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Volume X - Issue IX - September 2008
Featured Papers
By Robert Prieto Senior Vice President, Fluor Corporation The scope and scale of major capital construction programs is growing worldwide driven by a combination of technological and demographic factors. Whether manifested by expanded energy and industrial capacity to meet the world’s growing demands or complex infrastructure to replace or renew that of the developed world, today’s major capital construction projects are at a scale and complexity that challenges our collective ability to efficiently and effectively deliver them. But scale and sheer numbers are far from the only challenge. Today’s major capital construction programs face an emerging set of risks that extend well beyond the project’s battery limits. While such over-arching or multi-project risks have existed in the past in the form of regional or national political risks, labor strife or even common exposure to natural events, today’s increasingly networked supply chains face new challenges of a scale and consequence rarely seen in the past. This paper seeks to outline some of the risks that major capital construction programs are increasingly exposed to today and posits that some of these emerging risks are the result of “industrial” style management and governance models which do not adequately reflect the networked nature of delivery of today’s mega-construction programs. Read complete paper in English
Marketing of Project Management in an Oil-Rich
By O. Chima Okereke, PhD Abstract For over five years, we have been marketing, implementing, and conducting training on project management software packages in Nigeria, a major oil producing country. Opportunities should abound for marketing the software among the major oil companies and also for training the indigenes that have little or no skills in modern project management. However, there are difficulties to contend with. They include underdeveloped infrastructure, international business politics, local business culture, and more recently insecurity and other issues that negate and frustrate acceptable conventional marketing efforts. This paper discusses these difficulties and suggests some marketing approaches that could succeed in a stable business environment. Read complete paper in English
Series Wrap up (1 of 2) By Mark Kozak-Holland Most people are very familiar with Winston Churchill but may not be familiar with his “agile” approach to project management and his skills as a PM in the summer of 1940. Part 24 looked at the sequence of historical events in September 1940 for the utilization and the effectiveness of Churchill’s solution. To date it had performed well and proven its value. This article wraps up the series, reviews the key points, the transformation project and solution, and highlights learning lessons for today’s projects, and what you can do. Agile leadership is important in today’s world as projects face an increasing environment of continuous change. Through the series the characteristics of agile leaders were introduced with a focus on Churchill’s characteristics and background. Read complete paper in English Read the previous paper in this series. Churchill the Project Manager (Part 24)
Estimation: The Politics of Program Management By Ashwin Amin Introduction: There are five paramount important parameters of business client always uses to consider any work to be done, any plan to execute and any other work which has association with the business. These parameters are Cost, Schedule, Performance, Quality and Support. If the deal is not successfully passed through these parametric determinations, it will never be resultant. Clients are prone to think in terms of expenditure and its outcomes. This expenditure includes the cost of doing business and related activities, which has impact on business in either manner. Because of vary nature of financial aspects of business; clients are always trying to do the business at as least as possible cost with the most possible maximum beneficial outcome. Thus in determining the value of work in terms of associated cost, schedule and performance, determination of work in terms of time, money, complexity and usability is always play a vital role. Client always wants the work in the shortest possible cycle of time, with maximum output and supreme quality with performance. These are the key weakness of client too, and well-learnt managers can play with it very nicely. “The numbers (Estimate)” is the key weapon of managers to deal with client in terms of exploiting their key weakness, and thus to make the favorable deal to the most possible extent. Read complete paper in English
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