National Academy of Construction

Focuses on Generational Imperatives



By Bob Prieto

Chairman & CEO
Strategic Program Management LLC

Jupiter, Florida



The National Academy of Construction, founded in 1999, has continued to grow its focus and membership in ways that become increasingly relevant to the United States in the years ahead. Originally focused on honoring key individuals in the profession, the very nature of its members as leaders soon drove it to seek to proactively contribute to the industry in which they have served with distinction throughout their professional careers.

Initial contributions focused in the area of safety, a perennial industry challenge. Over the last 15 years nearly 50 safety white papers have been published and shared broadly throughout the industry with NAC often acting as a convener around this topic and also workforce development.

More recently the NAC has intensified its efforts to support the generational transfer of construction related knowledge while at the same time sharing their insights based on decades of senior executive experience and involvement in emerging challenges and opportunities the industry is facing. Today the National Academy of Construction (NAC) drives this increasingly important sharing of knowledge through two primary vehicles.

The first of these vehicles is Executive Insights. Executive Insights captures the knowledge, experience, and wisdom gained through individual NAC member’s leadership roles in the construction industry. To date sixty insights have been published by NAC and are freely available to clients, engineers, project and construction managers, and contractors, worldwide.

Executive Insights cover a broad range of areas, reflecting the breadth and depth of its over 300 members. The major topical areas addressed include:

  • General topics, encompassing strategies to improve large project delivery; the nuts and bolts of engineering and construction; capital project execution in an operating environment; and post disaster engineering and construction. Improving large project delivery is a theme that runs through many of the Executive Insights and reflects the ongoing imperative to improve project performance which has now risen to a generational imperative.
  • Accelerating project delivery, addressing topics ranging from owner procured materials, partnering and improving workflows on tomorrows projects. Recent challenges faced as a result of COVID-19 highlight the importance of these capabilities and the insights shared, together with ones that will arise by NAC members most recent experience will help address what will undoubtedly become a growing generational imperative. The recognition of using schedule to drive project performance and outcomes was only made clear in the COVID crisis.
  • Construction driven design, looks at some insights gained on major design- build efforts and reflects some of the considerations that likely were front of mind for the original “Master Builders”. The NAC’s members, through Executive Insights, seek to help the next generation of “Master Builders” including those contemplating entering the profession.
  • Estimating project cost, focused on sharing best practices, insights from a C-suite level and lessons learned to improve the completeness and accuracy of the cost baselines of the projects we undertake. The range of Executive Insights already prepared is impressive, addressing scope required for quality estimates, costing of projects and bidding for profit under a number of different scenarios.



To read entire article, click here


How to cite this article: Prieto, R. (2020). National Academy of Construction Focuses on Generational Imperatives; PM World Journal, Vol. IX, Issue V, May. Available online at https://pmworldlibrary.net/wp-content/uploads/2020/05/pmwj93-May2020-Prieto-Natonal-Academy-of-Construction-Focuses-on-Gerational-Imperatives.pdf



About the Author


Bob Prieto

Chairman & CEO
Strategic Program Management LLC
Jupiter, Florida, USA



Bob Prieto is a senior executive effective in shaping and executing business strategy and a recognized leader within the infrastructure, engineering and construction industries. Currently Bob heads his own management consulting practice, Strategic Program Management LLC. He previously served as a senior vice president of Fluor, one of the largest engineering and construction companies in the world. He focuses on the development and delivery of large, complex projects worldwide and consults with owners across all market sectors in the development of programmatic delivery strategies. He is author of nine books including “Strategic Program Management”, “The Giga Factor: Program Management in the Engineering and Construction Industry”, “Application of Life Cycle Analysis in the Capital Assets Industry”, “Capital Efficiency: Pull All the Levers” and, most recently, “Theory of Management of Large Complex Projects” published by the Construction Management Association of America (CMAA) as well as over 650 other papers and presentations

Bob is an Independent Member of the Shareholder Committee of Mott MacDonald. He is a member of the ASCE Industry Leaders Council, National Academy of Construction, a Fellow of the Construction Management Association of America and member of several university departmental and campus advisory boards. Bob served until 2006 as a U.S. presidential appointee to the Asia Pacific Economic Cooperation (APEC) Business Advisory Council (ABAC), working with U.S. and Asia-Pacific business leaders to shape the framework for trade and economic growth. He had previously served as both as Chairman of the Engineering and Construction Governors of the World Economic Forum and co-chair of the infrastructure task force formed after September 11th by the New York City Chamber of Commerce. Previously, he served as Chairman at Parsons Brinckerhoff (PB) and a non-executive director of Cardno (ASX)

Bob can be contacted at rpstrategic@comcast.net.



Stop the Press

The Project at the End of the Line

Reflections on the end of PM World Today, Funerals and other Projects at the end of Programs, Projects and Life



By David L. Pells

Addison, Texas, USA




This is the final edition of PM World Today.  Following months of uncertainty, the board of directors determined in late 2011 that the organization should be terminated, the pmforum.org website shut down and publication of the monthly PM World Today stopped.  So this is it!  After 14 years of publication in some form, and five plus years of monthly production, this well-known global resource for continuous learning will end.

But perhaps this is not such a bad thing.  As the saying goes, and as Max Wideman reminds us in his letter to the editor this month, all good things must come to an end.  At the end of every program or project, there should be cause for celebration – of accomplishments, of growth and progress by people and organizations, and sometimes of just being successful or alive for so long.  This editorial is therefore to reflect on the end of this eJournal and of PMForum, with an emphasis on what has been accomplished over the last six years.

Over the last few months, as the end of these websites came into focus, I have been thinking a lot about how programs and projects end.  Sometimes they are terminated for unexpected reasons, at other times according to plans.  But stopping a program or project is not as easy as it looks on paper, and often involves many serious and important activities.  In fact, I would argue that ending a project or program is a project in its own right, by nearly any definition.

And what if the end is not just of the program or project but of the underlying organization, which is often the case when a joint venture or legal entity has been formed for the sole purpose of completing the project?  Shut down activities can involve administrative, financial, legal, logistical, organizational and many other actions, all to achieve the shutdown project objectives.  The project can last many months, consume many resources, and require a great deal of management attention.

Finally, as I watched the memorial (funeral) for the late American singer Whitney Houston on 18 February 2012, [1] I was struck by what a big project that seemed to be.  Lasting four hours, with the participation of celebrities, family and friends, and with international media coverage, it was a grand production in honor of a truly beloved and talented artist.  And it occurred exactly one week after Ms. Houston’s death.  Absolutely amazing!  It was really fantastic, a fitting memorial to a very popular singer.  So who organized, planned and managed that “project”?  Aren’t all funerals projects?  And funerals for political leaders, famous personalities or important public figures can be enormous, involving hundreds of people and costing millions. It occurred to me that here is another type of important project that we must all consider one day in our families, whether for ourselves or other family members.

In the May 2011 edition of PM World Today, in my editorial entitled “The Royal Wedding – What a Project!”, [2] I discussed the wedding of Prince William and Kate Middleton in the UK as a big project.  I went on to review weddings as projects, looking at various activities associated with planning and conducting weddings from a project management perspective.  Now I am suggesting that funerals should also be considered as projects, important personal projects that can be planned and managed with well known PM concepts.  Perhaps this is insensitive, but perhaps this perspective can also ease someone’s burden for dealing with a personal loss.

So this month’s editorial is not only to reflect on the end of PM World Today and PMForum but to broaden this topic to project terminations, funerals and the “project at the end” of nearly anything – a life included.  After all, don’t all programs and projects have a life and a “life cycle” according to most definitions and textbooks?

PM World Today – a Celebration

The March edition of PM World Today is the final edition for this venerable eJournal.  Beginning in 1998 as a quarterly eNewsletter produced by the late David Curling, PM World Today was converted to a bi-monthly online publication by former editor Hugh Woodward in 2005.  In January 2007, PM World Today was transformed into a robust monthly eJournal with its own identity and website.  Growing to a monthly readership of around 40,000 by December 2011, PM World Today was recognized as one of the most international and popular online publications in the project management world.

Here are some of the accomplishments for PM World Today over the last 63 months:

  • Increased subscribers from around 2,000 to 13,600 worldwide
  • Grew readership from a few hundred to around 40,000 per month
  • Published 695 regional reports from International Correspondents around the world
  • Published 269 featured papers from authors in various countries…



To read entire article, click here


Editor’s note: Second Editions are previously published papers that have continued relevance in today’s project management world, or which were originally published in conference proceedings or in a language other than English.  Original publication acknowledged; authors retain copyright.  This paper was originally published in PM World Today in March 2012.

How to cite this article: Pells, D. L. (2012). Stop the Press! The Project at the End of the Line: Reflections on the end of PM World Today, Funerals and other projects at the end of programs, projects and life. PM World Today, March. Available online at https://pmworldlibrary.net/wp-content/uploads/2020/05/March-2012-Pells-Stop-the-Press-pmwt-Editorial.pdf



About the Author


David L. Pells

Managing Editor, PMWJ
Executive Director, PMWL
Texas, USA



David L. Pells is Managing Editor and publisher of the PM World Journal (www.pmworldjournal.com) and Managing Director of the PM World Library (www.pmworldlibrary.net). David is an internationally recognized leader in the field of professional project management with more than 40 years of experience on a variety of programs and projects, including engineering, construction, energy, defense, transit, technology and nuclear security, and project sizes ranging from thousands to billions of dollars. He occasionally acts as project management advisor for U.S. national laboratories and international programs, and currently serves as an independent advisor for a major U.S. national security program.

David Pells has been an active professional leader in the United States since the 1980s, serving on the board of directors of the Project Management Institute (PMI®) twice.  He was founder and chair of the Global Project Management Forum (1995-2000), an annual meeting of leaders of PM associations from around the world. David was awarded PMI’s Person of the Year award in 1998 and Fellow Award, PMI’s highest honor, in 1999. He is also an Honorary Fellow of the Association for Project Management (APM) in the UK; Project Management Associates (PMA – India); the Istituto Italiano di Project Management (ISIMP); and the Russian Project Management Association (SOVNET).  Since 2010 he is an honorary member of the Project Management Association of Nepal.

Former managing editor of PM World Today, he is the creator, editor and publisher of the PM World Journal (since 2012).  David has a BA in Business Administration from the University of Washington and an MBA from Idaho State University in the USA.  He has published widely and spoken at conferences and events worldwide.  David lives near Dallas, Texas and can be contacted at editor@pmworldjournal.com.



Construction Claims Mitigation

Through Early Contractor Involvement



By Dr. Moustafa Abu Dief, CFCC™, MCIOB, MCInst.CES

Contracts and Claims Consultant,
Dar Alriyadh, KSA


Ahmed Elsayed

Scheduling Civil Engineer Architect house
Riyadh, KSA
Master of Civil Engineering candidate
Altınbaş Üniversitesi Turkey




Construction claims are causing various disputes in the projects and significant number of projects are not completed as per the signed contract but they are closed by dispute resolution procedure either to be presented to the litigation system or an alternative dispute resolution mechanism. Therefore, it is crucial to eliminate the disputes through the prevention of the claims causes which shall certainly mitigating the construction claims. The mitigation efforts vary in different form of contracts and dealing with the prevention with claims causes is the most efficient approach for the contracts and dealing with the prevention with claims causes is the most efficient approach for mitigation success. This paper is discussing the Early Contractor Involvement as an effective approach to prevent the causes of the claim related to different project trades like design, commercial, an extension of time, termination claims. The paper discusses also the ECI contract preparation, implementation, and it is providing the recommendations for the ECI success and the impact on the construction claims domain.

  1. Introduction

Early contractor involvement (ECI) is an approach applied in construction procurement that enables the contractor early engagement in the project prior to completing the design phase. This approach ECI can be applied in different types of contracts including Limp-sum Guaranteed Maximum Price contract, Construction Management Contract, and Managing Contractor. The ECI approach entails an early contractor engagement with an agreed payment including also overhead cost, preliminaries, and profit margin. Because the contractor is engaged in an early stage where the project design is not completed and the project amount is not finalized. ECI This method of engagement can be contracted for the different endeavour, as it may be for the construction phase only, or can be agreed for design and build or the employer may engage the contractor for design finalization and then build the facility. Therefore, the fees may be agreed based on a lump-sum basis.

  1. Benefits for early contractor Involvement.

The ECI approach entails different advantages as shown in figure 1.

  • Enables the long lead items procurement which saves time as the order is placed while the design phase is yet to be completed and it also early identifies the risks pertinent to long lead items availability and time for delivery.
  • The contractor can start working in distinct work portions while the design phase is ongoing, ECI is the best approach to link the project design phase with the construction phase (Löwit and Dostálová, 2014)
  • During the design phase, the contractor is adding value through past experience sharing, value engineering, and constructability verification which mitigates the claims classified under potential changes.
  • Contractor engagement can verify the cost elements which increases the cost estimation certainty as the contractor is consulting the sub-contractors and disciplines suppliers.
  • Overall project duration is compressed due to the fast track approach for being working on the site and procurement while the design phase is yet to be completed.
  • The ECI phase provides awareness and the quired information about the project to the parties. It enables joint coordination and workshops to refine the scope and project plan for the project constraints ahead of the construction phase.
  • The level of contractor realization is increased by the ECI approach which eliminates risks and enrich the contractor planning for the construction phase.
  • It is viable that ECI ensures that no commitment by the employer for final scope or final cost or legal engagement with the ECI phase contractor related to the construction phase.

Previous studies concluded that the prime advantages are:  the advanced business relationship between the practitioners, the contractor design inputs, early risk identification, improved resource management and contract preparation which eliminates claims and ensures project success (Rahman and Alhassan, 2012).



To read entire article, click here


How to cite this paper: Abu Dief, M. I. and Elsayed, A. (2020). Construction Claims Mitigation Through Early Contractor Involvement; PM World Journal, Vol. IX, Issue V, May.  Available online at https://pmworldlibrary.net/wp-content/uploads/2020/05/pmwj93-May2020-Ismail-Elsayed-Construction-Claims-Mitigation-Through-Early-Contractor-Involvement.pdf



About the Authors


Dr. Eng. Moustafa Ismail, CFCCTM, MCIOB, MCInstCES

Egypt- Kingdom of Saudi Arabia



Dr. Eng. Moustafa Abu Dief. CFCC™, CCP, PMP®, MCIOB, RMP, MInst.CES. Certified Forensic Claims Consultant and he is a Certified Arbitrator with over 30 years of experience in the field in Egypt and Saudi Arabia, mainly in contract and claims domain. Moustafa is delivering training courses in Claims, FIDIC, NEC3 contracts, Forensic cost claims and dispute resolution management. Moustafa, can be contacted at the following: https://www.linkedin.com/in/moustafa-ismail-ph-d-cfcc-mcinstces-mciob-rmp-pmp-ficcp-ccp-93798a16/  moustafa1_ismail@yahoo.com


Ahmed Ahmed Elsayed

Istanbul, Turkey




Ahmed Elsayed is a scheduling civil engineer at Architect house, Riyadh, Kingdom of Saudi Arabia; he is a Master of Civil Engineering candidate at Altınbaş Üniversitesi Turkey. https://www.linkedin.com/in/ahmed-moustafa-1b69988b/  http://www.altinbas.edu.tr/tr ——- email — ahmed.elsayed@ogr.altinbas.edu.tr




Change Management in Challenging Times

A New Dimension



By Hareshchandra M Thakur, PMP

Associate Vice President
Project Management, Energy Business
Wärtsilä India Pvt. Ltd.

Mumbai, India




Today, virtually the entire globe is under lockdown and this has not only affected the business but also the people who manage these businesses. Each one of us are experiencing somethings which we had never dreamt of. Project Management professional and teams managing projects are no different. We all have been focusing on the iron triangle – Cost, Quality and Time aspects of the project and working on the plans to minimize the effect, manage the project deliveries and implement the mitigation plans to eliminate/reduce the adverse impact of Covid19. While most of us have been working on managing the risks, the changes that impact our projects mainly clubbed with the forces at interplay have added yet another important dimension – Human Dimension.

This paper is based on the observations and discussions with the Project Managers (PMs), Design Engineers, Site Engineers, Contractors and other Stakeholders. It attempts to highlight the need for focusing on managing the changes and presents a new dimension – the changes affecting the project team members. People are the backbone for any business and undoubtedly, the most important resource for the projects. The paper dwells with the major areas of concern for the project team members especially those for the construction projects and suggestions/ recommendations to manage the changes and help the team members to stay calm, composed and unruffled by the havoc caused by the unprecedented event – COVID19.

Key Words:  Buyers, Change Management, Challenging times, Covid19, Contractors, Human behavior, Project Success, Project Team members, Sellers, Stakeholders.


The sudden and abrupt exponential rise in the covid19 cases across the globe has virtually taken everyone by surprise and casted doubts in everyone’s mind about its continuing uncertainty, returning to normalcy and resumption of normal lifestyle. Covid19 has tied the hands of the clock and with the lockdown, the world is reeling under its onslaught. It would not be an exaggeration to state that almost the entire globe is under shutdown for restoration and renovation. Each one of us has been caught unaware and left groping in dark for the possible solution. The project personnel too have been witnessing the saga and are impacted badly. Worst still some experts in health care state that the pandemic is here to stay, that the time frame could be as long as 1-2 years and that it may last couple of years.

A question therefore arises – Do we stay put, sit and do nothing about it or do we accept the facts and move ahead with the tools in our toolbox and ammunition in our armory. As mentioned, the times are challenging and the challenges posed are of a different kind, therefore, to survive the onslaught of the pandemic, we not only need to think out-of-box but also redraft our the action plans to navigate us through the rough waters and swift enough to be ahead of times.

A quote below, emphasizes the need for accepting the facts and gearing ourselves to take the bull by the horns and move forward.

“Our fears, whether rational or not, cannot stop the hands of time and as time marches forward, it drags change along with it. So, we all have to face the inevitable, inescapable and immutable fact that the CHANGE IS COMING”

— Anonymous

As seasoned professionals in the field of Project Management, we have been operating on the time test guidelines and principles of project management to sail through these testing times. Most of us have already initiated needed actions – identification of the risks, mitigation of the risks, work plans with possibility to restart/resume the work on the activities once the lockdown is lifted. Although, there are remedial measures available in the form of Force Majeure clauses etc. to protect the organization’s interests but the questions on top of our minds are –

  1. Are the traditional steps good enough to revive and revitalize ourselves?
  2. How do we act in the given circumstances to survive the onslaught of covid19?
  3. What needs to be done differently to sustain the business?
  4. How do we swing back to action and restart the economic clock to fuel the future?

Often, it is stressed that the people are the most important resource, the doers, and the backbone of any organization. It is essential to maintain their energy levels and motivate them to put in their best notwithstanding the pressures enforced by the external factors.



To read entire article, click here


How to cite this article: Thakur, H. M. (2020). Change Management in Challenging Times – A New Dimension; PM World Journal, Vol. IX, Issue V, May.  Available online at https://pmworldlibrary.net/wp-content/uploads/2020/05/pmwj93-May2020-Thakur-Change-management-in-challenging-times-advisory.pdf



About the Author


Hareshchandra M Thakur                     

Mumbai, India




Hareshchandra M Thakur is a professional in the Power Sector with over 35 years’ experience in setting up of multiple Power Plants in Nuclear, Oil & Gas sectors in India and abroad. Presently, he is working as Associate Vice President, Project Management, Energy Business with Wartsila India Pvt. Ltd. Hareshchandra has held various positions in Financial Management and Project Management with Nuclear Power Corporation of India Ltd., Wartsila Finland Oy and Wartsila India Pvt. Ltd.

He has closely worked with cross functional and cross cultural teams and has vast international exposure in key areas – Project Management, Strategic Financial Management, Contract Management and Resource Management, Competence building, Formulation of Business Strategies and Establishing way of working for Indian & global projects. He is a Certified NLP Practitioner and has been visiting various Engineering and Management institutions as a guest lecturer. He has made presentations at IPMA World Congress at Helsinki, Istanbul & Crete and Global Symposiums on Project Management in New Delhi.

He holds a Bachelor’s degree in Electrical Engineering from College of Engineering, University of Poona and a Master’s degree in Financial Management from Jamnalal Bajaj Institute of Management, University of Mumbai. He has obtained PMP Certification in April 2002. He lives in Mumbai, India and can be contacted at hareshthakur@yahoo.com.



When The Race Is On Again


Project Business Management


By Oliver F. Lehmann

Munich, Germany



“It is not by muscle, speed, or physical dexterity that great things are
achieved, but by reflection, force of character, and judgement;”



When the race is on again, who will be among those left behind?

Times of crises, such as the current Coronavirus (COVID-19) crisis, have always been times of troubles and sorrow, but also of re-adjustment of attitudes and approaches, of learning and growth. In project business management, now seems to be the best moment to get prepared for the time, when business will rebound.

The Coronavirus (COVID-19) Crisis and Project Business Management

There was good reason for governments all around the world to enforce quarantine rules to protect people from the novel Coronavirus. It is highly contagious and lethal.

One has to be careful with comparing country numbers. The data collection in these countries does not follow identical rules, and in many countries, there is even political interest to “massage the numbers” in order to support a political agenda. However, these numbers are the best we have at the moment.

Figure 1: Deaths per confirmed cases of COVID-19 infections per 3-May-2020, 10:32 PM UST for the top 20 countries in # of confirmed cases. Data source: Johns Hopkins University[2]

Figure 1 shows for the 20 most affected countries (per 3rd May 2020) the numbers deaths in relation to the confirmed infections and. For some countries, a lethality has been measured of over 15%. The risk for the population is very high, and temporary restrictions of personal freedoms should be considered justified to protect everyone.

Protecting people is necessary, however the effect is disastrous for many businesses, including, of course for project business. “Social distancing” (in essence rather physical distancing) and prohibiting people from travelling has proven to be effective in the fight against the disease, by reducing the spreading of the virus through human-to-human contact, but also crippled many industries that relied on such contacts or on the freedom of people to travel.

Interesting is a look at another set of data for the same countries, the percentage of people, who have recovered from the disease.

Figure 2: Recoveries per confirmed cases of COVID-19 infections per 3-May-2020, 10:32 PM UST for the top 20 countries in # of confirmed cases. Data source: Johns Hopkins University3

On the left hand side of the diagram are countries whose population seems to have widely overcome the crisis. The number of new and active confirmed cases is small in relation to the cases that can be considered ended, at least for the moment. Uncertainties remain, but it seems that for these countries, the pandemic has not ended, but the risks have become smaller.

Ending the Crisis?

Based on the same data from Johns Hopkins University, the smoothed curves in Figure 3 support this assumption. Countries with a high recovery rate typically have a sinking rate of new confirmed infections, while a low recovery rate comes with an even or growing number.



To read entire article, click here


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

How to cite this article: Lehmann, O. (2020). When The Race Is On Again; Series on Project Business Management; PM World Journal, Vol. IX, Issue V, May.  Available online at https://pmworldlibrary.net/wp-content/uploads/2020/05/pmwj93-May2020-Lehmann-When-the-Race-is-on-Again-PBM-series-article.pdf



About the Author


Oliver F. Lehmann

Munich, Germany




Oliver F. Lehmann, MSc, ACE, PMP, is a project management educator, author, consultant, and speaker. 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:

His previous articles and papers for PM World Journal can be found here:


[1] (Cicero, 1923)

[2] (Johns-Hopkins University, 2020)

Human + Machine



Book Title:  Human + Machine: Reimagining Work in the Age of AI
Authors:  Paul R. Daugherty & H James Wilson
Publisher: HBR Press
List Price:  $32.00
Format:  Hard cover, 264 page
Publication Date: 2018       
ISBN: 13:978-1-63369-386-9
Reviewer:  Kiran Patel, PMP
Review Date: March 2020




The introduction provides an overview of how robot and human interaction and use in the past and possibly in the future. It summarizes the change or impact of technology and how humans can take advantage of the new technology revolution in using robots and AI. It talks about the distinct major shifts in human work and daily life, how it was before, and how it will change things in future with advancement of technology and human use of robotics, AI

The different phases are termed as waves of changes, the key being that in the past robots were used to operate as separate and distinct units, based on commands or instructions from humans. There is expected to be a major shift in this relationship between robots and humans where humans and robots will work together in collaboration, and with AI allowing interaction between the two.

Overview of Book’s Structure

The structure of the book has the typical introduction section followed by the core content of the book chapters.

The book has two distinct sections. The first section has topics on:

  1. Impact of robots and AI in production/manufacturing, supply chain and the distribution network and process
  2. How robots and AI will change the business and accounting world
  3. How robots and AI will change and also speed up R&D and the innovation business
  4. How robots and AI will change customer service, sales and marketing businesses

The Second Section of the Book is more focused on AI topics.

  1. The roles of humans in the use of AI, their role in AI and related factors that need to be considered
  2. How AI can be unleashed or leveraged for improving human productivity
  3. How leaders can get started in considering AI for their business
  4. Eight new type of jobs and skills that will be required for an AI workplace


The major phases in human life over the nearly last 100 years.

The advent of industrial revolution to mechanize repetitive, mundane, or difficulty tasks. This is the period when trains, textiles mills and other industries popped up and removed the hard, repetitive and mundane labor-intensive tasks in the workplace.

The advent of mass production using speciation of each worker and process in manufacturing. This changed the efficiency of production and helped reduce costs, and made is possible for large populations to create, purchase and use products like cars, tv, fridges, etc.



To read entire Book Review, click here



About the Reviewer


Kiran Patel, PMP

Plano, Texas, USA



Kiran Patel is a certified project management professional with 15+ years of project and program management experience. He has worked on a broad range of IT technologies and worked in the USA and UK. Kiran has completed projects in the areas of new product introduction project from concept phase to design, testing, launch and end of life. He has worked in the areas of healthcare technology, information security, HR technology, global product support, hardware and software implementation, and process improvement. Kiran’s interest in robotics stem from an early age and as a result complete a BSc degree in combined engineering, which is ideal for robotics since they use electro mechanical and computing technology. Recently Kiran completed a course on handling and programming a FANUC robot.


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

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

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



The Sponsor Effect



Book Title:  The Sponsor Effect: How to be a Better Leader by Investing in Others
Author:  Sylvia Ann Hewlett
Publisher:  Harvard Business Review Press
List Price:   $30.00 USD Hardcover
Format:  Hardcover, 208 pages – also available as eBook
Publication Date:   June 2019
ISBN: 978-1-63369-565-8
Reviewer:  Renee Lucero, PMP, PSM, SSGB
Review Date:  March 2020





How will you ensure your legacy? Will the initiatives and vision of your company continue to grow and thrive in perpetuity? The Sponsor Effect: How to be a Better Leader by Investing in Others, is an easy-to-read book providing both instruction and guidance on how to create an effective sponsorship. Sylvia Ann Hewlett, economist and CEO of Hewlett Consulting Partners, uses a combination of statistical data from the Center for Talent Innovation, and anecdotal stories from interviews with both protégés and sponsors to support the practical application of sponsorship in any industry and at every level of business. The author makes the case for the proper implementation of sponsor- protégé relationships based on the value it adds to the sponsor, protégé, and organization. Emphasis is placed on the benefits of sponsorship including increased promotion opportunities, with 53% of senior executives engaged in sponsorship reporting promotions, inclusion and diversity increasing profitability for businesses by increasing their market reach and ensuring the legacy by grooming the protégé to continue the growth of the organization.

Examples of sponsorship relationships range from success stories like Steve Jobs and Time Cook to less successful examples like the late John McCain and Sarah Palin. The author identifies attributes and actions which can determine the success or failure of a sponsorship while providing guidance on how to handle the challenges which can arise.

The author identifies the following seven steps to effective sponsorship:

  1. Identify potential protégés.
  2. Include diverse perspectives.
  3. Inspire for performance and loyalty.
  4. Instruct to fill skill gaps.
  5. Inspect your prospects.
  6. Instigate a deal.
  7. Invest in three ways.


Overview of Book’s Structure

The Sponsor Effect: How to be a better leader by investing in others is arranged in three sections: What Every Leader Needs to Know, The Playbook for Success, and Dangers and Legacies.  The sections are followed by five-pages of chapter notes, a nine-page alphabetical index, an acknowledgement and about the author page.

Material is arranged as follows:

PART ONE: What Every Leader Needs to Know – Three chapters: Sponsorship and the Power of Protégés ~ Presenting the Research – and Common Mistakes ~ Payoffs for Sponsor

PART TWO: The Playbook for Success – Eight chapters: Identify Potential Protégés ~ Include Diverse Perspectives ~ Inspire for Performance and Loyalty ~ Instruct to Fill the Gaps ~ Inspect Your Prospects ~ Instigate a Deal ~ Invest Three Ways ~ Integrate and Bring it all Together.

PART THREE: Dangers and Legacies – Two chapters: #MeToo and the Third Rail ~ Legacy.







Many business professionals have engaged at one point or another in a mentor-mentee relationship, while some may even believe they have engaged in a sponsor- protégé relationship. A true sponsorship is deeply reciprocal, benefits both the protégé and the sponsor, is based on trust, and has longevity. Professionals at every level need to understand the importance and benefits of sponsorship while also knowing how to properly implement a relationship…



To read entire Book Review, click here



About the Reviewer


Renee Lucero

North Texas, USA



Renee Lucero is a PMI certified Project Management Professional (PMP®), Professional Scrum Master (PSM), and a Six Sigma Green Belt.  She is a member of the PMI Dallas Chapter.  She holds a Bachelor of Arts in International Studies from the College of William and Mary and is completing her MBA from the University of Maryland, Global College in June 2020.  She is a life-long student slated to begin the Doctor of Business Administration program at the University of Dallas in Fall 2020.

Email address: lucero.renee@gmail.com

LinkedIn profile: https://www.linkedin.com/in/reneelucero/


Editor’s note:  This book review was the result of a partnership between the PM World Journal and the PMI Dallas Chapter. Authors and publishers provide books to the PM World Journal; 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.






Book Title: Cybersecurity: The Insights You Need from Harvard Business Review  
Author:  Various Authors
Publisher:  Harvard Business Review
List Price:   $22.95
Format:  Soft Cover, 176 pages
Publication Date:  2019      
ISBN: 13:978-1-63369-787-4
Reviewer: Edward Raibick, PMP
Review Date:  April 2020





The Harvard Business Review book titled CYBERSECURITY is one in a series of books pertaining to protecting a company’s valuable assets. The series is dedicated to providing insight on today’s fastest moving issues. The other books in this series from HBR include Agile, Artificial intelligence, Blockchain, Monopolies and Tech Giants and Strategic Analytics.

The book touches on the cyber security topics relevant to businesses in this fast paced, network connected society. Topics include cyber security and risk mitigation, security investment and budgets, C-level metrics and reporting, employee training and awareness, and Artificial Intelligence / automation. It also provides insights from several perspectives for things to avoid, based on previous lessons learned throughout the industry.

Overview of Book’s Structure

  • Chapter 1.- Internet Security by Alex Blau discusses the modern internet-connected society, recent cyber-attacks and the three physical pillars of security. He discusses the critical infrastructure sectors that are vital to the U.S. Department of Homeland Security. He also dives into the need for regular operating system patch updates and the consequences of ignoring this security maintenance task. Disaster recovery and backup systems are also discussed.
  • Chapter 2.- Security Trends by the Numbers by Scott Berinato and Matt Perry introduces the reader to the average number of attacks and breaches per company, the average cost of cyber-crime, external cyber-attacks by business sector, internal attacks, and what is attacked most often.
  • Chapter 3 – Why Boards Aren’t Dealing with Cyberthreats by J Yo-Cheng and Boris Groysberg dives into the reasons many Board of Directors are not ready or concerned about cyberthreats. It provides survey results of the several questions pertaining to cybersecurity and the strategic threat and average costs of data breaches in an organization.
  • Chapter 4 – The Behavioral Economics of Why Executives Undervest in Cybersecurity by Alex Blau discusses determining the return on investment (ROI) choices faced by executives, behavioral economics and the use of the wrong mental models in making investment decisions. The reader ins introduced to the National Institute of Standards and Technology (NIST) and the Federal Information Security Modernization Act (FISMA). The chapter touches on peer-review surveys and weakest link in cybersecurity management.




To read entire Book Review, click here



About the Reviewer

Edward Raibick, PMP

Texas, USA



 Edward Raibick, PMP is a Senior Project Management Consultant with extensive experience in software engineering, managerial and IT Project Management. Edward holds a Master’s degree in Information Technology with a concentration in Internet and IT security, a Bachelor’s degree in Information Technology and an Associate in Specialized Technology degree in Electronics. His career includes over 10 years with the IBM Corporation and over 15 years with Texas Instruments. His consultant projects include major clients such as Experian, United Airlines and Southwest Airlines.

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

Contact: Email address: raibick@sbcglobal.net or Phone: 1+ (469) 667-3792


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

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

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



Project Management Hacking



Book Title:  Project Management Hacking: How to Manage Projects More Efficiently and Effectively in Less Time  
Author:  Douglas Peyton Martin
Publisher:  Routledge/Productivity Press
List Price:   $79.95 or $15.96
Format:  Hardcover or Paperback,
Publication Date:  2020
ISBN: 978-0-367-34815-1
Reviewer:  Kristyn Popejoy, PMP
Review Date:  March 2020





This book attempts to give project managers tips to achieve certification, lead teams, projects, and hone life skills. The book is brief. The author does not provide concrete templates or structured examples but instead makes his point through storytelling. His intention is clear to make his point and move on.

Overview of Book’s Structure

Across nine chapters, the book covers certification, personal development, leading a project team, process groups, general life skills, other duties, and summary.

Within each chapter, the author describes a standard path, evil path, and hacker path. The standard path section is brief and merely an introduction to the chapter. The evil path covers what not to do while the hacker path provides the authors tips and tricks. All recommendations for finding efficiency and effectivity while managing projects are located in the hacker path portion of each chapter.


The book highlights a few specific opportunities that are time saving opportunities for a project manager.

The main point is a project manager needs to lay groundwork early in the planning portion for time saving success later in the project when executing, monitoring, and controlling processes are occurring. Half way through the book the author finally calls out where a project manager can save time!

Douglas highlights that project managers should not have their “nose down” into the product. Focusing on the product is a trap. Instead, project managers should focus their time on the project “that provide zero residual value to the product being delivered.”

Other highlights include empowering the project manager to escalate and raise issues, shorten meeting time, change, listen for silence, and issue resolution.



To read entire Book Review, click here



About the Reviewer


Kristyn Popejoy

Texas, USA




Kristyn Popejoy, PMP, is Assistant Director of Program Management with 14 years in the transportation and trucking industry. Her experience ranges from sales planning, procurement, supply chain, product development and project management.


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.



Strategic initiatives, project/program management,

and responsibilities for benefits realization



By Alan Stretton, PhD (Hon)

Sydney, Australia




The project management literature can be somewhat confusing in the way it depicts relationships between the project/program management (PPM) components of organisational strategic initiatives, and PPM involvement (or lack of involvement) in facilitating the achievement of broader strategic outcomes, and particularly in the realisation of benefits that (hopefully) flow from these. For example, there are at least three quite different depictions of responsibilities for benefits realisation management (BRM):

  • Project and/or program management (PPM), and particularly the latter, are depicted as responsible for benefits management and/or its realization (e.g. “program benefits management”);
  • The users of project/program outputs are seen as responsible for benefits realisation management (BRM), with PPM involvement in the latter varying from nil to very substantial;
  • The focus is on the utility of project/program deliverables, with no direct consideration of broader benefits.

Such differences are obviously related to the large number of different contexts in which strategic initiatives, and their component projects/programs, are undertaken, and the even larger numbers of types of such initiatives, and of possible benefits relating to them. However, proponents of specific depictions of BRM responsibilities rarely, if ever, discuss whether or not these are appropriate to other contexts. This tends to leave an impression (hopefully unintended) that their particular depiction applies either universally, or very widely. If this impression is correct, it is highly misleading, and appears to warrant a more detailed analysis.

I have not seen any relevant analyses that relate different depictions of responsibilities for benefits realisation management with different types of strategic initiatives. This article attempts to rectify this situation. However, as will be seen, it is essentially only exploratory. Whilst it attempts a broad coverage of types of strategic initiatives and BRM responsibilities, it is far from being comprehensive. However, it is a start, and hopefully may encourage others to expand this topic further.

In this article I have mainly tried to represent the perspective of the owners/users of the outputs from strategic initiatives and their component projects/programs, rather than that of either internal or external resources which deliver these outputs.



From strategic vision, to desired outcomes/benefits, to broad strategic objectives, to specific strategic initiatives, to component projects/programs.

The above sequence, which helps illustrate basic relationships between projects/ programs/ portfolios and strategic benefits, follows that outlined by Abba et al 2018:

Strategies in fact should flow from desired outcomes and benefits; programs and projects then flow from strategies to achieve those benefits.

The sequence generally starts with a vision statement, which Ingason & Jonasson 2019 describe as “creating a clear vision for future direction that entails clear goals”.

These goals are expressed by Abba et al 2018 as “desired outcomes and benefits”. These are then developed and shaped into broad organisational strategic objectives.

Specific strategic initiatives are then developed to achieve specific outcomes and benefits from these broad objectives.

Strategic initiatives are described by Cooke-Davies 2016 as comprising projects, and/or programs, portfolios, and other actions (which I have described as other strategic work).

In this article we will be primarily concerned with activities following this sequence, how projects, programs, portfolios, and other strategic work, contribute to the realisation of ensuing benefits, and responsibilities for the BRM.

A basic organizational strategic management framework

The above sequence, and its continuation, are broadly reflected in the following basic organizational strategic management framework, which I have been using for some time. We will be mainly concerned with Stages 4 and 5, and particularly with responsibilities for the realisation of benefits from the strategic initiatives.

Figure 1: A basic organizational strategic management framework



The multiplicity of possible strategic initiatives and benefits

As noted in the introduction, there are some very different representations in the project management literature about the nature and extent of PPM involvement in BRM, and these undoubtedly reflect the very different types of possible strategic initiatives, and ensuing benefits. The latter is emphasised in PMI 2017 in its introductory section in Ch 4. Program Benefits Management:

Various types of benefits may be defined and generated by programs. Some benefits, such as expanded market presence, improved financial performance, or operational efficiencies, may be realized by the sponsoring organization while other program outcomes may be realized as benefits by the organization’s customers or the program’s intended beneficiaries.

With such a multiplicity of possible strategic benefits, the challenge is to find a reasonable number of groups of such benefits that share sufficient common ground to provide a basis for discussion and analysis – particularly about responsibilities for realizing the ultimate benefits, which is the main concern of this article.

The following discussions track my attempts to develop a categorisation of strategic initiatives and benefits. This started with a partial categorisation by Shenhar & Dvir

A strategic portfolio classification framework – Shenhar & Dvir 2004

Shenhar & Dvir 2004 developed a strategic portfolio classification framework “based on the need to select projects in accordance with their strategic impact”.

….[Shenhar & Dvir] identified two dimensions to divide projects: the strategic goal dimension, which included operational and strategic projects, and the customer dimension, which involves external and internal customers … This results in four major groups of projects …

This framework is shown in Figure 2, together with the authors’ examples of types of projects which would fall into each of the four major groups

Figure 2: Based on Shenhar & Dvir 2004 – Table 50.2: Strategic portfolio classification

It can be seen that Shenhar & Dvir share the distinction made by PMI in the earlier quotation above between internal and external customers or beneficiaries.



To read entire article, click here


How to cite this paper: Stretton, A. (2020). Strategic initiatives, project/program management, and responsibilities for benefits realization; PM World Journal, Volume IX, Issue V, May. Available online at https://pmworldlibrary.net/wp-content/uploads/2020/05/pmwj93-May2020-Stretton-Strategic-initiatives-PPM-and-BRM-responsibilities.pdf



About the Author

Alan Stretton, PhD     

Faculty Corps, University of Management
and Technology, Arlington, VA (USA)
Life Fellow, AIPM (Australia)


Alan Stretton is one of the pioneers of modern project management.  He is currently a member of the Faculty Corps for the University of Management & Technology (UMT), USA.  In 2006 he retired from a position as Adjunct Professor of Project Management in the Faculty of Design, Architecture and Building at the University of Technology, Sydney (UTS), Australia, which he joined in 1988 to develop and deliver a Master of Project Management program.   Prior to joining UTS, Mr. Stretton worked in the building and construction industries in Australia, New Zealand and the USA for some 38 years, which included the project management of construction, R&D, introduction of information and control systems, internal management education programs and organizational change projects.  He has degrees in Civil Engineering (BE, Tasmania) and Mathematics (MA, Oxford), and an honorary PhD in strategy, programme and project management (ESC, Lille, France).  Alan was Chairman of the Standards (PMBOK) Committee of the Project Management Institute (PMI®) from late 1989 to early 1992.  He held a similar position with the Australian Institute of Project Management (AIPM), and was elected a Life Fellow of AIPM in 1996.  He was a member of the Core Working Group in the development of the Australian National Competency Standards for Project Management.  He has published over 200 professional articles and papers.  Alan can be contacted at alanailene@bigpond.com.au.

To see more works by Alan Stretton, visit his author showcase in the PM World Library at http://pmworldlibrary.net/authors/alan-stretton/.



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