Welcome to the New PM World Journal


The Crash, March Madness, Recovery, Lessons Learned and… Welcome to the 80th edition of the PM World Journal


By David L. Pells

Editor / Publisher

Addison, Texas, USA



Welcome to the April 2019 edition of the PM World Journal (PMWJ). This is the 80th edition of the PMWJ; unfortunately, we broke the string of consecutive monthly editions with the cancellation of the March edition following our fatal website crash on 1 March.  We have taken this opportunity to also make a few changes in both the journal and the production process, as explained below. So welcome to the new PMWJ.

For those of you who have been readers and contributors over the years, you will not notice many changes.  For those who are new to the PMWJ, I want to clarify that our mission is to promote knowledge sharing and continuous learning related to program and project management (P/PM).  We publish a wide range of articles, papers and reports each month from authors around the world.  We take pride in the global nature of our content, as reflected again this month with 45 works by 36 different authors representing 19 different countries.  Our readers are also located in dozens of countries worldwide, even though the PMWJ is primarily an English language journal.  We think the PMWJ may be the most diverse publication serving the PM world.

Now what in the heck happened in March?

          The Crash! And a look under the hood

As most of you may know, we produce, operate and maintain two information-based websites: the PMWJ at www.pmworldjournal.net and the PM World Library (PMWL) at www.pmworldlibrary.net.  The PMWJ is an online digital publication containing 35-45 new articles and papers each month related to P/PM; it has been published since August 2012. All works published in the PMWJ are then archived in the PMWL, which has grown to now contain more than 2900 works by 1300+ authors.  The PMWL has also been expanded to contain access to a great deal of additional educational information.

We use WordPress as the digital platform for creating and managing both websites. Up until March 2017, our websites were hosted on a dedicated server provided by a major US internet service provider.  With the help of an offshore consultant, in early 2017 we migrated to “the cloud” in order to save money (a very significant savings, actually!).  Our new configuration included databases hosted by an infrastructure-as-a-service (IAAS) provider, with dual servers in Europe and the USA.  We also enabled a digital networking service (DNS) company to provide front-end caching, distribution and security functionality.  Responsiveness of both websites increased while costs went down.  It worked fine for two years.

On Friday, 25 February, while attempting to upgrade WordPress to the latest version for the PMWL, the server connection was lost; visitors all saw a 501 Error Message.  The site was down.  The problem seemed to reside with our (cloud-based) IAAS server hosting company.  Our tech support advisor began to research the problem, started a “ticket” with the server provider’s tech support team, asked questions and tried to follow their advice.  Guidance seemed to require a rebooting of the servers that were hosting our two databases. At 10:07 p.m. central U.S. time on Friday, March 1st, the server reboot button was pushed.

Until that time, the PMWJ website had not been affected.  When the server reboot occurred, the PMWJ site went down as well.  I was unaware of this fact until the next morning.  Meanwhile, our tech support advisor was trying to bring the PMWL site back up.  By the end of the weekend, it became clear that as a result of the server reboot, both website databases had been completely wiped out.

March Madness & Recovery

Since its creation in 2012, the PMWL website has been backed up on a daily basis using VaultPress, a security plugin for WordPress websites.  While the restore capability seemed to exist, we were still unclear about what had happened and whether the cloud-based server host was functioning properly.  Why had the site crashed in the first place?

For the PMWJ however, we had apparently not implemented VaultPress.  I think I had long been under the impression that the one VaultPress account covered both websites.  I was wrong.  The journal website was not backed up properly.  It also turned out that the IAAS provider also does not backup their servers for clients (which I found incredible and very hard to believe).

While our tech support consultant worked to restore the PMWL site with help from VaultPress, I began to communicate with the IAAS company that had the cloud-based servers that had been hosting our databases.  I opened a “ticket” and began questioning the loss of our database; daily answers led nowhere.  They denied having any responsibility for the loss, denied having the ability to recover any of our data, and basically shrugged off our disaster. They provide no telephone support, nor even provide a telephone number for the company (which is apparently based in New York). It became very very frustrating.


To read entire welcome article, click here



About the Author

David L. Pells

Managing Editor, PMWJ
Managing Director, PMWL


David L. Pells is Managing Editor and publisher of the PM World Journal (www.pmworldjournal.com) and Managing Director of the PM World Library (www.pmworldlibrary.net). David is an internationally recognized leader in the field of professional project management with more than 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 nuclear 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); and Russian Project Management Association.  Since 2010 he is an honorary member of the Project Management Association of Nepal.

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

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



April 2019 PM Report from Italy

The People of Project Management in Italy; PM Certifications in Italy (Project Management Update from Rome)



By Massimo Pirozzi

International Correspondent

Rome, Italy



Project Management in Italy

End of March 2019


This forth Regional Report includes an updated overview, including some analysis, about the people of Project Management in Italy, and, in its second part, an outline about Certifications in Italy, including an interesting contribution by Vito Introna, Associate Professor at University of Rome Tor Vergata.


If we consider the number of Certifications in Project Management that have been issued in 2018 as the best objective Key Performance Indicator of Project Management discipline, as may be it is appropriate, all figures confirm the extremely positive trend of last years: indeed, the overall number of certified Project Management practitioners plenty exceeded 20.000¹, and the 2017’s trend of about 15% increase, which has been the greatest of all time in Italy, was almost confirmed.  Approximately, while project management certifications started to be released in Italy 20 years ago, almost 2/3 of them has been issued in last five years: in particular, about 52% of total 20.000 certifications have been released by Istituto Italiano di Project management, ISIPM in short, 40% by PMI, and 8% by IPMA, respectively. In general, considering the total number of certifications, about 60% are Basic (ISIPM-Base, CAPM, etc.), while 40% are Advanced (PMP, ISIPM-Av, etc.). In 2018, there were more than 2.000 Basic Certifications (96% ISIPM-Base, 4% CAPM), and almost 1.000 Advanced Certifications (about 70% PMP, 30% ISIPM-Av): it is absolutely remarkable both that ISIPM exceeded significantly the number of 10.000 certifications, and that, in few years, the Certification ISIPM Av succeeded to gain a share of 30% of the market.

From the analytical perspective, 2018 has been characterized by two greatly positive trends: first, a great increase in the number of project management certifications from the Public Administrations, and, second, a significant success of the approach “management by projects”, which uses project management discipline to target higher performances in efficacy and efficiency, not only in managing projects, but in managing operations and/or processes, too.


The National Certifications of the Italian independent Istituto Italiano di Project Management (Italian Institute of Project Management, ISIPM for short), i.e. the Basic ISIPM Base and the Advanced ISIPM Av, are both coherent with International Standards, as ISO 21500:2012 and  PMBOK® GUIDE Sixth Edition, while ISIPM Av, moreover, conforms to ISO 21500. In general, the major Project Management Associations that operate in Italy are the National ISIPM, the International Project Management Institute, which is structured in three Chapters (PMI Northern Italy Chapter, PMI Central Italy Chapter, PMI Southern Italy Chapter), and also the International Project Management Association (IPMA), which is represented by its Member Association IPMA Italy. Each of these three organizations offers its own certification path in Project management, both at Basic and Advanced Levels: it can be interesting to notice that, in all Europe, in terms of Advanced Certifications, ISIPM, together with the largest National Association, the British APM – Association for Project Management, are the only National Project Management Associations that provide a “National Independent Certification Path”.


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


How to cite this report: Pirozzi, M. (2019). Project Management in Italy: 2019 PM Report from Rome, PM World Journal, Vol. VIII, Issue III (April). Available online at: https://pmworldlibrary.net/wp-content/uploads/2019/04/pmwj80-Apr2019-Pirozzi-4th-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/



How Successful Organizations Implement Change



Book Title:  How Successful Organizations Implement Change  
Author:  Edited by Emad E. Aziz and Wanda Curlee
Publisher:  Project Management Institute
List Price: $44.95
Format:  Paperback, 354 pages
Publication Date: October 2017
ISBN: 9781628253863
Reviewer: Ava C. Jones, MSc, PMP, DTM
Review Date: January 2019




The Project Management Institute (PMI) published Managing Change in Organizations:  A Practice Guide (2013) to provide real-world advice on change management.  How Successful Organizations Implement Change is intended to expand on that practice guide by offering lessons learned, best practices, know-how and insights to organizational change management professionals.

How Successful Organizations Implement Change is a collaborative work designed to help practitioners increase their effectiveness in delivering value to stakeholders during organizational change efforts.  The authors solicited input, stories and advice from multiple subject matter experts across a wide variety of industries.  The result is a compilation of best practice guidance, tips, tools and techniques designed to ensure the reader can lead any change effort, large or small, to a successful outcome.  It aligns with PMI’s Managing Change in Organizations:  A Practice Guide (2013) and integrates concepts of organizational change management with organizational project management.  This book is meant to be an ongoing resource for both current and future change leaders.

Overview of Book’s Structure

How Successful Organizations Implement Change consists of 14 Chapters, each written by a different contributor. Each contributor is a seasoned professional with up to 30 years of practical experience gained around the world in Spain, France and the United States.

This book is loosely organized in three parts and the material is arranged as follows:

ABOUT THE CONTRIBUTORS: describes the credentials and experience of each subject matter expert.

PREFACE: describes the background and intent of the book along with an overview of each chapter.

PART I includes Chapters 1 through 4 and summarizes the history of project management, explains the complexities of organizational change management, and explains the importance of organizational agility.

PART II includes Chapters 5 through 10 covering the change process, how agile approaches can help implement change, how organizational culture impacts change, the role of stakeholders, key measurements, and ways to sustain organizational change after implementation.

PART III includes Chapters 11 through 14 and discusses building and leading the change team, the importance of sponsors, and concluding with an overview of organizational change as it relates to portfolio, program and project management.

This book is written and formatted in textbook style with end of chapter review questions.  Answers are provided at the end of the book and checklists and templates are also included for practical use.


How Successful Organizations Implement Change takes the reader on a journey from the beginnings of project management through today’s intersection with change management.  It provides detailed guidance through genuine case studies and business examples that demonstrate the do’s and don’ts of change management.


To read entire Book Review, click here



About the Reviewer

Ava C. Jones, MSc, PMP, DTM

Washington, DC  USA


Ava C. Jones is a Sr. Project Controls Manager for the Information Technology (IT) office of the Washington Metropolitan Area Transit Authority (WMATA).   She provides governance, oversight, and tracking support for an IT project portfolio with a combined budget of over $100 million.  Her professional background includes project management, training, software development, and systems analysis.  Ava holds a MSc in Technology Management, is a certified Project Management Professional (PMP), and is also a Distinguished Toastmaster (DTM).  Ava lives and works in the Washington, DC Metro Area in the United States.

Ava can be contacted at https://www.linkedin.com/in/avacjones/


Editor’s note:  This book review was the result of a partnership between the publisher, PM World and the PMI Silver Spring Maryland Chapter. Authors and publishers provide the books to PM World; books are delivered to the PMI Silver Spring Chapter, where they are offered free to PMI members to review; book reviews are published in the PM World Journal and PM World Library.  PMI Silver Spring Chapter members can keep the books as well as claim PDUs for PMP recertification when their reviews are published.  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.net.



Effectual Project Management:

Thinking Like an Expert Entrepreneur


Advances in Project Management


By Laura Mathiaszyk, PhD, Prof Christine Volkmann and Prof Stuart Read

Germany and USA



The most complex of them all?

Quick – think of a complicated project. Did implementing an ERP system in a large organization come to mind? Maybe developing a next-generation high technology product? How about starting a new venture? The new venture might not have been your first intuition. But take a step back and consider it. It represents the ultimate complicated project. All the complicated projects rolled up into one mega-complicated project. That new venture needs a new product or service. It needs an ERP system. It needs a strategy and a customer generation/retention process. It needs marketing and finance and human resources … and the list continues. Much work has sought to bring ideas and processes from project management to entrepreneurs, but surprisingly little has gone the other direction. In this article, we seek to expose a few things entrepreneurs, in many ways super-project managers, have learned from starting ventures, and translate them back into ideas for managing projects in larger organizations. As we do, it is important to appreciate one additional complexity borne by the entrepreneur. Aside from the broad aspiration of building a venture, the goals of the project (the venture) are uncertain at the start and can be subject to constant revision as the project unfolds. As such, the tools and approaches learned by expert entrepreneurs may be extremely valuable to project managers facing similar levels of uncertainty.

Corporate projects and entrepreneurial projects

Useful tools help capture relevant information, enable managers to strategize and facilitate a plan that fits project target, context and surrounding conditions. Thereby, tools differ in various aspects. Projects that have a fixed goal or objective use tools to sequence the steps and follow the most efficient linear, or causal logic (please see Figure 1; Traditional Waterfall). In situations of greater ambiguity, breaking a big project down into smaller “sprints” enables manageable work increments and allows for project objectives to evolve after the project has begun, by implementing agile or dynamic cycles (please see Figure 1; Agile or Scrum). But entrepreneurs face a far more open-ended problem. In addition to managing a different project for each function in the organization, it is unclear at the outset what the startup will end up doing. Certainly the objective is to create a viable venture, but that is a very broad goal. More than 90% of new ventures end up doing something different than the idea they started with (Reynolds, Carter, Gartner, & Greene 2004), so the notion entrepreneurs write a business plan and execute it in a systematic and organized fashion is naïve. Instead, the entrepreneurial approach to a project starts with the resources readily available at hand, explicitly incorporates feedback loops into the process, and functions atop elements within the control of the entrepreneur (Sarasvathy & Dew 2005). A stylized representation of the entrepreneurial approach is contrasted with the traditional and agile approaches to project management in the diagrams in Figure 1.

Figure 1: Contrast of traditional, agile and entrepreneurial project approaches

What expert entrepreneurs learn

Within the entrepreneurship literature, scholars have been fascinated to understand how experts in the domain think. Effectuation (Sarasvathy 2001) offers a clear and well-researched foundation of entrepreneurial expertise that we develop and apply to project management. Effectuation was induced from a cognitive science study of 27 entrepreneur founders (started multiple ventures, taken at least one to $250m in sales, spent more than 15 years in the domain). The central finding in effectuation is expert entrepreneurs focus on elements within their control “to bring about effect”, i.e. shape, develop, initiate, and create beneficial outcomes. Effectuation contrasts with causal or linear processes that build on prediction, goal-setting and forecasting. The general explanation for why expert entrepreneurs learn effectual heuristics is connected with their domain. New venture creation is an inherently uncertain activity, where (market) analyses are expensive and insufficient because of high complexity and unknown dynamics. In such a domain, predictions offer the entrepreneur limited meaningful input, so the entrepreneur adopts alternative heuristics. The entrepreneurial approach diagrammed in Figure 1 assumes the environment is constructible through the actions of the entrepreneur and her committed stakeholders, and enables project goals to emerge as negotiated residuals of stakeholder commitments.


To read entire article, click here


Editor’s note: The Advances in Project Management series includes articles by authors of program and project management books published by Routledge worldwide. Information about Routledge project management books can be found here.

How to cite this paper: Mathiaszyk, L., Volkmann, C., Read, S. (2019). Effectual Project Management: Thinking Like an Expert Entrepreneur, PM World Journal, Vol. VIII, Issue III (April). Available online at https://pmworldlibrary.net/wp-content/uploads/2019/04/pmwj80-Apr2019-Effectual-Project-Management-advances-series-article.pdf



About the Authors

Dr. Laura Paulina Mathiaszyk

Essen, Germany



Laura P. Mathiaszyk, Dr. sc. oec. (scientiarum oeconomicarum), is a social entrepreneur and founder of the Eco- and Adventure Travel Business TRAIL.VIEW. In addition, she manages projects supporting cultural diversity, integration and women’s empowerment. Her doctoral research at the Schumpeter School of Business and Economics, University of Wuppertal (Germany) focused on effectuation. Building on her consultancy experience, her thesis offers an investigation of how effectuation helps corporations deal with uncertainty.  Dr. Mathiaszyk can be contacted at laura@trail-view.de


Prof Christine Volkmann

University of Wuppertal
Wuppertal, Germany


Christine Volkmann is a Professor at the Schumpeter School of Business and Economics, University of Wuppertal (Germany) and head of the UNESCO Chair in Entrepreneurship and Intercultural Management. She is also a director of the Institute for Entrepreneurship and Innovations Research (IGIF) and executive committee member of the interdisciplinary Jackstädt Research Center for Entrepreneurship and Innovation. Her research focusses on Social Entrepreneurship, Entrepreneurial Ecosystem, Academic Entrepreneurship, Entrepreneurial Leadership and International Entrepreneurship.  Prof Volmann can be contacted at volkmann@wiwi.uni-wuppertal.de


Prof Stuart Read

Willamette University
Salem, Oregon, USA


Stuart Read is a Professor at the Atkinson Graduate School of Management, Willamette University, Salem, Oregon, USA. His research is focused on effectuation. Derived from practices employed by expert entrepreneurs, effectuation is a set of heuristics that describe how people make decisions and take action in situations of true uncertainty. As uncertainty is pervasive across all aspects of firms, markets and organizations, his work on effectuation applies to, and has been published in a variety of disciplinary areas. Prof Read can be contacted at sread@Willamette.edu




The entrepreneurship advantage:

Looking in new places


Advances in Project Management


By Prof Darren Dalcher

Director, National Centre for Project Management
Lancaster University Management School

United Kingdom



The notion of entrepreneurship has attracted considerable interest within management and business since its first appearance in 1437 (Westhead & Wright, 2013; p. 4) and its more popular and common use through the pioneering writing of Jean-Baptiste Say (1803). Yet, while entrepreneurship seems to imply novel projects and undertakings in challenging new contexts, it is very seldomly invoked in project management dialogues. One might have expected the relative proximity between the disciplines to have resulted in greater commonalities and sharing, however in reality the project management community has remained somewhat oblivious to advances in entrepreneurship and to the potential for inter-disciplinary collaboration.

What is this thing called entrepreneurship?

Entrepreneurship is not an easy concept to nail down, and many alternative definitions have been proposed. Entrepreneurship is often associated with the starting and running of new businesses. Westhead & Wright (2013; p. 1) suggest that entrepreneurs can be ‘vital agents of innovative change whose actions lead to the creation of new firms. They can also transform existing firms to exploit economic and socially beneficial opportunities.’

Entrepreneurship has been associated with the creation of something new or different, including new enterprise (Lumpkin & Dess, 1996), new organisations (Low & Macmillan, 1988), as well as new ventures, new markets, and new opportunities (Read et al., 2017). Shane & Venkataraman, identify entrepreneurship as ‘the scholarly examination of how, by whom, and with what effects opportunities to create future goods and services are discovered, evaluated, and exploited’. (2000; p. 218).

Entrepreneurs are often associated with promoting and creating new economic development and social well-being. However, whilst entrepreneurs are linked to ‘generating’ new sources of competitive advantage, their actions can also play a part in ‘destroying’ or replacing older firms, traditions, occupations and jobs. Indeed, Davidsson (2004) positions entrepreneurship as ‘new entry’ through the launching of product, service or business model innovation, as well as ‘imitative entry’, where a new competitor appears on the scene, giving buyers expanded choice opportunities, and thereby threatening established firms. Entrepreneurships can thereby have a wider impact on surrounding systems and environments:

Entrepreneurship can disrupt most industrial sectors, forcing significant changes in product and service offerings, new logistics processes, and new business models.’ (GEM, 2018; p. 16)

Stokes et al. (2010) propose three dimensions of entrepreneurship focused on:

  • the outcomes of entrepreneurship;
  • the processes taken by entrepreneurs; and,
  • the behaviours required by entrepreneurs.

Entrepreneurship can therefore be perceived as a synthesis of the three dimensions, for example, by observing the behaviours undertaken within and alongside the processes of discovery, development and exploitation related to new ventures with a focus on value and outcomes.

Entrepreneurship is thus concerned with emergent phenomena (Stokes et al.; p. 34). Histrich & Peters perhaps best capture the inherent complexity in terms that will chime with the experiences of many project managers:

Entrepreneurship is the process of creating something new with value by devoting the necessary time and effort, assuming the accompanying financial, psychic, and social risks, and receiving the resulting rewards of monetary and personal satisfaction and independence.’  (Hisrich & Peters, 2002; p. 8)

How project management lost its way

In the wake of the Second World War, project management was entrusted with a significant range of intricate and demanding undertakings, often requiring the integration of complex components, sub-systems, systems, projects, programmes and specialisms (Dalcher, 2015; p. 1). Many of the new initiatives were ambitious, unprecedented, and extremely innovative requiring an entrepreneurial mindset, and a systemic approach to match the rising ambition and complexity levels.


To read entire article, click here


Editor’s note: The PMWJ Advances in Project Management series includes articles by authors of program and project management books published by Gower and other publishers in the Routledge family.  Each month an introduction to the current article is provided by series editor Prof Darren Dalcher, who is also the editor of the Gower/Routledge Advances in Project Management series of books on new and emerging concepts in PM.  Prof Dalcher’s article is an introduction to the invited paper this month in the PMWJ. 

How to cite this paper: Dalcher, D. (2019). The entrepreneurship advantage: Looking in new places, PM World Journal, Volume VIII, Issue III (April).  Available online at https://pmworldlibrary.net/wp-content/uploads/2019/04/pmwj80-Apr2019-Dalcher-the-entrepreneurship-advantage.pdf



About the Author

Darren Dalcher, PhD

Author, Professor, Series Editor
Director, National Centre for Project Management
Lancaster University Management School, UK


Darren Dalcher, Ph.D., HonFAPM, FRSA, FBCS, CITP, FCMI, SMIEEE, SFHEA is Professor in Strategic Project Management at Lancaster University, and founder and Director of the National Centre for Project Management (NCPM) in the UK.  He has been named by the Association for Project Management (APM) as one of the top 10 “movers and shapers” in project management and was voted Project Magazine’s “Academic of the Year” for his contribution in “integrating and weaving academic work with practice”. Following industrial and consultancy experience in managing IT projects, Professor Dalcher gained his PhD in Software Engineering from King’s College, University of London.

Professor Dalcher has written over 200 papers and book chapters on project management and software engineering. He is Editor-in-Chief of Journal of Software: Evolution and Process, a leading international software engineering journal. He is the editor of the book series, Advances in Project Management, published by Routledge and of the companion series Fundamentals of Project Management.  Heavily involved in a variety of research projects and subjects, Professor Dalcher has built a reputation as leader and innovator in the areas of practice-based education and reflection in project management. He works with many major industrial and commercial organisations and government bodies.

Darren is an Honorary Fellow of the APM, a Chartered Fellow of the British Computer Society, a Fellow of the Chartered Management Institute, and the Royal Society of Arts, A Senior Member of the Institute of Electrical and Electronic Engineers, a Senior Fellow of the Higher Education Academy and a Member of the Project Management Institute (PMI) and the British Academy of Management. He is a Chartered IT Practitioner. He sits on numerous senior research and professional boards, including The PMI Academic Member Advisory Group, the APM Research Advisory Group, the CMI Academic Council and the APM Group Ethics and Standards Governance Board.  He is the Academic Advisor and Consulting Editor for the next APM Body of Knowledge. Prof Dalcher is an academic advisor for the PM World Journal.  He is the academic advisor and consulting editor for the forthcoming edition of the APM Body of Knowledge. He can be contacted at d.dalcher@lancaster.ac.uk.

To view other works by Prof Darren Dalcher, visit his author showcase in the PM World Library at http://pmworldlibrary.net/authors/darren-dalcher/.



April 2019 PM Update from Buenos Aires

Activities of PMI Chapters in Argentina (Project Management Report from Argentina)



By Cecilia Boggi, PMP

International Correspondent

Buenos Aires, Argentina








Beginning of Activities in PMI Chapters from Argentina

Summer ends, students return to their classes and PMI Chapters start their year’s activities.

This year is being presented with much movement in PMI Buenos Aires Argentina Chapter. During March, several events have already taken place, starting with the first meeting of the Community of Interest of Female Leadership in Project Management, which I am honored to lead myself, which took place last Wednesday, March 6th. With the participation of active members of this community, in this first meeting we worked on the objectives and the agenda of this year, we reviewed value proposal for the members and began to plan and approach projects.

Meetings of the Communities of Interest of Technology and Telecommunications Infrastructure and Community of Interest in Public Projects were also held during March, on Tuesday, March 19th, and Monday, March 25th respectively.

PMI Buenos Aires Chapter usually has a large audience through its communities of interest since it allows professionals to share their experiences, knowledge and lessons learned, as well as to investigate and generate new knowledge on topics of interest.

In addition to these meetings, PMI Buenos Aires Chapter has held a PMP® and CAPM® Certification Support Seminar on Thursday, March 14th; a PMI Volunteering Induction meeting, facilitated by Engineer Ana María Rodríguez, Director of Volunteers of Chapter Board of Directors, on Wednesday, March 27th; and an Introductory Mindfulness Workshop for chapter members on Thursday, March 28th.

Photo: First Meeting of the Community of Practice of Feminine Leadership in PM of PMI Buenos Aires, Argentina Chapter

Eight meetings of communities of interest have been programmed for April, corresponding to the Feminine Leadership, Business Analysis, Strategic Planning, PMO, Public Project Management, Government Projects, Construction and Agile communities. I recommend seeing all the dates on the website of the PMI Buenos Aires Chapter: www.pmi.org.ar

As it can be appreciated, Chapter’s volunteers are strongly involved with professional development, bringing current topics to local project management community and maintaining the relevance of being part of this global community that is PMI.


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


To cite this article: Boggi, C. (2019). Project Management Report from Argentina, PM World Journal, Vol. VIII, Issue III (March). Available online at https://pmworldlibrary.net/wp-content/uploads/2019/04/pmwj80-Apr2019-Boggi-argentina-regional-report-English.pdf or https://pmworldlibrary.net/wp-content/uploads/2019/04/pmwj80-Apr2019-Boggi-argentina-regional-report-spanish.pdf



About the Author

Cecilia Boggi

International Correspondent
Buenos Aires, Argentina



Cecilia Boggi, MBA, PMP, CSM is founder and Executive Director of activePMO, giving consulting services and training in Project Management and Leadership skills in Argentina and Latin America.

Graduated in Computer Science from Universidad de Buenos Aires, Argentina, she has managed software development projects and PMO implementation projects for more than 25 years both in the government and private sector, in different countries in Latin America.

Cecilia has an Executive Master in Business Administration from the Universidad Francisco de Vitoria, Spain and also has graduated from an Executive Program in Business Management at Universidad del CEMA, Argentina.

She holds the Project Management Professional (PMP®) credential since 2003, is certified as SDI Facilitator from Personal Strengths©, is a Professional Executive Coach accredited by Association for Coaching, UK, PMO-CP from PMO Global Alliance, Certified Scrum Master (CSM) form Scrum Alliance and alumni of the PMI Leadership Institute Master Class 2012.

Ms. Boggi is Past President of the PMI Buenos Aires Argentina Chapter, and is a founding member of the PMI Nuevo Cuyo Chapter and PMI Santa Cruz Bolivia Chapter.

She was PMI’s Mentor for Region 13, Latin America South, for the years 2014-2017.  Cecilia participated in the development of PMI’s PMBOK® Guide 5th Edition, leading the Chapter 9, Human Resource Management, content team; she is professor of Project Management and Leadership in some Universities and Business Schools in Latin America.

She can be contacted at Cecilia@activepmo.com and www.activepmo.com

To view other works by Cecilia Boggi, visit her author showcase in the PM World Library at http://pmworldlibrary.net/authors/cecilia-boggi/.



The Project Stakeholder Management

and Engagement Strategy Spectrum: An Empirical Exploration



by Aurangzeb Z. Khan

Department of Management Sciences
COMSATS Institute of Information Technology
Islamabad, Pakistan


Miroslaw J. Skibniewski and John H. Cable

Project Management Center for Excellence
James A. Clark School of Engineering
University of Maryland
College Park, Maryland, USA



Project stakeholders are now universally acknowledged as a prime critical success factor on every complex project. Hence, and especially for key decision-makers of projects, a pro­found knowledge of practical strategies and measures which can be applied to effectively and efficiently manage and engage their stakeholders, both primary and secondary, is essential. Doing so can significantly reduce threats, existential or otherwise, to their projects on the one hand while helping the projects benefit considerably from the sustained support, encou­rage­ment and goodwill of their stakeholders on the other.

Experience with large and complex construction and civil infrastructure projects shows that in general much ignorance currently still prevails about how stakeholders should be managed and engaged appropriately in this important field. The many observed and often avoidable conflicts which arise and linger on or escalate over time between such projects and their stakehol­ders and the frequent and surprising ineffective stakeholder management and engage­ment still often witnessed is clearly indicative of this knowledge deficiency persisting in practitioner circles. This deficiency appears to have been rarely addressed comprehensively and at sufficient depth in the project stakeholder literature.

Through an analysis of extensive available documentation collected from diverse sources in the public domain on over fifty on-going and completed high-profile construction and civil infra­struc­ture development projects across the globe, as well as on some selected projects in other fields, the authors have explored a broad spectrum of stakeholder management and engage­ment strategies applied in practice. In particular, the authors have focused their attention on seeking out in­no­vative and effective strategies designed to maximize benefit for both the projects and their stake­holders and to thus ensure attainment of a ‘win-win’ situation for both. Through their research the authors hope to deliver insights to project decision-makers and motivate them to significantly improve the quality of their interaction with their stake­holders over time through pursuit of conceptually sound and empirically tested strate­gies which serve the interests of their projects while simultaneously ensuring that the legitimate inte­rests of their stakeholders are duly taken into consideration.

Introductory Comments

In their paper A Governance Framework for Managing and Engaging Project Stakeholders which was presented at the University of Maryland’s first project management symposium in June 2014, the authors proposed and discussed four pillars – i.e., the institutional, instrumental, technical and educational – on which they argued that professional and successful management and engagement of project stakeholders by organizations regardless of their sectoral context (public sector, commercial, not for profit) can rest. For analytical clarity the aut­hors reserved the term ‘manage­ment’ for the project’s dealings with its primary stake­hol­ders and ‘engagement’ for its dealings with its secondary stakeholders – a distinction which is normally not applied in the project stakeholder literature where the terms are often used interchangeably. Both (primary) stakeholder management and (secon­d­ary) stakeholder engagement lie at the end of a complex process which com­mences with project contextua­lization in stakeholder perspective followed by stakeholder iden­ti­fication and a thorough stakeholder analysis, and finally culminating in design and execu­tion of effect­ive and efficient management and engagement strategies which are basically intended to influence stake­holders in favor of the project.

This paper’s objectives are two-fold: First, to propose a practical strategy framework which can assist projects in managing their primary stakeholders and especially in engaging their second­ary stakeholders more effectively because the latter lie out­side the project’s formal control making the task of engaging them comparatively more difficult for projects than managing their primary stakeholders. Second, this paper seeks to acquaint readers with selected exam­ples of excellent stake­holder management and engagement used on projects across the globe, primarily in the field of Construc­tion and Civil Infrastructure Development (CCID), and also in other selected fields. CCID-projects were considered a logical choice for analy­tical focus because pro­jects falling under this broad cate­gory, such as highways, railway, air- and seaports, power stations and electricity transmission infrastructure, oil & gas fields and pipelines, dams, mining, major buildings and industrial facility construction and de­velop­ment and other projects having immense economic significance, typically have highly complex stakeholder patterns which allow many possibilities for the application of creative stakeholder manage­­ment and engage­ment. For this explora­tory research seve­ral pro­jects were carefully reviewed using books, articles in several project and construction management research journals, reports, case studies, project documentation and other published information freely available in the public domain. In addition, a small number of interviews were con­ducted with several project professionals with at least ten years of relevant project experience. Consequently, numerous excellent examples of stakeholder management and engagement emerged but space con­straints must restrict the discussion here to just a handful of them. The examples selected for inclusion in this paper are purely inspira­tional and intended to show project owners, planners and executors how projects may benefit immensely from good and innovative stakeholder management and en­gagement prac­tices, without exces­sively burdening the projects, finan­cially or otherwise. It is hoped that this will not only educate them about the breadth and diversity of good practices used for dealing with stakeholders, but also encourage them to apply their minds creatively to develop and implement good practices on their own projects.


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 2018 University of Maryland Project Management Symposium in May 2018 and included in the conference proceedings.  It is republished here with the permission of the authors and conference organizers.

How to cite this paper: Khan, A.Z., Skibniewski, M., Cable, J.H. (2018). The Project Stakeholder Management and Engagement Strategy Spectrum: An Empirical Exploration; Originally presented at the 2018 University of Maryland Project Management Symposium, May 2018, republished as a Second Edition in the PM World Journal, Vol. VIII, Issue III (April). Available online at https://pmworldlibrary.net/wp-content/uploads/2019/04/pmwj80-Apr2019-Khan-Skibniewski-Cable-Project-Stakeholder-Management-Strategy-Spectrum.pdf



About the Authors

Dr. Aurangzeb Z. Khan

COMSATS Institute of Information Technology
Islamabad, Pakistan



Dr. Aurangzeb Z. Khan is an Assistant Professor in the Department of Management Sciences at the COMSATS Institute of Information Technology in Islamabad, Pakistan. He introduced Pakistan’s first master degree program in project management at his university in the fall semester 2008. His prime areas of research are project stakeholder management, and project monitoring and evaluation, which he teaches to project management graduate-level students.  He can be contacted at aurangzeb_khan@comsats.edu.pk


Dr. Miroslaw J. Skibniewski

University of Maryland
College Park, MD, USA


Dr. Miroslaw Skibniewski is a Professor in the Center of Excellence in Project Management at the University of Maryland.  He is also Editor-in-Chief of Automation in Construction, an international research journal published by Elsevier, and North American Editor of the Journal of Civil Engineering and Management published by Taylor & Francis.  An author/coauthor of over 200 research publications, he lectures on information/automation technologies in construction, construction equipment management, and legal aspects of engineering.  Miroslaw can be contacted at mirek@umd.edu


John Cable

Director, Project Management Center for Excellence
University of Maryland, College Park, MD, USA


 John Cable is Director of the Project Management Center for Excellence in the A.J. Clark School of Engineering at the University of Maryland, where he is also a professor and teacher of several graduate courses in project management.  His program at the University of Maryland offers masters and PhD level programs focused on project management. With more than 1,300 seats filled annually with students from many countries, including more than 40 PhD students, the program is the largest graduate program in project management at a major university in the United States.

John Cable served in the newly formed U.S. Department of Energy in 1980, where he was involved with developing energy standards for buildings, methods for measuring energy consumption, and managing primary research in energy conservation.  As an architect and builder, Mr. Cable founded and led John Cable Associates in 1984, a design build firm. In 1999 he was recruited by the University of Maryland’s Department of Civil & Environmental Engineering to create and manage a graduate program in project management.  In his role as founder and director of the Project Management Center for Excellence at Maryland, the program has grown to offer an undergraduate minor, master’s degrees, and a doctoral program. Information about the Project Management Center for Project Management at the University of Maryland can be found at www.pm.umd.edu.

In 2002, PMI formed the Global Accreditation Center for Project Management Educational Programs (GAC).  Mr. Cable was appointed to that inaugural board where he served as vice chair.  In 2006, he was elected as chairman, a role he held through 2012.  As Chair of the PMI GAC, John led the accreditation of 86 project management educational programs at 40 institutions in 15 countries in North America, Europe, the Middle East, Latin America and the Asia Pacific Region. John was awarded PMI’s 2012 Distinguished Contribution Award for his leadership at the GAC.  He can be contacted at jcable@umd.edu.



Build up your Future



By Alfonso Bucero

Madrid, Spain



I always enjoy professional Congresses and Seminars as speaker but also as an attendee. When I joined PMI twenty-six years ago, I never thought how my professional career as a project manager would be positively affected by attending to professional Congresses worldwide.

Most of my professional life I worked for multinational companies that requested me to do performance evaluations every year. One of the results from those evaluations was my development plan. I was lucky because one of the things my managers did was give me the freedom of choosing the activities that I needed to do to accomplish my objectives. When I discovered PMI in 1992 a big window was opened for me. I can remember that I asked my manager to go to my first Project Management Congress. At the beginning his response was negative, and also he asked me why I wanted to travel so far away. I prepared my arguments and offered him to prepare a report with a summary of my lessons learned in the Congress.

I achieved my goal and I went to my first PMI Congress. It was the beginning a never end story about learning and developing my professional career. In my particular case I met several professionals at PMI Congresses that were key for my career development. More and more every year I prepared my paper submission to contribute and have the opportunity to come back again and again and again. Now after 25 years of PMI membership and almost 20 years as volunteer in different PMI roles I need to say that joining PMI was key for my career success. One of my lessons learned is that “you need to build up your future”. If you do not do it, nobody will. In my first Congress I met a great professional who gave the opportunity to learn from him, who encouraged me to write articles, with whom I have 20 years of friendship and I coauthored four books (Randall L. Englund).

I would like to share with you some best practices that worked for me well building up my future:

  1. Personal Vision: At the end of every year spend some type thinking and writing your PERSONAL VISION, work on what is your vision personally, professionally, socially. Then you will move through your mission and objectives, finalizing with your action plan.
  2. Chose a mentor: You need to choose a mentor. Think about somebody who you are confident with. Somebody who may orient you in your career, somebody ready to listen to you. He or she will not give you all the solutions but will be a great help in your development.
  3. Use your courage: If you want to develop yourself, you need to try to do things you are not still ready to do. Try to do some activities that will allow you to grow as a person but also as a professional.


To read entire article, click here


How to cite this article: Bucero, A. (2019).  Build up your Future, PM World Journal, Vol. VIII, Issue III (April). Available online at: https://pmworldlibrary.net/wp-content/uploads/2019/03/pmwj80-Apr2019-Bucero-build-up-your-future.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/



April 2019 UK Project Management Round Up

Big Ben, Autonomous Ships, the UK Space Race, Lessons Learned (really), BREXIT, Cricket, a Stiff Upper Lip and more



By Miles Shepherd

Executive Advisor & International Correspondent

Salisbury, England, UK




I had hoped to be writing about new projects, successful projects and lessons learned from both project success and failure.  However, as those of you who follow the news from UK will already know, we are in a state of crisis as politicians fail to come to grips with reality.  Much as I dislike the situation, it does require comment, particularly as there are lessons to be learned for project professionals.  That said, there is still proper news of projects.


That symbol of Britain, Big Ben, has partly emerged from it’s wrapping after a year long restoration project.  The North Face is resplendent in gold but the hands and numerals are now in their original shade of blue, after many years in black.  Further goods news comes as the St George’s Shields at the top of the clock are reputed to be returning to their original white and red.  The £61 million project is scheduled for completion in 2021.

Big Ben repinted – Splash News

The Department of Transport has unveiled plans to deal with the plague of potholes on British roads – hoorah!  Some £23 million is being set aside for research that will ‘future-proof’ our roads.  According to press reports, about £1.6 million will go to extend a trial that uses recycled plastic to form a robust surface that is resistant to break up.  Other bright ideas are to use kinetic energy generated by cars driving over plates that drive flywheels to generate power and using thermal energy to prevent roads freezing.

Drone technology is being applied to shipping.  Plans have been released following legislation for ‘enhanced testing’.  Autonomous vessels have been launched previously but the Ministry is trying to increase the take up of this technology as part of the strategic intent of running significantly more freight using autonomous freight technology by 2030.

Autonomous Ship – Rolls Royce concept

The UK space race is hotting up.  This might surprise some readers but we have a National Space Agency which has just released its report on the wider benefits of space investments for the UK economy (see https://www.gov.uk/government/news/the-wider-benefits-of-space-investments-for-the-uk-economy for details.  However, as previously reported, we also have plans for a space port.  Provisionally based at A’Moine in the extreme north west of Scotland, the Government awarded £30 million in 2018 to develop Space Hub Sunderland.  However, a rival has entered the race as Shetland Space Centre (SSC) emerged as a contender as it announced a joint deal with ArianeGroup, the French aerospace group.  Based at Unst, at former RAF Saxa Vord on Unst, UK’smost northerly island


To read entire report, click here


How to cite this report: Shepherd, M. (2019).  April 2019 UK Project Management Roundup, PM World Journal, Vol. VIII, Issue III (April).  Available online at https://pmworldlibrary.net/wp-content/uploads/2019/04/pmwj80-Apr2019-Shepherd-UK-Project-Management-Round-Up2.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/.



Finland Project Management Roundup for April 2019

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 4000 individual and over 600 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. Please navigate to www.pry.fi/en , https://www.oppia.fi/events/3pmo/?lang=en and www.projektipaivat.fi for general information on PMAF and its annual events.


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

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

PMI Chapter Finland organizes an annual conference in the spring. In 2019 the conference takes place on May 23rd, with an overarching theme “Inspire”. Please navigate to www.pmifinland.org and www.conference.pmifinland.org for general information on the PMI Finland Chapter and the 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, has been granted operation permit in March. The operation permit was granted by the Finnish Government, following a statement by Säteilyturvakeskus (STUK), the Radiation and Nuclear Safety Authority in Finland, saying that it is safe to commission the unit. This is a historical step towards starting up the plant. This is not, however, the final permit required, as one more permission needs to be granted by STUK before the reactor of Olkiluoto 3 can be loaded with nuclear fuel.

The delivery of Olkiluoto 3 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 has agreed to compensate 450 M€ assuming the power plant is fully operational by the end of 2019. If the plant is 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.

Once completed, Olkiluoto 3 will be the largest nuclear power plant in the world. TVO has been understandably disappointed about the fact that the plant is almost 200 % over original budget and more than 10 years behind the original time schedule.


To read entire report, click here


How to cite this report: Vaskimo, J. (2019). Finland Project Management Roundup, PM World Journal, Vol. VIII, Issue III (April).  Available online at https://pmworldlibrary.net/wp-content/uploads/2019/03/pmwj80-Apr2019-Vaskimo-Finland-Project-Management-Roundup-report2.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/


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