Evaluation of Quality Assessment System

for Building Contractors in Lagos, Nigeria



By Ngozi Marykate Okoye1, Kevin Chuks Okolie1, Nathan Ndubisi Agu2

  1. Department of Building, Nnamdi Azikiwe University
  2. Department of Quantity Surveying, Nnamdi Azikiwe University

Awka, Anambra State, Nigeria




This study assesses the quality systems for building contractors in Lagos with the aim of developing guidelines for a quality assessment system that can be applied by any building contractor in Lagos state Nigeria. In order to achieve this aim, the study looked at the quality systems that are currently in place, and their impact on the contractors’ performance. Quantitative data were obtained from senior managers, project managers, engineers, architects, quantity surveyors, and technical managers working with building construction companies in the Lagos Metropolitan Area using the mixed method approach. Descriptive case study was adopted while one sample student’s t-test and principal component analysis techniques were employed. Findings indicate that the major quality assessment method used by Lagos contractors in construction industry is the observation/physical inspections method. The findings also provided that this quality assessment method has a significant positive impact on project delivery in the area. Based on these findings, it was recommended among others that the Lagos QAS should emphasize the use of objective and statistical quality assessment approaches. They should also encourage the integration of information technology in the quality assessment process.

Keywords: Quality Systems, Building Contractor, Quality Assessment



Development of an effective quality assessment system for a given industry begins with the identification of quality indicators relevant to the industry. The construction industry is one of the significant pillars in Lagos economy. In recent years, this industry has been characterized with a myriad of problems including low levels of customer satisfaction, increased competition, and heightened safety concerns. In order to overcome these challenges and increase performance, building contractors need to change how they manage quality.

The construction industry contributes 1% employment opportunities to Nigerians (Ding, 2008). According to the World Bank, an active industry should contribute at least 3.2% of the employment opportunities in the country (Elinwa& Joshua, 2001). According to Idiake, Shittu, Anunobi, &Akanmu, (2015), the construction industry in Nigeria can create more jobs if it upholds quality. Despite overall growth and good performance, Shittu, Idiake, and Akanmu, (2015) observed that the last decade was characterized by declining level of clients’ satisfaction with the built facilities due to perceived poor quality. In addition to quality, other major problems affecting the clients’ perception and overall performance of the industry include time and cost overruns (Oladinrin& Ho, 2015).

In this regard, it is imperative for leaders in the construction industry in Nigeria, including financiers of construction projects and government agencies responsible for overseeing and monitoring these projects to introduce radical change in industry practice in order to guarantee quality (Rashvand, Majid& Pinto, 2015). This can be done through the development of a quality evaluation methodology to analyze, gauge and rate the performance of different contractors.

Quality assurance in the industry should also include consideration for cost and time implication. Quality practices not only focus on producing quality buildings in terms of aesthetics, durability and functionality, it also focuses on reducing the cost and time implications of the completed project. Utilization of new and improved technology can help contractors provide quality services at reduced costs and using shorter time spans (Zeng, Tam, & Tam, 2015). For instance, the use of prefabricated segments in construction has been shown to reduce significantly the time and cost implications of a construction project. Crucial to delivering quality in construction projects is engaging in quality planning. With reliable quality and planning, the construction industry would not only expand, it would survive social change and become the key economic driver well into the future.

To date, numerous buildings including residential houses have collapsed, killing many people and injuring scores to others. The damages caused by collapsing buildings differ from time to time. For instance, on September 12, 2014, a six-storey guesthouse at the Synagogue Church of All Nations in Lagos State collapsed, killing 115 and injuring 131, and sparking a national dialogue on building safety (Babatunde, Perera, Zhou &Udeaja, 2015). Incidents of collapsed buildings are common in Nigeria with most cases being reported in Lagos. Between 2007 and 2012, national statistics indicate that there were 130 cases of collapsed buildings in Lagos State while nationwide, more than 135 buildings were reported to have collapsed in the year 2013. This high rate of building collapses can be attributed to poor workmanship and utilization of poor quality materials. Hence, Wahab and Lawal (2011) noted that, although the construction industry in Nigeria is well developed and continues to mature, there is no reliable standard quality assessment system.

More so, most contractors use substandard construction implements and materials, and this reduces the quality of buildings while at the same time increasing the time it takes to finish such projects (Kam and Abdul Hamid, 2015). Previous researchers also observed that the construction industry in Nigeria suffers from lack of local skilled labourers, power shortages and unavailability of reliable and quality building materials and this affects significantly the quality of facilities (Oyedele et al., 2015). Consequent upon these, the study is set out to develop a quality assessment system for building contractors in Lagos State Nigeria, so as to improve the performance of their building construction projects in the area.


To read entire paper, click here


How to cite this paper: Okoye, N.M., Okolie, K.C., Agu, N.N. (2019). Evaluation of Quality Assessment System for Building Contractors in Lagos, Nigeria; PM World Journal, Vol. VIII, Issue VIII, September.  Available online at https://pmworldlibrary.net/wp-content/uploads/2019/09/pmwj85-Sep2019-Okoye-Okolie-Agu-evaluation-of-quality-assessment-in-lagos.pdf



About the Authors


Ngozi M. Okoye

Profile not yet provided




Dr. Kevin C. Okolie

Nnamdi Azikiwe University
Awka, Anambra State, Nigeria



Dr Kevin C. Okolie is a senior lecturer and Head of the Department of Building at Nnamdi Azikiwe University Anambra State Nigeria. He holds a Doctor of Philosophy Degree in Construction Management from Nelson Mandela Metropolitan University, Port Elizabeth South Africa. His research interest lies in the development of Building Performance Evaluation Methodology, Health and Safety Management and Built Asset Management Systems. His published papers and articles on Construction and Facilities Management have appeared in many international conferences and peer reviewed journals.

Email: kevinokolie@rocketmail.com  or kc.okolie@unizik.edu.ng



Dr. Nathan Agu

Nnamdi Azikiwe University
Enugu State, Nigeria



Dr. Nathan Agu is a senior lecturer in the Department of Quantity Surveying, Nnamdi Azikiwe University and the principal partner of Nathquants Associates, a firm of chartered Quantity Surveyors based in Enugu State, Nigeria. His research interests are in professional practice management and construction arbitration. He has a number of notable professional achievements as a professional quantity surveyor and has contributed immensely to the development of the quantity surveying profession in Nigeria. He is also a fellow of the Nigerian Institute of Quantity Surveyors (FNIQS) and a registered member of the Quantity Surveyors Registration Board of Nigeria (QSRBN). You can reach him on nathquants@yahoo.com


Proper Reliance on Artificial Intelligence in Project Management



By Bob Prieto

Chairman & CEO
Strategic Program Management LLC

Florida, USA



There is a growing and proper interest in the deployment of artificial intelligence (AI) into the management of projects, especially large, complex projects. I have previously written about this[1] highlighting some of the limitations, cautions and transparency required while at the same time outlining the benefits available. I suggested that data looking at the broader project environment (stakeholder, regulatory, labor etc.) may provide even earlier insights given the propensity of large, complex projects to frequently be adversely impacted by external factors, outside the project team’s direct control.

In a subsequent paper[2] I highlighted some of the ethical challenges one may face in the proper use of AI. For projects these included clearly understanding the scope and limitations of training data and ensuring that the specific AI algorithms being deployed are appropriate to the use case at hand. Transparency, and arguably certified validation and verification processes, are essential to confident use of AI in predicting project trajectories and likely performance.

Many of the AI efforts aimed at project management today are focused on performance prediction stopping short of addressing its role in a changed project management system. This is the equivalent of a state of the art fire detection system that detects when a fire begins much earlier than traditional detectors, but stops there, without the balance of the “system” responding to assess the situation, suppress the fire, and confirm the fire is out removing other similar flash points.

Proper reliance on artificial intelligence in project management requires a comprehensive project management system encompassing:

  • Strong AI Predictive Tools, with known confidence levels at various time frames (Less confident prediction of failure early on but with a strengthening predictive confidence as more time lapses), including:
    • Transparent and robust AI algorithms, trained on known, relevant data sets and validated for intended use.
    • Knowledgeable deployment of validated AI to use cases verified to be consistent with the validated AI.
    • Recognition of AI limitations due to excluded data (external ecosystem data) and an assessment of the relevance of its consideration in the particular use case (project)
  • Effective and meaningful project reviews, undertaken regularly and using AI predictions to focus and strengthen the depth of project reviews and diagnosis. AI tells us the project has a “fever” but management, especially more senior levels of management with broader more holistic views, must seek the underlying causes and develop a treatment plan. I have previously written[3] about the adverse impacts from perfunctory or non-existent project reviews which are becoming all too common.
  • Decisive action not delayed by a defensive response to what the AI is saying but driven by the earliest diagnosis obtained from the now heightened regular project review process and any “deep-dive” review it may trigger. AI will produce “false positives” or maybe in this context the term “false negatives” may be more apt. Its ability to predict project success is not yet well established which may speak more to the nature of large, complex projects than artificial intelligence.

Even when the AI has made the right call, raising concerns on project performance and trajectory, initial diagnosis and treatment plans may evolve as more insight becomes available. The value of time[4], afforded by the AI’s predictive analytics, must not be lost.


To read entire paper, click here


How to cite this paper: Prieto, R. (2019). Proper Reliance on Artificial Intelligence in Project Management; PM World Journal, Vol. VIII, Issue VIII, September. Available online at https://pmworldlibrary.net/wp-content/uploads/2019/09/pmwj85-Sep2019-Prieto-proper-reliance-on-artificial-intelligence-for-project-management.pdf



About the Author

Bob Prieto

Chairman & CEO
Strategic Program Management LLC
Jupiter, Florida, USA



Bob Prieto is a senior executive effective in shaping and executing business strategy and a recognized leader within the infrastructure, engineering and construction industries. Currently Bob heads his own management consulting practice, Strategic Program Management LLC.  He previously served as a senior vice president of Fluor, one of the largest engineering and construction companies in the world. He focuses on the development and delivery of large, complex projects worldwide and consults with owners across all market sectors in the development of programmatic delivery strategies. He is author of nine books including “Strategic Program Management”, “The Giga Factor: Program Management in the Engineering and Construction Industry”, “Application of Life Cycle Analysis in the Capital Assets Industry”, “Capital Efficiency: Pull All the Levers” and, most recently, “Theory of Management of Large Complex Projects” published by the Construction Management Association of America (CMAA) as well as over 600 other papers and presentations.

Bob is an Independent Member of the Shareholder Committee of Mott MacDonald. He is a member of the ASCE Industry Leaders Council, National Academy of Construction, a Fellow of the Construction Management Association of America and member of several university departmental and campus advisory boards. Bob served until 2006 as a U.S. presidential appointee to the Asia Pacific Economic Cooperation (APEC) Business Advisory Council (ABAC), working with U.S. and Asia-Pacific business leaders to shape the framework for trade and economic growth.  He had previously served as both as Chairman of the Engineering and Construction Governors of the World Economic Forum and co-chair of the infrastructure task force formed after September 11th by the New York City Chamber of Commerce. Previously, he served as Chairman at Parsons Brinckerhoff (PB) and a non-executive director of Cardn0 (ASX)

Bob can be contacted at rpstrategic@comcast.net.


[1] Prieto, B. (2019). Impacts of Artificial Intelligence on Management of Large Complex Projects. PM World Journal, Vol. VIII, Issue V, June; https://pmworldlibrary.net/wp-content/uploads/2019/06/pmwj82-Jun2019-Prieto-Impacts-of-Artificial-Intelligence-on-Management-of-Large-Complex-Projects.pdf

[2] Prieto, R. (2019). Artificial Intelligence Ethics in the Project Management and Civil Engineering Domains; PM World Journal, Vol. VIII, Issue VII, August. http://pmworldlibrary.net/wp-content/uploads/2019/08/pmwj84-Aug2019-Prieto-artificial-intelligence-ethics-in-project-management-and-civil-engineering.pdf

[3] Prieto, R.; Management of Engineering in Design/Build; National Academy of Construction (NAC) Executive Insights; July 6, 2019; https://www.naocon.org/wp-content/uploads/Management-of-Engineering-in-Design-Build.pdf

[4] Prieto, B.; Perspective on the Cost of Delayed Decision Making in Large Project Execution; PM World Journal, Vol. III, Issue II–February 2014; https://www.researchgate.net/publication/271849910_Perspective_on_the_Cost_of_Delayed_Decision_Making_in_Large_Project_Execution



Enhancing Project Team Competency and Effectiveness

through Authentic Leadership – Part One


Positive Leadership in Project Management


By Frank Saladis, PMP, PMI Fellow

New York, NY, USA



It is generally assumed by many in the field of project management that a project manager is placed in a leadership position when assigned to a project. I think it’s a fairly valid assumption, although there are many people, who are assigned to manage a project that may not agree 100% with that assumption. Regardless of one’s view about the leadership role, a project manager must actually “manage the project” and with that role there is some inherent leadership responsibility. The size and complexity of the project is not the issue. Whether it’s a small team or a large team, someone will be held accountable for the coordination of the work necessary to complete the project successfully.  The assigned person can provide leadership value regardless of project size or actual position in an organizational hierarchy. The key element here is whether or not an individual is creating value or, as John C. Maxwell states, “providing authentic leadership.” Authentic leadership is about creating value within an organization. It means making things happen, motivating people to succeed, making a difference, even if you are not actually leading a team. The role of project manager is certainly associated with creating value and, in most cases, involves guiding and directing team members who are assigned to the project. With that in mind, let’s focus on the need for a project manager to provide “authentic leadership, regardless of authority level.

According to Michael Hyatt, CEO of Thomas Nelson Publishers, authentic leadership includes the following qualities:

  • Insight
  • Initiative
  • Influence
  • Impact
  • Integrity

These qualities, when demonstrated, will clearly separate the effective leader from others who have been associated with a “leadership” title. I think many will agree that there are people in positions of leadership, but do not actually offer what we can truly refer to as “authentic leadership.” Additionally, emphasis on integrity is key and directly related to the continuing focus within the project management community on Professionalism, Social Responsibility and Ethical behavior.

Executives of most successful organizations will agree that strong and effective leadership is a major factor in the work effort and activities necessary to achieve the desired levels of established Key Performance Indicators (KPIs) or Organizational Success Factors (OSFs). It is important to note that much of what a leader actually accomplishes cannot be measured using standard metrics such as on time, within budget, reduced defects, etc. Most of the metrics used by organizations focus on output, not on outcome. As an example, a manager saves the company $10,000. That is the output of some activity. The question is, what was the outcome? What changed as a result of the $10,000 savings? How did the company actually benefit? What was the $10,000 used for and how did that use create value? Simply saving money, although a good thing, does not create value. The challenge is that value is not easy to define. It is associated with generating something that is useful, reliable, user friendly, improves safety, or in some way benefits the organization. We have to look past the typical financial measure and include “value metrics” when assessing performance.

Leadership is associated with value creation. It is about vision, motivation, and an ability to allow each employee or team member to achieve their personal goals of self-value while contributing to organizational objectives, working with the team to succeed, and creating an environment of loyalty and respect.

Many organizations measure leadership success through financial and productivity metrics. It is difficult to measure leadership behaviors such as:


To read entire article, click here


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). Enhancing Project Team Competency and Effectiveness through Authentic Leadership – Part One: Positive Leadership in Project Management series article 3. PM World Journal, Vol. VIII, Issue VIII, September. Available online at https://pmworldlibrary.net/wp-content/uploads/2019/09/pmwj85-Sep2019-Saladis-enhancing-project-team-competency-and-effectiveness-part1.pdf



About the Author

Frank P. Saladis

New York, USA




Frank P. Saladis, PMP, PMI Fellow is a Consultant and Instructor / Facilitator within the project management profession and has over 35 years of experience in the IT, Telecom Installation and IT Project Management training environment. He is a senior consultant and trainer for the International Institute For Learning Inc. and has been involved in the development of several project management learning programs. Mr. Saladis has held the position of Project Manager for AT&T Business Communications Systems, National Project Manager for AT&T Solutions Information Technology Services and was a member of Cisco Systems Professional Services Project Management Advocacy Organization. His responsibilities included the development of Project Management Offices (PMO) and the development of internal training programs addressing project management skills and techniques.

He is a Project Management Professional and has been a featured presenter at the Project Management Institute ® Annual Symposiums, Project World, PMI World Congress, CMMA, and many PMI Chapter professional development programs. He is a past president of the PMI New York City Chapter and a Past-President of the PMI ® Assembly of Chapter Presidents. Mr. Saladis is a Co-Publisher of the internationally distributed newsletter for allPM.com, a project management information portal, and a contributor to the allPM.com project management website.

Mr. Saladis is the originator of International Project Management Day and has written numerous leadership and project management related articles. Mr. Saladis is also the author of the Project Management Workbook and PMP ® / CAPM ® Exam Study Guide that supplements Dr. Harold Kerzner’s textbook – Project Management, A Systems Approach to Planning, Scheduling and Controlling?, 9th Edition published by John Wiley & Sons and the author of Positive Leadership in Project Management, published by IIL Publishing. He is a member of the International Executive Guild and the NRCC Business Advisory Council. He has also held the position of Vice President of Education for the Global Communications Technology Specific Interest Group of PMI ® and holds a Master’s Certificate in Commercial Project Management from the George Washington University. Mr. Saladis received the prestigious Lynn Stuckenbrook Person of the Year Award from the Project management Institute in 2006 for his contributions to the organization and to the practice of project management.  He can be contacted at saladispmp@msn.com



September 2019 PM Update from Spain

Volunteering at PMI Madrid Spain Chapter



By Alfonso Bucero

International Correspondent

Madrid, Spain



Interview with Gerald Richli

PMI Madrid Chapter volunteer

Gerald Richli

PMI Madrid Spain Chapter volunteer

As a PMI Madrid Spain Chapter founder member and second former president, I’m proud to encourage all volunteers that helped and still are helping the PMI Madrid Spain Chapter and PMI globally on the continuous development of our profession.

In our interview we had the pleasure to interview Mr. Gerald Richli, who is a PMI Madrid Chapter volunteer at their Mentoring Program. We thank Gerald because of giving us the opportunity to talk to him for a while to run our interview.

What is your professional role, for which industry are you working for?

First of all thanks so much for this interview. It is an excellent initiative that allows to know PMI Volunteers in Spain, and also to know better each other among PMI Spain volunteers.

I have a Business Management degree by the Webster University Misuri (EEUU) and I am PMP since 2013. At the beginning, my professional career was more focused on finance and internal and external audits.

I always worked for the financial sector in Switzerland, where I was born, Greece and finally in Spain and Portugal since 1995, initially as an internal auditor for Citibank before moving to Financial Control. From there I moved to the management la gestión de proyectos, because of the EURO project coordination in 1999.

From that implementation, I continued in project management activities focused on technological migrations, but also by launching new financial products following legal compliances such SEPA, MiFID, LSP, FATCA, CIRBE at Citibank Spain and Portugal till 2015. I was a project manager till 2007 when I took over the PMO, as a Senior Programme Manager.

In 2016, due to the acquisition of “Banca Retail” from Citi in Spain by “Grupo Banco Popular”, I joined Banco Popular IT area, as Demand Management responsible for means of payment. In 2017 I moved to Operations as a Control Manager, with the challenge of facilitating the integration of Popular Bank Operations at “Banco Santander”.


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


How to cite this report:  Bucero, A. (2019). August 2019 Project Management Update from Spain, PM World Journal, Vol. VIII, Issue VIII, September. Available online at: https://pmworldlibrary.net/wp-content/uploads/2019/09/pmwj85-Sep2019-Bucero-report-Spain-ENGLISH.pdf



About the Author

Alfonso Bucero

Madrid, Spain




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

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

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


September 2019 PM Update from Buenos Aires

Visit of the PMI Global Board of Directors

(Report from Argentina)



By Cecilia Boggi, PMP

International Correspondent

Buenos Aires, Argentina



Things are not going very well in Argentina. Unfortunately, the political-economic situation is very difficult and the prospects are not very encouraging.

Despite the context, country’s PMI Chapters continue to work and carry out their projects.

Last July, the PMI Chapter Buenos Aires had the honor of hosting the Global PMI Board of Directors meeting, with the presence of the PMI President and CEO, Mr. Sunil Prashara, the Chair of the Board of Directors, Mr. Randy Black, and the rest of the global directors, who have had the opportunity to meet with local organization authorities and interact with the chapter volunteers.

The visit of Sunil Prashara to local company Techint Ingeniería y Construcciones and to the Honorable Chamber of Deputies of the Argentine Nation as well as the meeting with authorities of Argentine Trains Infrastructure Organization – ADIF has been highly valued.

The three mentioned organizations have published in their internal communications and professional and social networks highlighting the strategic nature of these meetings.

Meanwhile, the PMI Chair of the Board of Directors, Mr. Randy Black, visited organizations in the province of Cordoba and Mendoza, accompanied by the leaders of the PMI Cordoba and Nuevo Cuyo Chapters, and Director Thomas Walenta traveled to Montevideo, Uruguay.

These meetings have reinforced the commitment to quality in project management carried out by the aforementioned organizations in our region and serve as an example for many others.

The agenda also included two receptions with leaders and volunteers of the PMI Buenos Aires Chapter, held in a beautiful palace with tango music in background.

Photo: President and CEO of PMI, Sunil Prashara and Chair of Board of Directors, Randy Black at Reception with PMI Buenos Aires Chapter leaders



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


To cite this article: Boggi, C. (2019). Project Management Report from Argentina, PM World Journal, Vol. VIII, Issue VIII, September. Available online at https://pmworldlibrary.net/wp-content/uploads/2019/09/pmwj85-Sep2019-Boggi-argentina-regional-report-english.pdf



About the Author


International Correspondent

Buenos Aires, Argentina




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

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

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

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

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

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

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

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



Project Management Update from Harare

Project News from Zimbabwe



By Peter Banda

International Correspondent

Harare, Zimbabwe



USD$96.5 Million Zimbabwe Cyclone Idai Recovery Projects Rolled Out

World Bank and African Development Bank (AfDB) in partnership with the Zimbabwe Government have launched two (2) major Cyclone Idai recovery projects worth US$96.5, the mega-projects are aimed at restoring livelihoods and infrastructure development. The two projects namely the US$72 Zimbabwe Idai Recovery Project (ZIRP) is being funded by the World Bank while the US$24.5 million worth Post Cyclone Idai Emergency Recovery and Resilience Project (PCIREP) is funded by AfDB. The launch ceremony that was held in the capital Harare on 02 September 2019 was presided over by the Government of Zimbabwe, The United Nations Country team, foreign dignitaries, private sector partners, Civil Society Organisations, and Key development partners in Zimbabwe.

Both projects will be implemented by UNOPS working with other United Nations Agencies namely UNICEF, FAO, WFP and WHO. Ranier Frauenfeld, Director of the UNOPS Kenya Multi-Country Office said: “The UN in Zimbabwe is committed to supporting the recovery of communities affected by Cyclone Idai to ensure that Zimbabwe gets back on track with its development agenda. ZIRP and PCIREP represented a coordinated multi-sector response to this emergency that will build resilience and sustainability into the targeted communities.”

Cyclone Idai struck Zimbabwe in March 2019, causing extensive damage worth an estimated $622 Million. Over 50 000 households were destroyed, directly affecting 270 000, including 60 000 who were displaced. The $72 million fund by the World Bank will provide immediate support for the most affected communities across nine districts. ZIRP will focus on rebuilding community infrastructure and restoring livelihoods through cash transfers, restoring agricultural crops and livestock production, and revitalising basic healthcare services. Ede Ijjasz-Vasquez, World Bank Regional Director for Social, Urban and Rural Resilience said: “Ensuring integrated and coordinated support for affected communities, this project will assist in the renewal of livelihoods with a focus on building back smarter and longer-term resilience rebuilding. Through these unique partnerships we hope to contribute to how national and regional authorities; development and humanitarian partners can and must work together in providing critical development assistance.”


To read entire report, click here


How to cite this report:  Banda, P. (2019). Project Management Update from Harare, PM World Journal; Vol. VIII, Issue VIII, September.  Available online at: https://pmworldlibrary.net/wp-content/uploads/2019/09/pmwj85-Sep2019-Banda-Zimbabwe-Report.pdf



About the Author

Peter Banda

Harare, Zimbabwe




Peter Banda is an agile Portfolio Manager with Change Management, Marketing & Project Management Skills, and an accomplished entrepreneur with broad stakeholder management experience. He is a founder of Zimbabwe’s largest Association of Project Managers with a membership of over 1000, Project Management Zimbabwe (PMZ – formerly called Project Management Institute of Zimbabwe). He has worked in both the private & public sectors during the last 20 years in Zimbabwe, Botswana & South Africa. Peter is a born & passionate teacher, mentor & trainer with skills ranging from Personal Development Planning to Project Management. Peter has presented & published over 20 papers at high profile international conferences & leading newspapers & publications respectively during the last 8 years.

Peter is currently Secretary- General & CEO of PROJECT MANAGEMENT ZIMBABWE (PMZ). Responsibilities cover strategic navigation of PMZ towards the vision covering board advisory and stakeholder management. He was previously a Higher Education Examiner, Facilitator, Lecturer, Curriculum Developer and Assessor for both local and International Diploma and Degree courses for the Zimbabwe Ministry of Higher & Tertiary Education.  He also served as an Examiner, Assessor and Facilitator on for SpringSoft in South Africa. Peter holds a Bachelors (Hon.) degree and MSc qualification, and is currently studying for a PhD & PMP exams.  A God fearing father of 2 lovely daughters & 1 son, Peter likes reading & researching current affairs, coaching others to realise their dreams, and watching soccer & cricket.

Peter Banda can be contacted at PMIZ National Secretariat Office projectmanagementzimbabwe@gmail.com

To view original works by Peter Banda, visit his author profile in the PM World Library at https://pmworldlibrary.net/authors/peter-banda-2/




August 2019 Italy Project Management Roundup

Project Management in Italian Public Administrations, the Decennial of “Il Project Manager” Magazine, PM Expo® 2019 is coming



By Massimo Pirozzi

International Correspondent

Rome, Italy




This fifth Regional Report focuses on an overview about Project Management in Italian Public Administrations, in which an increasing success of project management discipline goes together with a context that both is rapidly changing and still maintains some degree of uncertainty, on the decennial of “Il Project Manager” magazine, a traditional, constant, and important reference for Italian professionals and practitioners in project management, and on next PM Expo® 2019, the major Event in Italy dedicated to Project Management, which is being organized by the major Italian Association of Project Management, the “Istituto Italiano di Project Management” (Italian Institute of Project Management, ISIPM for short), and which will take place on November 8, this year too in Rome.


While the importance of Project Management in Italian Public Administrations is more and more growing, and increasing numbers of officers acquire project management certifications (in largest measure ISIPM’s ones), some issues are not completely specified yet, and this leads to a certain degree of uncertainty.  I asked to Federico Minelle, a major expert of Project Management in Public Administrations, an ISIPM’s Honorary Member and Member of the Scientific Committee, and a Member of PMWJ’s Team, to share his point of view with us.

“The context hereby described is my viewpoint, based on witnessed news, but in front of an unforeseen near future. This environment is mostly relevant to civil works (e.g. infrastructures) and hopefully less to ICT projects. In addition, Italian political scenario is changing, and this will probably have a significant impact, because public projects and related procurement are big and debated issues. Present status of government rules is the following. The government Authority against corruption (ANAC) was in charge to deliver new rules for public procurement, mainly to contrast corruption, therefore 2-3 years ago, along with many other important rules, it prescribed that every governmental officer in charge of large procurement contracts must have been trained on Project Management: see Guideline n. 3 – Chapter 4, 7 (www.anticorruzione.it/portal/rest/jcr/repository/collaboration/Digital%20Assets/anacdocs/Attivita/Atti/determinazioni/2017/del.1007.2017.det.linee.guida.n.3.2017agg.pdf).

The Project Management approach to be considered was not specified, being hopefully a “de-facto” professional framework. It was mentioned that this framework has to be compliant with national and international standard, therefore it can be easily argued that these standards are the ISO 21500:2012 guideline (Guidance on project management), the Italian standards UNI ISO 21500:2013, and UNI 11648:2016, which allows a third-party certification on project manager competencies, and, eventually, other standards as PMI’s PMBOK® Guide or IPMA®’s ICB 4.0. In any case, a big effort in PM training was already spent by government organizations, using different sources: among them the National Administration School (SNA paf.sna.gov.it/scheda_corso.html?cid=1691), academic institutions, and other highly qualified professional trainers.

But a couple of months ago, the ANAC President, who was appointed since the establishment of the Authority itself, probably for the various critiques he received by Government in charge (obviously not on PM matters) unexpectedly resigned. Former Government promised to develop new rules on the subject, trying to simplify some constraints on required procurement procedures and contractor profiles, and, as a matter of fact, the former Ministry of Infrastructures and Transports asked for public opinion about this subject on a dedicated website https://regolamentounico.mit.gov.it/ .

As ISIPM (Italian Institute of Project Management), we are asking to better qualify public officer both for the procurement phase and the implementation phases. Enrico Mastrofini, President of ISIPM, synthetizes: “I am, of course, happy and proud, since several hundreds of managers and directors that belong to Italian Public Administrations selected our project management training path, and I would stress both the importance and the opportunity of acquiring credentials in project management that are released by those well-known, and globally recognized, organizations, as international PMI and IPMA, and, in Italy, ISIPM, which act strictly in coherence with International and/or National Standards…


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


How to cite this report: Pirozzi, M. (2019). August 2019 PM Report from Italy, PM World Journal, Vol. VIII, Issue VIII, September. Available online at: https://pmworldlibrary.net/wp-content/uploads/2019/09/pmwj85-Sep2019-Pirozzi-5th-Report-from-Italy-English.pdf



About the Author

Massimo Pirozzi

Rome, Italy




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

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

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

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


September 2019 UK Project Management Round Up

Good News, Other Project News, Not So Good News, BREXIT and Singing with Monty Python



By Miles Shepherd

Executive Advisor & International Correspondent

Salisbury, England, UK




No prizes for guessing the topic of this month’s report – BREXIT rules!  However, not in the way most readers, especially in UK would have predicted.  As the deadline for departure draws inexorably closer, minds should be concentrating on what this all means for those of us who make up the Project World.


There is precious little good news to report this month but there is always something positive in most situations.  Broadly speaking, Project People should be in a good position come the dreadful day as we are the ones who bring beneficial change.  Actually, we should have been in a good position with our skills ever since Article 50 was triggered in 2017.  BREXIT is by far the largest programme we have faced since the last World War.  We will see many changes, some expected, like the trading rules under which the nation operates and the movement of people in and out of the country; some will not be anticipated either because no-one bothered to think the situation through clearly or because the risk simply did not occur to anyone.


I reported last month on the review of the business case for High Speed 2.  The future of Europe’s largest infrastructure project hangs in the balance as the planning for the go – no go review takes place.  Douglas Oakervee will undertake the review with a remit to report by the end of the year.  Oakervee has previous form in chairing reviews as he reviewed the case for the Mayor of London’s proposal for a new airport on an island to be constructed in the Thames estuary.  Curiously the Mayor was a guy called Boris Johnson…It will be interesting to see the results as Oakervee was also the Chair of Crossrail in 2009 and of HS2 from 2012 – 2013.  He is also an Honorary Fellow of the association for Project Management. (photo: Ben Gurr)

And there’s more to celebrate as a £10 million project cuts drug misuse in British jails.  The introduction of body scanners, metal detectors and extra staff has resulted in a major reduction in assaults and drug use.

Other successful projects include the construction of more Type 26 frigates by BAE Systems…


To read entire report, click here


How to cite this report: Shepherd, M. (2019).  August 2019 UK Project Management Roundup, PM World Journal, Vol. VIII, Issue VIII, September.  Available online at https://pmworldlibrary.net/wp-content/uploads/2019/09/pmwj85-Sep2019-Shepherd-uk-project-management-roundup.pdf



About the Author

Miles Shepherd

Salisbury, UK




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

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


Finland Project Management Roundup for September 2019

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



By Dr Jouko Vaskimo

International Correspondent & Senior Contributing Editor

Espoo, Finland




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


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

PMAF promotes the development and dissemination of project and project management knowledge. PMAF members are able to enjoy information sharing, workgroups, development projects, project management forums, conferences and certification services PMAF provides. PMAF organizes two annual conferences: Project Days (Projektipäivät in Finnish) in early November, and 3PMO in early June. This year Projektipäivät will take place on 29 … 30.10.2019 with an overarching theme With luck or skill? Please navigate to www.pry.fi/en , https://www.oppia.fi/events/3pmo/?lang=en and www.projektipaivat.fi for general information on PMAF and its annual events.


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

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

PMI Chapter Finland organizes an annual conference in the spring. This year the conference took place on May 23rd with an overarching theme Inspire. Please navigate to www.pmifinland.org and www.conference.pmifinland.org for general information on the PMI Finland Chapter and its annual events.


The 1 600 MW Olkiluoto 3 nuclear power plant, originally contracted to be built by consortium comprising Areva and Siemens for Teollisuuden Voima (TVO) at Olkiluoto, Finland, is expected to start commercial power generation in July 2020. The latest delay – moving the start of commercial power generation from January 2020 to July 2020 – came up when Areva delivered an updated commissioning schedule in mid-July. Areva had promised to provide the updated schedule in June, however, missed this deadline by a month.


To read entire report, click here


How to cite this report: Vaskimo, J. (2019). Finland Project Management Roundup for September 2019, PM World Journal, Vol. VIII, Issue VIII, September.  Available online at https://pmworldlibrary.net/wp-content/uploads/2019/09/pmwj86-Sep2019-Vaskimo-Finland-Project-Management-Roundup-report.pdf



About the Author

Dr Jouko Vaskimo

Espoo, Finland




Jouko Vaskimo is an International Correspondent and Senior Contributing Editor for PM World in Finland. Jouko graduated M.Sc. (Tech.) from Helsinki University of Technology in 1992, and D.Sc. (Tech.) from Aalto University in 2016. He has held several project management related positions with increasing levels for responsibility. Jouko holds a number of professional certificates in the field of project management, such as the IPMA Level C (Project Manager), IPMA Level B (Senior Project Manager), PMP, PRINCE2 Foundation, and PRINCE2 Practitioner. Jouko is also a Certified Scrum Master and SAFe Agilist.

Jouko is a member of the Project Management Association Finland, a founding member of PMI Finland Chapter, and the immediate past chairman of the Finnish IPMA Certification Body operating IPMA certification in Finland. Since October 2007, he has been heading the Finnish delegation to ISO/TC 258.

Jouko resides in Espoo, Finland and can be best contacted at jouko.vaskimo@aalto.fi. For more information please navigate to www.linkedin.com/in/jouko-vaskimo-6285b51.

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



Project Management of Large Software-Intensive Systems



Book Title:    Project Management of Large Software-Intensive Systems: Controlling the Software Development Process
Author:  Marvin Gechman
Publisher:  CRC Press
List Price:  $79.95
Format:  Large, soft cover, 366 pages
Publication Date:  April 2019
ISBN: 9780367136710
Reviewer:  Oluwasegun Odetola, PMP
Review Date: month year




Project management of large software-intensive systems is a detailed compendium of managing large and highly complex software implementation projects and how the project manager can deliver such projects with control of the software development process from start to finish. It is broken down into five sections with a total of sixteen chapters that deliver all there is to know about managing the software development process.

Overview of Book’s Structure

Section 1 – Software Project Management Fundamentals

  • Software Project Management Introduction: The first chapter introduces the reader to the book, taking the reader through business operations and the basics of software project management, the need to have a one-page flowchart picture of software that is to be built, defining what the software system is, software project planning, the software team, software classes and categories and software development standards.
  • Software Project Management Activities: The second chapter takes the reader through the overview of the software project management domain, the importance of the requirements traceability matrix, software project management objectives, software project management control areas, software process improvement, system sustainment and possible pitfalls that may occur.
  • System and Software Life Cycle Processes: The third chapter discusses the software project management processes, lifecycle process, system definition, system development lifecycle process, implementation process, integration, testing, verification, system sustainment, testing processes and the fact that not having processes is very costly.
  • Software Development Methodologies: Chapter four discusses the software development process models including evolutionary software acquisitions strategy, incremental model, the iterative model, prototyping, the spiral model, the unified process model, linear sequential model as well as software analysis and design models, managing agile software development projects, schedules and activity networks and software standards. In this chapter, it is stated that having a methodology to follow is critical in a mid-sized or large-scale software development program.

Section 2 – Software Management and Quality Domains

  • Software Management Domain: Chapter five focuses on software project planning and oversight, software risk management and mitigation, technical and management reviews, critical requirements assurance and software subcontract management. The need to define done and the importance of planning is discussed here.


To read entire Book Review, click here



About the Reviewer

Oluwasegun Odetola, PMP

Texas, USA





Oluwasegun Odetola is a project management professional with experience managing projects to achieve higher than expected goals. He holds a bachelor’s degree in Mechanical Engineering, a master’s degree in Project Management, a master’s degree in Information Technology and Management and became a certified Project Management Professional in 2012. He has over 17 years of experience in roles in Project Management, Information Technology, Engineering and Manufacturing.  Oluwasegun is a member of the Project Management Institute, Dallas chapter.

He can be reached at laniodetola@gmail.com.


Editor’s note:  This book review was the result of a partnership between the publisher, PM World and the PMI Dallas Chapter. Authors and publishers provide the books to PM World; books are delivered to the PMI Dallas Chapter, where they are offered free to PMI members to review who agree to provide a review within 45 days; book reviews are published in the PM World Journal and PM World Library. 

If you have read a good recently-published book related to managing programs, projects or teams of professionals, consider authoring a book review for publication in the PM World Journal.  For our standard format or for more information, contact Editor@pmworldjournal.com or visit https://pmworldlibrary.net/book-review-program/

If you are an author or publisher of a project management-related book, and would like the book reviewed through this program, please contact Editor@pmworldjournal.com.



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