State of the Art and Reliability of Health and Safety Techniques

used on Construction Sites in Ondo State



By Adetayo Olugbenga ONOSOSEN1 and Modupeoluwa Olajumoke ADEYEMO2

1Department of Quantity Surveying/University of Lagos, Lagos
2Department of Quantity Surveying, Federal University of Technology (FUTA), Akure





The state of health and safety on construction sites has been regarded as alarming when compared with what is applicable in developed economies. Most accidents can be avoided by implementing stringent health and safety protocols, however, the reliability of some of these protocols have been questioned as they are not been improved with new technologies and workflow brought by new innovations in the construction industry. It is with this background, that this study investigated the state of the art of health and safety on construction projects in Akure, Ondo state, Nigeria by identifying current practices and the reliability of the current safety methods in use. To elucidate the objectives of the research, the survey method employed was through the use of questionnaires. Ten projects were selected through convenience sampling and 87 respondents comprising construction workers, consultants and contractors participated in the study. Descriptive statistical tools was with the aid of measures of central tendency. The study revealed that the construction hazards majorly experienced on construction sites are; accidental falls of workers, handling accidents during machine or tools operation, accident from falling objects and involvement in strenuous movements amongst others. Also, it was found that though safety techniques such as use of safety shoes, site cleanness, checking of tools, use of safety helmet, provision of first aid facilities, provision of workers training and use of nose covers are not frequently used, they are still regarded as reliable. The study concluded that while construction projects are birthed frequently, health and safety issues are rarely paid attention to.

Keywords: Construction Sites, Health and Safety, Reliability.


Construction sector is viewed as a service industry. It generates substantial employment and provides growth impetus to other manufacturing sectors like cement, bitumen, iron and steel, chemicals, bricks, paints, tiles etc. (Abd-Hamid, Azizan, Sorooshian, 2015). Construction is a high risk business, which is a classic dilemma haunting every participant in the business. Its uniqueness, relevance, importance, technicality is thereby not farfetched from its nature which Ahmad, Manan and Turi (2018) described as uncertain, complex and in need of effective safety and health management system.  Ahmad et al (2018) observed that with the advancement in technology, employees on construction sites are bound to follow safety procedures and guidelines on construction projects but most construction accidents occurring in recent times has exposed the lacuna in safety practices on construction projects. It then becomes pertinent to ask how reliable the safety cultures in this industry is since it forms a focal point in our collective economic development and therefore requires much attention in formulating effective health management and insurance method. By capturing the perception on the factors that can influence the safety performance on building sites, this study attempts to shed light to the management into taking account on these factors as means of managing safety on sites proactively and effectively (Lee&Yusmin, 2012).

Oreoluwa and Olasunkanmi (2018) stated that it is important that an emphasis on safety be recognized or even be accepted as being a principle means by which injuries can be reduced. If safety is emphasized, the occurrence of injuries can be expected to be low and, conversely, if no emphasis is placed on safety, the occurrence of injuries can be expected to be high. The Economic benefit stated above also shows what will be lost if human safety techniques in the Industry are not taken importantly. The Economic contributions of the construction industry have been observed to dwindle of late which might not be farfetched from the high rate of human fatalities and the discouragement it gives to investors. If left unchecked, this unreliable safety measures will not only bring about economic loss but also affect the growth rate of investment in the socio-economic development of the country as a whole.

Human safety when put into consideration will ensure the construction site has good design; good planning and uses tried and tested safety techniques. Poorly implemented human safety techniques, design and management can result in accidents, illness and even death (Ansah & Sorooshian 2017).

State of Art of Human Safety and Health In The Nigerian Construction Sector

(Chris, 2008) classified that construction industry has always suffered from poor image, for instance, high cost, poor quality, corruption and hazardous working condition. Safety should be put on first priority before instructing a worker or a group of people to work or to carry out activities in hazardous condition or environment. The safety of workers comes first in any ideal work environment; this should therefore be of paramount importance to any construction company that wants to continue its operations.

The high technology character of the industry results in two major impacts on the occupation safety and health of construction workers on site. In the first instance the high levels of technology applied in the machines and process used required that special precautions must be taken to protect the workers on site. In some instance, physical barriers to protect workers can adequately guard the hazards. However, on many sites, the machines and processes involved require the workers to learn a comprehensive set of procedural steps for their safe operations. This requirement implies that the workers must possess a significant level of understanding regarding the technology involved and the extensive practice in following the procedural steps necessary for safe operation (Adenuga 2007).

Accident on Construction Sites

An accident is an “event that happens unexpectedly and causes damage, injury, etc.” to a person or property.” (Cowie, 1989). The Occupational Health and Safety Act, Act 85, 1993 defines an accident as “an event arising out of and in the course of an employee’s employment and resulting in a personal injury, illness or the death of the employee. Bhange (2011), in an article stated that accident has the characteristics of:


To read entire paper, click here


How to cite this paper: Onososen, A.O., Adeyemo, M.O. (2019). State of the Art and Reliability of Health and Safety Techniques used on Construction Sites in Ondo State; PM World Journal, Vol. VIII, Issue VIII, September.  Available online at https://pmworldlibrary.net/wp-content/uploads/2019/09/pmwj85-Sep2019-Onososen-Adeyemo-Art-and-reliability-of-health-and-safety-techniqes.pdf



About the Authors

Adetayo Olugbenga ONOSOSEN

Akure, Ondo State, Nigeria




Adetayo Onososen is a research-driven, highly dependable, diligent and innovative graduate of Quantity surveying from the Federal University of Technology Akure, Ondo State, Nigeria. He also has a Master of Science in Quantity Surveying from the University of Lagos.  He has a strong bias for excellence, execution and exemplary work ethic. He is highly analytical with industry-based experience in construction management/cost control and project management. He is skilled in conducting qualitative and quantitative field research in environmental sciences/ technology in construction and sustainable/green buildings. He possesses effective communication and writing skills, strategic leadership, teamwork and dynamic people management skills. Over the years he has garnered keen interests in technology in construction, green buildings and research in the environmental science. He works as a practising quantity surveyor in a firm where a mix of entrepreneurial drive and extreme ownership mindset is encouraged where he is leveraging skills to contribute own quota to overall organization growth.

Adetayo can be contacted on Onososen@gmail.com



Modupeoluwa Olajumoke ADEYEMO

Lagos, Nigeria




Modupeoluwa Olajumoke Adeyemo is a Proactive, analytical and research-oriented graduate of Quantity surveying from the prestigious Federal University of Technology Akure. Her devotion to excellence and never-ending self-improvement is a testament to her graduating with first class honours from the 2017/2018 Academic set of FUTA. Her strong and unwavering dedication to academic excellence is exemplary in the varied scholarship she has being awarded across board. She is strongly passionate about BIM in construction, CSR in construction and sustainable building solutions to the challenges confronting the Nigerian Construction Industry. She is currently serving in the mandatory national youth service as a Quantity surveyor with Arbico Plc where she contributes her immense wealth of experience in construction management and administration. Her research interests are diverse but majorly based on disruptive innovation, CSR in construction, Internet of things (IOT), BIM in construction and sustainable construction.

Modupeoluwa can be contacted at Adeyemodupe123@gmail.com



Is Earned Value Management (EVM) consistent with Sharia Law

Will it help in fighting corruption?



By Yasmine Taybi

SKEMA Business School

Morocco and Paris, France




This paper will observe another potential area in the EVM and its relationship with the Sharia law. Countries around the world are facing many challenges. One of the big problems that affect the achievement of the state is Corruption. Corruption is attracting a lot of attention around the world. Based on Transparency international corruption Index, North African and Middle East Countries have a high level of corruption. One of the main reasons for corruption is a problem with payments, lack of planning, and absence of incentive plans in government organization and contract term. North African and the Middle East nations don’t use EVM or prompt payment inside the government organizations.

One of the main reasons to ensure that the project is on time and within budget is to make sure employees, contractors, and subcontractor’s performance is high. There is no better way to do so than to use EVM and integrate the concept of pay for performance. These being said, means that pay for performance and earned value are significant in the success of the project; thus, fighting corruption. A simulation model will show how the money supply chains flow in a plan; and its correlation to the selection of payment method, Long versus Prompt payment duration, and how it is measured will help in fighting corruption in Muslim countries.

Regarding this, the author will highlight the problem of corruption and give a thorough analysis of this dilemma by providing a practical tool to find a solution such as using EVM, integrating incentive plans and planning. Besides, stressing the history of EVM, scheduling and incentive plan and how it was proven that they complement each other. Finally, describing how important it is that the Middle East and North Africa embrace Earned Value Management, not only because it is a “best tested and proven” practice but also, more importantly, it is consistent with their religious beliefs and teachings.

Key words:  Earned value, pay for performance, Sharia law, project management, Performance, incentive plans, payment term, pay when paid, owner company, Main Contractor, Sub Contractor.


According to the global survey reports of the Transparency international corruption has been identified as one of the most fundamental problems facing the world today.[1] The World Bank estimates that consistently, “the measure of cash paid in rewards is just about 1 trillion USD (World Bank, 2004) and now, current assessments of the worldwide expense of defilement have expanded to 2 trillion USD, around 2% of worldwide GDP” (International Monetary Fund, 2016).  The Arab world is one of the most corrupted nations in the world. In spite of the political changes that shook the Arab world six years ago, the desire for Arab countries to battle bribery and end exemption has not seen any improvement. yet. Despite what might be expected, the more significant part of Arab nations has neglected to satisfy the desire of the general population to assemble popularity-based frameworks taking into account more noteworthy straightforwardness and responsibility. The inability to battle corruption clarifies the sharp drop of the vast majority of Arab nations in the Corruption Perceptions Index 2016. 90 percent of these have scored underneath 50, which is a failing grade.[2]

In North Africa and the Middle East, an area with the dominant Muslim population, the Islamic belief frequently assumes an outstanding job in culture, society, and government. More than 50% of the countries in the region have communities that are approximately 95% Muslim or greater[3]. Muslims are obliged by their religion to do great with the goal that Islamic values are carefully integrated into their lives. While that according to Islamic teaching, corruption is forbidden (Haram) and there are several narrations (Hadiths) of the Prophet Muhammad and the Quran (PBUH) that prohibit it. God (PBUH) said: “May the Curse of Allah be upon the briber and the bribe recipient.”[4]  Although corruption has been forbidden by sharia law, the Arab nations have failed to condense it.

One of the main reasons for corruption is the problem in prompt payments, lack of planning, and absence of incentive plans in government organization and contract term. Most of North African and the Middle East nations don’t use EVM or prompt payment. There are unfair and late payment terms in government and privet organizations. Moreover, whether civil servants are appropriately compensated or grossly underpaid, this will affect motivation and incentives.


To read entire paper, click here


Editor’s note: This paper was prepared 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: Taybi, Y. (2019). Is Earned Value Management (EVM) consistent with Sharia Law: Will it help in fighting corruption? PM World Journal, Vol. VIII, Issue VIII, September. Available online at https://pmworldlibrary.net/wp-content/uploads/2019/09/pmwj85-Sep2019-Taybi-is-evm-consistent-with-sharia-law.pdf



About the Author

Yasmine Taybi

Paris, France




Yasmine Taybi is an MSc student in SKEMA Business School Paris France, major in Project and Program Management & Business Development (PPMBD). Before coming to France, Yasmine completed her studies at an American University in Morocco and hold a Bachelor’s degree in Engineering and management science.

She has been working for ‘IP plus consulting Inc’ as a Junior Network Engineer. She worked with the Network Engineering department to develop efficient ways of implementing large data communications networks. In addition, she held a position of  Business Sales Account Executive for 4 years in a ‘Wireless telecommunications company’ (USA). She was responsible to deliver innovative business solutions that change the way businesses connect. As well as developing strategy, to regularly interact with leadership, employees and various IT teams. She was leading a team of nine sales professionals to bring in new large enterprise accounts.

Yasmine has the potential to be a promising project manager. At the same time, she has great enthusiasm and interest in the IT field. Yasmine is now working on a master in sciences in Skema business school in France. In her course she was doing International Contract Management under the tutorage of Dr Paul D. Giammalvo, CDT, CCE, MScPM, MRICS, GPM-m Senior Technical Advisor, PT Mitrata Citragraha, to attain Guild of Project Controls certification.

Yasmine Taybi lives in Paris, France and can be contacted at Yasminenorataybi@gmail.com


[1] LOPEZ-CLAROS, A. (2014). Six Strategies to Fight Corruption. [online] Future Development. Available at: https://blogs.worldbank.org/futuredevelopment/six-strategies-fight-corruption [Accessed 5 Nov. 2018].

[2] OPEZ-CLAROS, A. (2014). Six Strategies to Fight Corruption. [online] Future Development. Available at: https://blogs.worldbank.org/futuredevelopment/six-strategies-fight-corruption [Accessed 5 Nov. 2018].

[3] Mooney, L. (2015). How to ensure prompt payments. [online] ArabianBusiness.com. Available at: https://www.arabianbusiness.com/how-ensure-prompt-payments-580881.html [Accessed 5 Nov. 2018].

[4] Haseeb, M. (2015). Islam And Human Resource Management. [Online] Linkedin. Available at: https://www.linkedin.com/pulse/islam-human-resource-management-muhammad-haseeb/ [Accessed 12 Jul. 2015].



Anti-Corruption Contract Framework



By Brooke McMichael

SKEMA Business School

USA and Paris, France




Corruption is perhaps the single most important threat to stable societal frameworks today, and little is being done through investment contracts to stop it.  While contracts can influence behavior[1], they are not an end-all solution for illicit business dealings and transactions. The casual three-lined anti-corruption clauses that find themselves in almost all investments contracts are not effective; frameworks for open public contracting and other standards that have a wholesome approach (that is, focusing on external factors like the societies in such developing countries) are the best hope for combatting corruption[2].  The benefits of anti-corruption efforts are far-reaching and promote a level-playing field for smaller firms, higher quality products and services in affected countries, and yield higher values for money invested2.  This research seeks to convey the importance of combatting corruption and its lasting effects on societies and their people around the world, and the most effective ways of altering business operations and contracts to do so. Furthermore, it will focus on contracts procured either by public or private sector entities in the aim of investing in developing countries, be it in the form of new business or public goods such as infrastructure.

Keywords:     Transparency, Open Contracts, Accountability, Public Benefits, Corruption, Bribery, Open Discourse, Fair Markets, Development


Statistically, public contracting is the single largest expenditure of governments around the world; it amounts to a whopping US$9.5 trillion every year, 60% of which were won by bribes2. In even larger terms, corruption costs the world economy roughly 5% of global Gross Domestic Product (GDP), meaning corruption cost the world economy more than US$4 trillion in 2017[3].  Furthermore, more than $20-40 billion of international development aid funds sent overseas each year are laundered by high-level government personnel – this makes up nearly 40% of all international development funds3. These funds are desperately needed in developing countries where citizens rely on these funds to provide for public goods, such as schools, housing, transportation, hospitals, and so on.

Corruption is not limited to bi- or multilateral government transactions, but also includes private sector business transactions.  Countless international organizations, notably the OECD, World Bank, and the International Chamber of Commerce, have consistently placed upmost importance on addressing worldwide corruption and have produced internationally recognized standards and regulations, several of which are urged for inclusion within contracts.  Key takeaways from these varying standards are: (i) fostering contract transparency between direct contract stakeholders and the public-at-large; (ii) structuring open contract processes; and (iii) the exclusion of third parties in monetary transactions.  While notions like third party exclusion is important for ensuring that money does not fall into the wrong hands, it focuses on a single transaction; many external factors such as the societal needs, culture, and human capital to name a few are not within the scope of this single transaction.

Perhaps the most recognized organizational body pushing for open contracting and other means of combatting corruption is the Open Government Partnership (OGP).  The OGP boasts 75 member countries and partnerships with frontline organizations such as the OECD, UN, among others4.  Moreover, another organization by the name of the Open Contracting Partnership  (OCP) is a strong advocate for open contracting processes and their benefits.  According to the OOC, open contracting is a process that accounts for all direct and indirect stakeholders, and “pushes for open and accessible and timely information on government contracting to engage citizens and businesses in identifying problems.”  Open contracting also requires its standards to implemented at every level of a project; the planning stage of a project, bidding and tendering process, as well as the project implementation process.[4]


To read entire paper, click here


Editor’s note: This paper was prepared 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: McMichael, B. (2019). Anti-Corruption Contract Framework, PM World Journal, Vol. VIII, Issue VIII, September. Available online at https://pmworldlibrary.net/wp-content/uploads/2019/09/pmwj85-Sep2019-McMichael-anti-corruption-contract-framework.pdf



About the Author

Brooke McMichael

Paris, France




Brooke McMichael is a graduate student in the MSc Project and Programme Management & Business Development program at SKEMA Business School in Lille, France.  Before her studies at SKEMA, Ms. McMichael received a bachelor’s degree in Finance with minors in Economics and Political Science at the University of Louisiana at Lafayette (USA) in 2017.  While pursuing her studies, Ms. McMichael completed an internship at the U.S. Embassy to France – Mission to the Organization for Economic Cooperation and Development (OECD) in 2017, where her research focused on the future of work and economic policy. Prior to this experience, she worked on multiple international projects while interning within International Operations and Business Development at PHI, Inc.  Ms. McMichael is a U.S. citizen and is currently working within Business Development and Project Management in Paris, France. She can be contacted at brooke.mcmichael@skema.edu


[1] Cotula, L. (2010). Investment Contracts and Sustainable Development. Retrieved from International Institute for Environment and Development (IIED) website: http://pubs.iied.org/pdfs/17507IIED.pdf

[2] Hayman, G. (2016). The Biggest Hope for Ending Corruption is Open Public Contracting. [blog] Open Contracting Partnership.  Available at: https://www.open-contracting.org/2016/05/11/biggest-hope-ending-corruption-open-public-contracting/

[3] Yermo, J. and Schroeder, H. (2014). The Rationale for Fighting Corruption. CleanGovBiz – Integrity in Practice. [online] Paris: OECD, pp.1-4. Available at: https://www.oecd.org/cleangovbiz/49693613.pdf 

4 U.S. Department of Justice (2018).  [online] Foreign Corrupt Practices Act (FCPA).Available at:  https://www.justice.gov/criminal-fraud/foreign-corrupt-practices-act

[4] Open Contracting Partnership (2016). The Biggest Hope for Ending Corruption is Open Public Contracting. [blog] Open Contracting Partnership.  Available at: https://www.open-contracting.org/why-open-contracting/#what-is-open-contracting



The History of Earned Value Management

Through Incentives Plans



By Bertille Hu

SKEMA Business School

Paris or Lille, France




As project is defined to be “an investment that requires a set of logically linked and coordinated activities performed over a finite period of time in order to accomplish a unique result in support of a desired outcome”[1], project management is “the art and science of managing a project from inception to closure as evidenced by successful product delivery and transfer”.[2] It is the key element to either the success of a project or its failure.

To be able to follow the progress of a project, we have to use Earned Value Management (EVM). According to Max Wideman’s Comparative Glossary’s definition, Earned Value Management is “a management technique that relates resource planning to schedules and to technical cost and schedule requirements. All work is planned, budgeted, and scheduled in time-phased increments constituting a cost and schedule measurement baseline.”[3]

EVM is a widely used project management technique which consists of a set of tools and methods that helps to integrate the cost, the schedule and the performance of a project; it is also useful to measure its progress, make forecasts and prevent deviations. It provides a real-time analysis on the performance of the project which is priceless for both the owner and the contractor: the owner has a nice overview on the project progress and can have confidence in it, and the contractor has an easier way to identify and address project’s performance issues.

Key words: Earned Value Management, Project management, Project Progress Control, Performance measurement, Indicators, Incentives

Figure 1 – Directly observed reasons for schedule slips and budget overruns. Solid bar, engineering managers” ranking; twisted bar, general managers’ ranking [4]

To use this technique, we first need to build a strong baseline – the “Performance Measurement Baseline” (PMB) – upon which to compare the progress and to forecast the budget and the workload. It is composed of planning, scheduling, cost estimating and budgeting processes, and is traditionally shaped like an “S curve”.

Figure 2 – DAU Earned Value Management ‘Gold Card’ [5]



To read entire paper, click here


Editor’s note: This paper was prepared 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: Hu, B. (2019). The History of Earned Value Management Through Incentives Plans; PM World Journal, Vol. VIII, Issue VIII, September.  Available online at https://pmworldlibrary.net/wp-content/uploads/2019/09/pmwj85-Sep2019-Hu-history-of-evm-through-incentive-plans.pdf



About the Author

Bertille Hu

Lille, France



Bertille HU is a 22-year old French student, currently pursuing a Master of Science degree in Project and Programme Management and Business Development at Skema Business School, Lille Campus. Pursuing a double-degree in engineering at Iteem, Centrale Lille, she developed a keen interest in the industry and is getting graduated with a specialization in production.

Having a multi-cultural background and international orientations increased her interests for project management. Passionate about this field, she is certified in AGILEPM Foundation, PRINCE2 Foundation.

After acquiring significant experience from various positions in various industries in several different countries, her numerous experiences (internships, travels abroad) gave her the opportunity to develop her adaptability and become resourcefulness.

Bertille lives in Lille, France and can be contacted at bertillehu1@gmail.com
or, https://www.linkedin.com/in/bertille-hu/


[1] http://www.planningplanet.com/guild/gpccar/introduction-to-managing-project-controls

[2] Wideman Comparative Glossary of Project Management Terms. (2017). Retrieved from http://www.maxwideman.com/pmglossary/PMG_P16.htm#Project%20Management

[3] Wideman Comparative Glossary of Project Management Terms. (2017). Retrieved from http://www.maxwideman.com/pmglossary/PMG_E00.htm#Earned%20Value%20Management

[4] Labi, S., & Moavenzadeh, F. from MIT (2007). Cost and Schedule Monitoring [PowerPoint slides]. Retrieved from https://dspace.mit.edu/bitstream/handle/1721.1/53709/1-040Spring-2007/NR/rdonlyres/Civil-and-Environmental-Engineering/1-040Spring-2007/C79BE06C-B4F1-43C2-B894-9E208A79D895/0/lect17.pdf

[5] Defense Acquisition University. (2018, September). Earned Value Management ‘Gold Card’. Retrieved from https://www.dau.mil/cop/evm/Pages/Default.aspx  


The Main characteristics of FIDIC Red Book 2017



By Prof Dr. Mostafa H. Kotb, Dr. Mohamed Abo Al Anwar and Eng. Haytham Baraka

Cairo, Egypt



  1. Abstract

Construction contracts represent one of the of most important and vital tools in the construction industry. FIDIC is commonly used in different countries and also in different types of projects. Therefore, this paper aims to provide an overall view on FIDIC Red Book (2017) in the construction industry.

Keywords: Contract, Management, construction, standard contract, Traditional contract, choice of contract, FIDIC.

  1. History of FIDIC

FIDIC represents a French language acronym for Fédération Internationale Des Ingénieurs-Conseils, which means the international federation of consulting engineers.

In August 1957, it established their first contract which was the Conditions of Contract for Works of Civil Engineering Construction. The draft of the early FIDIC contracts were very similar to and based on the fourth edition of the ICE Conditions of contract.

One the major disadvantage of the original FIDIC Red Book was that it was based on providing the full design to the Contractor by the Employer or his Engineer which is may suitable for specific cases or types of projects but was not suitable for all projects. It was suitable for civil engineering and public or infrastructure projects such as tunnels, roads, bridges and water treatment plants. On the other hand, it was not so suited for some projects specially where the major items of plant were manufactured away from site. For this reason, in 1963, they established the first edition of the “Yellow Book” which was a new type of FIDIC contract that was more suited with mechanical and electrical works. This contract considered the characteristics of these types of projects by considering testing and commissioning. The second edition of “Yellow Book” of was published in 1980.

In 1987, FIDIC revised the Red and Yellow Books and new editions were published. In 1996, FIDIC published a supplement to provide the user with an option for a Dispute Adjudication Board and an option for payment on a lump sum basis rather than re-measuring based on a bill of quantity.

In 1994 FIDIC started reviewing of both the Red and the Yellow Books and preparing to establish the Orange Book.

In 1995, FIDIC published a new contract known as the Orange Book. This contract was designed for projects procured on a design and build or turnkey basis.

In 1999, FIDIC publish four contracts as following:

  1. The Construction Contract Designed by the Employer “Red Book”.
  2. The Conditions of Contract for Plant and Design-Build for Electrical and Mechanical Plant, and for Building and Engineering Works, Designed by the Contractor “Yellow Book”.
  3. The Conditions of Contract for Engineering Procurement and Construction/Turnkey Projects “Silver Book”.
  4. Short Form of Contract for engineering and building work of relatively small capital value “Green Book”. Accordingly, the Green Book is suitable for relatively simple or repetitive work, or work that will not require input from specialist sub-contractors.


  1. Forms of FIDIC

1. The Red Book:

It was firstly published in 1957 and was designed for the Civil Engineering industry. This form of contract is the most common one throughout the world.

2. The Yellow Book

It was firstly published in 1967 and was designed for the Mechanical and Electrical Engineering sector.

3. The Orange Book

It was firstly published in 1995 and was designed for design and build contract.



To read entire paper, click here


How to cite this paper: Kolb, M.H.; Al Anwar, M.A.; Baraka, H. (2019). The Main characteristics of FIDIC Red Book 2017; PM World Journal, Vol. VIII, Issue VIII, September. Available online at https://pmworldlibrary.net/wp-content/uploads/2019/09/pmwj85-Sep2019-Baraka-main-characteristics-of-FIDIC-Red-Book-2017.pdf



About the Authors

Prof. Dr. Mostafa H. Kotb

Cairo, Egypt



Prof. Dr. Mostafa H. Kotb is Professor of Structural Engineering in the Faculty of Engineering at AZHAR University in Egypt, since 2006. Fields of interest include behavior of design of steel structures, strengthening and repair of reinforced concrete elements for structure interactions, and rehabilitation of civil infrastructure,  He was Vice-dean from 2011 through 2015, Assistant chair of Al-AZHAR International Engineering Conference from 2000 till 2014.  For more information, visit https://www.linkedin.com/in/dr-mostafa-kotb-85ab353a/?ppe=1.  He can be contacted at Dr_mostafakotb55@yahoo.com


Dr. Mohamed Abo Al Anwar




Dr. Mohamed Abo Al Anwar has a Ph.D of Structural Engineering in the Faculty of Engineering at AZHAR University in Egypt.  He can be contacted at aboal.anwar@yahoo.com


Haytham Baraka

Egypt and Kingdom of Saudi Arabia



Eng. Haytham Baraka, B.Sc., PMP, CCP, PMI-SP, PMI-RMP, graduated from Zagazig University as a Civil Engineer, and his graduation project was construction management for the Cairo Metro Project. He worked in several roles of Civil Engineering (Site Engineer, Technical Office Engineer, Planning Engineer, Project Controls Manager). He is active in professional project management associations and is a certified Project Management Professional (PMP), Certified Cost Professional (CCP), Scheduling Management Professional (PMI-SP), and Risk Management Professional (PMI-RMP). Mr. Baraka can be contacted at: h_baraka14@yahoo.com or  Haytham@built.com.sa.  For more information, visit https://www.linkedin.com/in/haytham-baraka-pmp-ccp-sp-rmp-apc-rics-candidate-765a9b28/



Redefining the Role of Project Leader

for Achieving a Better Project Result



János Varga, Ph.D

Óbuda University, Keleti Faculty of Business and Management


Ágnes Csiszárik-Kocsir, Ph.D habil

Óbuda University, Keleti Faculty of Business and Management

Budapest, Hungary




1970 can be considered a very important milestone of globalization. Multinational companies around the world have been expanding at a remarkable speed, and have made not only the global economic system but their own internal operations even more complex. There is a legitimate demand from companies for a management area that can handle and manage complex tasks more efficiently. Project management appeared in the operation of organizations, which could not have been more effective in people-to-people collaboration, given that people (project teams and project managers) work together on projects. The XXI century increased the value of projects in the life of companies. Our economic system has not become simpler, and the tasks that companies need to manage on a daily basis have been further complicated. Having a really good project manager has become a key issue for project success, because without proper project management practice, teamwork cannot be effectively coordinated. What kind of person should be an effective project manager? What does a good project manager need to know nowadays? This study addresses these issues and attempts to summarize the characteristics of a good project manager.

Key words: project, project management, project culture, project based organization


The XXI. century has transformed every aspect of life. Not only have tasks become more complex in our globalized world, but the speed of change has also accelerated. These, in themselves, are conditions for all economic operators that must be accepted and acknowledged. Management in these circumstances can do no more than adapt to the changed environmental conditions and they must strive to make the most of the situation. Management’s sensitivity, flexibility, and good situational awareness will be important in all aspects to make the right decisions. If we look a little better in our environment, we can see that not only tasks and changes have become more complex, but that people have changed significantly. There has been a huge change in human resource management, and this has become clearly evident in project management.


There is no doubt that several factors can determine the success of projects. The project itself is a unique, one-off, non-repeatable process that has the exact purpose and expected results, works on a budget, needs to be completed on time, and has a certain amount of resources needed. We initiate the project because some task, challenge, problem cannot be satisfactorily solved by the usual, well-proven management solutions of the management, so a novel and planned combination of the applied solutions is needed. By definition, project success is achieved when the project triangle is realized in the classic sense, meaning that the project is executed within the given budget, on time and in the required quality. But would that really be the success of a project? Do these three pillars really determine how to talk about project success? What else is important for project success? This study seeks to address these issues very briefly and concisely.

Figure 1. 3 factors of project success

Source: Own edition

There is no doubt that meeting these three pillars together is important in terms of project work. At the same time, it should be borne in mind that, for the sake of project success, people are essentially working together, and their work, their relationship with each other is far more important than what we are dealing with. Somewhere, the human factor must be present as we go about project success, and for this work it will be essential to look at the quality of leadership and the cultural characteristics of the organization. In the beginning of the XXI. century is about people-centeredness and how well we can lead our people or team in order to increase organizational performance. The human factor has become a bottleneck in areas such as innovation, organizational change, project management, or even crisis management. The knowledge of a person who, through his or her appropriate abilities, promotes the fulfilment of company (project) goals is greatly appreciated. Thanks to the creativity, ingenuity and broad-mindedness of the creative and thinking person, he is able to solve problems, create new alternatives and come up with a variety of solutions. The team can enhance human abilities, as teamwork can result in a broader approach, approaching the problem from multiple angles, increasing the number of suggestions, and in other words, the true power of the team lies in its ability to solve the problem.


To read entire paper, click here


How to cite this paper: Varga, J. & Csiszarik-Kocsir, Á. (2019). Redefining the Role of Project Leader for Achieving a Better Project Result; PM World Journal, Vol. VIII, Issue VIII, September. Available online at https://pmworldlibrary.net/wp-content/uploads/2019/09/pmwj85-Sep2019-Varga-Kocsir-redefining-the-role-of-project-leader.pdf



About the Authors

János Varga

Budapest, Hungary




János Varga is an assistant professor of economics at the Óbuda University, in Budapest, Hungary. He is a doctor of management and business administration (Ph.D). Since 2010 he is lecturing in the different fields of management. He finished his PhD studies in 2012 and got a PhD 2 years later. During his research activities he deals with the competitiveness of the economic participants (research areas: competitiveness of firms and nations, change management, quality of leadership). Dr. Varga was a visiting lecturer in Romania and Poland (CEEPUS Award and Erasmus+ scholarships). He participates in national and international scientific organisations. He is a member of the Hungarian Academy of Sciences and Hungarian Economic Association. He is also a member of the Gate2Growth Academic Network Initiative and Business System Laboratory in Rome, Italy. Since 2011 he took part in five research projects as a team member or research leader. He has more than 50 publications in scientific journals and more than 60 publications in conference proceedings.

Dr. Varga has 10 years’ experience of teaching and he also participated in several training programme in the last few years. He was an innovation expert of the Chamber of Commerce and Industry of Fejér Country and at present he is Excellence Ambassador at the Alliance of Excellence Institute in Hungary. He was awarded by Peter Drucker Society (Peter Drucker Essay Contest Winner), Poznan University of Technology (Young Researchers Award), Hungarian Association for Innovation (Harsányi István PhD Award), Óbuda University (Young Researcher of the Year Award), Balassi Institute (Campus Hungary Scholarship) etc. Dr. Varga is a special advisor of the European Parliament. Since 2017 he is managing special organizational development projects for different firms and companies as an O.D. expert.

János can be contacted at leader.and.partners@gmail.com


Ágnes Csiszárik-Kocsir

Budapest, Hungary



Professor Ágnes Csiszárik-Kocsir works as an associate professor of Finance at the Óbuda University, Keleti Faculty of Business and Management. She is a doctor of Management and Business Administration. She received her Ph.D. degree from Szent István University Management and Business Administration PhD School in 2010. Title of her dissertation is “The education funding aspects at local governments”. After it, she did her habilitation in 2017 at University of Kaposvár.  She worked at Central European University as a project manager and a visiting professor from 2004 till 2007. She managed several research projects in that time, and she was responsible for the finances of the projects.

From 2007 she is a professor at Óbuda University. Her research fields are financing and the crisis. In recent years she had several research projects in connection with her courses: financial culture, corporate financing, investment funding, project management and the project financing. She was a visiting professor in Romania, and in Poland (CEEPUS Award and Erasmus+ scholarships).

She has more than 220 national and international publications, articles and conference proceedings as well. She helped in organizing more than 20 conferences, and she is a member of editorial boards in  national and international journals (Lépések, The Macrotheme Review, Journal of Competiveness, Journal of Financial Management and Accounting), and she is a review board member in 2 international journals (Journal of Process Management – New Technologies International, International Journal of Trade). From 2015 she is an editor of the “Business Development in the 21th Century” book published by the Óbuda University. In 2009 she was the Young Researcher of the Year at Óbuda University.

Ágnes can be contacted at kocsir.agnes@kgk.uni-obuda.hu.



Project and Program Management Acumen

The Catalyst for Industry 4.0 Organizational Success



By Prof. Dr. Pieter Steyn

Cranefield College, South Africa


Prof. Dr. Brane Semolič

LENS Living Lab, Slovenia




The shift from computerization and automation of Industry 3.0 to innovation based on combinations of complex digital Industry 4.0 enabling technologies, is forcing organizations to re-examine the manner in which they operate and do business. It is evident that technology changes are not enough to achieve expected results, as was the case in the past. Critical integrators of new value chains and business processes are collaborative projects and programs that act as organisational vehicles and enablers of novelties, transformation and change, technologies, and systems. A profound ability to make good judgments and take quick decisions is of paramount importance. This article discusses achievement of organizational success through enhanced project and program management practices with respect to Industry 4.0.

Keywords:   Industry 4.0, virtual organizations, new business models, new competencies, program and project management acumen, collaboratist leadership.


  1. Industry 4.0 – The Advent of New Business Needs and Competencies

The world is witnessing profound transformation and change in all areas of private and public corporate life in the Industry 4.0 economy.  Organizational and private lives are becoming highly volatile and value-driven, demanding continuous innovation and learning. These changes, caused by the inflow of new digital enabling technologies intertwining with our daily lives, influence the way we are performing our organizational activities and daily chores. Moreover, this is only the first taste of dramatic changes in the years to come.

The Third Industrial Revolution (Industry 3.0) saw computerization, optimization and automation of organisational resources as major success factors. The Fourth Industrial Revolution (Industry 4.0) business ecosystem in which the world now finds itself does not depend only on computerization, automation, innovation, optimization, and competitiveness of resources, but also on inter-organizational value chain innovativeness, complementary partner technologies, innovative products, digitization and supporting services systems.

According to the World Economic Forum, Industry 4.0 affects four main organizational elements, i.e. customer expectations, product enhancement, collaborative innovation, and organizational forms. Customers are increasingly at the epicentre of the economy. Leaders and managers have a duty to ensure that design for customer needs delivers a competitive advantage. In the Industry 4.0 economy an effective and efficient design capability has emerged as an important competitive key success factor. The advent of modern key enabling technologies (KETs) and virtual networks of organizational and knowledge-worker partners are supportive of the above. The Industry 4.0 explosion of complexity is caused by rapid development of global markets and the continuous creation of new technologies and products. This stimulates the emergence of new forms of organizations and competences (Steyn and Semolič, 2016).

The aim of key enabling technologies is overall digitalization with the internet of things (IoT) and services. Industry 4.0 strategic transformation and change, driven by modern information and communication technologies (ICT) artefacts, allow for the introduction and integration of new business models of vertical and horizontal supply and value chains. Moreover, the dynamic complexity of the modern technologies – robotics, artificial intelligence, mass data, IoT, and the integration of information technology and operations technology, to name but a few – calls for specialization and sustainable collaboration among partner organizations, and also demands appropriate organizational forms, mindsets, and human talent (Semolič and Steyn, 2017).

It is evident that technology changes are not enough to achieve expected results, as was the case in the past. Renown American trend forecaster, Gerald Celente (1997), on the issue that futurists often equate advances in technology with advances in civilization, opines that it requires a good understanding of how novelties will affect personal and business lives, organizations of all kinds, and how it will reshape organizational landscapes, societies and culture. He claims that it is therefor vitally important to gain a holistic understanding of the risks involved and to plan appropriate solutions for the timely mitigation of the risk and associated complexity. This is where we are in the current Fourth Industrial Revolution. The burning question is how organizations can successfully cope with such complex strategic transformation and change processes. Knowledge and insight into every segment of Industry 4.0 technology and businesses complexity phenomena are needed to understand and manage it successfully.

Consequently, organization design, development, and governance have entered a challenging new phase with project management acumen as foundation. Innovative inter-organizational value and supply chains are created in collaboration with partners, and these resultantly operate in a local, regional and global collaborative organizational ecosystem. Innovative product, service, as alo, process design and development have become complex and highly important project-driven competitive factors. The emergence of new business models means that organizational culture, the harnessing of human talent, and organizational forms need profound adjustment. Importantly, supply chain- and project processes are being shaped cross-functionally in the Industry 4.0 organizational value chain and are program-managed.  The shift from computerization and automation of Industry 3.0 to innovation based on combinations of complex Industry 4.0 technologies, is forcing organizations to re-examine the manner in which they operate and do business (Steyn and Semolič, 2018).


To read entire paper, click here


How to cite this paper: Steyn, P. & Semolič, B. (2018). Project and Program Management Acumen: The Catalyst for Industry 4.0 Organizational Success, PM World Journal, Vol. VIII, Issue VIII – September. Available online at https://pmworldlibrary.net/wp-content/uploads/2019/09/pmwj85-Sep2019-Steyn-Semolic-Steyn-project-and-program-management-acumen.pdf



About the Authors

Prof Dr Pieter Steyn

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



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

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

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

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

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

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


Prof Dr Brane Semolič

Founder and Head of LENS Living Lab –
International living laboratory
Celje, Slovenia



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

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

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

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

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

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

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

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



Compatibility Between BIM Software and Cost Estimate Tools

A Comparison between Two Directions of Solutions



By Ying Xu

SKEMA Business School

Shanghai, China and Paris, France




Inaccuracy and redundant work are major issues in the cost estimating. The utilization of Building Information Model (BIM) can increase the efficiency and reduce some manmade errors. However, there are many BIM software, cost estimate software, as well as cost databases existing in different companies. All these platforms have different features from each other. It is still difficult to really realize the exchange of data. It is important to find out a solution to tackle this incompatibility.

This paper introduces the concept of two directions of solutions, “from BIM to cost estimating” and “from cost estimating to BIM”. It explains in detail the pros and cons of these two directions. By using a Multi-Attribute Decision Making Method (MADM), the two directions are compared in both quantitative and qualitative analysis. The result of the analysis shows that “From BIM to cost estimation” is a better solution. The key to realizing compatibility with this solution is to have a universally adaptable coding system.

Keywords    Compatibility, Building Information Modeling, Cost Estimation, Bill of Quantity, Material Take-off, Software


  1. The inaccuracy of cost estimation

Statistics show that in 2015, fewer than one-third of the projects managed to come within 10 percent of the planned budget Large percentage of projects are facing a problem of cost overrun. This shows that there is a large potentiality of improvement in terms of project cost estimation.

Table 1: Percentage of projects meeting budgets [1]

There are many factors that can lead to cost overrun. One of these is the inaccuracy of cost estimation.

Table 2: How do We Underestimate[2]

Take process industry project, for example, depending on the technical and project deliverables (and other variables) and risks associated with each estimate, the accuracy range for any particular estimate is expected to fall into the ranges identified (although extreme risks can lead to wider ranges).[3]


To read entire paper, click here


Editor’s note: This paper was prepared 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: Xu, Y. (2019). Compatibility Between BIM Software and Cost Estimate Tools: A Comparison between Two Directions of Solutions, PM World Journal, Vol. VIII, Issue VIII, September.  Available online at https://pmworldlibrary.net/wp-content/uploads/2019/09/pmwj85-Sep2019-Xu-compatability-between-bim-software-and-cost-estimating-tools.pdf



About the Author

Ying XU

Shanghai, China
Paris, France




Ying XU is a Master of Science student in SKEMA Business School, major in Project and Programme Management & Business Development (PPMBD). She graduated from Shanghai Maritime University and holds a bachelor’s diploma in Transportation Management. She has over 9 years working experience of which 7 years in a leading international engineering company in Oil and Gas industry, 18 months assignment on fabrication site of a mega LNG project. She has background knowledge about subcontract/contract management, proposal, and procurement. She lives in Paris, France now and can be contacted at ying.xu@skema.edu.


[1]Global Construction Survey 2015: Climbing the curve. (2017, April 3). Retrieved from https://home.kpmg.com/xx/en/home/insights/2015/03/global-construction-survey.html

[2] Butts, G. (2010, February). Mega Projects Estimates-A History of Denial. Retrieved from http://www.build-project-management-competency.com/wp-content/uploads/2010/09/Glenn.Butts-Mega-Projects-Estimates.pdf

[3] Cost estimate classification system – As applied in engineering, procurement, and construction for the process industry. (2016, March 1). Retrieved from https://web.aacei.org/docs/default-source/toc/toc_18r-97.pdf?sfvrsn=4



Interview with Dr Penny Pullan


Engaging People Remotely Is a Real Challenge

Interviewed by Yu Yanjuan
Journalist, Project Management Review: PMR (China)

Journalist’s Introduction to Penny Pullan

Dr. Penny Pullan is an expert on developing leadership for virtual work and tricky projects. The majority of her work is with people in multinational organisations, who are grappling with tricky projects and programmes of change.

Based in the United Kingdom, she has worked with programmes as wide-ranging as running virtual summits and professional groups, certification of child labour in West African countries, supporting people who make insulin globally to work virtually effectively, the global implementation of SAP, introducing project techniques in the not-for-profit sector as well as ‘Project Management Excellence” training.

Dr Pullan co-authored A Short Guide to Risk Management with Ruth Murray-Webster and co-edited Business Analysis and Leadership with James Archer. Her specialties include project and programme management, business analysis, business process management, business change, risk management, leadership of change, virtual leadership, implementing strategy, etc.

In 2001, Dr. Pullan was scheduled to fly to the United States to attend the start-up meeting for a global project, but her business trip was delayed due to the 9·11 incident. She had to quickly learn to work with team members on projects remotely. Since then, Dr. Pullan has initiated research on virtual team management and written a book on this topic titled Virtual Leadership. In this interview with Dr. Penny Pullan, we mainly focus on virtual leadership.



Project Management in Penny’s Eyes

Q1.  What is it that has motivated you to stay for over two decades in this profession?

Dr Penny Pullan (Pullan):       I want to change the world and make it a little bit better than it would have been without me! Project management has helped me to do this and has also been a lot of fun. I don’t think that it is possible to be bored when you’re doing such a diverse and interesting job.

Q2.  You have so many labels on you such as speaker, author, consultant, director, etc. Which is your favorite role and why?

Pullan:             I love my job – which is a real mix of writing, speaking, working with people and running my own consultancy. For me, the key part that keeps me interested is the variety of what I do and the diverse people I mix with. Every day is different. Recently, I have worked in Paris with project managers from a medical devices company, in Southampton with people who are working on geospatial projects and remotely with researchers in the USA! In amongst these, I have had time to think and mull over the topics I’ve been asked to speak on to audiences around the world.

Q3.  Someone has described you as being passionate, goal-oriented and ambitious. How do you describe yourself as a professional?

Pullan:             I’ve noticed, as I get older, that I’m enjoying developing others as much as, or even more than, developing myself. There is something magical in getting alongside someone as their mentor and watching as they open up to new possibilities and then make them happen. So perhaps you can describe me as a mentor, keen to open up new possibilities and potential in all I work with.

Q4.  Having been in this profession for over 20 years, what changes in project management have you observed?


To read entire interview, click here


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

How to cite this interview: Yanjuan, Y. (2019). Engaging People Remotely Is a Real Challenge: Interview with Dr Penny Pullan; Project Management Review; republished in the PM World Journal, Vol. VIII, Issue VIII, September. Available online at https://pmworldlibrary.net/wp-content/uploads/2019/09/pmwj85-Sep2019-Yanjuan-Pullan-Interview.pdf



About the Interviewer

Yu Yanjuan

Beijing, China



Yu Yanjuan (English name: Spring), Bachelor’s Degree, graduated from the English Department of Beijing International Studies University (BISU) in China. She is now an English-language journalist and editor working for Project Management Review Magazine and website. She has interviewed over forty top experts in the field of project management. In the past, she has worked as a journalist and editor for other media platforms in China. She has also worked part-time as an English teacher in various training centers in Beijing. For work contact, she can be

reached via email yuyanjuan2005@163.com  or Linkedin https://www.linkedin.com/in/yanjuanyu-76b280151/.