PMI publishes new book on Allied Disciplines - Collection of Studies Explores Trends in Project Management

The Project Management Institute (PMI) has announced the release of its newest research publication, Impact on Project Management of Allied Disciplines: Trends and Future of Project Management Practices and Research

According to the book’s announcement, such disciplines as supply chain management and human resource management are taken from other functional areas and integrated into the project management body of knowledge. Impact on Project Management of Allied Disciplines is an academic study focused on these related disciplines and how they influence each other as the professions and theories evolve.

“The project management body of knowledge is constantly being enhanced for practitioners’ use,” said Edwin Andrews, PhD, director of Academic and Educational Programs and Services for PMI. “It is ongoing research and academic publications such as the Impact on Project Management of Allied Disciplines, in addition to research conferences and sponsorships that keep the knowledge base growing and adapting to a changing world. More importantly, this monograph demonstrates how project management is itself rapidly evolving as a recognized academic discipline contributing from its specialized knowledge base, vital information to enhance a myriad of allied management disciplines such as strategic management, risk management, technology management, operations management and organizational dynamics, to name a few.”

With more than 265,000 members in 170 plus countries, the Project Management Institute, Inc. (PMI) is the leading membership association for the project management profession and the largest association dedicated to project management in the world. PMI is actively engaged in setting professional standards, providing a professional career path for project managers and maintaining a family of professional credentials. PMI provides members with access to the knowledge, skills, educational support and networking opportunities needed to drive business results through project management, program management and portfolio management. The Institute is highly regarded for its extensive research capabilities and its program to accredit colleges and universities and Registered Education Providers to teach PMI approved project management courses. PMI was founded in 1969. Please visit PMI.org for more information. To place a book order visit www.PMI.org/Marketplace.

SOVNET PM Journal NO2 2008 published in Moscow

Reported by Alexander Tovb in Moscow

The latest edition of the Project Management Journal published by the Russian Project Management Association (SOVNET) №2 2008 has been published in Moscow, Russia. This latest edition again contains important articles and papers by some of the leading project management experts in Russia, and contributions from leading authors outside of Russia.

This edition contains the following featured papers:

Generalized stochastic network models for complex
project management (Part 2) By Professors Vladimir Voropaev (pictured left) and Yan Gelrud (pictured at right)

This paper provides a detailed mathematical description of Cyclic Alternative Network Model with consistency’s necessary conditions substantiation. It examines formal problem statement of Cyclic Alternative Network Model temporal analysis and presents resource and time analysis algorithms of Cyclic Alternative Network Model illustrated by numerical example. The summary describes the application of Cyclic Alternative Network Model for solving a number of problems in scheduling of complex resource-limited projects.

The perception of projects and its consequences for project management
By Prof Roland Gareis

Projects are temporary organizations which are used for the performance of relatively unique, short to medium term, strategically important business processes which are medium to large in scope. To ensure the advantages of projects the business processes for which projects are to be performed must be differentiated from those business processes which are not project-worthy. Project management approaches can be differentiated by the way in which projects are perceived. Traditional, method-oriented project management approaches are based on the perception of projects as tasks with special characteristics. A systemic and process-oriented project management approach is based on the perception of projects as temporary organizations and as social systems.

Human resource management in the project oriented company:
an underexplored topic (Part 2) By Prof Rodney J. Turner

Through this paper we aim to extend the current state of knowledge of human resource management (HRM) in project-oriented companies. Project oriented-companies differ from classically managed, stable organizations and through this research we investigate if, and to what extent, their distinctive characteristics, including the temporary nature of the work processes, lead to a need for specific HRM practices. We describe a review of the extant literature on the topic of HRM in project-oriented companies, and then propose a model for HRM in project-oriented companies. We investigate this model through interviews with managers from project-oriented companies. We conclude project-oriented companies need to adopt additional HRM practices specific to the project, and adapt existing HRM practices to support the strategic choice of management by projects.

Accelerating project performance by applying project diagnostics
By Prof Ali Jaafari (pictured left) and Nooshin Z. Jabiri (pictured right)

Each year organisations suffer large losses due to failed or misaligned projects and programs. Failures range from significant cost and time overruns through to business case failures, technology failures, unsustainable products, systems and facilities and so on. One of the reasons is the management team’s poor understanding of complexities or its ability to identify, track and resolve multiple risks and uncertainties that impact virtually all aspects of projects and programs. To mitigate the failure risk the management team needs to be assured of the optimality of its approach to management of the enabling factors- the only factors that are within its reach. As projects are living phenomena the management team needs to receive rapid feedback on the state of management of the enabling factors so that it can take timely intervention and remedial action. This gives rise to the concept of project health assessment, i.e. how well the management team performs in terms of the management of the enabling factors.

This paper addresses the underlying theory, modelling and application of project diagnostics, including a discussion of the available approaches and their range of use on projects of significant size. It introduces a new project diagnostic technique, refereed to as Project Health Check (PH-Check). PH-Check identifies the health of a complex project or program at any point in its life relative to its target performance, applying a comprehensive assessment methodology.

Plan and evaluate your project management effort
Morten Fangel (pictured at right) and Helene Harild

When managing projects the focus is on how to perform project management activities as well as on the project execution activities. Leading the project management — including planning and evaluation of the effort itself — is primarily done intuitively based on years of experience — or by following pre-determined guidelines for project management.

On the education standards in management
by Sergey Neizvestny

Global standardization processes in education system could have both positive and negative result. Should we copy other countries’ education system standards? Are they effective and applicable to Russian reality? Advantages and limitation of integration of Russian system to pan-European are described and information on basic education features in management is provided.

East — West. International symposium on project and programme management
By Vladimir Voropaev, Alexander Tovb, and Grigory Tsipes

On March 10–11, 2008 the International program and project management, symposium organized by Project Management Association Japanese (PMAJ), took place in Tokyo. The Symposium has become a remarkable event for professional society, and its importance was beyond the regional and national scope. The authors provide a summary of the symposium.
The SOVNET Project Management Journal is published in Russian, with English summaries, by Grebennikov publishing house (http://www.grebennikov.ru/).

For more information, contact SOVNET at
http://www.sovnet.ru/english/index.htm.

Planning partnership guide to speed up new
large scale developments in UK

Reported by Miles Shepherd in London

A new guide to speed up planning partnerships between councils and developers was published by Planning Minister, Iain Wright today. The new 'step by step guide' sets out a logical process for identifying what should be done, when and by whom to reduce problems and speed up new major developments through the planning system. (Many projects are held up for years because of the complexity of this system).

The voluntary Planning Performance Agreements (PPAs) between a local planning authority and an applicant provide a project management framework for handling large and complex planning applications.

PPAs that meet agreed timetables will be not be required to complete the standard 13 week decision threshold meaning developers no longer have to worry about target disincentives. The new guidance also includes good practice examples developed during the pilot study to help achieve successful planning applications.

Last year pilot projects were run which showed that PPAs added value to the planning system by improving the quality and outcomes of the planning approval process.

Planning Minister Iain Wright (pictured at left) visited the Stockwell Park PPA pilot scheme in Brixton during first week of June, where he discussed the benefits of having a PPA with Council staff and the developer, the Network Housing Group, and heard how it helped agree the 550 new home development.

According to Iain, "The pressures on housing supply and the challenges faced by those involved in delivering high quality, sustainable development continue to increase. We are committed to improving the planning processes which is why we introduced Planning Performance Agreements. They make a real difference to bringing forward quality new development through better project management."

"I was particularly impressed how the Planning Performance Agreement in
Stockwell Park brought the different groups together and helped empower the community to shape the place they live in,” he added. "The new 'ATLAS guide' will really help developers, local councils and communities create strong planning partnerships that find real solutions to complex planning issues."

Richard Saunders, Case officer for Stockwell Park Estate said: "The PPA process provided a framework for the efficient handling of the planning application. It enabled both the local authority and applicants to track the application's progress, identify key issues, agree on deadlines and timescales and revise these by agreement if necessary. It provided greater certainty in the process for all concerned."

PPAs formalise the communication process beginning with the local planning authority right through to completion. They help bring about early engagement on projects between partners with more collaborative working, project leadership and community involvement.

This framework commits both parties to an agreed timetable containing
'milestones,' including:

• An agreed timetable to replace the standard thirteen weeks target.

• Clarifies in advance what level of evidence, resources and community engagement are required.

• Ensures that all relevant aspects such as sustainability assessments and design standards are properly considered.

• Councils can agree an appropriate charge for providing this service.

Andrew Whitaker (pictured at right), Head of Planning, Home Builders Federation Ltd welcomed the development of PPAs. He said: "PPAs are a positive tool for genuine partnership working between the private and public sectors ensuring that, for what are often complex development projects in an ever increasingly complex policy environment, the planning process becomes more transparent and timely."

Pilot case studies:

• The Stockwell Park and Robsart Village estates development included 550 new homes including 185 replacement homes (164 social rented and 21 'fixed equity' homes); 36 new shared ownership homes; 329 new market homes; and, 491 homes will be refurbished.

• The London Borough of Lambeth and the Network Housing Group adopted a PPA approach for a major housing stock transfer project in Stockwell Park in Brixton. The scheme required approval of an outline planning permission and so the Council decided to hold an 'inception day' which was facilitated by ATLAS. One of the outputs from the day was the production of a detailed project plan covering key issues and timescales which was reviewed and updated at a series of regular meetings.

• 

  Dove Lane Project in Bristol (artist’s rendering at right) is a mixed use development comprising 700 homes, major office and business floor space plus retail, a hotel, and a range of community facilities. Bristol City Council and the development consortium hosted an inception day as part of the PPA process to engage with the local community. It provided a useful forum for sharing information, ideas and opinions and the continued involvement in the project following the signing of the PPA as part of their Community Engagement Strategy.

• Guildford Borough Council, Thames Water and Surrey County Council established a PPA for the 'Slyfield' site to build around 1500 new homes with employment uses as well as a locating a new sewage treatments works and waste/recycling facilities. With such a complex project Guildford wanted to bring the key delivery partners together as early as possible and saw the PPA process as an ideal way of achieving this.

• Lancaster City Council employed a PPA approach to a major extension of its City Centre comprising retail, offices, residential and cultural facilities. The local community was originally sceptical but the City Council and the lead developer jointly agreed some 'Rules of Engagement' and a flexible project plan as part of a Charter.

According to Ken Sheard, chair of APM’s Planning SIG (specific interest group), “For project managers, this represents real progress for large scale projects with significant planning approval requirements. The ATLAS Guide provides the potential to address some of the uncertainty currently in the planning process and should provide much better clarity, reduce risk and minimise potential delay – we have no doubt it will be welcomed by everyone involved.”

New best practice guidance and case studies on Planning Performance
Agreements are available at the website of the Advisory Team for Large-scale Applications, www.atlasplanning.com.

Source: Communities and Local Government News Release (136) issued by The Government News Network on 6 June 2008; for more information visit www.communities.gov.uk/.

New book by Lothar Katz on Principles of Negotiating
International Business

Principles of Negotiating International Business is a new book by Lothar Katz that teaches critical knowledge and skills that global business negotiators need to be successful. Published by BookSurge, an Amazon.com publishing house, Principles of Negotiating International Business is now available from Amazon.com and many other book stores

How is negotiating internationally different from negotiating in a domestic setting? How do I introduce myself and start right? What will make me effective when negotiating across cultural barriers? Which negotiation techniques can I use and which ones could be counterproductive? How do I effectively build relationships with my foreign counterparts? How much after-work socializing is expected and even necessary? What is expected of female negotiators?

Principles of Negotiating International Business answers these and other questions, sharing knowledge and teaching skills for global business negotiators. The author explains fundamental aspects of international business negotiations, explores how culture-specific expectations and practices affect business interactions, and presents numerous common and exotic techniques that negotiators anywhere in the world use.

Part I introduces fundamental aspects of international business negotiations that are vital to know. Culture impacts negotiations and negotiators must know how members of a given cultural group prefer to negotiate. You will learn how to prepare, how to build relationships, establish respect, communicate orally and non-verbally, set up and conduct initial meetings, conduct negotiations, close agreements and contracts, and much more. Case examples of successful and failed negotiations serve to illustrate the key principles covered in this part.

Part II lists more than 40 techniques that negotiators around the world frequently employ. Whether you are collaborating with a well-known international counterpart or fiercely negotiating with an aggressive person you just met for the first time, you will learn how to use each technique effectively and how you can counter it in ways that strengthen your negotiating position. In addition, the author explains the cultural context of each negotiation technique: who uses it, who will likely not use it, where and when it may work well, and when it may be dangerous to use.

Lothar Katz is an international business advisor and former Fortune 200 executive who has worked with customers, suppliers, partners and employees around the world. He is the president of Leadership Crossroads, an International Business Management consultancy helping clients maximize their global success. A former Vice President and General Manager with Texas Instruments, he has led world-wide business units and worked with international customers, suppliers, partners and employees, conducting negotiations and winning business in numerous countries around the world. Mr. Katz has helped corporations and other organizations in many countries grow their global competence and international business. Born and raised in Europe, Lothar teaches or has taught at several business schools in the United States. Currently an adjunct professor in the Graduate Program for Project Management in the School of Management at the University of Texas at Dallas, Lothar teaches the popular workshop “Managing Projects Across Borders” with Sue Freedman, PhD. For information on these workshops, visit ManagingProjectsAcrossBorders.com.

Infrastructure 2008 - new ULI report outlines Global Infrastructure Spending and Needs

According to a new report published by the Urban Land Institute (ULI) entitled Infrastructure 2008: A Competitive Advantage, the United States needs to overhaul its outdated regional infrastructure planning process and create a viable federal framework, or face compromising its ability to compete in a global marketplace. The new report was co-published by the Urban Land Institute and Ernst & Young.

Infrastructure 2008: A Competitive Advantage provides a snapshot of current and planned infrastructure investment in a variety of categories across the globe, with an in-depth look at the United States, China, Japan, India and Europe. The second annual report also touches on the infrastructure needs in several of the largest metropolitan areas in the USA, highlighting the consequences of inadequate federal policy and guidelines that have resulted in “a mish-mash of disconnected regional infrastructure management approaches.”

The report says the United States is headed toward decline, and needs to wake up to the dire state of its infrastructure, but cautions that “political will may only emerge when people face imminent reward or immediate risk–a bridge collapse or a burst levee, and maybe not even then.” The report estimates that the U.S. has at least a $170 billion annual funding gap in addition to its outmoded land use and infrastructure models. “America heads for a crisis in the next 10 years if nothing is done,” warns the report.

“It is increasingly clear that the infrastructure funding gap will need to be addressed with public/private partnerships,” says Dale Reiss, Global Director of Real Estate at Ernst & Young in New York City. “If the U.S. fails to embrace this model, it could lead to our economy falling behind more of our global competitors.”

The report identifies four stages of the infrastructure lifecycle and identifies the U.S., Canada, and Australia as “coasting on prosperity.” India, China and the United Arab Emirates are in the “growth and development” stage. The United Kingdom, the European Union, Spain, Singapore, Japan, South Korea and Panama are in the “retool and revamp” stage, while Mexico, Brazil, the Czech Republic, and Russia are in the “inadequate investment” stage.

Some of the worldwide trends and issues discussed in the report include:

• China leads the world in infrastructure spending topping out at $150 billion annually or 9 percent of its GDP. India grappling to keep up concentrates on new airports and ports. Dubai and Abu Dhabi are fashioning desert oases in the Middle East.

• The U.S., Canada, Australia and Russia all need to ramp up infrastructure spending to stay globally competitive. Australia, however, is developing public/private financing structures tapping domestic institutional funds.

• In the United States, the window of opportunity is narrowing as a massive budget gap and outmoded land use models strangle economic competitiveness.

• In the United States, the window of opportunity is narrowing as a massive budget gap and outmoded land use models strangle economic competitiveness.

• Brazil, Mexico and Eastern Europe face insufficient funding for infrastructure maintenance leading to economic weakness from lowered productivity and efficiency. President Calderon has promised a major overhaul in Mexico and the Czech Republic hopes to benefit from European Union connectivity programs.

Expansion of infrastructure privatization –

• Financing volume in the Euro market grew by one-third during the first half of 2007 (excluding UK) following a 37 percent increase in the 2005-2006 period, according to the report. The EU seeks public/private partnerships to accelerate implementation of connectivity projects.

• China’s transformation to industrial power could not be sustained at the $150 billion annual pace, so China created corporations to develop and manage infrastructure projects. The state owns the corporation as a shareholder with private entities and local governments. The corporations can be taken public and the government uses proceeds for other projects. The China Railways IPO raised $3 billion in 2007.

• A new Building Canada program targets $33 billion for new infrastructure projects through 2014. About one-third of funding comes from a federal gas tax.

• In Mexico, a new 5-year $250 billion program targets 12,400 miles of highways and rural roads for modernizing, expanding rails by 930 miles and developing suburban rail around Mexico City. The government also wants to convert 16 public freeways to private toll roads and build an additional 24 privately managed toll roads. Airport privatization has been successful with 34 airports managed by three operators.

• Brazil’s poor road infrastructure severely hampers its economy, particularly agriculture. Airports suffer from inadequate infrastructure with air traffic growing at a 15 percent annual pace since 2004. The government’s growth plan calls for $270 billion in public and private investments between 2007 and 2010.

The report also recommends new funding strategies, including: user fees; interstate toll roads; funding based on reducing vehicle miles traveled; subsidies to encourage infill housing and commercial development served by mass transit in pedestrian-friendly communities; stop subsidizing sprawl; and stop tapping user fees to make up for other shortfalls. Copies of the report are available at www.uli.org/reports/i19.

The Urban Land Institute (www.uli.org) is a nonprofit education and research institute supported by its members. Its mission is to provide leadership in the responsible use of land and in creating and sustaining thriving communities worldwide. Established in 1936, the Institute has more than 40,000 members representing all aspects of the land use and development disciplines.

Ernest & Young, a global leader in professional services, is committed to restoring the public’s trust in professional services firms and in the quality of financial reporting. Its 114,000 people in 140 countries pursue the highest levels of integrity, quality, and professionalism in providing a range of sophisticated services centered on our core competencies of auditing, accounting, tax, and transactions. Further information about Ernst & Young and its approach to a variety of business issues can be found at www.ey.com/perspectives.

Long awaited PM book hit the shelves in Brazil

Reported by Peter Mello in Brazil

For a couple of years, a web listing community has being managed by LAPIS (Luiz Augusto P. Silva) and it is getting close to 5,000 subscribers gathered around Project Management, with over 30 daily posts regarding planning, scheduling, job opportunities and networking.

While building a democratic space for discussing all aspects of project management, Luiz developed the skills and experience transmitted to this book as a Project Coordinator at Petrobras. The book also includes experiences from Marcus Possi and it is seen as a PM book, not a tool guide.

The recognition from the community to his work was shown in the event that happened yesterday (June 18th, 2008) at Saraiva Books Store where he had his book signing. In the picture, we see Possi on the right and LÁPIS on the left. Even a movie was soon posted in the internet for the other members of the community that could not be present at the signing.

The publishing market in Brazil is not very strong and the book struggled its way to the shelves while new versions of the Primavera Software were being launched.

Anyone that would think that this book would not become a big hit simply doesn’t know anything about the planners’ community in Brazil, which was extremely happy with this long awaited book!

More information at http://www.ecthos.com/anuncios/P3Movie