The status quo of Somaliland construction industry

A development trend



By Mustafe Abdillahi Omar1,2, Adebayo Adeboye Fashina1,3*, and Funke Folasade Fakunle4

1Project Management Program, School of Graduate Studies and Research, Gollis University, Hargeisa, Somaliland

2Management Science and Economics Department, Gollis University, 26 June District, Hargeisa, Somaliland

3Engineering Management Program and Project Management Program, School of Graduate Studies and Research, Gollis University, Hargeisa, Somaliland

4Health, Safety, and Environment Department, AdeFolasade Management Systems Consults, Lagos, Nigeria.




Over the years, the global construction industry has been seen as a vital driving force for the development and sustainability of any country’s economy. This is because the need to secure a place for shelter, adequate means to move around and access to modern information technologies are all essential for human and its society’s sustenance. However, for the low-income countries with rural populations such as Somaliland, a working financing mechanism for road and building construction is of high significance. It is therefore, important to explore the sustainable and progressive development trend of the construction sectors in these countries. Consequently, this paper examined and briefly discussed the trend of construction practices and progress in Somaliland from the perspective of sustainable development. The status quo of the Somaliland construction industry is also carefully explored and discussed. Recommendations for the future formulation of strategies/measures that could guide the rapid development of the country’s construction sector are proposed for future sustainable housing and public safety. It is however clear, that more research studies need to be carried out regarding the Somaliland construction sector.

Keywords:    Built Environment, Buildings, Roads, Construction Industry, Development Trend, Low-Income Countries, Somaliland


Ever since the conception of the universe, construction have been a vital need for humans, particularly, the need to secure a place for shelter (Costanza et al., 2007; Shackleton & Shackleton, 2004). The initial construction project ever known to mankind is the building of a house (Hendrickson & Au, 2008; Pérez-Lombard, Ortiz, & Pout, 2008), and in no time, construction projects advanced to a point where it became a pursuit that required professionals and skilled works (Pérez-Lombard et al., 2008). In recent time however, there has been an increasing demand for public and private constructions in the low-income countries which indicates the implications of the construction industry to the development of these countries (Osei-Kyei & Chan, 2017). It thus, systematically contributes to the Gross Domestic Product (GDP) (Chia, Skitmore, Runeson, & Bridge, 2014) and Gross Fixed Capital Formation (GFCF) (Stupnikova & Sukhadolets, 2019) of these countries. As such, construction projects have mostly led to substantial economic and social benefits for the governments of these nations (Widstrand, 1978) as well as local and foreign contractors/developers, and the society at large (Eccles, 1981).

Furthermore, the construction industry also has a noteworthy influence on all facets of the socio-economic actions in many countries of the world (Frimpong, Oluwoye, & Crawford, 2003; Lamine et al., 2018; Shelbourn et al., 2006; Uranga, 1999). Construction kindles growth throughout the entire country and frontlines a country’s development (Giang & Sui Pheng, 2011). It contributes extensively to economic expansion by sustaining some of the fundamental objectives including job creation, income generation and redeployment (Watermeyer, 1995). Intriguingly, majority of the activities and operations in the construction industry are labor-intensive (Fakunle & Fashina, 2020), which makes construction globally a vibrant employer of labor (Zhou, Goh, & Li, 2015) and the most injury prone industry (Fakunle, Opiti, Sheikh, & Fashina, 2020). Experience from around the world constantly arrives at the same simple conclusion (Abbas, Mneymneh, & Khoury, 2018).

Like in most low-income countries, the Somaliland construction sector plays a vital role in the development and sustainability of the country’s economy (Sheikh, Fakunle, & Fashina, 2020; Uranga, 1999). However, unlike most countries where the government take on a vital role in the construction industry, the private sector has dominated the industry over the years in Somaliland, except for the road construction where budgetary allocation and contributions from donor agencies are the major sources of funding (Sheikh et al., 2020). Furthermore, the Somaliland construction industry now has a good image as an emerging construction market due to its significant performance over the past decade.

Although, Somaliland is presently witnessing an increasing growth in the construction industry, construction projects are expected to be on high demand in the coming years. Thus, in an effort to enable the Somaliland construction industry to realize its substantial roles in the economic growth and development processes of the country, it is essential to adequately understand the industry, its related features and processes, and how construction activities are carried out and managed. Within this context, this paper seeks to review the construction practices in Somaliland with the aims of providing an improved understanding on the status quo of Somaliland construction sector. This research work bridges the knowledge gaps between theory and practice regarding the Somaliland construction industry. This will thus assist future researchers that might want to carried out related study in Somaliland or elsewhere.

The first part of this paper presents the background introduction on construction and its significance. The second part reviews the theoretical aspect of construction projects with a focus on the project lifecycle. In addition, the construction practices in Somaliland are also presented in the third part before exploring the status quo of Somaliland construction industry in the fourth part of the paper. The last part of this paper presents the concluding notes and significant recommendations that could guild the rapid development of the country’s construction sector in terms of sustainable housing future and public safety.


To read entire article, click here


How to cite this paper: Omar, M.A.; Fashina, A.A.; Fakunle, F.F. (2020). The status quo of Somaliland construction industry: A development trend; PM World Journal, Vol. IX, Issue III, May.  Available online at https://pmworldlibrary.net/wp-content/uploads/2020/04/pmwj93-May2020-Omar-Fashina-Fakunle-Somaliland-construction-industry.pdf



About the Authors


Mustafe Abdillahi Omar

Hargeisa, Somaliland



Mustafe Abdillahi Omar is a member of Dr. Adebayo’s research group at Gollis University and an Assistant Lecturer in the department of management science and economics at same University. Mustafe hold a B.Sc. degree in Accounting & Finance and Master of Arts in Project Management from Gollis University, Hargeisa, Somaliland. His research interests evolve around the project and engineering management, engineering economics, construction management etc.

Mustafe can be contacted on asowe.160@gmail.com


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


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



The Effectiveness of ZIMRA’s Electronic-Services Platform

in Inducing Tax Compliance in Zimbabwe



By Tasiyana Siavhundu

Gweru, Zimbabwe




In 2015, Zimbabwe made a milestone in implementing ‘ease of doing business’ measures, by introducing the electronic tax filing system. The study employed a content analysis methodology in assessing the effectiveness of ZIMRA’s electronic services platform in inducing tax compliance in Zimbabwe. Information was gathered from a wide range of reliable and published sources such as books, journal articles, national budget statements, ZIMRA revenue performance reports and newspapers. Evidence gathered revealed that the electronic services platform has been helpful and much instrumental in reducing taxpayer compliance costs, thereby ameliorating overall compliance. However, the study overtly shows that the electronic services platform has not been a perfect panacea and many loopholes exist. The study therefore proffered a number of recommendations which include, but not limited to system upgrade, activating the payment gateway, taxpayer education, substantial tax reforms as well as infrastructural development.

Key Words: Compliance, Compliance Costs, Electronic Services, Zimbabwe, ZIMRA

  1. Introduction

Despite the attractiveness of any nation’s tax system in terms of quality administration, lower tax rates and related attractions, the rate of tax compliance directly affects the quality and efficiency of revenue services. This is one of the top reasons why most tax administration organisations (Zimbabwe Revenue Authority [ZIMRA] not an exception) now preach of voluntary compliance. If total voluntary compliance was possible, tax administrators would, all things being equal, achieve maximum possible revenue. Okello (2014) notes that there is also plenty of opportunity in many countries to enhance the design and delivery of client-focused taxpayer service programs, and better engage the private sector and other stakeholders. In a bid to move in tandem with technology and at the same time cutting on taxpayers’ compliance costs, many tax authorities have embraced electronic tax filing of statutory tax returns by taxpayers. E-government is becoming increasingly more important in today’s world due to its effectiveness and applicability in various areas. Electronic tax filing is one of the E-government services that is being adopted by many developed countries today where the public has to discharge their responsibility to the government via online tax filing. Online information systems can however only remain relevant if constantly reviewed and upgraded to incorporate enhanced attributes. Given that an online system is designed for a specific audience or users, its success can only be gauged against the feedback and perspectives from users and owners. Thus, the success of E-government depends on the importance that citizens place on factors such as convenience and general usefulness of such services.

In 2015, ZIMRA made a landmark achievement in its modernisation and automation drive by introducing an online system for the convenience of taxpayers in meeting their statutory tax obligations (ZIMRA website). This paper examines the impact of ZIMRA’s electronic services on tax compliance. Tax compliance is the accuracy of a taxpayer’s filing of tax returns, reporting, and payment of taxes due. The paper investigates whether tax compliance is lower or higher when a tax return is to be filed electronically than when a return is to be filed in the traditional paper form. Tax compliance has shown to be strongly influenced by personal ethics, and research has shown that ethics are situation-specific. In Zimbabwe, the electronic services platform had been perceived differently and taxpayers have mixed remarks over its relevance and usefulness (Sifile et al, 2018). Most users, however, acknowledge the benefits of the system although they strongly suggest the need for substantial improvements to the system (Sifile et al, 2018).

  1. Background information

According to Muita (2011), electronic tax filing was first coined in the United States in 1986 where Internal Revenue Services (IRS) began offering tax return E-filing for tax refunds only. This has now grown to the level that currently approximately one out of every five individual taxpayers is now filing electronically. This, however, has been a result of numerous enhancements and features being added to the programme over the years. Ramayah, Ramoo and Ibrahim (2008) assert that today electronic filing has been extended to other developed countries like Australia, Canada, Italy United Kingdom, Chile, Ireland, Germany, France, the Netherlands, Finland, Sweden, Switzerland, Norway, Singapore, Brazil, Mexico, India, China, Thailand, Malaysia and Turkey. Equally, developing countries have also been embracing electronic filing of tax returns. In Africa, South Africa was the first starting in 2003, Uganda in 2009, Nigeria, Rwanda and Kenya are a few examples of African countries that have since embraced electronic tax filing. Mandola (2013) therefore concludes that other various governments in the world are also introducing electronic tax filing in order to achieve greater tax administrative and compliance efficiency.


To read entire article, click here


How to cite this paper: Siavhundu, T. (2020). The Effectiveness of ZIMRA’s Electronic-Services Platform in Inducing Tax Compliance in Zimbabwe; PM World Journal, Vol. IX, Issue V, May. Available online at https://pmworldlibrary.net/wp-content/uploads/2020/04/pmwj93-May2020-Siavhundu-effectiveness-of-zimras-e-services-platform-for-tax-compliance.pdf



About the Author

Tasiyana Siavhundu

Gweru, Zimbabwe



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

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

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

To view other works by Tasiyana Siavhundu, visit his author showcase in the PM World Library at https://pmworldlibrary.net/authors/tasiyana-siavhundu/



Leading Virtual Dynamic Learning Organizations



By Prof. Dr. Pieter Steyn

Cranefield College, South Africa


Prof. Dr. Brane Semolič

LENS Living Lab, Slovenia




The Industry 4.0 economy has seen dynamic capabilities theory emerging as a profoundly important element in creating performance rich virtual dynamic learning organizations (VDLOs) to replace dysfunctional bureaucratic entities. Customer expectations, product and service enhancement, collaborative innovation, and organizational forms are aspects profoundly affected by the new order. Collaborative innovation is of paramount importance for increased competitiveness, as well as, product / service, and concomitant process improvements that inspire new business models and organizational paradigms and structures. To guarantee success it is important having super-transformational collaboratist leaders at the helm.

Key words: Collaboration, Innovation, Collaboratist Leadership, Process Design, Competitiveness, Business Models, Organisational Paradigms and Structures. Business Relations, Collaboration Maturity Model.


According to Teece (2007) dynamic capabilities enable business enterprises to create, deploy, and protect the intangible assets that support superior long-run business performance. Dynamic capabilities are defined as an ability to reconfigure, redirect, transform, and appropriately shape and integrate existing core competences with external resources, and strategic and complementary assets to meet the challenges of a time pressured, rapidly changing world of competition. He describes the micro-foundations of dynamic capabilities as distinct skills, processes, procedures, organizational structures, decision rules, and disciplines, which support enterprise-level sensing, seizing, and reconfiguring capacities that are difficult to develop and deploy. Teece (2007) avers that enterprises with strong dynamic capabilities are intensely entrepreneurial.  They adapt to business ecosystems, and shape them through innovation and through collaboration with other enterprises, entities, and institutions.

Cetindamar et al (2009) aver that technological enhancements continuously create challenges and opportunities for new product development and industrial development diversification. They believe that such opportunities need to be captured and converted into value through effective and dynamic technology management. But a new way of understanding technology management, capturing its dynamic nature and the managerial features are required. This, they believe could be captured through an appropriate paradigms or perspective for understanding technology management through dynamic capabilities theory. They believe that technological changes continuously create new challenges and opportunities in product, service, process, and organisational development, which requires new ways of understanding the very important supporting managerial aspects. Semolic and Steyn (2017, September and 2018, August) concur and believe that the latter is an extremely important strategic leadership issue in the Industry 4.0 economy.

The traditional approach to leadership sees the concept as strategic, and as a social influencing process being exerted over people. In an organisational context the latter refers to a person’s subordinates within a team. As CEO it refers to a person’s influence over employees within an entire organisation. Hence, the focus is on human capital as key value creator. The period before and during the emergence of the Industry 4.0 economy was accompanied by growing competitive intensity in the business environment and increasing complexity of organisations.  The focus shifted to include creating internal and external leadership capacity that aims to effectively meet the situational challenges of the day.

The challenge became increasingly to define corporate strategy and build a supportive organisational climate and culture that promote customer service excellence and more leadership collaboration. In this context leadership is defined as the ability of the CEO as leader to effectively foster the appropriate habits of visionary companies through a well-developed strategy-based Balanced Scorecard, and applying project and program management to achieve the organisation’s mission (Steyn and Zovitsky, 2018). Strategy and organisational structure were seen as a second set of variables making up the concept of leadership as regards the ability to provide vision, mission and focus.

According to Steyn and Schmikl (2016) leadership is about engendering passion with followers, and inspiring those that you lead to rise to greater heights they would not achieve by themselves. Leadership is the skill of journeying in the hearts of those that you lead and building an organisational mind-set, knowing that all actions flow from people. People’s motivational levels and attitudes play an important role in leadership success. Moreover, leadership is about goalsetting processes, ensuring value add that will bring growth to the organisation and its people, and developing people’s talents through education and training to best serve the organisation (Schmikl, 2018). Leadership is also about coaching and mentoring, and giving strategic direction to those that you lead in order to enhance the organisation’s experience curve.


To read entire paper, click here


How to cite this paper: Steyn, P., Semolic, B.  (2020). Leading Virtual Dynamic Learning Organizations; PM World Journal, Vol. IX, Issue V, May. Available online at https://pmworldlibrary.net/wp-content/uploads/2020/04/pmwj93-May2020-Steyn-Semolic-Leading-Virtual-Dynamic-Learning-Organisations.pdf



About the Authors

Prof Dr Pieter Steyn
Founder, Director, Principal
Cranefield College of Project and Programme Management
Pretoria & Western Cape, South Africa



Dr Pieter Steyn is Founder and Principal of Cranefield College of Project and Programme Management, a South African Council on Higher Education / Department of Education accredited and registered Private Higher Education Institution. The Institution offers an Advanced Certificate, Advanced Diploma, Postgraduate Diploma, Master’s degree, and PhD in project and programme-based leadership and management. Professor Steyn holds the degrees BSc (Eng), MBA, and PhD in management, and is a registered Professional Engineer.

He was formerly professor in the Department of Management, University of South Africa and Pretoria University Business School. He founded the Production Management Institute of South Africa, and in 1979 pioneered Project Management as a university subject at the post-graduate level at the University of South Africa.

Dr Steyn founded consulting engineering firm Steyn & Van Rensburg (SVR). Projects by SVR include First National Bank Head Office (Bank City), Standard Bank Head Office, Mandela Square Shopping Centre (in Johannesburg) as also, Game City- and The Wheel Shopping Centres (in Durban). He, inter alia, chaired the Commission of Enquiry into the Swaziland Civil Service; and acted as Programme Manager for the Strategic Transformation of the Gauteng Government’s Welfare Department and Corporate Core.

Pieter co-authored the “International Handbook of Production and Operations Management,” (Cassell, London, 1989, ed. Ray Wild) and is the author of many articles and papers on leadership and management. He is a member of the Association of Business Leadership, Industrial Engineering Institute, Engineering Association of South Africa, and Project Management South Africa (PMSA); and a former member of the Research Management Board of IPMA. He serves on the Editorial Board of the PM World Journal. Pieter is also Director of the De Doornkraal Wine Estate in Riversdale, Western Cape.

Professor Steyn can be contacted at cranefield1@cranefield.ac.za. For information about Cranefield College, visit www.cranefield.ac.za.

To view other works by Prof Steyn, visit his author showcase in the PM World Library at https://pmworldlibrary.net/authors/dr-pieter-steyn/


Prof Dr Brane Semolič
Founder and Head of LENS Living Lab –
International living laboratory
Celje, Slovenia



Brane Semolič studied mechanical engineering, engineering economics, and informatics; he holds a scientific master degree and doctorate in business informatics. His focus of professional interest is industrial and system engineering, innovation and technology management, virtual organizations and systems, project and knowledge management. He has 40 years of working experiences in different industries (industrial engineering, IT, chemicals, household appliances, government, and education), as an expert, researcher, manager, entrepreneur, counselor to the Slovenian government and professor.  He operates as head of the open research and innovation organization LENS Living Lab. LENS Living Lab is an international industry-driven virtual living laboratory. He is acting as initiator and coordinator of various research and innovation collaboration platforms, programs and projects for the needs of different industries (ICT, robotics, laser additive manufacturing, logistics, education). He was co-founder and the first director of the TCS – Toolmakers Cluster of Slovenia (EU automotive industry suppliers). Since 2004 he is serving as the president of the TCS council of experts. Besides this, he is operating as a part-time professor at the Cranefield College.

He was head of project and information systems laboratory at the Faculty of Mechanical Engineering, Head of the Project & Technology Management Institute at the Faculty of Logistics, University of Maribor and professor of project and technology management at the graduate and postgraduate level. He acted as a trainer at the International »European Project Manager« post-graduated program, organized jointly by the University of Bremen.

He was the co-founder and president of the Project Management Association of Slovenia (ZPM), vice president of IPMA (International Project Management Association), chairman of the IPMA Research Management Board (2005-2012), and technical vice-chairman of ICEC (International Cost Engineering Council).  Now he is serving as a director of the IPMA & ICEC strategic alliance. He actively participated in the development of the IPMA 4-level project managers’ certification program. He introduced and was the first director of the IPMA certification program in Slovenia. He has been serving as the assessor in this certification program since 1997. He performed as assessor in the IPMA International PM Excellence Award Program in China, India, and Slovenia.

He is a registered assessor for the accreditation of education programs and education organizations by the EU-Slovenian Quality Assurance Agency for Higher Education.

He was a Member of Strategic Advisory Board of European Competitiveness and Innovation, as well as the president of the Slovenian Chamber of Business Services.

Brane received the award as ICEC Distinguished International Fellow in 2008. He received the »Silver Sign« for his achievements in research, education, and collaboration with the industry from the University of Maribor in 2015.

Professor Semolič is also an academic advisor for the PM World Journal.  He can be contacted at brane.semolic@3-lab.eu.   Additional information about the LENS Living Lab can be found at http://www.3-lab.eu/ .

To view other works by Prof Semolic, visit his author showcase in the PM World Library at https://pmworldlibrary.net/authors/brane-semolic/



Project Management is a Life Skill


Interview with Sue Kershaw

Association for Project Management (APM)
United Kingdom


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


Introduction to the interviewee

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

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




Part I

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

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

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

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


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

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

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


Part II

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

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



To read entire interview, click here


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

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



About the Interviewer

Yu Yanjuan

Beijing, China



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

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

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



May 2020 Interview


Project Business Foundation

Interview with Oliver Lehmann & Martin Berneburg







Interviewed by Ipek Sahra Ozguler
International Correspondent
Istanbul, Turkey


Introduction to interviewees

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

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

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

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




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

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

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

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

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


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

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

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

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



To read entire interview, click here


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



About the Interviewer

Ipek Sahra Ozguler

Istanbul, Turkey



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

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

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

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

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



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