SPRING 2019 / ISSUE XI
PM
magazine
SPRING 2019 | PM magazine A PUBLICATION BY MORGAN STATE UNIVERSITY’S GRADUATE PROGRAM IN PROJECT MANAGEMENT
PROCESS
THE FUTURE OF PROJECT MANAGEMENT:
THE WORLD IS CHANGING, WHAT’S NEXT?
PEOPLE
TECHNOLOGY
HUMAN RESOURCES Futuristic Frameworks in Project Management Teams Rapid Business Transformation at Stanley Black & Decker PAGE 4
PAGE 2
Virtual Design in Project Management: The Cutting Edge is No Longer 3D Modeling PAGE 8
PM Magazine
PM magazine | SPRING 2019
CONTENTS
EDITORIAL MESSAGE
Sanjay Bapna, MBA, PhD
Message from the Editor
Welcome to the eleventh issue of Morgan’s PM Magazine, a magazine designed by the Masters of Science in Project Management students as part of their capstone course requirement. In keeping with the framework of the PMI Talent Triangle, the students have worked with project management professionals to incorporate articles in technical expertise, professional behavior, and strategic awareness, with a futuristic vision on project management principles for these areas of expertise.
The team for this Spring 2019 issue is comprised of seven students and the instructor Dr. Monica Kay. The seven students: Crystal West, Esther Ogunlade, Obinna Obika, Olatunji Dipeolu, Pamelyn Lindsey, Priscilla Nancy Nartey, and Trevor Holland, put in several hours during the twelve-week period to produce this quality magazine. All project management principles such as planning, requirements gathering, resource allocations, cost controls, risk assessment, and execution were carried out to publish the PM Magazine. In the lead article, Cortney Williams, discusses emerging trends in Human Resources Management, which include agile, cross training, and hiring platforms for HR professional behavior expertise. Jennifer Taylor from Maryland Department of Transportation advocates “people-centric” as a critical skill for managing projects. Rodney Hobbs, Ben Cunniff, and Pamelyn Lindsey discuss their agile approach to the traditional Project Management Office to address changes in organizational accountability for Stanley Black & Decker. William Borden, provides a good case on project management for supply chain optimization in Ghana. Sunday Aina utilizes a dialog between two friends and competitors to highlight the strategic awareness skills. Relative to technical expertise and innovation, two articles on Construction Management highlight the importance of project management principles for that discipline. Tom Moriarty discusses the importance of Building Information Modeling, and Antoine Wright discusses integrating a LEED Agenda for project lifecycle. Two more articles from the Maryland Department of Transportation in the technical awareness skill sets round off this issue. Jawad Abdullah provides insights into the importance of environmental impact analysis for project management. Royland Fraser provides best practices for Metro repair projects. We hope that you will enjoy reading through the articles, interviews and come to appreciate the trends that are shaping the discipline of Project Management.
Sanjay Bapna, MBA, PhD Professor and Chair of Information Science and Systems Earl G. Graves School of Business and Management
MESSAGE FROM CONTRIBUTING AUTHORS
The field of project management is ever-changing. Project managers must maintain their skills and expertise to meet the challenges of the future. In today’s society, project managers and their organizations must maintain their expertise regarding global competitiveness. People, Process, and Technology is a framework for the future. At the center of it all People. Advances in Human resources will lead project teams into the future. A large component of project management revolves around managing human resources,
internal stakeholders and engaging with external stakeholders. Standardized, robust processes that are continuously improving will position organizations for sustainable growth. Technology and tools enable innovative solutions for the future. Based on our experience with the creation of this edition of the PM Magazine, project management is involved in every aspect of life. Every project needs a plan and clear accountability to ensure projects are completed on time, in scope, and within the budget.
Sanjay Bapna
Message from Contributing Authors
Olatunji Dipeolu, Trevor Holland, Pamelyn Lindsey, Priscilla Nancy Nartey, Obinna Obika, Esther Ogunlade, Crystal West
PEOPLE
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Interview: Requisite Skills of a Project Manager – Jennifer Taylor
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Human Resources: Futuristic Frameworks in Project Management Teams – Cortney Williams, MSPM, PMP, SA
PROCESSES
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Sustainable Entrepreneurial Endeavors Powered by Supply Chain Optimization and Project Management in Ghana – William J. Borden, MBA
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Rapid Business Transformation at Stanley Black & Decker – Rodney Hobbs, Ben Cunniff, Pamelyn Lindsey
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Project Management, Business Value and Strategic Growth: A Dialogue – Sunday Aina, PMP, ACCA, MSPM
TECHNOLOGY/INNOVATION
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Project Management: A Solution for Operational Management Needs – Royland D. Fraser, MSA, PMP
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Virtual Design in Project Management: The Cutting Edge is No Longer 3D Modeling – Tom Moriarty
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Sustainability in Project Management: Integrating the LEED Agenda to Reduce the Carbon Footprint of Your Project – Antoine Wright
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Proper Planning is the Way To Go In an Environment of Continuous Technology Changes in Project Management – Jawad Abdullah, PhD
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Information Technology (IT) Innovation and the Progressive Trends in Project Management – Courage Klutse, MS, PMP, PMI-ACP, ITIL
SPRING 2019 | PM magazine
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INTERVIEW: The Requisite Skills of a Project Manager This conversation details the approaches and expectations of a skilled project manager. Project manageJennifer Taylor ment deals greatly with Project and Audit Compliance Manager managing people, therefore certain skills and methodolMaryland Transit ogies help to streamline the Administration process and drive project success. To ensure that project management keeps growing and thriving, there needs to be improvement in certain skills as discussed below.
Q: What is an outstanding project that you managed and how were you able to manage the constraints? I am currently managing a project aimed at improving the operational efficiency of our bus operators. The Maryland Department of Transportation, Maryland Transit Administration (MDOT MTA), being very focused on continuous improvement and safety, will essentially facilitate the process in which bus operators scan their badges and check in for the day. In addition to a better streamlined process; daily and weekly schedules can be managed more efficiently. Furthermore, an automated platform for electronic bidding of routes and schedules based on regulations for bus operators, will give great value to the organization because it will automate the bidding process and eliminate the need for operators to physically come into the division to bid for runs.
Q: What delivery approach do you use to manage projects in your organization? I strongly lean towards the lean approach. In operations, the aim is always geared towards customer satisfaction and exceeding expectations. To achieve this goal, elimination of redundancies in processes and utilization of project management techniques are paramount to meeting our customer’s needs. Therefore, streamlining of business processes have the biggest impact on our ability to take care of our customers.
“Being ‘people-centric’ is an important skill that every project manager needs.” Q: What are the challenges you experience in managing projects in the public sector and how have you been able to coordinate the various projects you have been involved in? The biggest challenge is time management and the ability to give attention to more than one task at a given time (multitasking). In addition, team management is another challenging aspect of project management because it deals with people with different characteristics and social backgrounds. To be successful, the project manager
“Elimination of redundancies in processes and utilization of project management techniques are paramount to meeting our customer’s needs.” (PM) will need to equip the team with the tools for proper time management, which is largely related to project planning and sequencing of activities. In addition, evaluation of how people work and assessment of how to better improve on time management, coach and influence team members would make for a successful project manager.
Q: What are the skills a project manager must possess to succeed in the future? Being ‘people-centric’ is an important skill that every project manager needs. In managing projects, the PM does not do the work, he/she is responsible for coordinating the efforts to ensure that the deliverables are met within schedule, cost and scope constraints. If the team working in a bubble is your forte, then this is really not the best profession to excel. A project manager earns the respect of the team by building trust/relationship thereby encouraging buy-in of the team goals.
Furthermore, communication is paramount in driving a project to success. It is widely accepted that project managers spend most of their time on the project, communicating with stakeholders and within and across teams. Ability to listen actively and understand the needs of the team members contribute greatly towards the success of a team.
Q: Where do you see the profession of project management going in the future and the gap between certified project management professionals and actual experience? Project management is about managing deliverables, projects, and tasks. Project management is really about managing people, therefore to learn to manage, you must do it. The most valuable experience is obtained hands-on via learning and actually being able to do it. The PMP certificate is a great asset that should be earned by any serious professional who is involved in managing projects. That being said, it is rather unfortunate that many organizations would not even give people the opportunity to be project managers without the PMP certificate – this has to change, and I believe it is changing. People-skills and effective communication are paramount to project success and the future depends on it. Process improvement and reduction of redundancies are key elements that will transform the way projects are handled and lead to improved efficiencies in project management in the future.
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PM magazine | SPRING 2019
HUMAN RESOURCES Futuristic Frameworks in Project Management Teams Cortney Williams, MSPM, PMP, SA Course Product Development Manager II Pearson Online & Blended Learning
This article discusses emerging trends in Human Resources and how they contribute to the success of project management (PM) teams.
Q: How would you define Human Resources (HR)?
A: HR is the discipline of identifying key stakeholders/ resources and the process of developing the team and managing the appropriate skills, subject matter expertise and knowledge to ensure a project’s success. In addition to developing the team, managing the team throughout the project lifecycle is a major aspect of HR.
Q: How would you define HR within PM? A: HR is different from stakeholder management since there is a much heavier focus on the project team and the individuals that are actually executing the work. There are many different HR components that can be defined within project management such as planning, coordination and delegation, leadership, communication and data analysis. Planning is an essential part of the project. Utilizing a WBS (work breakdown structure), Microsoft Project (scheduling software), or a Trello board (list-making application) are all great ways to plan, organize, and prioritize tasks required for the project. Training is a big part of planning and a good project manager has to be able to allow time for required team trainings as well as take note of any risks that those trainings may have on the project. It is always good to schedule training in advance of the start of the project, that way you can minimize the impact to the project schedule. Project managers need to assess individual team members in order to determine what appropriate tasks and roles should be assigned. Allocating roles that best fit an individual’s strength, capability, and experience will ensure that you are maximizing the businesses value within the team. Communication and leadership are extremely important as it relates to HR. A project manager has to know how to encourage, motivate, and keep the team engaged. In addition, you have to know how to effectively resolve issues that may arise within a team and keep morale high throughout the lifecycle of the project. One of the essential skills of an effective project manager is the ability to analyze project data and measure success. Most project management software provides automated reports that allow for the use of reviewing specific project data. This is a very important tool as it will help to determine if implemented processes were successful, measure percent to completion, and individual and overall team performance.
Q. Do you have any experience with HR and PM? A: In my current role, I am a project manager/product owner at Pearson Education, a company that specializes in creating K-12 E-learning solutions, software, and online tools for students and schools. As the PM, I am responsible for overseeing product development teams, which includes content writers, editors, integration specialists, multimedia animators and designers. Often times these teams can range from teams of 5 to 20 plus specialists. Within my responsibilities, I create and assign user stories and tasks based on the feature, the project charter,
“A project manager has to know how to encourage, motivate, and keep the team engaged.” business case and overall project requirements. My role also consists of removing impediments and or roadblocks that may cause or prevent team members from doing their work. I also ensure that my development team is meeting project milestones, producing deliverables on time and our products meet the feature/project’s acceptance criteria.
Q: What are some of the everyday pain points/issues with HR in PM? A: Team members who frequently miss daily meetings can cause tension within the dynamics of the team. Often times these meetings are only about 15 minutes long, where each team member gives a brief update of their planned work for the day and notes any impediments for the product owner and scrum master to escalate to upper management. Other issues may include trying to balance a co-located and remote team together. This means scheduling and planning ahead for delays and time zone differences; for instance meeting with your team member who lives in California and is on Pacific Standard time versus a team member who lives in Baltimore on Eastern Standard time. As a result, this can cause difficulties in scheduling meetings to accommodate all individuals’ schedules and may even cause technical difficulties for virtual video conferencing. This ultimately takes away from the time allocated for the meetings.
Q: What are some opportunities for improvement today and in the future? A: Implementing agile principles along with the Scaled Agile Framework (SAFe) framework will help teams to become more self-organizing, work better in a collaborative environment, promote transparency, experimentation, and quickly adapt to changes based on customer feedback. Communication should be a priority as well as people over processes. Cross Training - In project management, the process of developing a team includes training and team building activities. Our Vice President of content is in the process of implementing a training plan that will transition all product development teams from ‘specialist’ to ‘generalist’. What this means is that instead of team members being specific subject matter experts, all team members will now have the same level of knowledge and expertise in all areas of the team roles. This would substantially increase team productivity by ensuring that everyone is capable of doing all required project tasks and assignments and will allow the organization to roll out products at a faster pace. The days of the subject matter experts and siloed teams are numbered. This aids in managing the team regarding norming and performing phases of development.
HireVue - In project management, the acquire resources process includes incorporating collocation and virtual teams. Our teams often use HireVue, a hiring intelligence platform that is changing the way organizations and companies discover, hire and develop talent. This platform allows hiring managers to screen candidates and conduct live interviews over the internet. The benefit to this new innovative platform is that it reduces travel expenditures, it allows potential candidates to interview from remote locations, recruiters to review the interview multiple times, and allows the interviewee to map out talking points and reduce nervousness. This software aids in acquiring resources within the decision making process of evaluating resources, skills, attitude, and ability. Slack - In the plan communications management process, interactive communication methods are defined as multidirectional exchanges between team members to promote a common understanding. Our team absolutely loves using Slack, which is a communication hub where you and your team can work together to get things done. You can use this platform for formal and informal communication. The platform and app can be configured to send invites to only necessary team members and provides an archive of the past channels and conversations. It provides an instant connection to team members, thereby reducing communication issues and promoting transparency. It can be utilized for all file sharing and also houses all team communication in one place. The Slack software is used as a tool to promote collaboration and interpersonal skills and assuage conflict management within managing teams.
Q: How is Human Resources different and similar within Agile and Traditional PM? A: HR in traditional or waterfall PM means that teams are accustomed to a “silo” mentality and predictive processes. Departments or groups within an organization choose to work differently, implement different processes, withhold information and even conduct their own departmental meetings. Agile teams, whereas, are grouped based on different individual skillsets to promote cross-functionality, a collaborative working environment with more free-flowing communication. In order to effectively implement changes within your teams to ensure project success, you have to remind them of the ‘why’. Why are we doing the work that we’re doing, what is the common goal that we’re trying to achieve and the impact it will not only have on our customers but also on the world.
Looking Forward In today’s society, the traditional roles of HR are based solely on titles and specific job functions and duties. However, there has a been a shift in HR regarding roles, from specialist focused to generalist focused team members. This notion of having all well-rounded team members promotes efficiency, transparency, productivity, and most importantly improves the company’s bottom line. The future of HR will be highly automated, thanks to technological innovations in communication management, resource management and the futuristic applications of project management. Reference: What’s new in SAFe 4.6? (2019). Retrieved, from https://www.scaledagileframework.com/
SPRING 2019 | PM magazine
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SUSTAINABLE ENTREPRENEURIAL ENDEAVORS Powered by Supply Chain Optimization and Project Management in Ghana William J. Borden, MBA Station Manager CEVA Logistics
BUSINESS CASE ANALYSIS Several years ago, I had the great experience of serving with ACDI/VOCA (Agricultural Cooperative Development International/Volunteers in Overseas Cooperative Assistance), a non-governmental organization (NGO). I spent 3 months in the Upper East Region of Ghana working on a project to improve the living standards and economic opportunities of the citizens in Navrongo. During my time there, I observed the poor quality of agricultural supplies including shovels and pesticides, available to the farmers at the local market. The shovel handles, for example, which appeared to be solid wood, were actually poorly crafted particle boards. The pesticides were often mislabeled and expired. The farmers relied on the tools for self-sustainability, however, the inferior products constantly broke and required additional money for replacement which the farmers did not have. The tools went through several financial markups or rather, experienced inflation several times before they made it to the market in Navrongo. This was due to the fact that the tools were bought and exchanged individually and not on a wholesale basis. After speaking with the presiding member of the local parliament, I was able to brainstorm a couple of opportunities to implement supply chain management techniques that could improve the Ghanaian local street market experience. These opportunities would involve the assistance of the United States Agency for International Development (USAID). The USAID is already present in Ghana; however, their presence is not used to full capacity. TOOLS AND TECHNIQUES One supply chain opportunity would be to limit the amount of markups and inflation points in the current supply chain by limiting the distribution stops of resources or by conducting logistics optimization. Logistics optimization focuses on reducing project waste by completing thorough planning and incorporating lead time management. Reducing the amount of distribution stops is a schedule compression technique similar to the critical path method and factors in additional time, also known as lead time, which means that the products would be delivered earlier. Within logistics optimization, distribution stops could be considered critical path activities reducing the number of stops would in effect reduce the overall delivery duration and reduce the cost of materials to the local farmers. With USAID acting as sponsored distribution centers, the farmers would have fair access to the tools, avoid severe markups/uplifts and eliminate lengthy travels to acquire the necessary farming materials. Planning, conducting and controlling procurement
techniques could be used to make this possibility a reality. In this case, the USAID has already been identified as a potential seller (vendor), and the next step would be to determine the contract type. While the USAID would absorb the initial costs and maintenance costs, the Ghanaian market vendors would be responsible for the delivery costs or fees associated. This would defer the costs of the shovels and pesticide sprayers. This scenario echoes the terms of a Cost Plus Fixed Fee, which incorporates a pre-negotiated fee that the local market vendors would be responsible for.
“Planning, conducting and controlling procurement techniques could be used to make this possibility a reality.” Another supply chain management opportunity would be to implement a program similar to Medwish, a non-profit that repurposes medical supplies for developing countries, and not for farming materials and supplies. This option would focus on Tier 2 Supplier Management, a supply chain optimization tool that focuses on maximizing the relationship with vendors with limited geographical influence. For instance, neighboring countries such as Burkina Faso, Liberia and Nigeria, could begin a farming material and supply trading network with the local agricultural market of Ghana. To determine which country would have the best return on investment, the Ghanaian farmers in coordination with local parliament would hold bidder conferences to determine which would be the best supplier. To conduct the bidder conferences, inputs including data anal-
ysis from the farmers, such as the feedback on the current agriculture tools available and the outcome from make or buy decisions would be considered as input factors. Supplier Inventory Management, or managing inventory based on supply and demand information exchanged among the local Navrongonian markets, Ghanian provinces and materials suppliers would positively affect the current inflation costs. This can be achieved by completing Requests for Proposals, Request for Information, and Request for Quotations. These requests are documents that are used as inputs in planning, conducting, and controlling procurement. These documents would provide clear information on the supply and demand of the agricultural resource market in Ghana, reduce material and inventory waste, and ensure quality and customer satisfaction. WHY IT’S NECESSARY The global economy is growing at an exponential rate and requires a competitive edge that relies on the spirit of entrepreneurship and constant innovation. Supply chain optimization with the assistance of project management techniques would allow the local farmers in Navrongo, Ghana to become a more efficient and competitive self sustaining economic market. The formal application of project management techniques and processes to entrepreneurial endeavors and process optimization is only one of many ways that project management will remain relevant in the future.
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PM magazine | SPRING 2019
RAPID BUSINESS TRANSFORMATION AT STANLEY BLACK & DECKER An Agile Project Management Office Defines Clear Accountability and Continuous Improvement
Rodney Hobbs VP, HR HTSG Stanley Black & Decker
Ben Cunnif Director, FP&A Stanley Black & Decker
Pamelyn Lindsey, CSCP President & Co-Founder L4 Services, LLC
THE SITUATION: The Speed of Business Transformation Will Only Increase
THE SOLUTION: Clear Accountability and Continuous Improvement
Rapid business transformations as a result of changing market dynamics, mergers & acquisitions, and disruptive technologies is the new reality. It is no longer just the future state, it is the here and now. Organizations that win will rapidly adjust to these new dynamics to remain successful in the future. Project managers of the future must be prepared with an agile toolset ready to apply and adapt as needed.
During the summer of 2018, the GTS leadership team wanted to know how to address upcoming changes and design business processes for future success in a way that would align accountability in accordance with the new organizational structure. Pam Lindsey, President and Co-Founder of L4 Services LLC, a consulting and advisory firm focused on business process excellence, began working with SBD as part of a strategic relationship between the Morgan State Graves School of Business, Project Management Program, while pursuing her MS in Project Management. This work evolved into the formation of “Project Star” and the establishment of a Project Management Office (PMO) to lead the efforts to transform the business into the new organizational structure. Rodney Hobbs, VP Human Resources Hand Tools and Storage, Ben Cunniff, Financial Planning & Analysis Director and Pam Lindsey led the PMO.
Stanley Black & Decker (SBD) has experienced tremendous growth leading to the need to transform its operating model. SBD is a 175-year-old growth oriented, diversified industrial organization with a tremendous track record of growth powered by a committed focus on innovation and operational excellence. Among other historic points of inflection, the merger of Stanley Works and Black & Decker in 2010 ushered in an era of groundbreaking growth with the complementary strengths of each legacy business providing the collaborative lift to accelerate growth and profitability at an unprecedented rate. SBD’s Global Tools & Storage business (GTS), headquartered in Towson, MD, has grown dramatically from approximately $5 billion in revenue to more than approximately $9.8 billion in 2018. Today, the organization is powered by a growth oriented operating model known as the Stanley Fulfillment System, SFS2.0, which is underpinned by five enabling platforms. These platforms include world-class innovation, commercial excellence, and functional transformation all of which are enabled through the digitization of products and processes using lean concepts, and operational excellence, in all facets of the business. Following the 2nd and 4th largest acquisitions in SBD history in 2017, in addition to organic growth, the GTS business is now at another point of inflection requiring a recalibration of the organization structure, related business operating model and underlying business processes. Undertaking this key strategic imperative of designing an organizational model that enables the business to deliver on the vision while maintaining an entrepreneurial spirit, focus and execution mindset is critical to continued success.
Source: Stanley Black & Decker Florida 2019 Bootcamp Project Star and Steering Committee Sponsors left to right - Dan Thompson, GTS CFO, Stephen Subasic, GTS VP HR, Rodney Hobbs, VP HR HTSG, Ben Cunniff, FP&A Director, Pamelyn Lindsey, President L4 Services LLC, Quinton Zastawnik, Corporate FP&A, Joe Simms, GTS VP HR.
“Our new structure and operating model, built upon streamlined rhythms and processes, are designed to augment time spent on value creation for our customers,” said GTS President Jeff Ansell. “I have no doubt this evolution will ensure our best days remain in the future.”
SPRING 2019 | PM magazine
THE METHODOLOGY: Application of Project Management and Process Standardization Tools The PMO embarked upon the application of fundamental project management and continuous improvement tools. This began with the application of these tools to establish a new accountability model aligned to the new organization structure and to enable future growth. The first tool used was the Responsible, Accountable, Consult and Inform (RACI) analysis which is a Responsibility Assignment Matrix (RAM) that is used to establish roles and responsibilities in traditional project management. In planning project resources, a RAM shows the resources assigned to each work package or work stream. It illustrates the connections between work streams. Given a clear understanding of roles and responsibilities, workstreams were established to focus on the processes that enable key performance indicators (KPIs) and meeting rhythms that
support those processes. A RACI of KPIs provides clarity to decision making and activities. It informs how teams need to work, what processes are needed to enable the KPIs and when meeting rhythms are needed to pulse these KPIs. Supplier, Input, Process, Output and Customer (SIPOC) analysis is a lean six sigma business process tool that enables design and continuous improvement. The Guide to the Project Management Body of Knowledge (PMBOK), describes planning quality management and the use of SIPOCs as a version of value chain modeling or a flowchart used to represent the steps in a process. These types of flowcharts are used for process improvement or to identify quality defects. In this project, SIPOCs were employed to focus on business and financial processes, the activities and how things get done. This included the actual meeting agendas. Application of the SIPOC to meeting rhythms brings the RACI to life to understand who should be in
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meetings. Hands-on workshops were conducted with cross-functional teams to dive deep into the value derived from these key meeting rhythms and processes in the areas of demand & supply management, finance, product management and marketing. As the RACI and SIPOC models were applied, the teams thought about key questions.
• Who provides information? • What input will be provided to the process? • Who would be we consulted? • Etc.? Focusing on results, the teams thought about the output of processes or meetings and who would receive the output. This also tied back to the RACI in determining who should be informed about decisions and output.
Source: Stanley Black & Decker Florida 2019 Bootcamp
THE RESULTS: 27,000 hours Saved! New Operating Model Activated In the end, the teams collaborated to develop and activate a “Playbook”. It is a new operating model centered around key processes and rhythms that has been informed by the RACI and SIPOC and which has identified significant synergies including:
• Elimination of redundancy – to ensure KPIs are not repeated in multiple process rhythms.
• Standard work across businesses and regions – to leverage best practices and drive efficiency.
• Reduced number of meetings – to free resources to focus on the customer.
• Running meetings by exception – to drive effectiveness, speaking to the things that really matter.
The business now has the opportunity to reduce the time spent in meetings by 25% with over 27,000
hours gained for value-creating activities based on “Our new structure and operating model, built process improvements. The teams continue to iden- upon streamlined rhythms and processes, are tify time savings where possible, embedding these designed to augment time spent on value savings in the way work gets done going forward. creation for our customers,” said GTS President Jeff Ansell. “I have no doubt this evolution These simple project management and continu- will ensure our best days remain in the future.” ous improvement tools will continue to capture tremendous value for the Stanley Black & Decker, References: A Guide to the Project Management Body of Knowledge Global Tools and Storage business. With an agile (PMBOK Guide), Fifth Edition (2013). Newtown Square, PA. approach to the traditional Project Management Office, Project Star was able to guide the orga- Lindsey, P. G. and Okeke, C. (2018). Transformational Businization through rapid change management to ness Process Redesign at Stanley Black & Decker. Enterprise address changes in organizational accountability Magazine, Morgan State Graves School of Business using the RACI project management tool and the SIPOC continuous improvement tool with signifi- Stanley Black & Decker. (2018). Investor Materials. Retrieved from https://www.stanleyblackanddecker.com/investors cant results. Successful business process and functional transformations in the future will be lean in terms of resource utilization and timing execution. With a vision for continued growth, an accountability model that is agile and efficient, leveraging standardized processes, SBD is well positioned for the future.
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PM magazine | SPRING 2019
PROJECT MANAGEMENT, BUSINESS VALUE AND STRATEGIC GROWTH
A Dialogue
The fictional discourse below is an informative dialogue between Sunday Aina, PMP, two executives, on how the funACCA, MSPM damentals of project management Project Controller can be used to improve overall Knorr Brake Company, organizational improvements and LLC innovation in an ever-competitive business climate. It illuminates the importance of not limiting the capacity of project management to just a part of the organization (mostly Information Technology), but seeks to leverage its value across various organizational departments and discipline. It provides a picture of how an organization’s structure can leverage project management towards attaining its strategic goals and objectives. This is the future of project management. FRED: How are you doing Leonard? Congratulations on your organization hitting the 250-million-dollar revenue mark. That is very impressive. How did you guys do it in 6 years considering that we are in the same industry? LEONARD: Hello Fred, great to see you. I am doing great. I attended a project management conference 6 years ago on, “How to Use Project Management to Deliver Business Growth” and I discovered that I could utilize project management practices, principles, and methodologies to facilitate the successful implementation of all our strategic objectives. FRED: What do you mean by “all” Leonard? I thought project management was basically an information technology or engineering “thing”. How were you able to use this across your organization? LEONARD: After the conference, my organization decided to manage all strategic initiatives or objectives as projects. We realized that our information technology goals were being achieved while other core areas of the organization were struggling to move to the next level of efficiency. Our information technology (IT) goals such as having a new IT infrastructure and the implementation of a new enterprise resource program (ERP) were successfully completed on time and within budget because the IT department treated the goals as projects using the waterfall methodology. I thought to myself, “If the IT guys could get this massive transition done through proper project management, why don’t I implement their process across the
board.” Remember, a project is an undertaking in any discipline that has an end goal or objective and has a start and finish date that are important to its success. A project also utilizes resources towards achieving its end goal. Project management is the well-planned use of those resources such as cost, time, human resources, expert knowledge towards achieving that goal. FRED: Hmmm, you’ve got me thinking. Can you give me more insight on how you implemented this? LEONARD: Ok Fred. In trying to replicate the success of the IT department across the whole organization, I spoke to my human resource director on how we could do this. He explained to me that over the years, many strategic initiatives have failed because the staff found it difficult to focus on both their operational responsibilities and the strategic projects handed down to their departments. He said the IT guys were all PMPs who knew how to initiate, plan, execute and close projects. They knew all about project scoping, resource assignments, resource planning, project scheduling, and effective project control. This was why the IT department was doing well. I then asked if we could recruit project management professionals who will be responsible for the success of all strategic projects within our organization. The HR Director said, “Yes! that they are usually called Project Controllers in other organizations or the Project Management Office.” We hired two experienced project management professionals and this new department started reporting to me. They became my leaders for getting my strategic initiatives and goals done. They didn’t need to be subject matter experts, all they had to know was how to get projects done using project management methodologies and best practices. FRED: Wow, so how did this translate to the increase in your organization’s performance? LEONARD: I was getting to that. We made the project controllers in the project management office responsible for all the strategic or organizational goals of my company starting with the redesign and reengineering of our Sales and Logistics department and its business processes. The goal was to create a structure and process that increased sales by 25% per year and retained 75% of our customers. With the subject-matter expertise of the sales staff and an external consultant, the project controllers (Project Management Office) initiated, planned
and executed a total reorganization of the sales and logistics department and its processes in 6 months. I used the sales department as my “Lab-rat” and I was astonished at the result. I realized that the sales department could not help itself because they were busy chasing after their targets. The reorganization project bumped our revenue by 75 million in one year due to the new customer acquisition and retention tools that were introduced during the project. FRED: Oh, my goodness! I now understand what you did. You basically projectized how your organization’s strategic initiatives got implemented. I should not have skipped that project management conference! LEONARD: The success of the reorganization project in the Sales and Logistics department was a pointer to the need for effective project management across all departments. The project controllers in the PMO facilitated innovation projects within different departments and this improved our overall efficiency. FRED: Ok Leonard, can you give me a high-level description of how the project structure you created worked and other areas you achieved success in? LEONARD: Although you are my friend, you are also my competitor. However, I will help you with some information. The project controllers in the PMO, help provide project support and supervision for all departmental projects, create project management processes that could be used for most strategic initiatives, standardize how projects get carried out from start to finish using templates and relevant tools and techniques, monitor and control projects through tracking and relevant status reports, and undertake resource planning based on availability since everyone was busy with normal operations. The project controllers also helped the organization in knowing which projects were the most important ones based on business requirements and needs. Regardless of what departmental project it was, I was always rest assured that someone was tracking the project’s level of importance, cost, time, execution and appropriate scope. Using this new project structure, we were able to successfully redesign our financial reporting systems and our product creation process. Most importantly, we were able to successfully upgrade many business processes across different departments. We previously could not do all these because we did not treat them as projects. FRED: Thank you so much Leonard, you have really opened my eyes. Project management should not be restricted to IT alone. Now it is time for my organization to catch-up! CONCLUSION: Organizations, especially those still undergoing significant growth, should seek to maximize the tenets of project management across all of their functional areas to facilitate innovation and continuous improvements of operational processes. An adequate project oversight structure is integral to the success of the desired strategic goals. Most times, growth initiative and plans fail because they are not properly defined or managed as projects.
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PROJECT MANAGEMENT A Solution for Operational Management Needs Baltimore, Maryland, is home to the 12th busiest rapid transit system in the USA, ranked Acting Deputy Director, by ridership. This single line Metro Operations Metro SubwayLink (METRO) Maryland Department served approximately 10 of Transportation million customers in 2017, with 14 stations over a distance of 15.5 miles. To satisfy its mission of providing safe, efficient and reliable transit across Maryland, with world-class customer service, METRO must face the challenge of maintaining a state of good repair while causing minimal inconvenience to the customers. Performing maintenance while delivering transportation service is no simple feat which can be expected in single line subway systems with only two rail tracks; one in each direction. Planning, coordination, and effective communication are just a few of the tools needed in this endeavor. Royland D. Fraser, MSA, PMP
Public records show that in February/March 2018, METRO shut down the entire system for critically needed maintenance work to ensure safety, reliability and customer satisfaction. During this period, customers were accommodated by chartered buses; an inconvenience for many and perhaps, a few sought permanent alternatives for their transportation needs. One may, therefore, ask, “How does one maintain a state of good repair while simultaneously delivering transportation service with minimal inconvenience?” The answer to that question may be found in effective Project Management. The future of project management is very bright, as transportation systems and other business operational needs will need unique projects delivered within specific timelines in order to maintain a competitive edge, or as in the case of METRO, maintain a state of good repair. As a Project Management Professional responsible for the day to day operations and maintenance of the METRO, the use of project management tools and techniques made a significant difference for me.
delivery. The main focus, however, is limited to project planning and communication during the project life cycle.
“Regardless of the industry or business endeavor, a bright future awaits the project management professional.” Initiation of the project resulted from critical need. The crossover had reached the end of its useful life and procuring necessary repair components from its foreign manufacturer was not a suitable option. Hence, we made the decision to use a local manufacturer, and project planning moved into high gear. Although a manufacturer was selected, the entire crossover was being built off-site, with an installation contractor ready at the site. Planning for the demolition of the old, and installing the new crossover faced a few challenges. Some of the challenges were: quality control at the offsite manufacturer’s location, factory acceptance testing, transportation to the job site and finally, installation while live train traffic operated on adjacent tracks just a few feet away. The project team took a systems approach as they planned every detail, looking at demolition/installation schedules, train movement schedules, other ongoing projects and indeed customer service during normal business hours.
Nearly one year after the 2018 shut down, on February 16th, 2019, METRO embarked on a project to replace a “Crossover”; a mechanism that enables trains to cross from one track to another. However, executing this project took a different approach from prior crossover replacement projects. All stations were serviced throughout the project duration causing minimal inconvenience to patrons. This approach was a first for the organization, as the focus during project execution embraced the mission of providing safe, efficient and reliable transit across Maryland with world class customer service.
As the project execution start date got closer, project planning and coordinating meetings were conducted more frequently and the need to incorporate more stakeholders into planning meetings became necessary to satisfy specific needs. We also realized that the crossover replacement was just one of many deliverables in the project and, planning to satisfy each need was inevitable. Establishing project communications procedures and establishing team member roles and responsibilities were key to managing stakeholder needs during the project execution phase.
In reviewing the crossover replacement project from initiation to closeout, every project management tool and technique proved their value, especially when viewed from the perspective of service
With the project in the execution phase and milestones set, team members continued meeting regularly, updating plans, making adjustments and, managing stakeholders needs by providing effective communications updates. Each mile-
stone was met, and installation of the crossover was completed ahead of schedule. But the project was not done. The crossover was only one of several deliverables. Several additional defects were discovered resulting in the increase in the project scope. Thankfully, during the initial planning process, there was enough float built into the schedule. Thus, the additional work was done within the float and the project completed with two days remaining. Reflecting on the successful completion of the crossover replacement project, I am encouraged as a Project Management Professional (PMP) for the future of our profession. I saw the value of using project management tools and techniques in an operational environment. Focusing on project planning and project communication was key to success. There was one very valuable lesson in project communication that was learned towards the end of the project. One team member broke the communication protocol with the public, by providing information before proper approval was obtained. In conclusion, this discussion focused on project planning and project communications. But, as professionals, we cannot ignore the importance of stakeholder management, scope management, schedule management, the other project management knowledge areas and indeed, project constraints. Together they play a key role in achieving success. I have no doubt that a very bright future awaits the project management profession, as various organizations will be looking to us to deliver projects that give them the competitive edge they need, to be in a state of good repair or regulatory compliant.
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VIRTUAL DESIGN IN PROJECT MANAGEMENT The Cutting Edge is No Longer 3D Modeling From the perspective of a construction manager or general contractor, BuildProject Engineer II Barton Malow Company ing Information Modeling, more commonly referred to as BIM, has transformed the way project teams look at design and construction. What was once a flashy new program, BIM has turned into a staple of the construction industry. Now that the industry has fully accepted the BIM coordination process as a necessary component, companies, construction managers/general contractors (CM/GCs and subcontractors) are changing their internal personnel structure and project scheduling. The cutting edge is no longer just the 3D modeling, but rather how it is being implemented, customized, and extracted so that the information can be used to build with logic, speed, and quality. Tom Moriarty
For the uninitiated, “BIM is an intelligent 3D modelbased process that gives architecture, engineering, and construction (AEC) professionals the insight and tools to more efficiently plan, design, construct, and manage buildings and infrastructure” (What Is BIM, 2019). In construction management use of BIM, all participating subcontractors provide a 3D model
in the air. Project to project, the effectiveness of BIM will differ due to the different levels of commitment, experience, and stakeholder requirements. When looking through the lens of the construction industry, what BIM once was and what it is now are very different. Like most new technology, the rollout was slow and met with skepticism. The teams that elected to adopt BIM early on found its effectiveness, not only as a construction tool but also as an effective sales tool for owners and stakeholders searching for cost savings and innovation. Companies are often searching for something to set them apart from its competitors to garner more recognition and to win more work. BIM was seen as the next new “buzzword” for companies to use and focus on. Once BIM reached the level of legitimacy it has today, it was hard to find a decent sized project not using BIM. BIM has evolved into an essential tool for building. Technology is constantly improving, software is constantly getting refined, and new uses are constantly being found. Most builders, CM/GC and subcontractors alike, have created full-time roles within their company to work on BIM and BIM only. The widespread use and required level of detail demand personnel trained at a profes-
“The cutting edge is no longer just the 3D modeling, but rather how it is being implemented, customized, and extracted so that the information can be used to build with logic, speed, and quality.” of their scope of work, modeled off of the project documents. Once combined, the model can be run to detect “clashes” between scopes of work. This alerts the BIM coordination team that the design intent cannot be met at the current configuration. In some cases, the solution is as simple as adding a fitting to a pipe. While in others, the architect and engineers need to make design adjustments. In theory, once fully coordinated, the subcontractors have their shop drawings to begin construction and all issues that were found in the field in the past, are now worked out at a much cheaper, and efficient manner. While the basics are somewhat universal, the limits of using BIM are up to the project stakeholders. Clashes and conflict that were once hidden amongst the 2D plans are now getting sorted out prior to having boots on the ground and material
sional level. Tools like, laser scanning can provide extra accuracy and insight into existing conditions, as well as the accuracy of construction in comparison of the model. Comparing what was built to what was modeled, can sniff out the chain reaction type problems that are often very expensive and time-consuming to rectify. Owners and end users have become savvier and demanding of the BIM process. In many cases, the model is not just built with construction in mind, but also operation and maintenance of the end users. Details such as product data of components can be hyperlinked in the model. Some add-on programs for BIM are created to schedule maintenance of equipment and compile all project closeout documents for the ease of use. Having BIM as a deliverable at the end of the project can highlight how important the accuracy and detail of the process are.
What was once a new, burgeoning technological tool, is now commonplace in the industry. BIM focuses on the planning process group of project management. Projects that have initiated the use of BIM will have the scope defined, validated, and controlled using this technology. Requirements are collected from the stakeholders and a detailed description of the project is defined and developed using BIM. Project deliverables are formalized in unison with the 3D model. Controlling the scope or monitoring the status of the project is done by conducting BIM meetings to ensure that the project scope and changes to the project scope are implemented. Companies’ ability to adapt and embrace BIM has proven to be fruitful in terms of profits, and also in terms of understanding and visualizing construction to better manage the project production. With new project management technologies in the industry flowing in and being abandoned so often, BIM has proved itself to not just be a fad, but an essential part of project management in the present and in the future. References: What Is BIM. Building Information Modeling Autodesk. (2019). Retrieved from https://www.autodesk.com/solutions/bim
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SUSTAINABILITY IN PROJECT MANAGEMENT Integrating The LEED Agenda To Reduce The Carbon Footprint Of Your Project Antoine Wright, LEED® Green Associate
Leadership in Energy and Environmental Design Barton Malow Company (LEED) has a vital impact on a project’s site, air, energy, water, materials, and financial/ social structure. Environmentally, providing sustainable solutions throughout the duration of a project’s life cycle and beyond is imperative to the goal and survival of humanity. Therefore, the integration of project management practices offers a sustainable agenda for employing a prospective vision to integrate a greener living lifestyle that will aid in reducing negative environmental impacts on a project’s carbon footprint, which will drive the next generation of sustainable building design and construction. The U.S. Green Building Council (USGBC) is a leading program for green construction. Project Engineer II
Implementing project management programs and technologies into a LEED project, such as project tracking, as an example, allows for an efficient approach for customers and project managers to track LEED data for a project without creating the added risk of losing LEED points and finances. Likewise, by integrating project management technologies into a project, customers will help themselves eliminate spending wasteful time and energy while searching for LEED-specific documents, validating products, and generating LEED reports. As a result, these techniques can lead to an improved concentration and commitment to allow the project team to get the project built on time and within budget. For example, a project tracking program, such as Bluebeam, directly and indirectly, contributes to a healthier sustainable practice of doing business in the construction industry. Bluebeam aids in keeping project records synchronized throughout the life of the project through integration. Its influence has significantly assisted in eliminating the use of wasteful spending by discouraging the use of printing blueprint documents on paper; as a result, it can be assumed that the destruction of several trees has been spared. Moreover, the prevention of unwarranted toxic gases in the environment is reduced greatly following Bluebeam’s immersion in the construction industry. Its involvement allows businesses to electronically collaborate/communicate ideas in a quicker fashion that is more effective than extensively waiting for delivery truck to transport a set of blueprints.
Another useful project management technique that concentrates on improving the future of LEED, is project procurement management, which does not require the use of technological software or programs. Project procurement management is the selective phase of the LEED certification process that focuses to a degree on Environmentally Preferable Purchasing (EPP). When reviewing potential sustainable products for a LEED project, it is in the project manager’s best interest to consider seeking consultation from organizations such as the Environment Protection Agency (EPA), to obtain advice that will aid in determining which products will help safeguard and protect the well-being of human health and the environment. Sustainable purchasing is a prerequisite that plays a major factor in earning LEED credits; policies are set in place to help ensure the fact that green products meet a certain level of sustainable performance that will negate negative effects on the overall community throughout the project’s life span.
will not only provide the greatest opportunities for return on investment for stakeholders regarding sustainable projects, but also provide an efficient outlook throughout the life cycle of a construction project, that ultimately aids in safeguarding against harmful impacts on the future environment of humanity. References: Editor, T. (2016, January 25). Columbia University Strives for Sustainable Construction. Retrieved March/April, 2019, from https://thebimhub.com/2016/01/25/columbia-university-strives-sustainable-constructi/#.XKVeHZhKjIU Environmentally Preferable Purchasing. (n.d.). Retrieved March/April, 2019, from http://www.ansi.org/government_ affairs/laws_policies/epp
Therefore, implementing project management technologies, such as Bluebeam, as a part of the LEED agenda serves as a vital contribution that
“...the integration of project management practices offers a sustainable agenda for employing a prospective vision to integrate a greener living lifestyle that will aid in reducing negative environmental impacts on a project’s carbon footprint, which will drive the next generation of sustainable building design and construction. The U.S. Green Building Council (USGBC) is a leading program for green construction.”
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PROPER PLANNING IS THE WAY TO GO In an Environment of Continuous Technology Changes in Project Management Jawad Abdullah, PhD Project Manager
In modern project management, there is consistent pressure to deliver quick and efficient projects leading to the adoption of new technologies. The previous managerial processes have enabled the success of some projects and their strategic direction with defined objectives, and priorities. Those processes also entailed built-in performance measures with assessment criteria which had to be outlined from the onset. Project management processes have historically entailed an initial assessment of both personnel teams, material resources, extensive collaboration in determining the scope of tasks, selected activities to be conducted based on the amassed data inventory, the extent of budgetary appropriations, and the establishment of realistic schedules geared toward final product deliverables.
MDOT State Highway Administration Office of Planning and Preliminary Engineering
During the construction of highways, implementation of stewardship practices specific to certain threatened and endangered species, as well as, practices designed to benefit wider groups of species and ecosystems are proactive considerations during project planning. We currently employ a mix of underpasses, bridge extensions, culvert installations, culvert modifications, and associated fencing to facilitate wildlife movement. Effective wildlife fencing and crossing structures can significantly reduce many harmful impacts of roads on wildlife populations, though such measures can contribute to habitat fragmentation. Similarly, if a bridge had to be built across a stream, the breeding season of the aquatic life underwater had to be considered, and, if required, diverted from harm so as not to affect their pattern of conduct. Both air and water resource mitigation must also be sought for an area with increased traffic volumes, so that there is minimal impact on those communities. Forested areas before being cleared, must be free of any endangered species that have to be relocated, and in addition, trees must be planted to replace those removed. This technological era has witnessed an explosion of dozens of apps geared specifically to address the project management objectives, in shorter time periods and with increased efficiency. In today’s marketplace, the preferred functionalities gravitate to agile technologies over waterfall Gantt chart for scheduling of carefully managed project activities. Management is more complex rather than what is required, with more technical rather than soft skills, and cloud-based data exchanges rather than proprietary methods. Thus, the role of the project manager has evolved into that of a strategic leader who has a more defined career path and is able to invest in talents and standards to drastically improve the outcomes of capital investments. The winds of transformation delivered different policies and methodologies geared to manage smaller scale projects in a much shorter period and
at a lower cost. Generational transitions were also in effect with the retirement of the baby boomers and an influx of a new generation of engineers with a different set of technical abilities and work ethics. Developmental workplace training became commonplace as employers sought to bridge the gap between their employees, establish the rules of the workplace, and the expectations of workers in an ethical work environment.
“This technological era has witnessed an explosion of dozens of apps geared specifically to address the project management objectives, in shorter time periods and with increased efficiency.” There are some emerging trends in project management whereby the practice is holistic and based on team competence, which is also rooted in other social endeavors. Opportunities are being sought for advantages when we contrast former waterfall methodologies with those of today’s digital technologies. In this period of digitized economies, the manner of project delivery with the automated practices of payment, scheduling, procurement and to a lesser extent, administrative duties has more focus on tangible deliverables. The ability to adapt increases efficiency for smaller and quicker delivery. Strategic agility would enable stake-
holders to witness changes in scope. A keen focus and analysis on and of the organizational process, aligned with the priorities would be expected to increase the probability of success. Empowering teams of employees to assume a larger stake for the business goals, enables the managers to prioritize and solve their problems with the ability to provide real-time feedback results. A recommendation for an improved project management workforce would be an added focus on scope, schedule, and budget. The influx of artificial intelligence has increasingly transformed the role of project management, for more effective management of teams and spurring the growth of many commercial ventures. For decades, the duties of managers were somewhat blurred, in that, no formal requirement or training was needed, nor were there distinct guidance manuals, or defined skill set of staffers. However, in recent years, due to changing market realities, reduced budgets and increased demand for deliverables, automated technologies have been increasingly deployed to enable the continual release of innovative ideas.
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INFORMATION TECHNOLOGY Innovation and the Progressive Trends in Project Management Courage Klutse, MS, PMP, PMI-ACP, ITIL
Unarguably, IT innovations are changing project management trends progressively. Significant innovations Project Management are being churned out every Institute other day, which have made project management easy and less complicated. IT is changing the trends in the field of project management, and in a mostly positive way. People are leveraging the opportunities that IT technologies present to come up with innovations that help project managers plan and execute their projects efficiently. The complexities of the past that made project management a challenging endeavor have been eliminated in significant ways as will be further discussed. Past President (2018) Mississippi Gulf Coast Chapter
Today, IT is transforming the trends by which the aims and objectives of most projects are being attained. The use of robotics and intelligent machines to undertake various projects indicates the way project management has been changed. The application of various computer systems and software for project implementation is also a demonstration that the field of project management has indeed been revolutionized. Clearly, with the advancements ongoing with IT innovations, project management will continue seeing progressive changes going forward, and will be beneficial to all the stakeholders in the field. A recent Harvard Business Review study revealed that most projects, which failed to include various aspects of IT failed in a significant way (Flyvberg & Budzier, 2011). The authors found that 5 out of every 6 projects that maintained the traditional approaches to project management recorded a cost overrun of over 200% and a schedule overrun of over 70%. Any project that goes over-budget by such a large margin is failed beyond redemption. Similarly, a project going beyond its schedule by such a long period will certainly never meet most of its set aims and objectives. Flyvberg and Budzier demonstrated the challenges of relying on traditional approaches to project management. It also provided indications on the way the sensitive world of today demands a serious change. Projects that rely on IT are more likely to succeed than those that rely on traditional approaches. A recent report published in Capterra indicated that organizations that utilize IT systems complete up to 89% of their projects compared to 36% of those not relying on such systems (Burger, 2014). IT has made it possible to plan appropriately before initiating a project, utilize the project resources efficiently, and manage all the different aspects of the project properly to guarantee its success. For instance, the use of project simulator technologies has made it possible to plan with precision all the activities that could be involved in a project. The technologies can help with the planning on the efficient utilization of the project resources to avoid wastage. Given all the benefits of IT in project management,
it is unquestionable that it will influence the future of the field in a significant way. Today, agile systems have replaced the traditional waterfall strategies of project management. The agile systems of project management focus on the functional stages of the project. They also ensure that the project teams work collaboratively to attain the stated aims and objectives of the project. On the other hand, the waterfall strategies that were popular in the past focused on the project as a whole. Such strategies led project teams to utilize the available resources wastefully, and they failed to guarantee the attainment of the expected quality. They left various gaps unaddressed which affected the ability to deliver on the goals of the involved projects. Evidently, without the agile systems, the projects of today will not be completed on budget and schedule, as was the case in the past. The use of intelligent machines and systems are also transforming the field of project management. The growing interest in pervasive technologies and the Internet of Things (IoT) are improving the trends in the field of project management. Today, robots are being developed to help people undertake the repetitive and often complex processes that previously hindered and prevented humans from attaining their aims and objectives in the field of project management. The levels of innovation in IT are giving a positive outlook in the future of project management. Today, most projects are being attained on schedule and within the stipulated budgets as Flyvberg and Budzier note. Project managers and teams can rely on the present IT technologies to ensure that even some of the most complicated tasks in any project are undertaken easily and effectively. As more innovations are emerging, the chances of projects being undertaken flawlessly in the future are also increasing. Project management technologies will help in a significant way in the accomplishment of all project deliverables. The incorporation of error detectors in project management systems has helped reduce the chances of mistakes when undertaking complex projects in various fields. Project management practitioners need to realize that IT is the future of the field. It is changing in a rapid way owing to the innovations in the information technology sector. The projects of the future are likely to be highly successful considering the technologies that are under incubation across the world. IT is promising the smart way of doing things in project management. Technologies that offer simulation capabilities for all the phases and aspects of the project are under development today. It means that in the future, prototypes of the project will be simulated, and all possible issues and challenges can be addressed before the actual implementation of the project. It is vital that all the players in the field of project management wake up and realize the future is here and the field will change unprecedentedly.
“IT is promising the smart way of doing things in project management. Technologies that offer simulation capabilities for all the phases and aspects of the project are under development today.� While IT innovations and applications in project management are unstoppable going into the future, it is up to the practitioners in the field to leverage the opportunities that emerge. New skills are required, which then demands training for users to understand the nature of attributes, stakeholders in project management will require in the future. As IT innovations take root in the field of project management, organizations need to ready up and ensure they can acquire the latest technologies that will help them attain the intended aims and objectives of their projects. The project management field has never shone brighter than it has today thanks to the IT innovations. The future looks even brighter, and success will certainly be assured if practitioners heading various projects immerse themselves into the impending changes. References: Burger, R. (2014, December 29). The 5 Biggest Project Management Trends for 2015. Retrieved from https://blog.capterra.com/biggest-project-managementtrends-for-2015/ Flyvberg, B., & Budzier, A. (2011, September 1). Why Your IT Project May Be Riskier Than You Think. Retrieved from https://hbr.org/2011/09/why-your-it-project-may-be-riskierthan-you-think
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STUDENT TEAM Biographies Pamelyn Lindsey, CSCP MSPM c/o 2019 Pamelyn G. Lindsey, President and Co-Founder of L4 Services LLC, a consulting, advisory and educational services firm, is an experienced integrated business planning, sales and operations planning and supply chain management professional. Pam is formerly the Director of Global Supply Chain Operations for the Ciena Corporation. Most of her 25-year career, Pam worked for DuPont, Inc. as an internal consultant and continuous improvement leader with roles in project management, manufacturing, risk management, and training and development. Pam is active in the Association for Supply Chain Management (ASCM) where she serves on the corporate board of directors. She is a Certified Supply Chain Professional and Six Sigma Black Belt. Pam holds a bachelor’s degree in Mechanical Engineering from the University of Pittsburgh and will complete her Master of Science in Project Management from Morgan State University in 2019. She plans to advance L4 Services, LLC offerings in project management.
Priscilla Nancy Nartey MSPM c/o 2019 Priscilla Nancy Nartey obtained her bachelor’s degree in Health Administration from Morgan State University in 2015, and a Health Informatics Certificate from the American University of Science and Technology in St. Joseph, Missouri. She is currently enrolled in the Masters of Science program in Project Management (MSPM) at Morgan State University and will graduate in May 2019. She aims to obtain the Certified Associate in Project Management (CAPM) Certification in May 2019 and to gain the Project Management Professional (PMP) certification after her graduate studies. She intends to become a Pharmaceutical Project Manager with the National Institute of Health. She was the Special Project Manager for the Morgan State brick sesquicentennial campaign for the 150th Anniversary Celebration. Priscilla Nancy is currently working at the Maryland Department of Transportation as an Intern Research Project Manager at the Office of Planning, Capital and Programming and with the Office of Policy and Regulations. She plans to use her knowledge skills in the Pharmaceutical Development and Manufacturing (PDM) research of drug products, clinical supplies management, outsourcing, regulatory affairs, and commercial manufacturing of drug substances in managing pharmaceutical research and development.
Obinna Obika MSPM c/o 2019 Obinna Obika obtained his bachelor of science degree in Parasitology and Entomology from Nnamdi Azikiwe University, Nigeria in 2011. Obinna’s vast experience spans across consulting and banking over the past eight years; he was a consultant project officer in the Rehabilitation of the Nigerian Railway, where he gained a wealth of knowledge in managing infrastructure projects. Asa banker who skillfully handled banking operations, as well as sales and services units, process improvement and revenue optimization were his major achievements. In addition to enrolling in the masters program in project management in Morgan State University, he works as a Senior Consultant/Project Manager at the Maryland Transit Administration, where he developed an efficient finance management system for managing contracts and invoice tracking. With passion for personal development, Obinna desires to use his knowledge and expertise accrued through years of relentless study and practical experience to advance efficiency in project finance management.
Olatunji Dipeolu MSPM c/o 2019 Olatunji Adedapo Dipeolu is originally from Nigeria, West Africa. He graduated from the University of Lagos, Nigeria with a bachelor’s degree in Risk Management in 2014. He began his career as an assistant project manager. Olatunji possesses a track record of accomplishments for blending skills in software development, financial management, supply chain, and information technology to exceed expectations, as well as deliver high quality, well-managed, profitable and on-time projects. With his energy and dedication to excellence, he plans to utilize his newly acquired project management skills to deliver unmatched value to his corporate clients while using his experience with vital processes and techniques to execute project plans where he can work on multiple projects. Olatunji aims to obtain his Project Management Professional (PMP) certification before graduation. He is a currently a member of the Project Management Institute (PMI).
Trevor Holland MSPM c/o 2019 Trevor Holland is currently enrolled in the Master of Science Project Management program at Morgan State University, with an expected graduation of May 2019. In 2012, he graduated from Old Dominion University, with his baccalaureate focusing on Occupational and Technical Studies. This led to a career start in secondary education focusing on classes in Science, Technology, Engineering and Mathematics (STEM). He is currently employed in the human resources field as a training specialist. In this position, he is responsible for initiating, planning and executing multiple schedules for employees professional and personal development. He manages and monitors several reporting systems that tracks cost and risk analysis. He became interested in the field of Project Management and he desires to become a Certified Associate in Project Management by the end of 2019. Furthermore, as licensed educator, he wishes to combine his project management knowledge and his professional background to explore entrepreneurship opportunities as they relate to STEM educational improvements in his community.
Esther Ogunlade MSPM c/o 2019 Esther Ogunlade obtained her bachelor’s degree in Real Estate Management from the University of Lagos, Akoka Nigeria in 2013. Fascinated by the art of management, her focus and aim has been pursuing careers related to achieving results and deriving satisfaction. She has professional experience and skill in the real estate, construction, and event planning field which includes project coordination, management, and monitoring from initiation to closure. Esther has worked with diverse clients and has experience in communication, human resource, and stakeholder management. Her current job role as the recycling program manager at Maryland Transit Administration within Maryland Department of Transportation is also giving her the opportunity to deal with employees on several levels. Her plan after graduation includes using acquired knowledge and experience as a project manager in reputable organizations.
SPRING 2019 | PM magazine
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Our Program & Links to PMI 100% ONLINE GRADUATE PROGRAMS IN PROJECT MANAGEMENT Crystal West, CMIT MSPM c/o 2019 Crystal attended Morgan State University and received a Bachelor of Science in Construction Management in 2016 and is currently finishing up her Master of Science in Project Management. After receiving her Bachelor of Science in construction management, Crystal currently works at a minority owned and run general contracting/construction company based out of Baltimore, MD where she helped lead many projects. Currently she is a part of the project management team that is responsible for completing the Tyler Hall Student Services Building here at Morgan State University, set for completion in the year 2020. Crystal plans to use her Master of Science in Project Management to help improve minority neighborhoods by establishing a development and general contracting empire.
Morgan State University’s graduate programs in Project Management are offered by the department of Information Science and Systems in the Earl G. Graves School of Business and Management. The MSPM program is suitable for professionals that want to develop their knowledge and skills to move up to senior planning, consulting, and project management positions. Applicants are required to have a bachelor’s degree from an accredited university, at least two years professional level work experience, and meet the MSU Graduate School admission requirements.
Students choose three courses from a list of over 40 courses to integrate project management skills in a specific subject area from Architecture; The Arts; Business; City and Regional Planning; Civil Engineering; Industrial Engineering; Information Technology; Science; and Transportation.
The Project Management Institute (PMI) offers membership to full time students in degree-granting programs at a college or university that has U.S. accreditation or the global equivalent. A PMI student membership also offers discounts on certifications such as the Certified Associate in Project Management The program requires 30 credits and a comprehensive examina- (CAPM) and the Project Management Professional (PMP). Addition. Program participants complete courses as a cohort. The tionally, PMI in collaboration with MSU has held CAPM, PMP, interdisciplinary feature of the MSPM allows students to take PMI-RMP, Agile, and ITIL exam prep workshops on the campus of three supporting courses that form the focus areas in a wide Morgan State and continues to offer the workshops every spring range of fields. and fall. Samples of courses offered include: Foundations in Project, Program, and Portfolio Management
Please visit us at www.morgan.edu, then proceed to Academic Programs.
P roject Integration and Scope Management B uilding and Leading Successful Project Teams P roject Time and Cost Management M anaging Project Procurement, Quality, and Risk
1700 E. Cold Spring Lane, Baltimore, Maryland 21251
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•P remier Sponsorship Program – Several Advertising & promotional opportunities bundled together • Site Meeting Sponsorship – Available throughout the year at many area PMI BC sites • PMI BC Annual Meeting – Well attended “State of the Chapter” held each year • Golf Tournament for the Community Fund – Play golf and network with area PM’s • Project-of-the-Year Award Ceremony – Join PMI BC in recognizing and supporting the best managed projects • Professional Development Event (PDE) – Held annually • Highlighting Project Management Members Quarterly
• Mentor Program – Meet & greet our up and coming PMs