Talent Management, The Leadership Edge

 

Positive Leadership in Project Management

SERIES ARTICLE

By Frank Saladis, PMP, PMI Fellow

New York, NY, USA

 


 

You probably have noticed that there is a steady stream of books that show up on the radar screens of project managers, executives and managers in general. I recently saw post that said over 400 leadership books are published every year. It becomes a real challenge to keep up with this endless supply of information.

There is so much useful information that we sometimes find ourselves in a true overload. We deal with books, articles, email, phone calls, meetings, webinars, news briefs, memos, elevator discussions, pre –meeting meetings and post meeting meetings on much more. The question is “how does anyone find the time to read the books and white papers that could really help make a difference in our performance?

I think that people who are strong leaders or who are aspiring to be leaders know when to take a look at a new book. Sometimes the title of the book is enough to peak one’s curiosity. Occasionally there is a need to find a new topic to discuss or a new idea to bring to a meeting. While I was searching for information for a presentation, I noticed a book entitled “The Talent Powered Organization” by Peter Cheese, Robert J. Thomas, and Elizabeth Craig, published by Kogan Page. This book’s title clearly identified a major challenge that many, if not most, organizations are facing today. The need to obtain and retain the talent needed to keep an organization healthy and growing.

The changing economic climate, the rise of third world nations, and the effect of globalization is continually changing the way business is managed. The work force is changing with baby boomers exiting and setting their sights on retirement and fresh college graduates (Millennials as they are referred to) with a different work ethic and set of priorities making their way into mainstream business. During these changes, many companies are looking for the talent they need to manage in a diverse, client driven, severely competitive environment.  The greatest challenge for today’s business leaders is to find the talent they need, engage that talent quickly to generate enthusiasm about the business, and create an environment that encourages loyalty and commitment. Basically what this amounts to is, according to authors Cheese Thomas, and Craig, the strategic value of talent.

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Editor’s note: This article is one in a series on Positive Leadership in Project Management by Frank Saladis, PMP, PMI Fellow, popular speaker and author of books on leadership in project management published by Wiley and IIL in the United States. Frank is widely known as the originator of the International Project Management Day, the annual celebrations and educational events conducted each November by PMI members, chapters and organizations around the world.

How to cite this paper: Saladis, F. (2019). Talent Management, The Leadership Edge: Positive Leadership in Project Management series article 1. PM World Journal, Vol. VIII, Issue VI, July. Available online at https://pmworldlibrary.net/wp-content/uploads/2019/07/pmwj83-Jul2019-Saladis-Talent-management-positive-leadership-series-article1.pdf

 


 

About the Author


Frank P. Saladis

New York, USA

 

 

 

Frank P. Saladis, PMP, PMI Fellow is the Owner/Founder of Blue Marble Enterprizes Inc. and Project Imaginers. Frank is an accomplished leader and contributor in the discipline of project management. He is the author of 12 published books, the past editor of the All PM Newsletter and the author of over 160 project management articles. Frank provides training and consulting internationally and has educated and entertained countless audiences with a special blend of project management knowledge and tasteful humor. He is also an experienced and well-known project management instructor and consultant and a member of the PMI ® Seminars World team of trainers.  Mr. Saladis’ 35 year career includes 28.5 years with AT&T, 3 years with Cisco Systems, and more than 25 years as a professional trainer, facilitator, mentor and keynote speaker.

Frank is the Originator/Founder of International Project Management Day which launched in 2004 and has been growing in recognition yearly. The goal of International Project Management Day is the worldwide recognition of the many project managers and project teams in every industry including nonprofit organizations and health care who contribute their time, energy, creativity, innovation, and countless hours to deliver products, services, facilities, and provide emergency and disaster recovery services in every city and community around the world.

Frank was PMI’s 2006 Person of the Year.  Frank is a Project Management Professional, a graduate from the PMI Leadership Institute Master’s class, and has contributed significantly to the organization’s growth and knowledge base for more than 20 years. His leadership activity within PMI included the position of President of the New York City PMI chapter from 1991-2001, President of the Assembly of Chapter Presidents, and Chair of the Education and Training Specific Interest Group. He received the high honor of the “PMI Fellow Award” in October 2013 and received the very prestigious “PMI Distinguished Contribution Award” in October 2015.

 

The Nature of International Development Projects

 

SECOND EDITION

By Bob Youker

Maryland, USA

 


 

Introduction

International organizations like the World Bank and Governmental and Non-Governmental Organizations (NGOs) plan and implement development projects with the aim of improving living conditions in developing countries.   These projects are different from other types of projects for a number of reasons and the approach to implementation must also be different.  This presentation will define those differences and specify approaches that are necessary for project success.  The paper is based on results of the evaluation processes of the World Bank and on the work of a committee of the PMI International Development Specific Interest Group (SIG) that is developing an International Development Body of Knowledge. (BOK). For a look at a model of how to define different types of projects see my paper presented at PMI Philadelphia in 1999. (Youker, 1999, October)

Definition: What are International Development (ID) Projects?

ID Projects are medium to large size public projects and/or programs in all sectors of developing countries financed by the following types of institutions:

  1. Multilateral Development Banks such as the World Bank and regional development banks (ADB, AfDB, IADB, CDB etc.)
  2. United Nations Associated Agencies (including UNDP, FAO, ILO, WHO, UNIDO etc.)
  3. Bilateral and multi-lateral government agencies (such as USAID, European Union or CDA)
  4. Non-Governmental Organizations (NGOs) (such as CARE, Catholic Relief Services or Save the Children)
  5. Government agencies in developing countries.

Thus, by definition, ID Projects involve a number of different actors including donor agencies, (often more than one), government organizations at several levels, consultants, contractors, trainers, evaluators, researchers, and local beneficiaries including local organizations.

Characteristics of ID Projects

  1. The objectives of ID projects are for economic and social development often involving poverty reduction and the usual profit motive is often missing. The financing agency often has motives and objectives of its own.

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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 2003 PMI Global Congress in Baltimore, MD, USA.  It is republished here with the author’s permission.

How to cite this paper: Youker, R. (2003). The Nature of International Development Projects; originally presented at the PMI Global Congress: North America, Baltimore, Maryland, USA in September 2003; republished in the PM World Journal, Vol. VIII, Issue VI, July 2019.  Available online at https://pmworldlibrary.net/wp-content/uploads/2019/07/pmwj83-Jul2019-Youker-the-nature-of-international-development-projects.pdf

 


 

About the Author


Robert Youker

World Bank (retired)
Maryland, USA

 

 

 

Robert (Bob) Youker is an independent trainer and consultant in Project Management with more than forty years of experience in the field.  He is retired from the World Bank where he developed and presented six-week project management training courses for the managers of major projects in many different countries. He served as the technical author for the bank on the Instructors Resource Kit on CD ROM for a five-week training course on Managing the Implementation of Development Projects.  He has written and presented more than a dozen papers at the Project Management Institute and the International Project Management Association (Europe) conferences many of which have been reprinted in the Project Management Institute publications and the International Journal of Project Management (UK).

Mr. Youker is a graduate of Colgate University and the Harvard Business School and studied for a doctorate in behavioral science at George Washington University.  His project management experience includes new product development at Xerox Corporation and project management consulting for many companies as President of Planalog Management Systems from 1968 to 1975.  He has taught in Project Management Courses for AMA, AMR, AED, ILI, ILO, UCLA, University of Wisconsin, George Washington University, the Asian Development Bank and many other organizations. He developed and presented the first Project Management courses in Pakistan, Turkey, China and across Africa for the World Bank.

A few years ago Mr. Youker conducted Project Management training in Amman, Jordan financed by the European Union for 75 high level civil servants from Iraq who implemented the first four World Bank projects in Iraq. He is a former Director of PMI, IPMA and asapm, the USA member organization of IPMA. Most recently he has been consulting for the US Government Millennium Challenge Corporation on project management training in Africa.  Bob can be contacted at bobyouker@att.net

 

To view other works by Bob Youker, visit his author showcase in the PM World Library at https://pmworldlibrary.net/authors/robert-bob-youker/

 

 

Adaption of selected PMBOK processes

to fit SCRUM developments

 

SECOND EDITION

By Philipp Rosenberger
FH Campus Wien
Vienna, Austria

and

József Tick
Óbuda University
Budapest, Hungary

 


 

Abstract

Project managers managing agile developed IT projects often find themselves in difficult situations. Their frameworks, like PMBOK project management framework of PMI Organizations, demand a deep level of planning, control and active management. On the other side, agile development frameworks like SCRUM demand self-management, flexibility and appreciate change. This article proposes solutions for five PMBOK processes that have been identified as critical in SCRUM development environments in the previous publication Suitability of PMBOK 6th edition for agile-developed IT Projects, by Rosenberger and Tick. The process of “Manage project execution” is adapted by introducing Strike Events; “Work Breakdown Structure Plan creation” and “Scheduling” processes are changed by dividing large backlogs into phases and break down individual phases into Macro and Micro level planning; “Cost Estimation” processes uses velocity of development teams as planning reference; “Developing and Managing Teams” is adapted by introducing the project manager as SCRUM master and if needed apply again the Strike System in case of serious problems. These proposed solutions adapt the classical PMBOK project framework to cope with SCRUM developed project to an “Agile IT Project Management Framework”. These process specific solution results are based on literature research. The actual applicability in agile developed projects and adaptations will researched and applied in a following step of this research topic towards the way of creating an optimized, tailored agile IT project management framework.

Key words: SCRUM, IT-Project Management, Agile, PMBOK

JEL code: M15 (IT-Management)

Introduction

Published in 2001 the agile manifesto (Agile Manifesto, 2001) provided the basis for SCUM framework of agile development in IT projects. The goal was to make development processes more flexible and to achieve early results for customer feedback. But the SCRUM framework as defined in the SCRUM Guide (SCRUM Guide, 2017, Schwaber K.& Sutherland) describes only an agile process of software development. It was not meant to be seen as a project management approach.

But in reality, SCRUM is often used as a “agile project management” framework. By adopting agile tools and methods, or sometimes even just terminologies used in SCRUM organizations pretend to use agile project management approaches, without even deeply understanding the real nature of agile project management. However, these organizations are not being blamed. There is no real finalised “agile IT project management” framework existing at the moment. There are classical project management frameworks like PRINCE2 (Prince 2 Handbook, 2017, Axelos Global Best Practice) or PMBOK (PMBOK-Guide) – Sixth version, 2017,  Project Management Institute, Pennsylvania, USA) of PMI organization. And then there are agile development models like SCRUM, which are used in classic project environments.

So when agile IT project management is defined as classical project management, including an agile development approach, problems can develop due to the fact that these two frameworks focus sometimes on completely different values. This cultural inaptitude, often results in decreased overall project success, problems in communication and understanding of project participants.

Basis and approach for this research

This article sets up the basis for an adapted PMBOK project framework specially focussed on agile, with SCRUM, developed IT projects. PMI organisation already took a first step in this direction by adding an “agile guideline” document to its newest sixth version of the PMBOK framework. But this guideline is only an introduction in agility and agile methods and tools. It does not change the processes defined in PMBOK as such.

To now completely redefine the PMBOK processes and make them suitable for SCRUM developed IT projects two steps need to be taken:

  • Critical areas of the PMBOK processes have to be defined.
  • Solutions regarding these areas have to be investigated, analysed and evaluated

The first step of identifying critical processes has already happened. In the IEEE publication “Suitability of PMBOK 6th edition for agile-developed IT Projects” (Rosenberger P. & Tick J ,2018) five processes have been identified to cause problems:

  • Manage project execution
  • Develop project structure plan
  • Develop project schedule
  • Estimate and define costs based on requirements
  • Develop and manage team

This article now uses these identified critical areas as starting point and proposes approaches to be integrated into the existing PMBOK framework. These proposed solutions are based on existing tools and methods identified by literature research and followed by an assessment of applicability using a KPI evaluation. Please note, that the last step of proofing the applicability of the proposed solutions via a large-scale online survey is yet not finalised and therefore not part of this article.

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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 8th Scientific Conference on Project Management in the Baltic States at the University of Latvia in April 2019.  It is republished here with the permission of the authors and conference organizers.

How to cite this paper: Rosenberger, P. and Tick, J. (2019); Adaption of Selected PMBOK Processes To Fit SCRUM Developments; presented at the 8th Scientific Conference on Project Management in the Baltic States, University of Latvia, April 2019; republished in the PM World Journal, Vol. VIII, Issue VI, July.  Available online at https://pmworldlibrary.net/wp-content/uploads/2019/07/pmwj83-Jul2019-Rosenberger-Tick-pmbok-processes-to-fit-scrum.pdf

 


 

About the Authors


Prof. DI Philipp Rosenberger

Vienna, Austria

 

 

 

Philipp Rosenberger is a professor at FH Campus Vienna at master program technical management focusing on IT project management in an agile development context.  After many years in consulting focussing on technical aftersales and business as well as project management and especially IT project management development in Europe and China, he got into the financial sector, managing the implementation of a current account financial product implementation project at ING DiBa Online bank in Vienna and in parallel starting his own small consulting company ROSCON.at. In his current PhD program Philipp is focussing on improving agile IT project management models. Prof Rosenberger can be contacted at Philipp.rosenberger@fh-campuswien.ac.at

 


Dr. habil József Tick

Budapest, Hungary

 

 

 

Dr. habil József Tick is an associate professor in the Institute of Software Design and Development, at the John von Neumann Faculty of Informatics of Óbuda University, Budapest, Hungary. He received his BSc in Computer Science in 1977, his Master Degree in Meseure- and Controlsystems in 1986, and his PhD degree in Computer Science in 2007 from the University of Veszprém. His research areas are Simulation of controlsystems, Object-oriented Software Development, Software Reuse, User Interface Design and Embedded System-control. He did a one year research in the field of Software Engineering at the Research Centre for Informatics in Karlsruhe Germany. Since 2000 he is the Vice rector of Óbuda University. He is an author and co-author of numerous conference papers; he has given several presentations on national and international conferences. He has acted as a Program and Technical Committee Member on several international conferences. József can be contacted at tick@uni-obuda.hu

 

 

It’s No Longer Enough to Simply Be Agile

 

SECOND EDITION

Johnny D. Morgan, PhD

General Dynamics Information Technology

Washington, DC area, USA

 


 

ABSTRACT

A tremendous amount of literature has been published about the merits of agile development practices.  But in today’s environment, agile development practices are quickly being supplemented with major technology breakthroughs that enhance software quality, improve enterprise performance and provide business resiliency.  This paper describes three major breakthroughs; services-based architectures, cloud computing, and DevOps practices.   A brief overview of each technology is discussed and how the three technologies working together provide enterprise value.  The paper concludes with a discussion on the skills and talents required to implement these technologies.

Key Words: agile, cloud, cultural shifts, development, DevOps, elastic computing, information technology, IT skills, operations, organizational structures, pipelines, DevSecOps, software development, software services, testing

This paper is based on empirical observations, current literature, and engineering and project management experiences.

INTRODUCTION

Since the Manifesto for Agile Software Development was published in 2001, a tremendous amount of literature has been published that documents many agile software development frameworks such as Scrum, Kanban, and Extreme Programming.  These software development frameworks have similar characteristics.  All potential product features are placed into a feature backlog and prioritized for development, with the highest value features being developed first.  Agile teams execute time-boxed work periods, typically called sprints, to develop these features.

These sprints typically range from two to four weeks. Each agile team is composed of a small group of multi-disciplined developers that are focused on the continual delivery of valuable software.   Within each team there is a Product Owner who is the voice of the customer, prioritizes the feature backlog, and accepts the delivery of each feature.  There is also a person that facilitates team meetings and eliminates blocking issues that are inhibiting team progress.  Within the Scrum methodology, this person is called the Scrum Master.  There is a regular cadence of meetings within each sprint. The sprint commences with a Sprint Kickoff Meeting that determines what features the team will develop within the sprint.  There are Daily Standup Meetings where the team reviews progress, identifies any blocking issues, and assigns work to be perform next.  A Sprint Completion Meeting is held at the end of each sprint to review, with customers and users outside of the agile team, the actual delivery of the features that were developed during the sprint.  Within the agile team, a Sprint Retrospective Meeting is also held where the team can identify and address potential improvements to team performance.

More recently, frameworks have been developed to scale agile development practices from a single team to multiple agile teams working in parallel to deliver larger systems.  The most popular framework is the Scaled Agile Framework (SAFe) which adds additional team resources and process elements to synchronize the alignment, collaboration, development, and integration mechanisms of multiple agile teams to deliver large, more complex systems (Leffingwell and others 2017).

In today’s environment, agile development practices are quickly being supplemented with major technology breakthroughs that enhance software quality, improve enterprise performance, and provide business resiliency.  This paper describes three major breakthroughs; services-based architectures, cloud computing, and DevOps practices.

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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 6th Annual University of Maryland PM Symposium in May 2019.  It is republished here with the permission of the author and conference organizers.

How to cite this paper: Morgan, J.D. (2019). It’s No Longer Enough to Simply Be Agile; presented at the 6th Annual University of Maryland Project Management Symposium, College Park, Maryland, USA in May 2019; published in the PM World Journal, Vol. VIII, Issue VI, July.  Available online at https://pmworldlibrary.net/wp-content/uploads/2019/07/pmwj83-Jul2019-Morgan-No-Longer-Enough-To-Simply-Be-Agile.pdf

 


 

About the Author


Johnny D. Morgan, PhD

General Dynamics Information Technology
Virginia, USA

 

 

 

Dr. Morgan has 39 years of systems engineering and project management experience. While serving in the United States Navy and then employed with IBM, Lockheed Martin and currently General Dynamics, he has assisted numerous Department of Defense and Intelligence Community customers in the management and execution of their information technology portfolios. Supplementing his experience, he has received a Bachelor’s degree in Computer and Information Sciences from the University of Florida, a Master’s degree in Systems Management from the University of Southern California, and a Doctorate degree in Systems Engineering from the George Washington University. Dr. Morgan’s industry certifications include the Project Management Institute’s Project Management Professional certification, the International Council on Systems Engineering Expert System Engineering Professional certification, and multiple agile and Amazon Web Services certifications. He can be contacted at johnny.morgan@gdit.com

 

 

An Analysis of Project Management Programs

in the State University of New York System (SUNY)

 

SECOND EDITION

By Michael J. Littman, PhD

SUNY: Buffalo State
Fellow: Brandeis University

New York, USA

 


 

Abstract

The Project Management Institute (PMI) estimates that 6.2 million project management positions will be created in the USA from 2010 to 2020. This points to a critical need for academic training in this field. There are a number of project management academic programs in colleges and universities throughout the United States and the world.  In the State University of New York system, SUNY, project management courses can be taught online, hybrid, or face to face as part of professional development, as an individual course, as part of a certificate program, or taught as an undergraduate or graduate level program. There is a small number of each type in SUNY schools. Three recommendations are made to meet the projected need for project management trained individuals.

Introduction

Ramazani and Jergeas (2015) noted a gap between what education providers are offering and what is needed to deal with projects in today’s complex work environment. Universities were established to bridge this academic preparation and skills gap by offering appropriate educational opportunities. Are universities doing this appropriately today?

According to the Project Management Institute study Job Growth and Talent Gap 2017 to 2027, (PMI, 2017), across the globe, there is a widening gap between employers’ need for skilled project management workers and the availability of professionals to fill those roles.

There are several catalysts for this gap:

  • A dramatic increase in the number of jobs requiring project-oriented skills.
  • Attrition rates, including professionals retiring from the workforce
  • A significant uptick in demand for project management talent, especially in rapidly developing economies such as China and India professionals. (PMI, 2017)

Purpose of the Study

The purpose of this study was to review the academic programs available in project management across SUNY Schools to see if the universities and colleges curriculum provided sufficient courses and programs to meet the future growth needs for employees with project management skills and training.

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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 8th Scientific Conference on Project Management in the Baltic States at the University of Latvia in April 2019.  It is republished here with the permission of the author and conference organizers.

How to cite this paper: Littman, M.J. (2019); An Analysis of Project Management Programs in the State University of New York System (SUNY); presented at the 8th Scientific Conference on Project Management in the Baltic States, University of Latvia, April 2019; republished in the PM World Journal, Vol. VIII, Issue VI, July.  Available online at https://pmworldlibrary.net/wp-content/uploads/2019/07/pmwj83-Jul2019-Littman-analysis-of-project-management-programs-in-suny-system.pdf

 


 

About the Author


Michael J. Littma, PhD

Buffalo, New York, USA

 

 

Prof. Dr. Michael J. Littman (SUNY: Buffalo State, USA. University of Haifa, Israel). Michael J. Littman, chair and associate professor of business, is recognized for his consistently superior, student-focused, and innovative teaching skills, sound scholarship, and exceptional level of service to Buffalo State students. His strong commitment to students’ starts with advisement, extends into the classroom, and stretches to their post-graduate careers.

Prof Littman has a long record of positive impact on student growth and performance through a variety of offerings, including freshman seminars, senior seminars, honors sections, and graduate-level courses, plus courses cross-listed in history and communications. He has taught 42 different undergraduate and graduate courses at Buffalo State. The focus of his teaching has been to instill and develop the positive personal and professional skills that students need for a rewarding role as ethical leaders in their profession and community. He has also mentored international faculty through the Fulbright program and African Regional International Scholar Development Internship program.

Littman also has a strong record of scholarship that supports his excellence in the classroom. He is an internationally recognized scholar and consultant who is often requested to collaborate with a European network of partners. He has participated in projects in the Netherlands, Latvia, and Germany. He has a long history of being a requested reviewer by journals and textbooks in a variety of business areas. He also has served his community as a two-term president of the Williamsville Central School District Board of Education and has served as a member of the Buffalo’s Superintendent Advisory Council on Occupational Education.

Prof. Littman can be contacted at LITTMAMJ@BuffaloState.edu.

 

 

Schedule Adherence and Rework

 

SECOND EDITION

By Walt Lipke

Oklahoma, USA

 


 

Abstract

When project performance is such that the product is delivered with expected functionality at the time and price agreed between the customer and supplier, it is deemed “successful.” The rework, encumbering any project, has a measurable impact on whether a project can achieve success. The project manager, who exercises control of the contributors to rework, can greatly enhance the prospect of delivering the product within its constraints. A significant portion of rework is caused by deviating from the project plan and its associated schedule. The measure of schedule adherence is derived from applying Earned Schedule to Earned Value Management data. This paper first reviews the concept of schedule adherence and then develops an approach to understanding the cost impact from not adhering to the schedule. Finally, an index is proposed which provides information to assist project control and to forecast the cost associated with imperfect schedule adherence.   

Background

An extension to Earned Value Management (EVM), Earned Schedule (ES), was introduced in the March 2003 issue of The Measurable News [Lipke, 2003]. The purpose of ES was to overcome the anomalous behavior of the EVM schedule performance indicators by providing reliable time-based indicators.[1] After ES was initially verified [Henderson, 2003] it was, subsequently, applied to forecasting project duration [Henderson, 2004]. Since that time has ES propagated globally and is now a generally accepted practice with its recent inclusion in the 2nd edition of the PMI Practice Standard for Earned Value Management [PMI, 2011].[2]

One unique quality of the ES measure is that it facilitates identifying the specific planned value (PV) which should have been accomplished for the reported earned value (EV). This characteristic was first explained and examined in the article, “Connecting Earned Value to the Schedule,” published in the Winter 2004 issue of The Measurable News [Lipke, 2004].  Subsequently, this extended capability of ES was more fully elaborated in the April, 2008 CrossTalk article, “Schedule Adherence: a useful measure for project management” [Lipke, 2008].  

Because the task specific PV is identifiable, comparisons can be made to the task EV reported. The differences in PV and EV for each task are utilized to isolate problems occurring in the execution of the project. When the difference, EV – PV, is negative, there is a possibility of a constraint or impediment preventing task progress. This information is extremely useful. Having these tasks identified, allows the project manager to focus on investigating and relieving problems that are causing workarounds. Minimizing the impact of constraints and impediments, in turn, minimizes the extent of workarounds, thus maximizing execution in agreement with the schedule. The more execution agreement there is between actual accomplishment and the schedule, the greater the performance efficiency becomes – for both cost and schedule.

Along with the negative differences previously discussed, there are positive differences identified for specific tasks. The positive differences expose areas where rework may occur. There are many causes of rework:

  • poor planning stemming from requirements misinterpretation, incorrect task sequencing, and poor estimation
  • defective work
  • poor requirements management
  • schedule compression during execution
  • overzealous quality assurance

However, the rework identified when EV – PV is positive is none of the ones cited above. The rework for which we are concerned is solely caused by project execution not in the activity sequence prescribed by the schedule. Although out of sequence performance is only one of the six contributors to rework mentioned, it has a major impact. Out of sequence performance is pervasive in that it is not aligned with a single aspect or project event. Rather, it occurs dynamically and can involve any, and possibly all of the project team throughout the entire period of performance.

For readers who have some background in quality and process improvement activity, the discussion thus far may bring to mind the idea of process discipline. The lack of process discipline leads to the creation of defects and inefficient performance. As has been described thus far, ES provides a way to identify and measure process performance discipline.

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Editor’s note: Second Editions are previously published papers that have continued relevance in today’s project management world, or which were originally published in conference proceedings or in a language other than English.  Original publication acknowledged; authors retain copyright.  This paper was originally published in PM World Today on-line journal (July 2011). The article is no longer accessible as the journal ceased publication with its last issue in March 2012. The article has been published, as well, in The Measurable News (2011, Issue 1), and CrossTalk (2012, Vol 25, No. 6, on-line).  It is republished here with the author’s permission.

How to cite this paper: Lipke, W. (2019). Schedule Adherence and Rework; originally published in PM World Today (July 2011) and in The Measurable News (2011, Issue 1), and CrossTalk (2012, Vol 25, No. 6, on-line); PM World Journal, Vol. VIII, Issue VI, July.  Available online at https://pmworldlibrary.net/wp-content/uploads/2019/07/pmwj83-Jul2019-Lipke-Schedule-Adherence-and-Rework.pdf

 


 

About the Author


Walt Lipke

Oklahoma City, USA

 

 

 

Walt Lipke retired in 2005 as deputy chief of the Software Division at Tinker Air Force Base, where he led the organization to the 1999 SEI/IEEE award for Software Process Achievement. He is the creator of the Earned Schedule technique, which extracts schedule information from earned value data.

  • Credentials & Honors:
  • Master of Science Physics
  • Licensed Professional Engineer
  • Graduate of DOD Program Management Course
  • Physics honor society – Sigma Pi Sigma (SPS)
  • Academic honors – Phi Kappa Phi (FKF)
  • PMI Metrics SIG Scholar Award (2007)
  • PMI Eric Jenett Award (2007)
  • Who’s Who in the World (2010)
  • EVM Europe Award (2013)
  • CPM Driessnack Award (2014)
  • Australian Project Governance and Control Symposium established the annual Walt Lipke Project Governance and Control Excellence Award (2017)
  • Albert Nelson Marquis Lifetime Achievement Award (2018)

To view other works by Walt Lipke, visit his author showcase in the PM World Library at https://pmworldlibrary.net/authors/walt-lipke/

 

[1] The schedule performance indicators derived from Earned Schedule are Schedule Variance-time (SV(t) = ES – AT) and Schedule Performance Index-time (SPI(t) = ES / AT), where AT is the time duration at which an EV measurement is reported.

 

 

 

[2] Since the initial publication of this paper, ES has been recognized and included in the PMI Project Management Body of Knowledge, 6th Ed. (2017), PMI Practice Standard for Scheduling, 3rd Ed. (2019), and the ISO 21508:2018: Earned value management in project and programme management.

 

The Facilitating PMO

How to Implement Project Success Across the Organization

 

SECOND EDITION

By Susan Hostetter and John Walsh

U.S. Census Bureau

Washington, DC, USA

 


 

Executive Summary

This paper explores the Project Management Office’s (PMO) role of facilitating project success within an organization. This paper will cover challenges a PMO has to overcome to effectively facilitate project success such as: staying informed of project progress; developing and documenting effective project management processes; developing effective tools and communicating with stakeholders.

This paper will cover the tools that the Demographic Statistical Methods Division PMO has developed to facilitate project success in the division. These tools include: deliverable based schedules and timesheets, cost estimation processes, the project management best practice program and project status reports for stakeholder communication.

Additionally, this paper will cover the benefits of facilitating project success. These benefits will include: supporting many projects at once; maintaining standards for project management practices across the organization; relieving subject matter experts of project management tasks and improving project reporting and stakeholder communication across the organization.

Introduction        

The Project Management Institute defines the Project Management Office (PMO) as “a strategic driver for organizational excellence, which seeks to enhance the practices of execution management, organizational governance, and strategic change leadership.” The term “driver” implies aggressive force that is sometimes required but, for the day-to-day operations, the PMO has a greater role as a facilitator for the project manager. Merriam Webster defines facilitation as “to make easier: help bring about” and it is in this role of the supporter and helper where the PMO can affect project success across the organization.  Stated simply, the PMO can affect project success by the support processes and tools it creates and implements for its project managers.

The PMO in the Demographic Statistical Methods Division (DSMD) at the U.S. Census Bureau has been working to understand the challenges faced by its project managers. The PMO found that the project managers struggled to stay informed of project status due to poor access to project data, functioned from word of mouth instructions for important processes, spent a lot of their time developing and updating status reports, needed guidance on how to integrate schedules and timesheet reporting, struggled with the many details of creating accurate cost estimates and lacked tools for communicating project information to stakeholders. To better support its project managers and facilitate their success, the PMO evaluated their work environment and developed products to help project managers overcome their work challenges. The sections below provide details into the facilitative tools developed by the DSMD PMO to support their project managers.

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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 13th Annual UT Dallas Project Management Symposium in May 2019.  It is republished here with the permission of the authors and conference organizers.

How to cite this paper: Hostetter, S. and Walsh, J. (2019). The Facilitating PMO: How to Implement Project Success Across the Organization; presented at the 13th Annual UT Dallas Project Management Symposium, Richardson, Texas, USA in May 2019; published in the PM World Journal, Vol. VIII, Issue VI, July.  Available online at https://pmworldlibrary.net/wp-content/uploads/2019/07/pmwj83-Jul2019-Hostetter-Walsh-The-Facilitating-PMO.pdf

 


 

About the Authors


Susan Hostetter

U.S. Census Bureau
Texas and Washington, DC, USA

 

 

Susan Hostetter, PMP, is a Project Manager at the U.S. Census Bureau in Washington, DC, USA. As a data analyst and project management professional, she has been instrumental in standing up and improving PMO processes for risk management, project management, portfolio management, schedule management, cost management, performance management and strategic planning. Her papers have been published in the PM World Journal and she has presented project management topics at PMI chapter events and at the University of Maryland’s and University of Texas at Dallas’ PM Symposiums. She has a Master’s Certificate in Project Management from George Washington University, a Master’s Degree in Management with Project Management emphasis from University of Maryland’s University College and a Bachelor’s Degree in Business Administration, with a minor in Economics, from Mary Baldwin College. Susan can be contacted at susan.lynn.hostetter@census.gov

 


John Walsh

U.S. Census Bureau
Washington, DC, USA

 

 

John Walsh, PMP, is Chief of the Management Operations Office in the Demographic Statistical Methods Division (DSMD) at the U.S. Census Bureau in Washington, DC, USA. As a project management professional over the last 12 years, he has been instrumental in implementing project management processes for large-scale programs across the Census Bureau, including the Economic Census, as well as the Current Demographic and Current Economic survey programs.  He received an undergraduate degree in Economics from the University of Maryland at College Park.  John can be contacted at john.c.walsh@census.gov

 

 

Archaeological Project Management

 

SECOND EDITION

By Bożena Błaszczyk and Sebastian Kania

VERUM Advisory & Management
Faculty of Informatics and Communication
University of Economics in Katowice

Katowice, Poland

 


 

Abstract

In recent years, one could get more information on the projects being implemented, which may be related to obtaining other types of funding. Achieving success in project management requires extensive knowledge and its applications.

Projects can be made according to very different criteria (Oliński M., 2016): because of the size of the project (employees, duration, financial outlays); because of purpose for destiny (internal, external); place of implementation (in enterprises, public administration, schools, local government units, hospitals, etc.); type of project (innovative, investment, development, research, teaching, etc.); source of financing (from domestic, foreign, mixed funds); on the expected profitability (modernization, introduction of a new product, higher productivity, etc.); as well as by projects typical for the computer industry.

Due to the type of the project, archaeological projects can be distinguished, which on the one hand can be designed by scientists which on the one hand can be designed by scientists. The main stages of the project implementation are as follows: 1) planning, 2) data collection, 3) analysis, reports, transfer of sources and documentation, 4) long-term storage. (EAC Guidelines 1).

The article will present the specificity of archaeological project management, based on the example of the project entitled: “Pafos-Agora and infrastructure and economic activity of the Hellenistic capital and Roman Cyprus on the basis of interdisciplinary investigations” carried out at the Institute of Archaeology of the Jagiellonian University[1].

The research is carried out on the basis of literature analysis, field observations, research and project management and members of the archaeological expedition.

Key words: project management, international project, archaeological project.

JEL code: M10, M12

Introduction

Archaeology (from Greek: archaios – old, logos – speech, story) –is a word meaning speaking, inquiring about the past, about old things. There are many definitions of archaeology. Most of them describe it as a science exploring ancient human history based on the material remains of its activity. The most important of the tasks of archaeology is the desire to recreate in the most complete way, the manner and conditions of old people’s lives. The purpose of archaeology is also to preserve the world’s cultural heritage and protect it from destruction or robbery. As the subject of archaeology is a man, it is assumed that it “begins” with the appearance of the first objects considered to be made by our ancestors and “lasts” respectively to modern times, because the object thrown away by us in the trash is becoming part of the just created future cultural heritage. (Ławecka, 2011).

The document that created the legal basis for a specific cultural policy of the European Union was the Treaty on European Union, the so-called the Maastricht Treaty, which entered into force on November 1, 1993. In art. 128 of the Treaty, Member States have defined the purpose, competence and scope of Community action in the field of culture. In art. 128 paragraph 1 The Community has set as its goal, the contribution to the cultures flourishing of the cultures of the Member States, respecting their national and regional diversity while at the same time emphasizing the common cultural heritage. This meant the legitimacy of the role and importance of cultural diversity of the Member States of the Community in the integration project, while granting the Community the competence to take action to promote a common heritage. In art. 128 paragraph 2 The Community clearly defined the scope of its activities in the field of culture and subordinated them to the principles of complementarity and subsidiarity.

Community action was aimed at encouraging cooperation between Member States and, if necessary, supporting and supplementing their activities in listed areas. They consist of the following:

  • increasing the level of knowledge and popularizing the culture and history of European nations,
  • preservation and protection of cultural heritage of European significance,
  • non-commercial cultural exchange,
  • literary and artistic works, including audio-visual items.

(Jurkiewicz-Eckert D., 2015).

The purpose of this article is to present the specificity of archaeological project management. The article was inspired by the project entitled “Pafos-Agora and the infrastructure and economic activity of the Hellenistic capital and Roman Cyprus on the basis of interdisciplinary research” carried out at the Institute of Archaeology of the Jagiellonian University in Poland.

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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 8th Scientific Conference on Project Management in the Baltic States at the University of Latvia in April 2019.  It is republished here with the permission of the author and conference organizers.

How to cite this paper: Błaszczyk, S.; Kania,S. (2019); Archaeological Project Management; presented at the 8th Scientific Conference on Project Management in the Baltic States, University of Latvia, April 2019; republished in the PM World Journal, Vol. VIII, Issue VI, July.   Available online at https://pmworldlibrary.net/wp-content/uploads/2019/07/pmwj83-Jul2019-Bozena_Kania-Archeological-Project-Management.pdf

 


 

About the Authors


Bożena Błaszczyk

Katowice, Poland

 

 

 

Bożena Błaszczyk, PhD candidate with a specialization in project management at University of Economics in Katowice (completed doctoral studies). She has gained a BSc. and a professional master’s degree (M.Sc.) in accountancy at University of Economics in Katowice. She has also completed postgraduate studies in: 1) Management and Internal Control and Audit, 2) Psychology in Business, 3) Property Management. She is a member of the oldest and the largest Polish organisation of accounting and financial professionals, the Accountants Association in Poland (IFAC Member). She is a professional accountant and auditor. She has over 20 years of professional experience. She worked at a research institute (full-time) in the Accounting Department then as an Internal Auditor. Currently, in a private company VERUM Advisory & Management, she is performing services like: project accounting, audits of public projects, internal and external audits. She has great & diverse experience in audits of projects in particular in research and development projects and scientific projects. She is the author of several scientific publications. Bożena can be contacted at: be.blaszczyk@gmail.com

 


Sebastian Kania

Katowice, Poland

 

 

 

Sebastian Kania, PhD candidate with a specialization in project management at University of Economics in Katowice (completed doctoral studies). He has gained a professional technical master’s degree (M.Sc. Eng.) in Faculty of Automatic Control Electronics and Computer Science at Silesian University of Technology in Gliwice. He has also completed postgraduate studies in: 1) Practical English for Banking and Finance, 2) Research Project Management and Commercialization of Research Results, 3) Audit and Internal Control in Business and Public Administration, 4) Property Management. He is a member of the oldest and the largest Polish organisation of accounting and financial professionals, the Accountants Association in Poland (IFAC Member). He is an engineer, project manager and auditor. He has over 20 years of professional experience. He worked at a research institute: engineering work in the R&D Department and as a Manager of the Purchasing and Logistics Department. Currently, in consulting company VERUM Advisory & Management, he performs services like: project management, logistic support for projects, audits of public projects, internal and external audits. He has great and wide experience in delivering complex projects in particular in R&D and scientific projects. He is the author of several scientific publications. Sebastian can be contacted at: s.kania@interia.pl

 

[1] Project page: http://www.paphos-agora.archeo.uj.edu.pl/

 

A cause of many conflicts between clubs and athletes:

Contract negotiation

 

STUDENT PAPER

By William Vermersch

SKEMA Business School

Lille, France & Germany

 


 

ABSTRACT

The objective of this paper was to understand the conflicts between clubs and athletes, particularly on contract negotiation, and also to analyze the different alternatives for resolving an emerging conflict. Indeed, conflicts are regular in this environment and not always well negotiated by both parties, which sometimes harms internal club relations. Can conflicts in contract negotiations lead to a deadlock in the project of clubs and players?

In order to address this issue, we have focused at the heart of this paper on understanding and analyzing the most appropriate alternative for conflict resolution. We performed a root case analysis to find the most important cause. Since then, we have used specific tools and techniques such as a non-compensatory model, a multi-attribute decision making grid, a matrix analysis and an additive weighting technique model. Thanks to these tools we were able to establish a ranking of scoring attributes, alternatives and we were finally able to find the best alternative dispute resolution. Then we built a Pareto analysis to highlight the impact of conflicts with and without prevention.

At the end of my paper, we discovered that Prevention was the best alternative resolution thanks to many features in the following paper. Other alternatives remain of course interesting to resolve conflicts such as standing neutral or non-binding solution.

Key words: Players, Clubs, Trainers, Salaries, Disputes, Meetings, Solutions, Sport Management, Negotiations, Interests, Clashs

INTRODUCTION

High-level sports have the same complexity as many other project portfolios and are perfectly aligned with the Guild’s definitions:

Figure 1: Club as a project portfolio[1]

By talking more precisely about the assets of sport, we can also divide them into five types:

Figure 2: The assets of the club[2]

“Driven by strong growth (estimated at nearly 4% per year since 2010), the global sports market continues to expand, in line with its development in emerging markets, Asia, the Middle East and Latin America. The rapid growth in its turnover and its international development make the sports sector particularly attractive, as evidenced by the worldwide increase in events such as trade fairs, forums, conferences and international summits dedicated to the sports economy and its many markets: equipment (equipment, textiles, etc.), sports events, sports marketing, speakers, new technologies, media and sports betting”[3].

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Editor’s note: Student papers are authored by graduate or undergraduate students based on coursework at accredited universities or training programs.  This paper was prepared as a deliverable for the course “International Contract Management” facilitated by Dr Paul D. Giammalvo of PT Mitratata Citragraha, Jakarta, Indonesia as an Adjunct Professor under contract to SKEMA Business School for the program Master of Science in Project and Programme Management and Business Development.  http://www.skema.edu/programmes/masters-of-science. For more information on this global program (Lille and Paris in France; Belo Horizonte in Brazil), contact Dr Paul Gardiner, Global Programme Director paul.gardiner@skema.edu.

How to cite this paper: Vermersch, W. (2019). A cause of many conflicts between clubs and athletes: Contract negotiation, PM World Journal, Vol. VIII, Issue VI, July.  Available online at https://pmworldlibrary.net/wp-content/uploads/2019/07/pmwj83-Jul2019-Vermersch-cause-of-many-conflicts-between-clubs-and-athletes.pdf

 


 

About the Author


William Vermersch

Frankfort, Germany
Lille, Fance

 

 

William Vermersch is currently a Master’s degree student at SKEMA Business School on the Lille Campus. William comes from Orsay, he was born in 1996, and has been living in Lille for 3 years. At first, he lived in Orsay, then moved to Troyes in order to attend 2 years of Preparatory Classes, and he was able to enter SKEMA Business School. Previously, he has served as a Project Manager during an entire year running as Vice- President of the Sports Student Office at SKEMA Business School. He is currently doing an internship in Germany in Frankfurt as part of his graduation as a Business Developer in Bettzeit Group. He is moving towards an international sales career and is looking for opportunities in particular in the automotive sector or top-level sport. Thanks to his many experiences in sports and cultural associations, William is a real asset within a group and will be able to adapt to any type of professional situation. He is a certified AgilePm Practitioner. Contact him on: william.vermersch@skema.edu or vermersch.william@gmail.com.

 

[1] By author

[2] By author

[3] No author : http://www.sports.gouv.fr/organisation/organisation-du-sport-en-france/sporteco/Sport-a-l-export/

 

 

Collaboration between Brand Name Beauty and their Subsidiaries:

How to resolve project and contract disputes?

 

STUDENT PAPER

By Agathe Gélis

SKEMA Business School

Paris, France

 


 

ABSTRACT

As the disputes between Brand Name Beauty project and its subsidiaries continue to grow, their impact on projects on cost, time and sustainability become hard to handle for both parties. Indeed, how to manage these situations as they can be challenging but also at high risk for the contractor and the owner? First regarding project management but also contract management by doing the right choice of standardized contract to reduce the disputes and create a win-win relationship. Thus, the main aim of this paper is to explain how to choose the appropriate contract regarding some criteria to prevent the risk and disputes for the project to succeed. To help to do that, the paper uses some resources from other fields (construction, researches, fashion area) and legal contract descriptions to have a better understanding and comparison of the alternatives and how they respond to some projects. Based on some criteria these alternatives (types of contracts) are compared and analyzed by doing some modeling of their impact on these disputes. Finally, according to the results found, one type of contract is clearly the solution of this paper questions and it is the IPD Contract. Indeed, this contract can have a real positive impact if it is well written and followed to solve the dispute between both parties.

Keywords: Dispute resolution, beauty industry, contract, sustainable development, acquisition, diversity of brands, license agreement

INTRODUCTION

“Nowadays, the Beauty industry is valued at 445 billion dollars”[1] and will not stop growing in the next years to come. Indeed, big brand name beauty like L’Oréal, Shiseido, Estée Lauder Companies, Unilever, Coty, P&G or J&J own most beauty companies with license agreement and acquisitions. Current major portfolio changing shape the evolution of these companies. This image from the Business Insider explains clearly all the global brand portfolio today:

Figure 1: “Brand Ownership by Conglomerate”[2]

Parent brands are constantly improving their portfolio management. First, by acquiring new independent brands where every project or program manager must analyze the better investment with high return and low risks for the big brand. But also, found the right team for the job, manage diversity and different cultures people, have the appropriate compensation for them if not, disputes can appear. Thus, the project manager decides to launch some projects with specific brands and teams to create a win-win collaboration. But, “project manager can also decide to reshape completely their portfolio like KAO Japanese cosmetics group”[3]. They have recently reorganized the portfolio management to develop internationally by separating into two groups their brands. One group for the global brands and the other for the regional brands. Then, each project manager focuses on one brand of each group and decide what will be the key priority for the project and strategy to adopt. Thus, their international’s prestige brands Kanebo and Sensai goal is to be expended to other markets and distributed on every channel. All these projects can be a source of disputes between the two parties.

Moreover, through the Deloitte’s study on “Shades for success: influence in the beauty market”[4] of 2017 we will understand why they must change their portfolio management and search for new projects. Indeed, some new challenges are part of this new growth. First, the new demographics with millennials born between 1980 -2000 who are digital consumers, influencers and so becoming the main concern for global brand beauty. Indeed, their consumption habits are leading the way for other generations to follow because it is an example of youth and long-life. The second factor is geography, with growing economies in the Middle East and Africa (10,5%), Asia (10%) or South-Korea and its innovations. Finally, the third factor is a new business model different from traditional beauty brand and based on digital innovations like Birchbox or Glossier. These medium-sized independent brands are putting big brand companies like L’Oréal or P&G at risk by challenging them to appeal to new generations and develop innovative products.

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Editor’s note: Student papers are authored by graduate or undergraduate students based on coursework at accredited universities or training programs.  This paper was prepared as a deliverable for the course “International Contract Management” facilitated by Dr Paul D. Giammalvo of PT Mitratata Citragraha, Jakarta, Indonesia as an Adjunct Professor under contract to SKEMA Business School for the program Master of Science in Project and Programme Management and Business Development.  http://www.skema.edu/programmes/masters-of-science. For more information on this global program (Lille and Paris in France; Belo Horizonte in Brazil), contact Dr Paul Gardiner, Global Programme Director paul.gardiner@skema.edu.

How to cite this paper: Gélis, A. (2019). Collaboration between Brand Name Beauty and their Subsidiaries: How to resolve project and contract disputes? PM World Journal, Vol. VIII, Issue VI, July.  Available online at https://pmworldlibrary.net/wp-content/uploads/2019/07/pmwj83-Jul2019-Gélis-brand-name-beauty-and-subsidiary-collaboration.pdf

 


 

About the Author


Agathe Gélis

Paris, France

 

 

 

Agathe Gélis is a French student in SKEMA Business School in Paris, doing her MSc in Project and Program Management and Business Development. Thanks to this MSc she is now accredited Agile and Prince2 and search to develop its experiences and contacts in project management. Born in the southwest of France, she made two years in “Classe Préparatoires aux Grandes Ecoles de Commerces” to prepare for the entry exam to French Business Schools. When she entered Skema, she went to live in Nice in France for almost two years before doing one semester in Raleigh, North Carolina. She also lived in Costa Rica in 2012 for one year and a half and keep trying to study abroad and in the future work worldwide. Finally, for the past few years, between her studies, she acquired some experiences in real estate area by working in a rental agency for four months, and as a manager in a French wine shop called “Nicolas” for two months.

Agathe Gélis lives in Paris, France and can be contacted at agathe.gelis@skema.edu

 

[1] Decker, M. (2017). This Is Who Owns Your Favorite Beauty Brands. Retrieved from https://www.refinery29.com/beauty-brands-ownership-guide.

[2] Willett, M. (2017). These 7 companies control almost every single beauty product you buy. Retrieved from http://www.businessinsider.fr/us/companies-beauty-brands-connected-2017-7

[3] Kao reorganizes its brand’s portfolio management. (2018). Retrieved from http://www.premiumbeautynews.com/en/kao-reorganises-its-brands,13427

[4] Shades for success Influence in the beauty market. (2017). Retrieved from https://www2.deloitte.com/content/dam/Deloitte/cn/Documents/international-business-support/deloitte-cn-ibs-france-beauty-market-en-2017.pdf