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Volume IX - Issue II - February 2007

 

Viewpoints

 

 

A Reason to Celebrate & Three Wishes for Project Management
by Eric Jenett

 

I was asked two both intriguing and challenging questions the other day. The first was: In your opinion, what can we celebrate most in the “World of Project Management” this year?  The second was: If you were granted three wishes to help the “World of Project Management”, what would they be?  Were the questions thoughtful? Challenging? Meaningful to PM? Deserving of answers? Inappropriate?  Of no interest?  Inane? A joke?  My answers to what the questions represent are “yes” to the first four and to the last three “unhunh!!”

Now to the answers. To the first: I view the most important - to project management - event (I prefer to use initiation or happening or thread or movement better, for “events” are hard to define accurately) to celebrate. I believe it is the current trend towards recognizing, accepting and then accommodating the concept of locality or localization. In my use of that term I consider that it includes geography, language, mores, level of sophistication, business ambient, business sector and type of project. This “localization” needs to be considered each and every time a new participant (or better, participating party) joins or interacts with the project and, at least, its principal then-participating entities and parties.

 

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About the Author:

Eric Jenett
Eric Jenett

Eric Jenett has spent over 55 years working in project environments with increasing levels of responsibility, including technical design through chief process engineer, engineering vice president, corporate vice president, project manager and project director. After receiving his Masters Degree in Chemical Engineering from Columbia University, Eric spent a majority of his career with Brown & Root Corporation in Houston, Texas, USA retiring in 1989 as Corporate Vice President. During his career, Eric had experience working on a wide variety of project types in the USA and abroad. He is particularly proud of having started, executed and closed out every project on which he had project management responsibilities. Eric was one of the founders of the Project Management Institute (PMI®) in 1969 (he is PMI member #3), and served as PMI President in 1971, Chairman of the PMI Board of Directors in 1972, and PMI Secretary during 1975-76. He was instrumental in founding the Houston PMI Chapter (the first PMI Chapter chartered) and served as Houston Chapter President and Chair. He also helped organize PMI’s first regional seminar in 1976, which evolved into the annual Seminars/Symposium and now Global Congresses. His PMI recognitions include Distinguished Contribution (1975) and PMI Fellow (1982); he also carries the distinction of PMP #1 (ret.). PMI’s “Eric Jenett Project Management Excellence Award” is named in his honor. Eric was also an early member of the American Association of Cost Engineers International (AACEi), having attended their formation meeting in 1956. He has been a member of the American Institute of Chemical Engineers (AIChe) for over 40 years and was a registered engineer in Texas until his retirement. Eric has written and lectured on both technical and project management topics and authored over 20 professional papers and handbook contributions, including several for PMI publications and for the Houston PMI Chapter. Only partially in jest he describes his lifetime goal and guiding principle as being: to hunt down and eradicate the existence, acceptance and practice of the project management paradigm that in effect says: the project manager operates to solve the problems of today by tomorrow applying the techniques of yesterday.

 

 

 

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A Challenge for Project Management Organizations!
by Paul Giammalvo

 

I received this in my in box today which inspired a “call to arms” for the project management community of practice to renew the call for the International Development lenders to adopt Earned Value Management for all projects funded by these agencies.  

“At the bank's annual meeting in Singapore in September, Wolfowitz was admonished by several European countries and by developing nations for putting the anti-corruption initiative ahead of the needs of the poor.

Countries like Britain, France and Germany were all wary about attaching restrictive conditions to the World Bank's multi-billion-dollar development assistance.  Wolfowitz did win the backing of US Treasury Secretary Henry Paulson, who described corruption as "probably the cruelest" tax imposed on a country's population.

Wolfowitz's plan would link World Bank financial aid to commitments by beneficiary countries to good governance, such as transparency in public procurement, and anti-graft measures.”

http://news.yahoo.com/s/afp/20070130/bs_afp/worldbankcorruption_070130220252

 

Read complete paper in English

 

 

About the Author:

Paul Giammalvo
Paul Giammalvo

Pauk B. Giammalvo, CDT, PMP, CCE, MScPM, is Director of the ASEAN Project Manager’s Center of Excellence, Inc. (APMX) For over 12 years, he has provided Project Management training and consulting services throughout SE Asia. He is active in the Association for the Advancement of Cost Engineering International, (AACE); Construction Specifications Institute (CSI) and Construction Management Association of America, (CMAA) and previously served on the Global Project Management Forum Steering Committee. http://www.getpmcertified.com

 

 

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