as the project manager for the DOLPHIN project of Jellyfish, Co. They were impressed of my biography and the experience that I can bring into the project on technical, interpersonal, and organizational level. My help is needed over the entire project lifetime, and my work will be essential to its success.

I will have a team of ten developers, most of them also self-employed freelancers, some may be internals, and Jellyfish will pay me a good rate.

I had 3 months of frustrating searching for a new project, after the end of my last assignment. I am meanwhile running out of cash. The combination of travelling costs and lack of income was devastating for my bank account.  But end of next month, it will be able to write an invoice and hope, they will pay it immediately. It feels good to have income again and to be back in project business.

My wife is not happy that I will need to do a lot of travelling, leaving her alone with the kids, and she has a job to do too. However as the travel costs are covered by the customer, and understanding that jobs like this are not easy to find these days, she accepted the deal with gritted teeth.

Jellyfish—Internal Memo

April 1: Today, we finally took Mr. Smith under contract. He will contribute to the RIGHT FLIPPER work package of the DOLPHIN project. RIGHT FLIPPER is not a mission-critical part of the DOLPHIN project, but it adds to its business value and to its acceptance by important stakeholders. We believe, Mr. Smith’s work will be relevant to gain acceptance of the entire project by the requesting departments.

Mr. Smith was second choice. We had two highly capable candidates for the job, but they decided instead to accept competing offers from other companies that were prepared to pay much better. So, Mr. Smith was our last option. At least, choosing him was a budget-friendly decision.

We are uncertain about his technical capabilities, and there is also a question mark on his ability and preparedness to subordinate to a team mission. Therefore, we will need to have a watchful eye on his performance.

He will start working on the tasks next month. He will be paid based on daily rates and work records. He will send his invoices at the end of each month. We have agreed that travel charges will be included.



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Editor’s note: This series of articles is by Oliver Lehmann, author of the book “Project Business Management” (ISBN 9781138197503), published by Auerbach / Taylor & Francis in 2018. See author profile below.

How to cite this article: Lehmann, O. (2020). The Freelancer’s Story; Series on Project Business Management; PM World Journal, Vol. IX, Issue III, March.  Available online at https://pmworldlibrary.net/wp-content/uploads/2020/03/pmwj91-Mar2020-Lehmann-The-Freelancers-Story-PBM-series-article2.pdf



About the Author


Oliver F. Lehmann

Munich, Germany




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

He studied Linguistics, Literature and History at the University of Stuttgart and Project Management at the University of Liverpool, UK, where he holds a Master of Science Degree. Oliver has trained thousands of project managers in Europe, USA and Asia in methodological project management with a focus on certification preparation. In addition, he is a visiting lecturer at the Technical University of Munich.

He has been a member and volunteer at PMI, the Project Management Institute, since 1998, and served as the President of the PMI Southern Germany Chapter from 2013 to 2018. Between 2004 and 2006, he contributed to PMI’s PM Network magazine, for which he provided a monthly editorial on page 1 called “Launch”, analyzing troubled projects around the world.

Oliver believes in three driving forces for personal improvement in project management: formal learning, experience and observations. He resides in Munich, Bavaria, Germany and can be contacted at oliver@oliverlehmann.com.

Oliver Lehmann is the author of the books:

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



Professionalism and the Project Manager


Positive Leadership in Project Management


By Frank Saladis, PMP, PMI Fellow

New York, NY, USA



Project managers and those with similar titles and roles are placed in leadership positions. They are selected for the assignment, in most cases, because they have demonstrated an ability to “get things done.” It is a reputation that has been earned through perseverance, dedication, and a willingness to go the proverbial extra mile. This requires a very well-balanced approach that combines effective management and strong leadership to meet the objectives of the project and to ensure the team remains engaged and motivated. Part of that balance requires the project manager to present a consistent and professional image to all stakeholders.

Professionalism in project management can be defined as a set of values, behaviors, and characteristics demonstrated by the project manager and carried forward by the team. The key point here is the leader sets the tone for the team and influences the behavior of the team. The values, behaviors, and characteristics of the leader are the essential factors that will drive the team to provide extraordinary service and high-quality products to stakeholders. A consistent display of professionalism can create a positive project environment, enhance team member commitment and gain greater support and acknowledgment from executive management, clients, and other key stakeholders. Consistent demonstration of professionalism is not only observed by customer and clients, it drives the organization to greater levels of business success.

With a great degree of confidence, I believe that most project managers spend a fair amount of time gathering information about best practices in the project management community, discussing lessons learned with team members and peers, or observing other leaders in action, to further enhance their leadership abilities and professional image. The following tips, gathered from many sources and personal experience, will help to further advance the professional image and brand of those in leadership positions and within an organization’s project management environment.

1. Professionalism begins at the leadership level. If you are leading a team, department, division or an entire organization, set expectations early and intentionally. This is extremely important at the start of a project or as a new role begins. Expectations should also be revisited often due to the frequent changes that most organization experience in the business environment. Review the organization’s code of conduct or guiding principles and emphasize the importance of achieving excellence through teamwork, collaboration, and professional conduct. As a leader, display the characteristics you desire to see in your team members. Establish yourself as a resource and focus on the development of your team while you emphasize your vision and mission. Create a desire among your team members or within the organization to create value every day.



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

How to cite this paper: Saladis, F. (2020). Positive Leadership in Project Management: Professionalism and the Project Manager. PM World Journal, Vol. IX, Issue III, March. Available online at https://pmworldlibrary.net/wp-content/uploads/2020/03/pmwj91-Mar2020-Saladis-professionalism-and-the-project-manager.pdf



About the Author


Frank P. Saladis

New York, USA




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

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

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

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



Examining the challenges

associated with the implementation of project scope management in telecommunication projects in Somaliland



By Adebayo Adeboye Fashina1*, Sakariye Mahamed Abdilahi2, and Funke Folasade Fakunle3

1Engineering Management Program and Project Management Program, School of Graduate Studies and Research, Gollis University, Hargeisa, Somaliland.
2Project Management Program, School of Graduate Studies and Research, Gollis University, Hargeisa, Somaliland.</span
3Compliance and Auditing Department, AdeFolasade Management Systems Consults, Lagos Nigeria.
*Corresponding author: Adebayo Adeboye Fashina. adebayofashina@gmail.com




This paper presents the results of an investigation that provides insights on the challenges encountered when implementing project scope management in telecommunication projects in Somaliland. Prior to the questionnaire design, a detailed literature review was carried out to identify 11 possible factors that affecting the adoption of project scope management practices in telecommunication projects. A total of 75 structured questionnaires were administered to obtain the opinions of the stakeholders in the Somaliland telecommunication industry, regarding the identified challenges. SPSS Statistics Software and Microsoft Excel Packages was then used to analyze the collected data. This was achieved by computing the Cronbach’s Alpha, mean values and Relative Importance Index (RII), respectively, for reliability check and ranking purposes. The results from the analysis indicate that poor communication/miscommunication (RII = 0.694), scope creep (RII = 0.651), unrealistic timeline (RII = 0.643) and unsettled technical uncertainties (RII = 0.605) are the four most ranked challenges associated with the implementation of project scope management in the telecommunication industry, respectively. The implications of the results obtained from this study are also discussed before providing recommendations on the appropriate scope management procedures required to manage the identified key challenges when executing future telecommunication projects.

Keywords:    Application of Scope Management, Project Management, Challenges hindering Project Scope Management Practices, Telecommunication Projects, Somaliland


In recent years, successful project managers are aware that a careful scope control is vital to time and cost delivery of projects (Charvat, 2003). Consequently, they now pay adequate attention to project scope management (Dexter, 2010; Frame, 2003). This is because, it has been established in prior work that the failure to appropriately define or productively manage the scope of a project would lead to total project breakdown, late delivery or over budget (Chua, Kog, & Loh, 1999; Keivanpour, Kadi, & Mascle, 2015; Khan, 2006; Nath & Momin, 2014). Furthermore, with a vast competitiveness in the telecommunication industry, project managers are now faced with the task of successfully executing assigned projects based on a well-defined project scope that can help accomplish the overall projects goals and objectives (Khan, 2006). This implies that the success or failure of projects, particularly in the telecommunication industry, is dependent on how productive the scope management is. In addition, scope management ensures that a project’s scope is accurately defined and mapped, and enables project managers to allocate the proper labor and costs necessary to complete the project.

Project scope management is about planning and controlling (Dumont, Gibson, & Fish, 1997). Managing the expectations of clients and stakeholders can be one of the most difficult tasks a project manager can be faced with. Basically, a distinct scope helps all parties involved in a project to stay on the same page throughout the lifecycle of the project. Thus, effective scope management can ensure that some of these issues are avoided by clearly defining and communicating the scope to all parties involved in the project. Project scope can help differentiate between what is and what is not involved in a project and controls what is allowed or removed as it is implemented (Bingham & Gibson, 2017; Cho & Gibson, 2001; Dumont et al., 1997). Scope management also creates control factors, that can be utilized when addressing elements that are the consequences of changes during the lifecycle of the project. Project scope is therefore critical, and without it, project managers would have no clue of what time, cost or labor involved in a project. Moreover, scope management serves as the basis for every decision a project manager will make on a job and when it is required to be changed (Bingham & Gibson, 2017; Cho & Gibson, 2001; Dumont et al., 1997).

However, managing project scope is largely concerned with defining and controlling what is and is not included in the project. According to Dekkers and Forselius (2007), scope management plays a central role in an information technology project like in the telecommunication industry. They further established that scope management has strong relations to several of the project management knowledge areas, of which they identify time, cost, quality, and risk management (Atkinson, 1999; Dekkers & Forselius, 2007). The authors believe that scope management is more important than any other of the individual knowledge areas and processes in projects. In an effort to support this argument, the authors present information that explained why 60-99 percent of all defects latent in production software could be attributed back to the requirements phase (Atkinson, 1999; Dekkers & Forselius, 2007).

Taking a closer look, the problem with project scope in telecommunication projects may arise from a number of factors (Gutierrez & Berg, 2000; Ogunberu et al., 2018). First, ambiguity in scope mostly leads to misunderstanding and redundant work in telecommunication projects. This is sometimes experienced during the installation or expansion of fiber optic technology. Another problem associated with scope management in telecommunication projects is the incompleteness and inaccuracy of project scope (Ogunberu et al., 2016). This often causes unnecessary schedule mistakes and cost overrun in telecommunication projects. The third challenge that can be related to scope management is having a transient project scope. This is the root cause of lateness in project deliveries and sometime an unending project (Young, 2007). Lastly, when a project scope is not collaborated, it is seen as a great issue in telecommunication projects because it often leads to misinterpretation of the project requirements and design.

In spite of the increasing implementation and development of information and communication technology projects across Africa (including Somaliland) particularly, in the telecommunication sector (Ogunberu et al., 2018), quite a number of these projects have recorded high failure rates, perhaps, as a result of poor project scope, design and management (Gutierrez & Berg, 2000). This is why the telecommunication industry and their project managers/teams are exploring ways, processes and methods involved in managing projects in order to improve the success rates (Gutierrez & Berg, 2000). Within this context, the telecommunication companies in least developing countries need to pay additional attention to project scope management practice in order to sustain market share and safeguard return on investment, profitability and client demands. There is therefore a need to explore the challenges encountered in the course of implementing project scope management in telecommunication projects in Somaliland.

To fill in the identified gaps and contribute to knowledge in this regard, this study investigates the challenges hindering project scope management practices in the telecommunication industry. This study also attempts to provide noteworthy information that can guide the future project managers on the identified challenges encountered when executing telecommunication projects and how to successfully overcome them. Moreover, the current paper further provides new insights that could guide telecommunication stakeholders, decision-makers and policy-makers in the development and formulation of future strategies and measures on the application of project scope management in telecommunication projects.


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How to cite this paper: Fashina, A.A.; Abdilahi, S. M.; Fakunle, F.F. (2020). Examining the challenges associated with the implementation of project scope management in telecommunication projects in Somaliland; PM World Journal, Vol. IX, Issue III, March.  Available online at https://pmworldlibrary.net/wp-content/uploads/2020/03/pmwj91-Mar2020-Fashina-Abdilahi-Fakunle-scope-management.pdf



About the Authors


Dr. Adebayo Adeboye Fashina

Hargeisa, Somaliland




Dr. Adebayo Adeboye Fashina is a young certified management consultant (CMC), professional researcher, educator and education management consultant with over eight years of significant international experience working on STEM education, EOMS/Project management research and teaching, science research and teaching, and capacity building at various levels of education across Africa.

Dr. Adebayo hold a Bachelor’s degree in Physics/Electronics, MSc. in Theoretical Physics and Ph.D. in Theoretical and Applied Physics. He currently works with Gollis University, Hargeisa as an Associate Professor of Physics and Engineering Management. Prior to his present job, he worked as a Researcher/GTA/Lecturer-B at AUST before joining Kampala International University, Uganda as a Senior Lecturer and later worked as an Associate Professor at William V. S. Tubman University, Liberia. He was nominated for the 2016 Sustainable Energy Africa Awards and shortlisted as one of the three finalists in the ”Emerging Leaders” award category at the 2016 Nigeria Energy Forum.

Dr. Adebayo has conducted training workshops, seminars and given speeches/talks/presentations at local and international conferences. He has published more than 20 articles in reputed journals and is an active reviewer of many international journals. He is a motivated, energetic and focused individual with strengths in innovative teaching approaches, interdisciplinary research, data analysis, teacher training and team management. His research interest includes sustainable living, project management, RE policy and management, education organization management system (EOMS), educational planning, photonic nanostructures of materials etc. He is a fellow of African Scientific Institute, USA and the Institute of Management Consultants, Nigeria.

Dr. Adebayo can be contacted on adebayofashina@gmail.com or afashina@gollisuniversity.org



Sakariye Mahamed Abdilahi

Hargeisa, Somaliland




 Sakariye Mahamed Abdillahi is a member of Dr. Adebayo’s research group at Gollis University and an Assistant Lecturer in the department of telecommunication engineering at same University. Sakariye hold a B.Sc. degree in Telecommunication Engineering and Master of Arts in Project Management from Gollis University, Hargeisa, Somaliland. He is proficient in communication, training, organization, the use of social media outlets, and the use of Microsoft Office packages such as MS Word, MS Excel, and MS Power point.

His research interests evolve around the application of project management knowledge areas to telecommunication projects, project and engineering management, application of project management knowledge areas to small and medium enterprises (SMEs) etc.

Sakariye can be contacted on zakariemoe@gmail.com



Funke Folasade Fakunle

Lagos Nigeria




Funke Folasade Fakunle is a young female NEBOSH international diploma qualified professional with 10 years of significant QHSE experience in QHSE management, training and consultancy. Being passionate about Health, Safety and Environment (HSE) and management system in the workplace, she has acquired certifications in Process Safety: Hazard Operability study (HAZOP), Lean six sigma (Green Belt Holder), ISO 9001 Lead Auditor, OHSAS 18001 Lead Auditor, AOFAQ Level 3 Award in Education & Training, NEBOSH International Diploma in Occupational Safety and Health, NEBOSH International General Certificate in Occupational Safety and Health, Project Management, Rigging Safety and Inspection etc.

Funke received a B.Sc. degree in Mathematics from the University of Uyo, Akwa-Ibom, Nigeria in 2008. Over the past 10 years, she has gained significant QHSE experience in various industries.  These include construction, oil & gas, logistics and transportation, telecommunication, manufacturing, banking and security sectors. She is a register Professional/Associated Member of the International Register of Certificated Auditors (IRCA), International Institute of Risk and Safety Management (IIRSM), and Society of Petroleum Engineers (SPE).

As an QHSE Consultant/Trainer at present, she conducts QHSE training, consulting and auditing/evaluation exercises that help improve the QHSE Management Systems of various organizations. This allows her to adequately provide her clients with the necessary advisory services that include but not limited to HSE employee orientation training, development, planning and implementation of QHSE Management Systems, QHSE auditing, Environmental Management System, process improvement and so on.

Funke can be contacted on funkefolasade7@gmail.com



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