Project Management

Can a Downturn Bring an Upside?

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The answer to that question is yes, if you are working or living in a country where China is investing in infrastructure projects. The March PM Network cover story explains that the downturn in China’s domestic economy is being counterbalanced by Chinese investment outside of the country. Much of the US$1 trillion project investment in the past 10 years aims to support Chinese construction companies and manufacturers. These companies have increased their direct overseas investments by an astounding 47 percent in just the first five months of 2015, and these projects are not likely to be abandoned.

The figure of US$1 trillion comes up in another story this month. This mega-zero figure is the amount of cost efficiencies that would be created by full digitization of government services. Achieving that goal is tricky. Among the challenges are conflicting stakeholder requests, fluctuating budgets and sponsors who change at every election cycle. There is good news among the challenges—the article profiles a very successful project in Estonia that allows entrepreneurs to obtain “cyber-residency” in that country.

Big data may be too big. For many organizations, using big data is difficult to justify from a business-benefits standpoint. But some organizations are taking a more focused, targeted “small data” approach, capturing and using only the amount and type of data relevant to specific projects. Gathering targeted data requires careful risk management involving privacy and access issues.

Résumés are not passé. They are most au courant, as most recruiters still use them to cull out top talent. A well-crafted résumé, one that highlights your skills and experience most applicable to the role being sought, will bring you to the top of the pile. Learn five tips to crafting a winning résumé and get your foot in the door.

A case study this month details the largest Australian military facilities project since World War II. The team responsible for the AU$870 million project worked around military trainings and under close government supervision to move a Sydney-area base to make way for a new freight terminal. The project came in on budget and a month early.

Besides the cover story, March PM Network’s Edge section highlights other news from Asia—specifically about the Trans-Pacific Partnership and its effects on projects in the region. This controversial deal is expected to increase project investment (but not uniformly) in signing countries such as Malaysia, Vietnam and Japan while possibly decreasing economic growth in China, a non-signing country.

Other Edge articles delve into the project management implications of increasingly sophisticated robots in the construction industry; cleaning up mines after mining operations cease; police using data to predict and prevent crime; and projects to upgrade technology on cruise ships.

Every month PM Network presents interesting data in an easy-to-digest infographic format. This month, learn about four global trends that are integrating technology and pedagogy, spurring educational institutions to sponsor new projects.

Practitioners and subject-matter experts share their knowledge on several subjects in this month’s magazine. These subjects include how to build trust on a project team; getting a PMO to support project managers as well as executive decision making; and helping military service veterans discover civilian project management career opportunities.

PM Network introduces two new columnists this month: Bhanu Vadlakonda, CAPM, will write several times a year about “NextGen Project Managers,” and Andy Robinson will discuss project management and organizational strategy.

If you enjoy using mobile devices to get your content, we invite you to try the new, improved PM Network app, available on Android and Apple platforms. This is an easy way to read all the great PM Network stories.

Did you know…if your native language is español or Português and you are a member of PMI, we have you covered! You can read the current and recent issues of PM Network in your language.


Posted by Dan Goldfischer on: March 01, 2016 10:14 AM | Permalink

Comments (3)

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Raj Kaushik Markham, Ontario, Canada
I absolutely agree. Yes downturn creates the right environment for shifting the gear.

I remember the Year 2000. Dot.com was at its peak. Nortel Network''s stock hovered over $100. My friend got a job with Nortel via Campus recruitment.

Once I called my friend and they were playing Volleyball at 2;00 PM as part of team building. In my view, more team building was going on and less software and product building.

"How long these company can flourish?" I was forced to think. In good times, people take it easy, no one complaints, upper management gets stock options and bonuses. The CEO''s pat on their own backs.

In downturn, everyone is on lookout for new opportunities. The CFO monitors the balance sheet on daily basis. The product team scales down on fancy projects and focuses on the core part.

In downturn, if you see there is no blame game in your organization then the organization is poised to go upwards.

But if the blame game starts, executives join and leave, then the organization is heading to bankruptcy. You know in this situation what to do - run as fast as you can.

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Prabhaker Panditi Head of Agile | Global Bank in UAE Hyderabad, Telangana, India
@Dan: Good info. Thanks for sharing.

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Alaa Hussein Program Manager| MEMECS Baghdad, Iraq
Thanks for sharing!

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