Finland Project Management Roundup for December 2019

Updates about Project Management Association Finland (2019 Projektipäivät – Project Days); 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 4000 individual and over 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: Project Days (Projektipäivät in Finnish) in early November, and 3PMO in early June.

This year Projektipäivät took place on 29 … 30.10.2019 in the Helsinki Expo and Convention Centre with an overarching theme With luck or skill? The conference program included plenary sessions with state-of-the-art keynotes, and several parallel tracks with a total of over 70 keynote and paper presentations. The conference was attended by over 800 participants, including many of the best-known Finnish project management practitioners.

On the morning of the first conference day Mr Vesa Ilama, the Chairman of PMAF Board of Directors, opened the conference and welcomed the participants to the event.

Mr Vesa Ilama opening the conference and welcoming participants

Mr Timo Saros, the General Manager of PMAF, welcomed the participants, and explained the practicalities of the conference to the participants.


To read entire report, click here


How to cite this report: Vaskimo, J. (2019). Finland Project Management Roundup for December 2019, PM World Journal, Vol. VIII, Issue XI, December.  Available online at https://pmworldlibrary.net/wp-content/uploads/2019/12/pmwj88-Dec2019-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/



December 2019 UK Project Management Roundup

Good Project News, Not So Good News, BREXIT, Culture, PM Awards and Happy Holidays in a Post Truth Era



By Miles Shepherd

Executive Advisor & International Correspondent

Salisbury, England, UK




As always at the end of the year, thought turn to festivities and here in UK, it is the season of PM Awards so it seems appropriate to take a look at what the membership associations have been up to.  There have been a few project reports which should provide some food for thought this festive season and some observations of social change that affect projects


So let’s begin with the good news and start with rail.  Whether you are an enthusiast of trains, big or little, the news is definitely good.  On the small train side, Sir Rod Stewart, the famous rocker, has reported that he has completed his huge model train

layout.  This is far from a vanity project and is the result of 23 years work.  Apart from the electrics, Sir Rod did almost all the work himself, he clearly enjoys the construction of these detailed models.  It also emerged that Sir Rod donated a significant sum of cash to help fellow railway modelers rebuild a vandalized railway club layout.

Detail from Sir Rod Stewart’s model railway (Photo courtesy Steve Crise/Railway Modeller.

Large Trains. For fans of rather larger layout comes news that there are no less than five new full-size steam engines under construction in UK.  This is taking model railways to a higher level, but heritage railways are hugely popular with engineers, both amateur and professional, as well as general public.  According to The Times, it is not just elderly enthusiasts who have nostalgic views of a bygone age of steam trains but also a much younger demographic brought up on Thomas the Tank Engine.  Some 8 million people travelled on heritage railways last year.

The latest project is the recreation of a London and North Eastern Railway (LNER) engine scraped more than 60 years ago.  Previous projects resulted in a new “Peppercorn A1 Pacific class engine; the Tornado cost £3 million and at the time (2008) was the first new steam engine built in UK for more than 50 years.  The A1 Steam Locomotive Trust, which built Tornado, is also building a P2 Mikado.  To be named Prince of Wales, it is expected to cost £5 million and take 3 years to build.  This project receives no official funding but relies on the generosity of volunteers and enthusiasts.  It will also provide a training opportunity for a number of apprentices.  An appeal is scheduled to be launched in the Spring of 2020 to raise some £350,000 for a third, smaller, loco – this time a V4 Prairie mixed traffic engine.  These new engines will add to the 200 odd engines currently in service on more than 100 heritage railways.

Safety Approval.  Other good news on the railway front is the approval of the safety strategy for the new range of hydrogen fueled trains under development in two separate projects.  It is hoped these new trains can be in service quickly, possibly by 2012.  They should contribute significantly to reducing pollution and provide a major step in achieving the planned eradication of diesel from the network by 2040.

Overrun ends. We also have news of a long overrunning project that looks to be in line for completion – 150 years after work ended.  Work started on what eventually became the biggest School chapel in UK if not the world in 1868  Located outside Brighton, on the south coast, it is built on  chalk based which caused major problems during construction, requiring several thousand tons of concrete to be poured into the foundation…


To read entire report, click here


How to cite this report: Shepherd, M. (2019).  August 2019 UK Project Management Roundup, PM World Journal, Vol. VIII, Issue XI, December.  Available online at https://pmworldlibrary.net/wp-content/uploads/2019/12/pmwj88-Dec2019-Shepherd-UK-project-management-roundup.pdf



About the Author

Miles Shepherd

Salisbury, UK




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

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



December 2019 PM Report from Italy

PM Expo® 2019 and PM Maturity Model ISIPM-Prado®



By Massimo Pirozzi

International Correspondent

Rome, Italy




This sixth Regional Report focuses on PM Expo® 2019, the major Event in Italy dedicated to Project Management, which has been organized, in Rome, by the major Italian Association of Project Management, the “Istituto Italiano di Project Management” (Italian Institute of Project Management, ISIPM for short), and also on the Project Management Maturity Model ISIPM-Prado®, which is having a good success among Italian Organizations.

 PM Expo® 2019

Istituto Italiano di Project Management (ISIPM) successfully organized, this year too, on November 8, in Rome, PM Expo® 2019  https://www.pmexpo.it/, which confirmed to be the main National Event in Italy dedicated to Project Management, and perhaps one of the major Events of this type in the world .

PM Expo® 2019, which focused on the three keywords “people, competences, and project management community”, was a National record in terms of more than 1200 people who participated the Event, and it had, this year too, a very significant success, which was proven also by very high rates of Participant Satisfaction, and by many hundreds of congratulations that have been issued both directly, and via social networks. PM World Journal was, this year too, the most welcome Media Partner of the Event, so confirming the excellent cooperation between ISIPM and PMWJ.

PM Expo® 2019 was located in Auditorium del Massimo in Rome: available structures included the main hall with 800 seating capacity, plus other five rooms, each one having a seating capacity from 60 to 100, plus spaces for several Sponsors and Exhibitors, plus spaces available for one of the most important issues of our Project Management Community, i.e. networking, that this year was also one of the key words of the Event, plus spaces … for food, pizza, sandwiches, beverages, coffee and so on.

Since the Public of PM Expo® is very diverse, including both professionals and students, employees and freelancers, civil servants and private employees, seniors and juniors, above location was important to support the “mixed formula” that ISIPM studied and applies to its major Events.  In fact, PM Expo® integrates, in a peculiar innovative way, Speeches by International and National Speakers, Round Tables, Workshops, Awarding of Prizes, Sponsors’ Speeches and Exhibitions, and even a Lottery for Participants and ISIPM’s Members.

The very rich program that was introduced by the President of ISIPM, Enrico Mastrofini, by the Vice President of ISIPM, Graziano Trasarti, and by Claudia Spagnuolo, Member of ISIPM Board, included several important issues and topics, like the state of art and the perspectives of project management in Italy, metrics, innovation management, risks and stakeholders, agile approaches, Foresight concepts, certifications for professional project managers, PM Maturity Models, PM applications, PM tools, PM in public administrations, PM in European Community-funded Projects, PM in start-ups, the stakeholder perspective in PM, PM 2.0 and 3.0.


To read entire report, click here for (English) or (Italiano)


How to cite this report: Pirozzi, M. (2019). August 2019 PM Report from Italy, PM World Journal, Vol. VIII, Issue XI, December. Available online at: https://pmworldlibrary.net/wp-content/uploads/2019/12/pmwj88-Dec2019-Pirozzi-6th-Report-from-Italy-English.pdf



About the Author

Massimo Pirozzi

Rome, Italy




Massimo Pirozzi, MSc cum laude, Electronic Engineering, University of Rome “La Sapienza”, Principal Consultant, Project Manager, and Educator. He is a Member and the Secretary of the Executive Board, a Member of the Scientific Committee, and an accredited Master Teacher, of the Istituto Italiano di Project Management (Italian Institute of Project Management). He is certified as a Professional Project Manager, as an Information Security Management Systems Lead Auditor, and as an International Mediator. He is a Researcher, a Lecturer, and an Author about Stakeholder Identification and Management, Relationship Management, Complex Projects Management, and Project Management X.0.

Massimo has a wide experience in managing large and complex projects in national and international contexts, and in managing relations with public and private organizations, including multinational companies, small and medium-sized enterprises, research institutes, and non-profit organizations. He worked successfully in several sectors, including Defense, Security, Health, Education, Cultural Heritage, Transport, Gaming, and Services to Citizens. He was also, for many years, a Top Manager in ICT Industry, and an Adjunct Professor in Organizational Psychology. He is registered as an Expert of the European Commission, and as an Expert of the Italian Public Administrations.

Massimo Pirozzi serves as an international Correspondent in Italy for the PM World Journal. He can be contacted at pirozzi@isipm.org

To see other works by Massimo Pirozzi, visit his author showcase in the PM World Library at https://pmworldlibrary.net/authors/massimo-pirozzi/



October 2019 PM Update from Spain

PMI Madrid Chapter celebration of PMI’s 50th Anniversary



By Alfonso Bucero

International Correspondent

Madrid, Spain



Successful PMI Congress celebrated in Madrid – PMI Madrid Spain Chapter

On November 14th, 2019, the PMI Madrid Spain Chapter celebrated the PMI Global 50th Anniversary in Madrid at FAUNIA. Around 200 PMI Madrid Chapter members joined the “XVI Congreso de Directores de Proyecto”. In that meeting we counted on some important guests like (Roberto Toledo (México) as PMI Board of Directors member), Betsy Kauffman from USA, Leadership and Organizational Agility Coach, and Paul Villacorta from Peru, former President for PMI Lima Peru Charter.

Paul Villacorta delivered an interactive session to present the BLUE OCEAN Methodology to the audience. All the attendees were engaged and enjoyed that session very much. Betsy also delivered a dynamic presentation about AGILE implementation, that also was well received by the audience.

The event was a success in terms of attendance and we had the opportunity to chat with Roberto Toledo, who, as usual, delivered a brilliant PMI’s story presentation, that generated some interesting questions from the attendees.

At this event was recognized as, volunteer of the year, Manuel Felipe Pérez because his great dedication and effort as a PMI volunteer during 2018. He was awarded with a free registration and travel to PMI EMEA Congress in June 2020.


To read entire report, click here for (English) or (Spanish)


How to cite this report:  Bucero, A. (2019). August 2019 Project Management Update from Spain, PM World Journal, Vol. VIII, Issue XI, December. Available online at: https://pmworldlibrary.net/wp-content/uploads/2019/12/pmwj88-Dec2019-Bucero-Regional-Report-Spain-English.pdf



About the Author

Alfonso Bucero

Madrid, Spain




Alfonso Bucero, MSc, CPS, PMP, PMI-RMP, PfMP, PMI Fellow, is an International Correspondent and Contributing Editor for the PM World Journal in Madrid, Spain. Mr. Bucero is also founder and Managing Partner of BUCERO PM Consulting.  Alfonso was the founder, sponsor and president of the PMI Barcelona Chapter until April 2005, and belongs to PMI’s LIAG (Leadership Institute Advisory Group).  He was the past President of the PMI Madrid Spain Chapter, and then nominated as a PMI EMEA Region 8 Component Mentor. Now he is a member of the PMIEF Engagement Committee. Alfonso has a Computer Science Engineering degree from Universidad Politécnica in Madrid and is studying for his Ph.D. in Project Management. He has 32 years of practical experience and is actively engaged in advancing the PM profession in Spain and throughout Europe. He received the PMI Distinguished Contribution Award on October 9th, 2010, the PMI Fellow Award on October 22nd 2011 and the PMI Eric Jenett Excellence Award on October 28th, 2017.

Mr. Bucero can be contacted at alfonso.bucero@abucero.com.

To see other works by Alfonso Bucero, visit his author showcase in the PM World Library at https://pmworldlibrary.net/authors/alfonso-bucero/



Milestone Planning

A Participatory and Visual Approach



By Eduardo Miranda

Pennsylvania, USA




This paper introduces a participatory and visual approach to milestone planning called the Visual Milestone Planning (VMP) Method. VMP promotes involvement and commitment, through the reification of the planning artifacts and their direct manipulation by team members who collectively create the plan. Once a project scope is defined via a work breakdown structure and relevant milestones identified, a novel construct called the milestone planning matrix is used to systematically and visually capture dependencies among milestones and map WBS elements to the milestones they help realize. The milestones due dates are later determined by accommodating sticky notes representing the work to be done on a resource and time scaled milestone scheduling canvas. The method is applicable to traditional as well as to agile projects.

Keywords:     Milestone planning; participative planning; collaborative planning; milestone planning matrix; visual planning; agile project management


Milestone planning is a planning approach pioneered by Andersen (Andersen E. , 1996) and Turner (Turner, 2004) in which projects are planned in terms of their outcomes, the attainment of significant process states, external dates and customer commitments, instead of on the basis of the tasks to be performed. Milestone plans are more robust, comprehensive, easier to understand, and accept and confer great flexibility in terms of how to achieve the milestones, which makes them a very apt tool to be combined with agile approaches. According to both authors, milestone planning should be performed by the group, as “it is important that a sense of community develops around the plan” (Andersen, Grude, & Haug, 2009) and “developing the plan in a group session builds greater commitment than if the project manager develops it on his or her own and tries to impose it on the team” (Turner, 2004), but they do not offer a systematic method for how to do this. This paper address that gap by proposing a participatory and visual approach to construct milestone plans called the Visual Milestone Planning (VMP) Method.

While thinking and expressing a plan in terms of milestones rather than tasks certainly contributes to the plan’s robustness, comprehensiveness, understandability and acceptability; these three properties are mainly the result of the how the plan is constructed and who is involved. Restating Turner’s words, a milestone plan developed in isolation by a project manager and later communicated or simply handed down to those responsible for its implementation, would not be as comprehensive, understandable and acceptable as one developed with the participation of the team using visual techniques.

In the context of this paper, participatory planning, is a practice in which the people responsible for the execution of the plan is actively involved in its formulation. Successful examples of this way of working are numerous: the pull planning process in the “Last Planner System” used in the construction industry (Ballard, 2000) and “Blitz Planning” (Cockburn, 2004) and “Cards on the Wall” (Phillips, 2001) on software development to cite a few. The benefits of participation in the planning process are many: better and more comprehensive plans as consequence of the involvement of a mixture of people which brings different perspectives to the process, greater commitment as plans are talked through and advance the thinking of the group, the development of a common framework and vocabulary for decision making which extends well beyond the “high” of a successful planning session and an overall higher probability of success as people that participates in the shaping of the plan better understand the needs, the goals and where their responsibilities lay with regards of those of others (Moss Kanter, 1989).

Visual planning is an approach by which a team plans its work and controls its progress through the use of physical representations of tasks in combination with frequent and interactive meetings. Visual planning provides cognitive, social and emotional benefits (Eppler & Platts, 2009). The cognitive benefits of visual representations include facilitating elicitation and synthesis of information, enabling new perspectives to allow better, more exhaustive comparisons and facilitating easier recall and sequencing; the social benefits include integrating different perspectives, assisting mutual understanding, and supporting coordination between people; and the emotional ones include bolstering involvement and engagement, providing inspiration, and aiding convincing communication. Visual planning variants are being used in a number of different contexts, e.g., lean product development (Lindlöf & Söderberg, 2011) and (Jurado, 2012) and construction projects (Tjell & Bosch-Sijtsema, 2003) among others.

VMP implements participatory and visual planning techniques through the reification of the planning constructs: work packages, milestones and schedules employed in the planning process and their direct manipulation by team members who collectively create the plan…


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 published in the Journal of Modern Project Management (MIRANDA, E., Milestone Planning: A Participatory and Visual Approach. The Journal of Modern Project Management, North America, 7, oct. 2019. Available at: https://www.journalmodernpm.com/index.php/jmpm/article/view/488)  It is republished here with the author’s permission.

How to cite this paper: Miranda, E. (2019). Milestone Planning: A Participatory and Visual Approach; PM World Journal, Vol. VIII, Issue XI, December.  Available online at https://pmworldlibrary.net/wp-content/uploads/2019/12/pmwj88-Dec2019-Miranda-milestone-planning-participatory-and-visual-approach.pdf



About the Author

Dr. Eduardo Miranda

Pennsylvania, USA




Dr. Eduardo Miranda is an Associate Teaching Professor at Carnegie Mellon University where he teaches courses in project management and agile software development at the Master of Software Engineering Program and at the Tepper School of Business. Dr. Miranda’s areas of interest include project management, quality and process improvement.

Before joining Carnegie Mellon Dr. Miranda worked for Ericsson where he was instrumental in implementing Project Management Offices (PMO) and improving project management and estimation practices. His work is reflected in the book “Running the Successful Hi-Tech Project Office” published by Artech House in March 2003.

Dr. Miranda holds a PhD. in Software Engineering from the École de Technologie Supérieure, Montreal and Masters degrees in Project Management and Engineering from the University of Linköping, Sweden, and Ottawa, Canada respectively and a Bachelor of Science from the University of Buenos Aires, Argentina. He has published over fifteen papers in software development methodologies, estimation and project management.

Dr. Miranda is a certified Project Management Professional and a Senior Member of the IEEE. He can be contacted at mirandae @ andrew.cmu.edu.

For more, visit the author’s website at http://mse.isri.cmu.edu/facstaff/faculty1/core-faculty/miranda-eduardo.html



Alexander and the Indian King – Part 7



By John Schlichter

Georgia, USA



Products and services that are non-essential to what makes PMI what it is should remain beyond PMI’s remit, e.g. project scheduling or communications technologies enabled by  artificial intelligence or Brightline’s prospective product to enable customers to self-assess strategy design capabilities. By contrast, products and services that improve PMI’s ability to perform its essential functions should be perfected. i.e. PMI’s essential function to develop technical and ethical standards, promote those standards by distributing them at no charge, certifying people in thoses standards, etc. Think about it. Should PMI’s incoming CEO prioritize Brightline’s nascent adventurism or should he instead prioritize fidelity between PMI’s standards and certifications?

PMI is the largest professional organization associated with enabling individuals to become more professional in project management. PMI’s primary standard is “A Guide to the Project Management Body of Knowledge” or “PMBOK Guide,” which is the basis of PMI’s primary certification, the “Project Management Professional” (PMP) certification. While there are over 6 million copies of the PMBOK Guide in circulation, only 871,000 people are certified PMP’s. Why are there so many more consumers of the standard than persons certified in it? And the fact that there are only 528,000 members of PMI is another telling statistic. But even more arresting is the fact that PMI has earned over one billion dollars on PMP certifications to date, and PMI holds over fifty million dollars in reserve. With that much money in play, why can’t PMI enroll more consumers of PMI’s standards and certifications to see value in becoming PMI members?

Perhaps it is because too much power and too much value have become much too centralized. If that is true, and if creating standards that work which people truly use is essential to PMI’s purpose, let’s consider decentralizing the creation of standards and decentralizing the assessment of organizations who have adopted those standards. If it’s essential for PMI to base certifications of individuals on what they are doing in real-life in real projects and to base certifications on whether what they are doing is working (which I think we can all agree is essential), how can PMI make that happen? My answer to that question is: make the whole thing a game.


  1. Self-organizing to create industry standards for any process.
  2. Decentralized assessments of standards adoption, with credentialing or certifications as a byproduct of assessments.
  3. Recursion: automatic feedback on efficacy of standards to update standards, i.e. learning what is and isn’t being adopted or what does and doesn’t work.
  4. Gamification of these things, so you get points, especially for developing standards that others adopt and that are proven to work.
  5. Earlier users get residual points from subsequent users.
  6. Creation of a utility token that promises first access to the data created from all these
  7. The ability to exchange points for tokens.


To read entire article, click here


How to cite this article: Schlichter, J.  (2019). Alexander and the Indian King: Part 7; PM World Journal, Vol. VIII, Issue XI, December. Available online at https://pmworldlibrary.net/wp-content/uploads/2019/12/pmwj88-Dec2019-Schlichter-Alexander-and-the-Indian-King-Part7.pdf



About the Author

John Schlichter

Atlanta, GA, USA




John Schlichter coined the term “Organizational Project Management” or “OPM,” which is the system for implementing the business strategy of an organization through projects. OPM became a global standard and is how companies throughout the world deliver projects valued in billions if not trillions of dollars. “John has contributed greatly to PMI,” Greg Balestrero, CEO, PMI Today, 2002. “In John’s role as the leader of PMI’s OPM3 program, he has immeasurably contributed to the growth of the profession,” Becky Winston, J.D., Chair of the Board of Directors, PMI Today, 2002. Having created OPM3© (an international standard in project, program, and portfolio management), John founded OPM Experts LLC, a firm delivering OPM solutions and a leading provider of maturity assessment services. Industry classifications: NAICS 541618 Other Management Consulting and NAICS 611430 Training. John is a member of the adjunct faculty of Emory University’s Goizueta Business School.

John can be contacted at jschlichter@opmexperts.com or frank.john.schlichter.iii@emory.edu.

To view more works by John Schlichter, visit his author showcase in the PM World Library at https://pmworldlibrary.net/authors/john-schlichter/



Implementing 5-hour workdays in Projects Teams

A Challenge and an Opportunity!



By Kumar Sarma

PMP, Prince2, CMQ




Dear Project Professionals!

There has been lot of discussions in organizations about the need to rethink 8-12 hour work days. This can be good opportunity in Projects teams which have strong time constraints imposed on them.

It is very important for project management team to understand that to the team has leave their work desks to learn from what the world has to offer in form of real-life experiences. This can help them to focus and think out of the box for solutions to complex problems which may be required to implement in the projects. For this to happen -we Need to work and challenge the traditional ways of thinking that we have worked with and which continue as age old practices in most organizations even today.

We need to develop and improve our mindsets towards work itself through learning, experimenting and reflection. For this to happen the team should find ways to release their time which is being currently consumed by working in projects alone.  When the most important resource “Time” is released by implementing 5-hour workdays and put to proper use by the team, it fosters culture of Innovation, Experimentation, Innovation among the team members which provides a much bigger benefits to the organization.

Some of the initiatives which can be implemented with extra time gained from implementing 5-hour work days may include – Professional learnings for career and Mental renewal ,sports and games for physical fitness ,Yoga, Meditation, Volunteering for Emotional /social well-being and any other initiatives led by the leaders of the organization themselves. This would very much apply to entrepreneurs/freelancers which can help them to evolve to be well rounded. This in turn can help them in developing their personal brand which in turn would attract possible stakeholders to help them move forward on their mission.


To read entire article, click here


How to cite this article: Sarma, K. (2019). Implementing the 5-hour workday in Projects – Challenge and an Opportunity! PM World Journal, Vol. VIII, Issue XI, December. Available online at https://pmworldlibrary.net/wp-content/uploads/2019/12/pmwj88-Dec2019-Sarma-implementing-five-hour-workweek-in-projects.pdf



About the Author

Kumar Sarma

UAE / India



💫Kumar Sarma helps PASSIONATE and DETERMINED Professionals to Differentiate, and to grow their CAREER and BUSINESS to Higher Levels! 💫 (Principal Consultant |Educator)

Having close to 15+ years of experience in various areas – Portfolio/Program/ Project Management/ Quality/ safety/ Engineering/IT product development/Training/consulting across UAE/GCC/India/Bahrain/Africa/Saudi Arabia. He is involved in multiple roles – As a Portfolio/Program/Project Manager /Principal consultant/Educator/Trainer. He helps ambitious organizations and individuals in achieving higher levels of Excellence which results in better career growth, productivity & profits.

He has good experience in delivering practical solutions to strategic issues, to drive bottom-line impact and rapid results, delivered in a variety of client situations.

He manages and Organizes 2 BIG community initiatives in UAE

Amazing Volunteers https://www.Meetup.com/VolunteerDubai/  (3200 ++ volunteers and 100 ++ social projects)

The MAGIC of THINKING BIG Mastermind Group – https://www.Meetup.com/TheMagicofThinkingBig/ (2900 ++professionals, Entrepreneurs and 200 ++ Knowledge sharing, Networking Events

Do connect to his LinkedIn profile https://www.linkedin.com/in/kumarsarmavedant/ for Mutual win-win Opportunities



China’s Belt and Road Initiative

Challenges for PMOs



By Abid Mustafa




“Who rules the Heartland (Eurasia) commands the World Island;
Who rules the World Island commands the World”
—Mackinder [1]


There is little doubt that China’s Belt and Road Initiative (BRI) stands out to be the most humongous complex programme undertaken in the 21st century. BRI spans 152 countries across Asia, Europe, Africa, the Middle East, and the Americas. As of 2017, some estimates put BRI, as one of the largest infrastructure and investment initiatives in history, encompassing around 68 countries, which comprises 65% of the world’s population and possesses 40% of the global gross domestic. [2, 3]

Such a huge transformational undertaking, which will directly affect the lives of 4.4 billion, has upset several countries. [4] China has constantly played down the geostrategic importance of BRI and has asserted that BRI is about “a bid to enhance regional connectivity and embrace a brighter future”. [5] Meanwhile, America has emerged as BRI’s chief opponent, and regards the initiative as displacing America’s primacy in Eurasia.

By 2049, 1700 initiatives valued at $1 trillion have to be delivered, and this may present an insurmountable challenge for programme management offices (PMO)s, programme and project managers. [6] Added to BRI’s gigantic scope and difficulty is vigorous American opposition, which poses a significant risk to the longevity and success of such an enormous programme.

Notwithstanding the foregoing challenges, the existing body of programme management knowledge is more than adequate to deliver BRI on time, within budget, according to specification and with the intended business benefits. While it is difficult to imagine the BRI operating without PMOs (centralized executive programme management office (EPMO) liaising with distributed programme/project management offices), this article intends to address some of the consideration the EPMO may instigate in the implementation of such an initiative.


To read entire article, click here


How to cite this article: Mustafa, A. (2019). China’s Belt and Road Initiative: Challenges for PMOs; PM World Journal, Vol. VIII, Issue XI, December. Available online at https://pmworldlibrary.net/wp-content/uploads/2019/12/pmwj88-Dec2019-Mustafa-Chinas-Belt-and-Road-Initiative.pdf



About the Author

Abid Mustafa

Dubai, UAE




Abid Mustafa is a seasoned professional with 20+ years’ experience in the IT and Telecommunications industries, specializing in enhancing corporate performance through the establishment and operation of executive PMOs and delivering tangible benefits through the management of complex transformation programs and projects. Currently, he delivers complex digital transformation initiatives in the MENA region. His currently specialty is robotic process automation (RPA) and conversational artificial intelligence (CAI).

Mr. Mustafa is currently based in Dubai and can be contacted at corporatethinking@hotmail.com.



Adding Value to Earned Value:

The PISA P (PI) Chart[1] for Monitoring Project Implementation



By Dr Kenneth Smith

Hawaii, USA



This article is a companion-piece to a previous Journal article on Earned Value,[2] and introduces a new graphic for monitoring & reporting integrated project schedule and cost performance status.

Every pedestrian Project Manager knows there are nine (9) different combinations in which a project can be during implementation with respect to its work schedule and budget, four of which are good, four mixed (good & bad) and one bad; as depicted in the following chart:

But Project Management Professionals (PMP)® of PMI[3] and other organizations familiar with the Earned Value Methodology (EVM) know better!  Actually, thirteen (13) Schedule & Budget status combinations are possible.  Unless recognized the additional four can result in invalid cost performance assessments, reports, inappropriate recommendations, and executive management decisions which in turn trigger detrimental ‘vicious cycle’ actions that exacerbate the current situation.

These four (4) additional combination conditions are often unrecognized because rather than monitoring the budget and actual cost for the work performed – i.e. whether completed ahead or behind schedule — traditional financial management focuses its attention on the time-phased budget for accomplishing work.

If the project stays ‘on schedule’ during implementation, Figure 1 accurately depicts the situation.  However, in most other instances, the possibility of ‘False Positives’ or ‘False Negatives’ exists.  For instance, if project work is completed ahead of schedule, even if ‘on budget’ it will entail utilizing its budget earlier than scheduled.  Similarly, if project work is delayed, the likelihood is that the project should not yet have incurred the cost budgeted for its accomplishment.  These possibilities are depicted in Figure 2, below.


To read entire article, click here


How to cite this article: Smith, K. (2019). Adding Value to Earned Value: The PISA P (PI) Chart for Monitoring Project Implementation, PM World Journal, Vol. VIII, Issue XI, December. Available online at https://pmworldlibrary.net/wp-content/uploads/2019/12/pmwj88-Dec2019-Smith-adding-value-to-earned-value.pdf



About the Author

Dr. Kenneth Smith

Honolulu, Hawaii




Dr. Kenneth F. Smith has been a project management consultant for ADB, the World Bank, and USAID for decades. He earned his DPA (Doctor of Public Administration) from the George Mason University (GMU) in Virginia and his MS from Massachusetts Institute of Technology/MIT (Systems Analysis Fellow, Center for Advanced Engineering Study). A long-time member of the Project Management Institute (PMI) and IPMA-USA, Dr. Smith is a Certified Project Management Professional (PMP®) and a member of the PMI®-Honolulu Chapter.

Ken is the author of Project Management PRAXIS: A Treasure Trove of Practical Innovations to Classic Tools and Techniques for Planning, Monitoring & Evaluating Projects, Programs and Portfolios for “Quick and Easy” application by Project Management Practitioners.  (Available from Amazon)

Dr. Smith can be contacted at kenfsmith@aol.com


[1] PISA PI: Project Implementation Status Altimeter   Performance Indicator Chart

[2] Smith, K. F. (2019). Understanding & Applying Earned Value: A ‘Quick & Easy’ Approach for Monitoring Project Implementation, PM World Journal, Vol. VIII, Issue V, June.

[3] The international Project Management Institute (PMI)®



Sleepless in Project Management


Project Business Management


By Oliver F. Lehmann

Munich, Germany



“If a composer suffers from loss of sleep and his sleeplessness induces him
to turn out masterpieces, what a profitable loss it is!”
Antoine de Saint-Exupéry



Listening to project managers can bring many new insights. Here are results of surveys done over a time of seven years, that show how the profession has changed and what keeps project managers sleepless at night.

Surveys Revisited – What Happened Meanwhile?

An interesting question in project management is, what gives project managers sleepless nights. They have to meet different challenges in different projects. Some projects have static requirements from the onset, in others, they are ever changing, and in a third group, no one can tell the project manager, what these requirements are. Project managers have to find that out.

Another major difference are customer projects versus internal projects. The first are mostly profit centers, the latter cost centers.

How common are these different project types?

One of the greatest inventions of the age of the Internet is the availability to survey groups of people with simple and affordable means. This allows us to gain new knowledge about professions such as project management and adjust offerings for services to them, such as training or writing and publishing articles like this one.

It can be an even more interesting exercise, when the surveys are repeated so that older results get confirmed, or not, and the dynamics of the profession become visible. In this article, I report of such a survey I did between June and November 2019. This article is the first to publish the results that repeat older surveys.

Another opportunity that comes with these surveys is the ability to listen, instead of telling practitioners, what their practice is. While practices are changing, many basic principles are universal. Active listening over surveys are a great way to gather knowledge from that.

I made a decision in spring 2019 to do another survey repeating older ones. Here are the results.


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. (2019). Sleepless in Project Management; Series on Project Business Management; PM World Journal, Vol. VIII, Issue XI, December.  Available online at https://pmworldlibrary.net/wp-content/uploads/2019/12/pmwj88-Dec2019-Lehmann-Sleepless-in-PM-PBM-series-article2.pdf



About the Author

Oliver F. Lehmann

Munich, Germany




Oliver F. Lehmann, MSc., PMP, is a project management author, consultant, speaker and teacher. 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 five years as the President of the PMI Southern Germany Chapter until April 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 “Situational Project Management: The Dynamics of Success and Failure” (ISBN 9781498722612), published by Auerbach / Taylor & Francis in 2016 and ofProject Business Management” (ISBN 9781138197503), published by Auerbach / Taylor & Francis in 2018.

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



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