UMD’s First “VIRTUAL” Project Management Symposium

Deemed a Success!



By Kathleen Frankle

Project Management Center for Excellence
University of Maryland

College Park, MD, USA



The last-minute change to a VIRTUAL delivery did not alter the outcome of the University of Maryland’s (UMD) annual Project Management Symposium held on May 7-8, 2020.  Amazing, wonderful, outstanding, awesome, fantastic, exceptional and exceeding expectations were some of the expressions used to describe the two-day event!  Survey results indicated that a whopping 99 percent of attendees stated they would attend another UMD Project Management Symposium as well as recommend the event to their colleagues.

Also gleaned from survey results were the top five reasons participants attended the event which included:

  • Gain insights I can implement
  • PDUs
  • Interesting Topics
  • Great Price
  • Learn or Sharpen PM Skills

Due to the COVID-19 pandemic, this year’s Symposium had to be converted from an in-person event to a virtual one in only five weeks. Thanks to amazing and adaptable speakers, UMD maxed out the number of sessions that could be offered over the two days in a virtual environment.  This first-ever VIRTUAL Project Management Symposium featured four (4) keynotes and fifty-five (55) individual sessions in five (5) concurrent tracks.  A total of 64 different speakers presented on trending topics, best practices, lessons learned and case studies to five hundred and sixty project management professionals representing 273 different organizations from government, non-profits, industry and academia.

“I was a little concerned about the virtual experience,” stated Laura Sharps, an Engineering Supervisor for Jacobs.  “However, UMD pulled it off exceptionally.  The content was awesome and I have lots of new ideas to take back to my team!”  Meisha Watkins, Strategic Initiative Project Manager for the U.S. Postal Service stated, “The 2020 symposium was the perfect intersection of practical industry application & theory.  Despite being online, I felt connected and ‘in the room’ with all of the speakers and moderators. Great job!”

Keynote speaker Mark Brown, Chief Operating Officer, Federal Student Aid, U.S. Department of Education kicked off the second day of the live symposium.

So how did the experience actually work?  All registered participants received instructions on how to access a password-protected online version of the VIRTUAL schedule.  That schedule included a description of each session, speaker photos and bios plus the WebEx links needed to participate in each session.  Attendees were able to review the schedule and select which session they wanted to join…



To read entire report, click here


How to cite this report: Frankle, K. (2020). UMD’s First “VIRTUAL” Project Management Symposium Deemed a Success! PM World Journal, Vol. IX, Issue VI, June.  Available online at: https://pmworldlibrary.net/wp-content/uploads/2020/06/pmwj94-Jun2020-Frankle-UMDs-first-virtual-project-management-symposium-a-success-report2.pdf



About the Author


Kathleen Frankle

University of Maryland
Maryland, USA



Ms. Kathleen Frankle has worked at the University of Maryland for over 20 years. She has significant expertise in the development and marketing of education and training programs, both online and in-person.  Currently, she is the Marketing Manager for the Project Management Center for Excellence.  In this role, she has managed their annual Project Management Symposium since its inception, fostering its growth from 178 participants to over 500.  Ms. Frankle also works for the Center for Advanced Transportation Technology as Program Manager for two nationally known advanced transportation education programs including the Operations Academy Senior Management Program and the Consortium for Innovative Training and Education (CITE) that offers online blended and independent study courses. Ms. Frankle can be contacted at kfrankle@umd.edu.



Report from Belo Horizonte


Projects in the Time of Covid-19: An Invisible Hero; Post-Covid Projects; Brazil and Minas Gerais Facing Covid-19 (with ratios) and Staying at Home



By Manuel Carvalho da Silva Neto

International Correspondent

Minas Gerais, Belo Horizonte, Brazil




Covid-19 is a huge challenge not just to Health Systems, doctors, nurses, physiotherapists, pharmacists, nutritionists, and psychologists, but also to people in general, politicians, rulers, businessmen, entrepreneurs, shareholders, and, project managers.

You can think: why project managers?

Well, let´s see.

Many cities have erected emergency field (or camp) hospitals. Emergency field hospitals, in general, are erected and equipped so quickly. They demand a lot of things, e.g. water and energy supply, sewage system, garbage treatment and removal, oxygen and other hospital gases, lighting, emergency lights, emergency power generator, steam, food supply for inpatients and hospital crew, toilets, locker rooms, change rooms, staff rooms, IT Systems, computers, medicines, medical devices, skilled staff and specialized medical teams, beds, ventilators, monitors, oximeters and a lot of other things.

It is certainly a tough task, to get, install and test all these systems and equipment, coordinate the efforts of the various teams in charge and have everything ready to operate in 10, 15 or 20 days.

Otherwise, I can bet that several companies are running to develop ICC ventilators and monitors, while others are adapting its lines to produce PPEs.

Meanwhile, pharmaceutical companies are rushing to develop vaccines and researchers are testing drugs, also.

Organizations and companies worldwide are trying to help, donating masks, ventilators, tests, ambulances, beds, food, hygiene and cleaning supplies, potable water, medicines, PPEs, and other items to populations, hospitals, NGOs, and governments.

Who manages and coordinates all these critical projects (Yes! They are projects!!!)?

Who cares about scope, time, schedule, cost, quality, and so on?

Who faces pressure, stress, and challenges to put all these hospitals, equipment, devices, drugs, etc., working asap?

Answer: The Project Manager.

There are a lot of anonymous heroes in pandemic times. One of them is the Project Manager. A hidden hero, an invisible hero, but also, a hero.


Some people say that after the Covid-19 pandemic, we will live a “new normal”.

I am not sure about this and I don´t know what is this “new normal”. I´m not a prophet or futurologist. But there are some clues about the day after…



To read entire report, click here


How to cite this report:  Neto, M.C.d.S. (2020). Project Management Report from Belo Horizonte, PM World Journal; Vol. IX, Issue VI, June.  Available online at: https://pmworldlibrary.net/wp-content/uploads/2020/06/pmwj94-Jun2020-Neto-Brazil-regional-report.pdf



About the Author


Manuel Carvalho da Silva Neto

Minas Gerais, Brazil



Manuel Carvalho da Silva Neto, MSc, Mech. Engineer and PMP is Fundação Dom Cabral Invited Professor and also Consultant. He is a seasoned professional with over 44 years of experience in Project Management, Process Management and Strategy. Manuel has managed or participated in more than four hundred huge projects across different fields including Steel, Mining, IT, Telecom, Food Processing, Government and Construction, to mention a few. He worked also in projects to implement PMO (Project Management Office) and Project Management Methodology. He has also strong skills in Leading People and Finance. He served as Minas Gerais State Undersecretary for Planning and Budget, from 2007 to 2008. Manuel can be contacted at carvalhoneto.manuel@gmail.com.

To see other works by Manuel, visit his author showcase in the PM World Library at https://pmworldlibrary.net/authors/manuel-carvalho-da-silva-neto/



Black Elephants and…

maybe Project Management



By David Pells

Managing Editor

Addison, Texas, USA



This is my first editorial in many months.  Over the last year, several people have encouraged me to start writing again, so here goes.  With the May passing of my good friend and mentor Russ Archibald, I thought I might write about lessons learned (or lost), lifecycles or another one of Russ’ favorite topics.  But no, I had to shift gears.  How could I not talk about the multiple crises affecting America (and the world).  So this is about lessons not yet learned.  Some of you may not like it.

From Crisis to Crisis

The Covid-19 coronavirus pandemic has been ravaging the world since January; global infections now top eight million with 400,000+ deaths. Cities have been isolated, entire countries have gone into lockdown, economic activity has fallen or stopped, and many lives have been suspended.  Entire industries have slowed, businesses have closed, millions have lost their jobs and the virus is still spreading. While this pandemic caught a lot of people (and politicians) by surprise, it was no surprise to those who study infectious diseases, nor should it have been a surprise to most of us. Even Bill Gates predicted this exact type of pandemic in a TED Talk in 2015. (Rogers 2020)

For the last two weeks, the United States has been rocked by demonstrations and riots following the death of a black man named George Floyd at the hands of white police officers in Minneapolis, Minnesota. The crowds demonstrating in streets around the country in the thousands have included minorities and citizens of every age, race and background, all clamoring for better treatment by police and for more justice.  The world watched in disbelief as America seemed to be disintegrating into chaos and violence.  Anyone who has studied U.S. history though could not have been surprised, considering the history of racism, income inequality and social injustice in this country.  It was only a matter of time until frustrations boiled over (again). ‘Black lives matter’ has now become a rallying cry across the country and in other countries.

And now the Atlantic hurricane season has started, with its third storm named two months earlier than last year.  This is predicted to be another active hurricane season with major storms expected to hit the U.S. gulf coast and southeastern states.   Another hurricane Katrina or Harvey may only be weeks away.  Another natural disaster during the pandemic could be devastating.  That said, two major cyclones have already hit the coasts of India this year, with more expected.  Climate change is causing more extreme weather events everywhere.

How has the project management professional world reacted to these events and crises?  How do disasters and ‘events of scale’ affect projects and project management? What should we be thinking or, more importantly, doing in response?  In response to the pandemic, the project management institute and other PM organizations seem to have simply retreated into “virtual mode”, working from home and conducting activities and events online, just like most organizations in countries hard-hit by the virus. There seem to have been no policy changes, few guidelines issued, no new ‘projects’ launched to address project management in this new normal of social distancing, suspended supply chains, disrupted industries and project managers out of work.

For many years I have felt, and written about, project management for disaster response and recovery.  It’s been clear to me that many natural disasters can be predicted with plans needed for responding quickly.  I delivered a keynote presentation to the PM South Africa conference in 2010 titled “Disruptive Events: Are you, your project or organization prepared?” As I pointed out to the audience, if you live near the coast, any coast, you should expect storms, some of them life threatening.  If you live in a flood zone, expect floods.  If you live in Tornado Alley, as we do in Texas, expect tornadoes. If there is drought, expect fires. And if you live anywhere on the ‘Ring of Fire’, you can expect earthquakes, volcanic eruptions, tsunamis and storms.  Buildings, infrastructure and other assets get old, wear out, start to fail or become more susceptible.  In dense populations, diseases spread. Pick an industry or location; disasters do and most likely will happen.

Project Managers are and should be at the forefront of those responses. But where is the PM professional world?  PMI has published several good papers about PM for emergencies or post disaster response, presented at global congresses. (Bau, et al 2008, Sterling 2008). PMI also has some useful information and videos related to volunteering on its website (PMI 2020). A recent paper on govexecutive.com by two PMI executives on how project management can support recovery from the Covid-19 crisis is also interesting (Townsend 2020).

The Association for Project Management (APM) in the UK has published several reports, papers and articles about PM for emergencies and specifically related to responding to climate change. Perhaps the most significant was the white paper by Prof Peter Morris on what the PM world might do to combat the effects of climate change. (Morris 2017).  In 2019, the UK Parliament declared an environment and climate change emergency. In response, APM published a policy statement: “Our statement on climate change” (APM 2019a) in which they outlined five active steps APM planned to take. In late 2019, APM published their second “Projecting the Future” white paper titled “Climate Change, Clean Growth and Sustainability.” (APM 2019b) Rob Leslie-Carter, an Arup director based in London, authored a very useful paper in late 2019 on concrete actions project managers can take to help combat climate change (Leslie-Carter 2019). In March of this year, APM announced that it was joining forces with 27 other professional bodies in pledging to tackle climate change. (APM 2020).

I searched Google on the topics of project management for emergencies, disaster recovery, climate change and some related topics and found very little coming from professional bodies. About PM helping solve other global problems, almost nothing…



To read entire paper, click here


How to cite this paper: Pells, D.L. (2020). Black Elephants and maybe Project Management; PM World Journal, Vol. IX, Issue VI, June. Available online at https://pmworldlibrary.net/wp-content/uploads/2020/06/pmwj94-Jun2020-Pells-black-elephants-and-maybe-project-management-editorial3.pdf



About the Author


David L. Pells

Editor/Publisher, PMWJ
Managing Director, PMWL
Addison, Texas, USA


David L. Pells is Managing Editor of the PM World Journal (www.pmworldjournal.net) 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 35 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 Russian Project Management Association SOVNET, and the ISIPM.  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 (ISSN: 2330-4480).  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 events worldwide.  David lives near Dallas, Texas and can be contacted at editor@pmworldjournal.com.

To see other works by David Pells, visit his author showcase in the PM World Library at http://pmworldlibrary.net/authors/david-l-pells/



Tribute to Russ Archibald



Russell D. Archibald: 1924 – 2020

Project Management Icon


By Friends, Colleagues, David Pells

In many countries worldwide




Russ Archibald, an icon in the project management professional world, passed away on 3 May 2020 of natural causes at the age of 96.  The immediate reaction was an outpouring of condolences, memories and tributes from his many friends around the world.  One of the most respected and well-liked project management experts in the world, Russ left a distinguished body of work related to the management of projects, programs and portfolios – articles, books, papers, presentations, even utube videos.  He lived life as a student, musician, aviator/soldier, engineer, international project manager, executive, project management professional, then author, consultant and educator of thousands; he influenced many more.  He was a beloved husband, father and grandfather and a kind human being. He was a long-time supporter of the PM World Journal and its predecessor, PM World Today.  He was a PMWJ global advisor, often providing comments, feedback and original works for publication.  He was also a mentor and good friend over the last two decades.  Most of all, he was an inspiration to me and to all who knew him.  He inspired us all to think more, to do more, to be more.  This tribute is to document a little more about Russ Archibald, to share personal tributes to him from his friends around the world along with my own, and to pay his memory the respect that it so deserves.  And it’s for his family.

David L. Pells
Editor/Publisher, PMWJ
May 31, 2020


Russell Archibald, one of the world’s best known and most popular project management experts, passed away at his home in San Miguel de Allende, Mexico on Sunday, May 3rd, 2020 at the age of 96.  With Marion, his wife of 74 years, at his side, he died of natural causes and was at peace at the time of passing.  According to his family, his ashes were interred in a special wall of St. Paul’s Anglican Church of San Miguel.  He was survived by his wife Marion, daughters Barbara and Danielle, son Mark, several grandchildren and great-grandchildren, and many, many friends around the world. In leu of flowers, the family asked that donations in his name be made to the San Miguel el Grande Pro Musica Association Scholarship Fund.  Russ’ obituary and donation information can be found at http://www.promusicasma.org/.

Russell Dean Archibald, PMP was a founding trustee and member #6 of the Project Management Institute (PMI), today the world’s largest professional organization serving the project management field. He presented the first paper at PMI’s first conference in Atlanta in 1969, presented keynote presentations and papers at many other PMI conferences over the years, was PMI vice president and program chair of PMI’s first Seminars/Symposium in 1970, received the PMI Fellow Award in 1989, served as President of the PMI Southern California Chapter during 1991-92, and received the Jim O’Brien Lifetime Achievement Award from the PMI College of Scheduling in 2006. He actively supported the formation and growth of the PMI Mexico Chapter in Mexico City, and spoke at many other PMI chapters over the years.

The late Eric Jenett, PMI Founder/Fellow on left
Russ Archibald, PMI Founding Trustee/Fellow, on right
Houston, TX, 1971


Jim O’Brian, Russ Archibald, Shane Archibald, Stu Ockman, 2006


Jim O’Brian, Eric Jenett, J. Gordon Davis, Russ Archibald, Chicago, 2007

Russ (as he was known to his friends) who happened to be working in England at the time, was also a founding member (#3) of the Association for Project Management (APM) in the UK in 1972.  He was later named an Honorary Fellow of APM, maintaining many friendships among APM leaders over the decades.  While living and working in Europe in the 1970s, he met the leaders and became active in the International Project Management Association (IPMA – initially called INTERNET), serving on the INTERNET Board of Directors during 1979-1990; he presented keynote papers at IPMA/INTERNET International Congresses in Stockholm, Sweden in 1972, Birmingham, UK in 1976, Garmisch-Pertenkirchen, Germany in 1979, and Florence, Italy in 1992.

Russ had more than 70 years of broad international experience in program and project management, as well as operations and engineering management. He described it all as having had three basic careers:



To read entire tribute, click here


Editor’s note: This tribute includes condolences, statements and tributes from Russ Archibald’s friends and colleagues around the world.  If you knew Russ and would like to add a tribute, please contact editor@pmworldjournal.com

How to cite this paper: PM World Journal (2020). Tribute to Russ Archibald, Project Management Icon; PM World Journal, Vol. IX, Issue VI, June.  Available online at https://pmworldlibrary.net/wp-content/uploads/2020/06/pmwj94-Jun2020-Tribute-to-Russell-Archibald4.pdf



June 2020 UK Project Management Round Up


Old Oak Common Station, Coronavirus infections, fast track vaccine development, BSI update on 2 new PM guides, HS2 & The High Court, Restoration of the Palace of Westminster; some Lesson Learned and – white storks and a near miss



By Miles Shepherd

Executive Advisor & International Correspondent

Salisbury, England, UK




Well, we are well into the 4th month of lockdown here in UK.  Most of us have become used to the lack of “normal” social contact, adapted our working lives and managed to continue to educate our children.  So, life continues but what we took to be normal is no longer available while most of us obey the lockdown rules.  There are always contrarians who challenge the rules introduced by the Government, claiming that there is no real problem and the virus is no worse that seasonal ‘flu.  I think the numbers show a somewhat different situation.

The situation is challenging in so many ways.  The news continues to be dominated by the pandemic, but life still goes on.  This month, I want to look at projects, both those that started Before the Virus (BTV) and those that started After the Virus (ATV).


Old Oak Common Station – Image: HS2

Good news for Europe’s largest civil engineering project, High Speed 2 (HS2) passed another milestone in May as plans for its major hub station were approved after Prime Ministerial approval for the £100 Billion programme.  Old Oak Common will be one of only four on the first leg of the line between central London and Birmingham.  It is planned to open in 2029 and will eventually cater for 250,000 passengers a day.  It will be the biggest newly-built station in the UK. Other stations, such as Waterloo, are bigger but only after having been incrementally extended over the decades.  Old Oak Common will also be the country’s second busiest station, in terms of passenger numbers, ultimately accommodating 90 million people a year, putting it behind only Waterloo.  Old Oak Common station is to be built at the site of a former Great Western Railway depot and will cost £1.3 billion. Ground-work is underway prior to the building work, scheduled to start in the autumn.

The general good news is that corona virus Infections are fewer this month than last.  While this is good news, the not-so-good news is that while this reduction means fewer deaths, we are not out of the woods just yet.  More good news is that the testing regime is also improving but is still not as fast or reliable as needed.  At least something is out there so we can call this our Agile approach to testing.  Probably not, as we know the requirements, just can’t get the technology right – perhaps we just don’t know enough about the virus?  This should lead on to some learned consideration of Rumsfeld’s unknowns, but you all probably know this already – we are now in the domain of unknown unknowns.

This is certainly good news time for pharma projects with over 100 projects examining potential vaccines in five different lines.  Perhaps the most promising seem to be the re-purposing of existing drugs with retro-virals developed to slow HIV infections seemingly in the lead.  Pharma projects usually take many years to complete and are frequently run as a programme to identify likely candidates from a very large number of starters so the re-purposing approach can cut many years off development time as these drugs are already licenced for use.

Several candidate drugs are in clinical trials, in UK, USA and elsewhere.  The UK Medical and Healthcare products Regulatory Authority introduced fast track routes for development and clinical trials in mid-March.  The University of Oxford Vaccine Group work moved into Phase 1 trials in healthy adult volunteers in mid-April after successful trials on monkeys. More than 1,000 immunisations have been completed and follow-up continues.  Calls for participants in 3 groups (56 – 59 year-olds; over 70 year-olds and children between 5 and 12 years old) for Phase 2 trials was issued on 22 May.  The phase 3 part of the study involves assessing how the vaccine works in a large number of people over the age of 18. This group will assess how well the vaccine works to prevent people from becoming infected and unwell with COVID-19.  No date has been announced for the Phase 3 trial but preliminary results are expected in mid-July

Pharmaceutical giant AstraZeneca announced a $1.2 billion deal with the US government to produce 400 million doses of the as yet unproven coronavirus vaccine first produced in the Oxford Vaccine Group lab.  Astra has received more than $1bn of financial support from the US Biomedical Advanced Research and Development Authority for the development, production and delivery of the vaccine.  It is expected to supply 30 million doses to UK in September.  The global licensing agreement between the Oxford based developers and Cambridge-based Astrazeneca, covers the commercialisation and manufacturing of the vaccine, which still needs to pass safety and efficacy tests…



To read entire report, click here


How to cite this report: Shepherd, M. (2020).  June 2020 UK Project Management Roundup, PM World Journal, Vol. IX, Issue VI, June.  Available online at https://pmworldlibrary.net/wp-content/uploads/2020/06/pmwj94-Jun2020-Shepherd-UK-Regional-Report.pdf



About the Author


Miles Shepherd

Salisbury, UK



Miles Shepherd is an executive editorial advisor and international correspondent for PM World Journal in the United Kingdom. He is also managing director for MS Projects Ltd, a consulting company supporting various UK and overseas Government agencies, nuclear industry organisations and other businesses.  Miles has over 30 years’ experience on a variety of projects in UK, Eastern Europe and Russia.  His PM experience includes defence, major IT projects, decommissioning of nuclear reactors, nuclear security, rail and business projects for the UK Government and EU.  Past Chair, Vice President and Fellow of the Association for Project Management (APM), Miles is also past president and chair and a Fellow of the International Project Management Association (IPMA).  He was a Director for PMI’s Global Accreditation Centre and is immediate past Chair of the ISO committee developing new international standards for Project Management and for Program/Portfolio Management.  Miles is Chair of the British Standards Institute’s Committee on Project, Programme and Portfolio Management and has been involved in the development of Uk’s BSI 6079 for more than 25 years.  He was involved in setting up APM’s team developing guidelines for project management oversight and governance.  Miles is based in Salisbury, England and can be contacted at miles.shepherd@msp-ltd.co.uk.

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



Finland Project Management Roundup for June 2020


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



By Dr Jouko Vaskimo

International Correspondent & Senior Contributing Editor

Espoo, Finland




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


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

PMAF promotes the development and dissemination of project and project management knowledge. PMAF members are able to enjoy information sharing, workgroups, development projects, project management forums, conferences and certification services PMAF provides. PMAF organizes two annual conferences: Projektipäivät in early November and 3PMO in early June. Due to the COVID-19 pandemic PRY has rescheduled the 2020 3PMO event to 25.8.2020. Please navigate to www.pry.fi/en , https://www.oppia.fi/events/3pmo2020/ and www.projektipaivat.fi for general information on PMAF and its annual events.


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

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

PMI Chapter Finland organizes an annual conference in the spring. Due to the COVID-19 pandemic the 2020 spring event – themed Modern Leadership – Project Laughs And Tears – has been postponed. Please navigate to www.pmifinland.org and www.conference.pmifinland.org for general information on the PMI Finland Chapter and its annual events.


The 1 600 MW Olkiluoto 3 nuclear power plant, originally contracted to be built by consortium comprising Areva and Siemens for Teollisuuden Voima (TVO) at Olkiluoto, Finland, is facing another delay – now due to technical issues and COVID-19 pandemic. The plant was scheduled to be connected to the Finnish national power grid in November 2020, and commercial power generation was expected to commence in March 2021. At this time it is unclear how much more the start-up will be delayed. Despite this latest delay, there are signs the project is approaching completion: TVO has submitted an application for fueling the reactor.

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



To read entire report, click here


How to cite this report: Vaskimo, J. (2020). Finland Project Management Roundup for June 2020, PM World Journal, Vol. IX, Issue VI, June.  Available online at https://pmworldlibrary.net/wp-content/uploads/2020/06/pmwj94-jun2020-Vaskimo-Finland-Project-Management-Roundup-report.pdf



About the Author


Dr Jouko Vaskimo

Espoo, Finland



 Jouko Vaskimo is an International Correspondent and Senior Contributing Editor for PM World in Finland. Jouko graduated M.Sc. (Tech.) from Helsinki University of Technology in 1992, and D.Sc. (Tech.) from Aalto University in 2016. He has held several project management related positions with increasing levels for responsibility. Jouko holds a number of professional certificates in the field of project management, such as the IPMA Level C (Project Manager), IPMA Level B (Senior Project Manager), PMP, PRINCE2 Foundation, and PRINCE2 Practitioner. Jouko is also a Certified Scrum Master and SAFe Agilist. Jouko is a member of the Project Management Association Finland, a founding member of PMI Finland Chapter, and the immediate past chairman of the Finnish IPMA Certification Body operating IPMA certification in Finland. Since October 2007, he has been heading the Finnish delegation to ISO/TC 258. Jouko resides in Espoo, Finland and can be best contacted at jouko.vaskimo@aalto.fi . For more information please navigate to www.linkedin.com/in/jouko-vaskimo-6285b51 .

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




The Great Challenge: Project Contracting


Project Business Management


By Oliver F. Lehmann

Munich, Germany



“For what one has, in black and white,
One carries home and then goes through it.”

Goethe, Faust 1[1]



In project business management, it is essential for project managers to know the contract. In addition to that, they should have education to understand commercial and legal factors of project business to the depth necessary to perform the projects successfully and to the satisfaction of stakeholders.


Project Managers and Legal Knowledge

A project manager is not expected to be a lawyer. The percentage of lawyers managing projects seems to be quite small, most project managers have a different education and are trained in technical and organizational matter, not in legal details. In project business however, a deficiency in legal knowledge can be a problem. Project managers have to make a multitude of decisions every day, each of which can have legal implications, and many of them can cause problems in a worst-case scenario, when a lawsuit is threatened or actually filed.

One can compare this with driving a car: A driver has to make many micro-decisions on the way from one place to another, and each of these decisions may be wrong. Before people can drive cars, they have to be taught by a driving instructor, and the instructions do not only take account of technical matters, but also include knowledge of and compliance with a body of traffic law. Illiteracy or disregard of traffic law can lead to dangers for life, health, and bank accounts. The driving instructor is not a legal expert but needs to know the rules well enough to be able to pass them on.

In project business management, the same applies, however the number of instructors is small. People therefore often learn the rules by trial and error. Unfortunately, trial in projects under contract is expensive, and error often even more.

In project business management, the project contract is an expression of the hopes and wills of the two (or more) parties at the moment of conclusion, but also of their uncertainties, concerns, and fears in this moment. Understanding its relevance is essential for success of any cross—corporate project.

It is therefore surprising, that project managers often don’t know the contract, and this is true for both sides, customers and contractors. Time to dig deeper into the matter. Project contracts matter in project business.

Figure 1: The project contract ends the business development phase and begins the delivery phase.


Why Contracts Matter in Project Business

The core document of project business is the project contract.

Project contracts are different from other contracts. It is important for success in project business that project managers understand these differences and act appropriately. And that they know the contract.



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). The Great Challenge: Project Contracting; Series on Project Business Management; PM World Journal, Vol. IX, Issue VI, June.  Available online at https://pmworldlibrary.net/wp-content/uploads/2020/06/pmwj94-Jun2020-Lehmann-Project-Contracting-PBM-series-article2.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] (Goethe, 2005)



Project Management PRAXIS



Book Title:  Project Management PRAXIS
Author:  Dr. Kenneth F. Smith, PMP
Publisher:  Central Books Supply, INC.
List Price:  $ 65.00
Format: Paperback, 358 pages
Publication Date: 2018
ISBN: 9781722460082
Reviewer: Swati Shah
Review Date:  February 2020




This book is a compilation of “Best Practices” for planning, monitoring, managing and evaluation of projects and programs (to some extent portfolios as well). It provides an in-depth overview of the Classical Project Management tools and techniques available during the early 20th as well as the current era of Project Management.

The author, Dr. Smith, has diverse experience as an analyst & system specialist with the US Department of Defense, Senior Foreign Service Officer with the U.S. Agency for International Development (USAID), and through his involvement as an itinerant project consultant with the international development donor community – including the World Bank, African Development Bank, the United Nations, and the Asian Development Bank. Every chapter of the book reflects the plethora of knowledge Dr.  Smith has gained throughout his career as a long-time member of the Project Management Institute (PMI); a practitioner, researcher-evaluator, manager, advisor, consultant, and instructor/facilitator in project management. He has developed the Project Management ‘Tool Kit’ as an aid to make project management decisions and to evaluate project performance. This toolkit available to purchase separately.

Overview of Book’s Structure:

The book consists of 10 chapters with 358 pages. The book is a recapitulation of the author’s “Treasure Trove” – his perspectives and his created and/or adapted Project Management Tools and Techniques.

Chapter-by-Chapter Review

Chapter 1 primarily covers historical journey of the Critical Path Method and the several related tools and techniques for planning, scheduling, monitoring, and evaluation. During the early 20th century, these tools and practices were used first by (or for) the U.S. Military, then subsequently honed for broader use. The top three are: Work Breakdown Structure (WBS), Gantt/Bar with Milestones Charts, and Critical Path Method. It is intriguing to see the growth from manual data computation, Plan-a-log kit in a suitcase, typewriters, Spirit and Ink copiers, IBM 7090, Fortran 4, Primavera, to MS Project. This chapter gives you an appreciation for the fact that Project Management has been around for a while and has progressed over time!

Chapter 2 provides an overview of the EVM (Earned Value Management) with detailed discussion of Primary “Driver” indicators, “Derivative Indices”, “Derivative Values” and “Derivative Percentages” indicators. The author highlights some unique limitations of the monitoring and measuring project performance.

Chapter 3 focuses on projects containing repetitive or iterative processes. The Line of Balance (consists of Production flow plan, an objective chart, and a Progress Status Chart) can plan and monitor such projects more efficiently, economically, and effectively.



To read entire Book Review, click here



About the Reviewer


Swati Shah

Irving, Texas, USA


Swati Shah currently works as a Project Coordinator at a manufacturing company based in Irving, Texas, USA. She was previously an Elementary School Teacher. Swati secured her CAPM and CSM certificates and has applied her teaching skills as well as ongoing project management experience to successfully transition to, and be successful in, the field of Project Management. She aspires to secure her PMP certification in the near future.


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.



Thriving at the Edge of Chaos



Book Title:  Thriving at the Edge of Chaos; Managing Projects as Complex Adaptive Systems
Author:  Jonathan Sapir
Publisher:  Routledge Taylor & Francis Group
List Price: $150.00
Format:  Hardcover, 238 pages
Publication Date: December 2019
ISBN: 9780367405403
Reviewer: Shauna Skolnick
Review Date: May 2020




“Thriving at the Edge of Chaos” presents a compelling argument for embracing uncertainty rather than avoiding it. Sapir offers a framework for a total paradigm shift in methodology that would allow businesses to thrive in today’s modern, complex, rapidly changing world. This new mindset rejects the ineffective, rigid, yesteryear concepts of project management based around detailed planning and prediction, and replaces them with a more flexible Complex Adaptive System (CAS) methodology. Managing projects in a fluid system built to react favorably to change and chaos leads to skillfully riding the wave of unpredictability, and ultimately accelerating success and facilitating innovation.

This book boldly challenges the stagnant standard operating procedures and principles of project management and forces us to consider whether they are too archaic to be effective anymore. In short, we cannot do today’s job with yesterday’s tools. It’s time for an upgrade; it’s time to retool.

As our world evolves into a more advanced, complex, dare we say chaotic environment, the methodologies with which we work must also evolve so that we can successfully thrive at the edge of chaos. This new perspective, applying CAS thinking to the field of Project Management, would improve efficiency and productivity, generate new ideas, increase personal ownership and accountability, as well as shorten timelines, reduce costs and the need for micro-management and provide better products overall.

Offering poignant examples of successful companies that have embraced this shift and reaped great rewards because of it, Sapir makes a strong case in favor of adopting CAS – breaking the old mold may not be easy, but the alternative in such a competitive world is to become obsolete.

Overview of Book’s Structure

The book first defines the concept of Complexity Science, and describes how to best apply it to the world of Project Management. Sapir then lays out the most common current status quo problems, the unintended consequences, and daily struggles project managers often face. He then skillfully demonstrates how a CAS solution would benefit project management for each area of focus providing relevant examples for all phases; Planning/Design, Task Scheduling, Execution, Resource Allocation, Monitoring, and Optimization.

Throughout the book, Sapir compares the benefits of this new method against the dangers of the current status quo so the reader has relevant examples with which to form an opinion about the best direction true visionaries should go.


It may seem counter-intuitive, but the CAS model it is exactly the concept that thriving companies such as UBER, Lyft, VRBO, AirBnB have built flourishing businesses upon. In fact, these are visionary businesses that have completely disrupted their traditional respective industries. It is what sets them apart from the others, barely functioning under old methodologies.



To read entire Book Review, click here



About the Reviewer


Shauna Skolnick

North Texas, USA



Shauna Skolnick is a Technology Staffing Industry leader with 20 years of experience managing high-volume critical business operations. She has focused her career on National Account Resource Planning, Talent Acquisition, Team Training, and Performance Management & Metrics. Her success is attributed to providing quality technical resources required to support Fortune 100 clients and Federal Government Secret/Top Secret Cleared engagements.

Shauna can be contacted at sskolnick@grandecom.net


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.



Operationalizing resilience for Srinagar Smart City



By Omar Bashir

RICS School of Built Environment
Amity University

Noida, India




Smart City Mission was launched by the Government of India in 2015, aims to develop 100 smart cities across India. The primary objective of the program is to transform existing cities into smart cities by incorporating urban renewal and redevelopment, both brownfield and greenfield and retrofitting thereby making the cities smart, sustainable and citizen friendly. The secondary objective of this program is to foster economic growth through these smart cities, which in turn will have a “rub-off effect” on neighboring cities and towns. India is vulnerable to several types of disasters – natural and man-made and such a large-scale program of urban renewal and redevelopment could have been useful in make a selected few cities disaster resilient. However, the Smart City Mission loses out on an opportunity to incorporate resilience in the newly developed smart cities.

The focus of this study is the city of Srinagar in North India, which is currently being developed as one of the Smart Cities in India. Srinagar is one of the most disaster-prone cities in India. The city has developed a detailed system with several layers of policies and procedures for disaster management, but that system is majorly reactive in approach and does not emphasize on resilience.  Though several frameworks exist for incorporating resilience at a city level, there are none for operationalizing resilience at a city level. To overcome this research gap, a detailed study was carried out in association with experts related to disaster management and allied fields to develop a stage-wise holistic resilience maturity model. Though cities face unique disasters, due to their geographies, complexities, urbanization and culture, this Resilience Maturity Model can be adopted by any city of the world.


Srinagar, the winter capital of the state of Jammu and Kashmir, has witnessed unprecedented levels of unplanned urbanization over the past few decades.  The population has increased from 2.85 lakhs in 1961 to 4.57 lakhs in 1971, 6.06 lakhs in 1981, 11.10 lakhs in 2001 to 20.84 lakhs in 2011. (Nengroo, et al., 2017).  Same is the case with rest of India where the urban population has seen an increase of around 4% from 2001 to 2011 and is projected that 40% of total Indian population will be residing in urban areas by 2030, and nearly 50% by 2050. (Census of India, 2011). Globally as well, the trend of urbanization continues at a steady rate.

In general, urbanization does not pose any threat to the environment or development, however, access to several basic amenities is restricted by unplanned urbanization. (Nengroo, et al., 2017). Further, if the urbanization is at a rapid rate it may lead several other issues like lack of suitable dwelling units, slums, overburdened transportation system, pollution, environmental degradation and an overall burden on the existing infrastructure. (Aijaz & Hoelscher, 2015). In India, due to the lack of strict regulations and planning cities have seems unorganized and unplanned growth. There is a large-scale migration across the country from rural to urban areas, as urban areas provide better employment opportunities and better quality of life. It is estimated that around 30% of the Indian population now live in urban areas as compared to around 18% in 1960 (World Bank, 2020). This constant, rapid and unregulated urbanization has led to the overburdening of existing city infrastructure. (Bashir, 2020) which is an underlying cause of low FDI (foreign direct investment) in India (Aijaz & Hoelscher, 2015).


The National Smart City Mission launched by the Government of India in 2015 as an urban renewal program to make existing cities citizen-friendly and sustainable. It emphasized on development of core infrastructure; technological interventions and area-based development. The basic objective of this program is to drive economic growth in the 100 selected Smart city which other cities can emulate. (Praharaj & Han, 2019) (Gupta & Hall, 2017) (Smart Cities Mission, 2015).


Srinagar is the capital and the largest city of the state (now Union territory) of Jammu and Kashmir, the northern state of India. It is located at the foothills of the Himalayas at an elevation of 1585 meters from sea level. The city is located on both the banks of river Jhelum, which divides the city into two parts and is connected by 9 bridges. The total area of the city is around 294 square kilometers.



To read entire paper, 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 presented at the 7th Annual University of Maryland PM Symposium in May 2020.  It is republished here with the permission of the author and conference organizers.

How to cite this paper: Bashir, O. (2020). Operationalizing resilience for Srinagar Smart City; presented at the 7th Annual University of Maryland Project Management Symposium, College Park, Maryland, USA in May 2018; republished in the PM World Journal, Vol. IX, Issue VI, June. Available online at https://pmworldlibrary.net/wp-content/uploads/2020/05/pmwj94-Jun2020-Bashir-Operationalizing-Resilience-for-Srinagar-Smart-City.pdf



About the Author


Omar Bashir

Noida, Uttar Pradesh, India


Omar Bashir is currently working as an Assistant Professor at RICS School of Built Environment, Amity University, Noida, India. Omar has a Bachelor’s degree in Civil Engineering and MSc in Civil and Structural Engineering from the University of Bradford, United Kingdom. He has more than 5 years of experience in Academics and Industry. His research interests are primarily Construction Project Management, Quality Management, Occupational Health and Safety and Construction Materials.  He can be contacted at omarbashir86@gmail.com



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