PM Network

Hello followers of this blog! I’m sorry that, due to a long and much-needed vacation, I missed writing about the June issue of PM Network, the one with the high-speed train on the cover. So this post will cover June and July, and for good measure a just-published book derived from PM Network stories.

First, the book: It is called Getting It Done: Project Management in Action, and it was a long-time project to gather and organize more than 50 practitioner-written articles. The goal was to provide readers with usable hints, information and stories from around the world that could be classified by the legs of the PMI Talent Triangle™: technical project management, leadership skills, and strategic and business management.

This handy book puts all this great PM Network content together under one cover. These were stories that appeared under the old “From the Trenches” banner (which we’ve since renamed “Getting It Done”). I highly recommend purchasing this book for yourself or for the project manager in your life.

Now, on to PM Network. The June issue’s cover story details the growth in high-speed rail projects around the world. The track covered by high-speed trains is expected to triple by 2020. Learn about challenges faced by managers of these projects in places like Saudi Arabia, India and California, USA.

Also in June are stories on how the world’s rapidly aging population is creating a demand for projects serving senior citizens; all about contingency budgets and how to request that sort of funding from your sponsor; and using business cases to help project teams challenge their assumptions and keep sight of business benefits. A case study details a project to design, construct and test a new U.S. facility for destroying chemical weapons.

In The Edge, learn about CEOs views of stakeholder concerns, how Indian outsourcing firms are dealing with a changing economic landscape, and project growth expected in Iran as sanctions get lifted. Columnists in June explain how new project managers can jump-start their careers through certifications, learning from others and free tools; discuss how project managers can leverage innovation even without C-suite approval; and, in “Getting It Done,” urge team members to optimize risk reduction by empowering contractors to flag problems as soon as they are discovered.

Once you’ve digested all that information, turn to the month of July, where the cover story is how one team representing 140 countries successfully managed a 2015 major event: Expo Milan. Feature stories cover subjects important to many of us in your career and in your life: the rise of mobile banking and the associated project challenges. Also coming to a career near you: the project genius behind mergers and acquisitions (or, after the deal is signed, what happens to make things work, integration-wise).

Other feature stories cover nanotechnology and how to turn negative feedback into a positive experience. Edge news stories dive under the sea to discuss exploration of the ocean floor, and go to the sky for construction of massive telescopes. Want to know how the Internet of Things will affect the project landscape? That’s the topic of this month’s metrics infographic.

Voices columns include “The Agile Project Manager”: Jesse Fewell tells readers once you find out the problems to be solved, you can choose the right kind of agile approach. Learn three ways PMOs can develop their project management staff in “Getting It Done.” See how an IBM senior project manager deals with major change initiatives in “Inside Track.”

PMI members enjoy this spread of content each and every month in PM Network. Archived copies are available online if your vacation caused you to miss a month. And, 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.

Just as a spider’s web is complex when you look at it up close, so are organizations. Dependencies go in every direction, and these introduce uncertainty and add risks to projects. In this environment, PMO leaders must be prepared manage sweeping change and facilitate the C-suite’s strategic decision making.

This month’s PM Network article on complexity offers some tips on how to do that. One way is to use tactical information to create a story that helps executives make the call. Another way is to break down large portfolios into a series of mini-portfolios divided by business areas.

The Caribbean region is way more than a tourist resort. Its developing nations are striving for economic growth, but first need to upgrade infrastructure. Our profile of the region finds a lack of project management maturity is making it difficult for these countries to streamline their development of energy, water and transportation facilities.

Talent shortage getting you down? Many companies are looking at passive candidates—those who might be open to a job move but not actively searching. Finesse and personal connections can help your organization connect with these candidates. Cultivating this passive talent could help organizations fill gaps.

One of two case studies in this issue provide insights into how project managers turned a design by renowned architect Frank Gehry into curvaceous quarters for the University of Technology Sydney’s business school. The other, PM Network’s cover story this month, tells how a project team built an 8.5 megawatt solar power plant on an island in the midst of a national park in Japan.

The big, noticeable project opening this month’s Edge section portrays the first-ever effort to thoroughly hand-clean the Colosseum in Rome. Elsewhere in Edge, learn about projects in the up-and-coming field of virtual reality; see what cities are doing to improve bus and bike transit; read about the growth of medical hacking attacks and the cybersecurity projects being launched in response; see how the team completing the FIFA World Football Museum closed the project despite controversy surrounding FIFA; and read how teams are developing early-warning systems for earthquakes.

Voices is the part of PM Network where experts, executives and practitioners get to speak. This month it includes an interview with Peter Taylor, PMP, head of the global PMO for Kronos, discussing the value of the PMO and how it is measured. Our innovation columnist Kareem Shaker, PMI-RMP, PMP, talks about the importance of solid risk management when working on an innovative project. Uncertainty can be managed by being sure the project aligns with the organization’s risk appetite.

Our practitioner writers help you get it done in “Getting It Done: Project Management in Action.” This month your colleagues talk about managing millennials, working with project teams in Russia and estimating pitfalls in construction projects.

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.

After nine years and US$5.6 billion, one of the largest and most visible megaprojects is just months away from closing. This project, our April PM Network cover story, is the expansion of the Panama Canal. Very soon larger ships will be able to go through larger canal locks, and the canal will double its capacity. A PMO with a staff of 350 helped make things happen by consolidating project talent and resources, thus enabling faster decisions.

Project managers have numerous opportunities to “take the wheel” as projects ramp up to create the next generation of vehicles. These cars have advanced features right through driving themselves, and many are electric vehicles. Skilled project and program managers are needed to keep costs low on these complex projects, while managing diverse stakeholders and unforeseen risks. One thing unusual about these efforts: Many involve collaboration among competing companies.

Are you in charge of restarting a stalled project? On the negative side, there’s that stigma attached to the initiative. On the good side, you get a list of lessons learned to watch for the second time around. Pay extra attention to relationships with sponsors and stakeholders to assure them past problems will be solved.

Effective projects start off by defining their end. The team needs to know the path, purpose and parameters when the project is in the initiation stage. This stage is all about building the business case and establishing the foundation of the project charter by asking the right questions of the right people.

PMI’s 2016 Pulse of the Profession^® report advises organizations seeking a competitive edge to create a culture that recognizes the value of project and program management. The project managers they hire need to be proficient in leadership skills as well as strategic and business management skills, not just technical skills.

April’s PM Network readers may notice two new features. The Edge section opens with a “wow” project, in this case a model of Titanosaur, the biggest dinosaur to ever walk the earth. 3-D printers were used in the assembly of the big guy. The magazine closes with the “Closing Thoughts” of a professional in project management, in this case Noman Zafar Chaudry, PMP, an Australia-based scheduling/planning specialist in the construction sector.

Other Edge news articles talk about tide-powered renewable energy projects, China’s aspirations to build infrastructure for a new Silk Road trade route, the controversial rebuilding of the Belgrade, Serbia waterfront, and initiatives to allow wildlife to safely cross highways.

We have renamed our practitioner-written “In the Trenches” column “Getting It Done: Project Management in Action.” The new name reflects what project managers do (they get it done!). This month’s writers tell us how to handle risks in construction projects by focusing on contractors and suppliers, and provide tips on starting your organization down the path to agility.

Our regular columnists provide interesting and valuable commentary on a diverse range of subjects including transitioning from project to program management, making sure agile teams keep the big picture in mind and using portfolio management skills to prepare for the Portfolio Management Professional (PfMP)^® exam.

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.

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.

What happens when you’re on a project where time is measured in years or even decades instead of months? This month’s PM Network delves into the type of leadership required for marathon projects such as space probes and moving entire towns.

It’s important to maintain continuity and enthusiasm. A detailed requirements document becomes paramount as team members come and go. Special attention needs to be paid to hiring younger team members long before older talent retires. And breaking a long-term project into digestible chunks can help build stakeholder support.

Public-private partnerships (PPP) are allowing governments to leverage private funding and expertise to improve their infrastructure quickly. That move can jump-start economies, especially in developing countries. One challenge of creating PPPs is selecting a pipeline of projects that is clearly profitable for the private partners.

Global nuclear power plant capacity is expected to more than double by 2030—and that means lots of projects. Right now, 15 countries are building 67 new nuclear reactors. The main risks involved are knowledge transfer, supply chains that have high entry barriers for new manufacturers, evolving regulations and public opposition.

PM Network’s final (for this year) PMO of the Year finalist profile showcases Ticketmaster International. A merger and increased demand for internal resources led the company to chartering a PMO. Another motivator for starting that PMO was the desire to base project prioritization on benefits and value, rather than who shouts loudest. Through collaboration, creativity and transparency, Ticketmaster’s PMO has helped the company make better business decisions.

Project managers need to know how to fight disaster without fanning the flames. They are on the first line of defense when there is an equipment failure or a last-minute request to move up a deadline. Having a proactive crisis management plan helps, as do good relationships with the sponsor and stakeholders, and the ability to compromise.

Big events are often in the news these days. In the Edge section, we look at crowd control projects that ensure these events come off safely. Also in the Edge are stories on growth in the biometric security market, competition for rocket launches among private space companies, the increase in public-sector open data projects and major infrastructure projects in Boston, a city still smarting from its Big Dig.

Our experts and practitioners weigh-in on a number of sections in this month’s Voices section. MGM Resorts International’s sustainability officer discusses her role and how she aligns “green” projects with organizational strategy. Several practitioners explain how and when they give feedback to team members. “Career Q&A” delves into making your best impressions in your LinkedIn profile. Columns examine keeping PMOs lean, the importance of showing appreciation and acknowledgement, and the supreme importance of client satisfaction as the measure of project success.

Have you checked out the new, improved PM Network app, available on Android and Apple platforms? It’s a great way to read your favorite project management magazine while on the go.

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.