JUNE 2019 A SUPPLEMENT TO PM NETWORK® PUBLISHED BY PROJECT MANAGEMENT INSTITUTE ® Updates Published for Risk, Scheduling Standards P MI has recently updated standards covering the fundamental topics of risk management and scheduling. INSIDE The Innovation Imperative 3 Talk Provides Win-Win Solutions for Change Management in an Agile Environment 6 In Memoriam: Francis M. Webster, Jr., PhD, PMI Fellow 7 Events Calendar Chapter Links PMIEF and Special Olympics Partner to Prepare Youth Leaders See page 10 8 12 The Standard for Risk Management in Portfolios, Programs, and Projects is an update and expansion of PMI’s popular reference, the Practice Standard for Project Risk Management. Risk management addresses the fact that certain events or conditions—whether expected or unforeseeable during the planning process—may occur. These can lead to impacts on portfolio, program and project objectives. The impacts can be positive or negative, and may lead to deviation from the intended objectives. Risk management processes allow for proactive planning, the goal of which is to capture opportunities and limit threats. This standard: n n n n Identifies the core principles of risk management; Describes the fundamentals of risk management and the environment in which it is carried out; Defines the risk management life cycle; and Applies risk management principles to the portfolio, program and project domains within the context of an enterprise risk management approach. Continued on page 5 Available online for PMI members only at PMI.org PMI-744 PMIToday-June2019.indd 1 5/16/19 10:43 AM Page 2 PMI Today June 2019 2019 PMI Board of Directors Chair Editorial and Advertising Offices Address manuscripts and other editorial submissions, mailing list rental queries, requests for reprints, bulk copies, submissions, letters to the editor or reprint permission to: Project Management Institute Publications Department, 14 Campus Blvd., Newtown Square, PA 19073-3299 USA Tel: +1 610 356 4600 Fax: +1 610 356 4647 Editorial: editorial@pmi.org Website: PMI.org Unless otherwise specified, all letters and articles sent to PMI are assumed for publication and become the copyright property of PMI if published. Vice President, Global Solutions Michael DePrisco Publisher Donn Greenberg Editor In Chief Dan Goldfischer michael.deprisco@pmi.org donn.greenberg@pmi.org dan.goldfischer@pmi.org Publications Production Supervisor Barbara Walsh Product Editor Roberta Storer barbara.walsh@pmi.org roberta.storer@pmi.org Advertising Sales advertising@pmi.org Randall T. 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Postmaster: Send address changes to: n PMI Today, 14 Campus Blvd., Newtown Square, PA 19073-3299 USA Tel: +1 610 356 4600 Fax: +1 610 356 4647 n PMI Today’s mission, as the official membership news publication of Project Management Institute, is to provide a forum for communication among Institute membership and about volunteerism and policy. All articles in PMI Today are the views of the authors and are not necessarily those of PMI. PMI is a not-for-profit professional organization dedicated to advancing the state of the art of project management. Membership in PMI is open to all at an annual dues of US$129. For information on PMI programs and membership, to report a change of address or for problems with your subscription, contact PMI at the addresses listed. n n n n Beijing, China Bengaluru, India Brussels, Belgium Buenos Aires, Argentina Dubai, United Arab Emirates London, England Mumbai, India Rio de Janeiro, Brazil São Paulo, Brazil Shanghai, China Shenzhen, China Sydney, Australia Washington, D.C., USA See PMI.org/AboutUs/Pages/Customer-Care.aspx for contact details. © 2019 Project Management Institute, Inc. All rights reserved. “PMI,” the PMI logo,“ “CAPM,” “PMP,” “PMBOK,” “PM Network,” and “Project Management Institute” are registered marks of Project Management Institute, Inc. For a comprehensive list of PMI marks, please refer to the PMI List of Marks found on our website at pmi.org/~/media/PDF/Media/PMI_List_of_Marks.ashx or contact the PMI Legal Department. Chair, Audit Committee Teresa A. (Terri) Knudson, MBA, PMP, PgMP, PfMP teresa.knudson@bod.pmi.org Chair, Strategy Oversight Committee Roberto Toledo, MBA, PMP roberto.toledo@bod.pmi.org Chair, Compensation Committee J. Davidson Frame, PhD, PMP, PMI Fellow davidson.frame@bod.pmi.org DIRECTORS Tony Appleby, MBA, PMP tony.appleby@bod.pmi.org Margareth Carneiro, MBA, MSc, PMP margareth.carneiro@bod.pmi.org Caterina (Cathy) La Tona, BCS, PMP, PfMP, Immediate Past Chair cathy.latona@bod.pmi.org Beth Partleton, PMP, PMI Fellow beth.partleton@bod.pmi.org LuAnn Piccard, PMP luann.piccard@bod.pmi.org Tejas Sura, MS, MBA, PMP, PfMP tejas.sura@bod.pmi.org Jennifer Tharp, PMP jennifer.tharp@bod.pmi.org Galen Townson, PMP galen.townson@bod.pmi.org Thomas Walenta, Dipl.Math, PMP, PgMP, PMI Fellow thomas.walenta@bod.pmi.org STAFF EXECUTIVE President and Chief Executive Officer Sunil Prashara sunil.prashara@pmi.org PMI GLOBAL EXECUTIVE COUNCIL PMI and members of the influential Global Executive Council believe that project, program and portfolio management deliver a strategic advantage that helps organizations do more with less. The elite organizations selected for participation in the Council are well-positioned to have the most direct influence on the direction and future of the project management profession. To learn more, please visit PMI.org/Business-Solutions/PMI-Global-Executive-Council.aspx. PMI-744 PMIToday-June2019.indd 2 5/9/19 4:22 PM PMI Today June 2019 Page 3 from the Board Tony Appleby, MBA, PMP THE A s professionals, we have all seen and recognized that the environment in which businesses and organizations operate is rapidly changing. The competitive environment is shifting regularly; there are disruptive influences around every corner and digitization efforts are transforming capabilities. Artificial intelligence, blockchain, citizen developer programming and so many other emerging technologies are gaining traction and rapidly changing the playing field on a nearly daily basis. To one degree or another, almost every industry and vertical is being affected—and that means your organization must be adaptive. Indeed, if a company simply maintains a status quo stance, it will inevitably get left behind, lose its marketplace position and eventually have to close its doors. Innovation Imperative behind the PMI Talent Triangle® has clearly indicated that senior executives expect their project leaders to have a solid understanding of the business and its strategy. That means that project, program and portfolio managers need to become strategic collaborators with the business. In doing so, they are better able to help achieve the organization’s goals and objectives by aligning their own work and resources and assessing internal and external events that may present positive and/or negative scenarios for the organization. Continued on page 4 So, how does all this flux in the marketplace affect the average project practitioner, you may ask? In quite a number of ways, actually. The research PMI-744 PMIToday-June2019.indd 3 5/9/19 4:22 PM Page 4 PMI Today June 2019 From the Board Continued from page 3 Having an innovative mindset is critical for this to be successful. That means being able to properly identify and evaluate opportunities that may be uncovered during a project’s delivery cycle. And those opportunities may very well be the ones that help the organization gain a crucial advantage in the market, develop a more meaningful way to interact with clients or be the catalyst for the next pioneering breakthrough. An innovative mindset comes from being adaptive as a change agent, supporting creative approaches to work efforts and being able to pivot as needed. Thinking and acting with mental agility is more important than being able to envision the next new product or service; thinking big stems from incrementally evaluating smaller items and issues and gradually building toward that eventual “aha” moment. (Want to learn more about this concept? Check out The Four Lenses of Innovation by Rowan Gibson.) Project management practitioners can help engender a culture of innovation within their organizations by helping to demonstrate the value of it. Project efforts that test early and fail fast, for example, help organizations avoid unnecessary investment costs and quickly maneuver to the next opportunity. Employing agile techniques in appropriate PMI Fact File TOTAL MEMBERS 569,828 …in 208 countries and territories PMI has 302 chartered and 5 potential chapters PMI-744 PMIToday-June2019.indd 4 places allows for early builds of minimum viable products, which, in turn, helps with early evaluation, refinement and adoption. Cycle times can be reduced and benefits can be realized earlier. Constant Change and Innovation Because adjusting organizational culture to embrace innovation can be challenging, elevating project leaders to change advocates is a great way to start instilling a culture of constant change and innovation. Indeed, as noted in the PMI® Thought Leadership Series article in conjunction with Accenture, Forging the Future: Evolving With Disruptive Technologies, other specific practices that are critical in driving an organization toward success include investing in continuous learning across the enterprise, fully engaging employees with the strategic evaluation of choices and investment decisions, creating a datapowered enterprise and eliminating the fear of failure. Project leaders play a key role in helping these activities take hold. A recent Harvard Business Review article (“The Hard Truth About Innovation,” January–February 2019) said that creativity must be tempered with an equal dose of discipline. While a culture that encourages acceptance of failures and a readiness for experimentation is absolutely necessary for innovation to succeed, it is also imperative that responsibility, frankness and leadership also exist. The project manager is the organizational lynchpin to making this balance occur. Article author Gary Pisano writes, “Uncertainty and confusion must be addressed with decisiveness and transparency… The temptations to take shortcuts must be resisted.” Project practitioners own this responsibility. Innovation and Risk Management As such, it is also important to highlight that there is a linkage between innovation and risk management. The effective management of innovation means being able to properly align opportunities with strategy and evaluate the likely benefits and prospective distractions of every new idea that bubbles up in an organization. And when the organization’s culture has shifted to one that embraces an innovative mindset, a plethora of ideas will also surface. Managing all of those opportunities takes discipline and the ability to appropriately evaluate and organize all of those ideas. Not doing so can place the organization in jeopardy of inappropriate levels of distraction. But as the competitive landscape is frequently shifting, there is a need to also ensure that the organization remains focused on those ideas that present a balance between opportunity and an appropriate risk appetite. Statistics through 30 April 2019 More Than 6 Million PMBOK® Guide Editions Now in Circulation! CERTIFICATIONS PUBLISHING Total Active Holders of: CAPM® Certified Associate in Project Management PMP® Project Management Professional PfMP® Portfolio Management Professional PgMP® Program Management Professional PMI-RMP® PMI Risk Management Professional PMI-SP® PMI Scheduling Professional PMI-PBA® PMI Professional in Business Analysis PMI-ACP® PMI Agile Certified Practitioner 38,481 914,483 701 2,644 5,239 1,956 3,340 27,119 6,339,380 Total copies of all editions* of the PMBOK® Guide in circulation *includes PMI-published translations 5/9/19 4:22 PM PMI Today June 2019 Page 5 As I wrote last July in PMI Today®, the project management office (PMO) can play a significant role in responding to issues associated with both disruption and innovation through organizational risk identification and management. The PMO is in a terrific position to help perform sensitivity or “what-if” analyses that help executives make informed decisions. For example, if the company was provided with a given scenario (e.g., a new suite of product offerings, entering into a new geography or partnership, or a new marketing approach), the PMO can assist with evaluating ramifications to the project portfolio; strategic alignment of projects to the new paradigm; and the impacts on budgets, schedules and resource availability. PMI’s Innovation Journey Indeed, as a Board director here at PMI, I am delighted to witness the Institute’s own cultural transformation into one that embraces an innovative mindset. Staff have made significant investments in changing the way PMI has historically approached work efforts, and those investments are starting to pay off in huge ways. With a relentless focus on driving value to our members, certification holders and key stakeholder groups, staff have built, replaced and upgraded systems. These now allow them to gather meaningful data that can be better examined to determine where PMI is having a positive impact and where there are areas of opportunity for improvement. Staff feel empowered to promote new product ideas and are provided the necessary resources to build and test them. And we’re celebrating failures as chances for us all to learn. And with this happening, the Board is confident that we are building a new PMI that will be adding significant value to every reader of this article in amazing new ways. We are redefining what this means to you, on every step of your career journey. We are actively scanning the horizon to learn about the next new thing that will be helpful for you to understand in order to remain relevant and an active contributor to your organization. We are building platforms and experiences that mark the new dawn of PMI as the association to which any practitioner must be affiliated in order to be successful. It is truly an exciting time to be here with us on our journey! As a practitioner, if you would like to learn about how project management and innovation are gathering momentum, explore PMI’s knowledge base at PMI.org. Simply search on the keyword “innovation” to discover more from thought leaders and project managers who have experienced this exciting new world firsthand. Just remember the words of graphic designer Steve Zelle as you do so: “The creative process is chaos wrapped around structure … ” Together we can enable our teams to make innovative ideas a reality. Updates Published for Risk, Scheduling Standards Continued from page 1 This standard focuses on the “what” of risk management (i.e., the key considerations for effective risk management). It is primarily written for portfolio, program and project managers, but is a useful tool for leaders in risk management, business consumers of risk management, and other stakeholders in the portfolio, program and project management professions. Differences Between New Standard and Practice Standard The Practice Standard for Project Risk Management elaborated on the application of risk management practice based on The Standard for Project Management and the Risk Management Knowledge Area of A Guide to the Project Management Body of Knowledge (PMBOK® Guide). This new standard moves the PMI-744 PMIToday-June2019.indd 5 focus to risk management across all domains (enterprise, portfolio, program and project) of the organization—as the organization undertakes strategic and operational change. While the underlying principles of risk management are applicable across all domains, the implementation and focus of managing the work with respect to the potential effect of risk is different. The Standard for Risk Management in Portfolios, Programs, and Projects presents a uniform risk management life cycle, but highlights the unique aspects as risk management applies to the different domains of work. Background information is provided in the appendices of the standard that further explains some of the important concepts and briefly describes the many techniques useful in managing risk. Practice Standard for Scheduling – Third Edition The Practice Standard for Scheduling – Third Edition provides the latest thinking regarding good and accepted practices in the area of scheduling for a project. Aligned with A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition, this updated practice standard expounds on the information contained in Section 6 on Project Schedule Management of the PMBOK® Guide. In this new edition of the practice standard, you will learn to identify the elements of a good schedule model and its purpose, use and benefits. You will also discover what is required to produce and maintain a good schedule model. Continued on page 6 5/9/19 4:22 PM Page 6 PMI Today June 2019 Updates Published for Risk, Scheduling Standards Continued from page 5 The third edition of this practice standard also includes: n n n n n Uses and benefits of the schedule model; Definitions of key terms and steps for scheduling; Detailed descriptions of scheduling components; Guidance on the principles and concepts of schedule model creation and use; Descriptions of schedule model principles and concepts; n n n n Differences between schedule models, schedule model instances and presentations; Detailed descriptions of critical path method, critical chain, program evaluation and review technique (PERT), rolling wave planning, and Monte Carlo simulation; Uses and applications of adaptive project management approaches in scheduling, such as agile; and Guidance and information on generally accepted good practices associated with the planning, development, maintenance, communication and reporting processes of an effective schedule model. PMI members have free access to both The Standard for Risk Management in Portfolios, Programs, and Projects and the Practice Standard for Scheduling – Third Edition. Go to PMI.org, log in with your user ID and password, and select the Standards tab. If you are interested in purchasing a print edition of either standard, visit marketplace.PMI.org. PMI China News Talk Provides Win-Win Solutions for Change Management in an Agile Environment P roject managers can face a dilemma when dealing with change, since change can bring greater possibilities and/or unpredictable risks at the same time. To solve this dilemma, some may be conservative and refuse to change, while others may change for the interest of a specific stakeholder at the cost of others. Both choices are easy to make, but the project will miss the positive possibilities of changes, or great opportunities Continued on page 11 Change management talk attendees. PMI-744 PMIToday-June2019.indd 6 5/9/19 4:22 PM PMI Today June 2019 Page 7 In Memoriam Francis M. Webster, Jr., PhD, PMI Fellow T he PMI community grieves the loss of Francis Webster, Jr., PhD, PMI Fellow. Dr. Webster was PMI’s editor-in-chief from 1984 to 1992. In 1986, he created PM Network® magazine. During his tenure, he increased the number of issues published per year and improved many aspects of the publication process. The improvements to PM Network allowed PMI’s academic publication, Project Management Journal®, to better focus on research findings. Dr. Webster initiated publication of books by PMI, published several editions of the PMI Software Survey, and was involved in publishing two versions of A Guide to the Project Management Body of Knowledge (PMBOK® Guide). He authored a pair of books that presented the basics of modern project management. In 1987, Dr. Webster received the PMI Distinguished Contribution Award, and in 1988 was honored as PMI Person of the Year. He was named a PMI Fellow in 1991. Dr. Webster authored numerous columns in PM Network under the pseudonym The Olde Curmudgeon. He earned a Bachelor of Science in chemical engineering at the University of Missouri, a Master of Business Administration from Carnegie Mellon University and a doctorate in project management from Michigan State University. He was a faculty member at Western Carolina University. Some other PMI Fellows paid tribute to Dr. Webster: “Fran was the toughest nice guy I ever met,” said Lee R. Lambert, PMP, PMI-744 PMIToday-June2019.indd 7 Committee, PMI Board of Directors. “He was part of a team that served together under the leadership of PMI’s distinguished vice presidents of technology. We had a grand time striving to develop a coherent framework for the emerging project management profession. “Fran always wore a smile and was willing to spin a yarn given the slightest encouragement. His role as director of publications was crucially important at that time, since along with PMI’s annual seminar/symposia and chapter activities, our publications provided a visible sign to the outside world that we were an organization on the move. Thank you, Fran, for the significant impact you made!” PMI Fellow. “Whenever I proposed something ‘stupid’ he would quickly tell me how stupid it was—but in a way that when he was done I didn’t personally feel stupid. He was a master of making you think. He was a significant contributor to the resounding success of PMI and he will be sorely missed.” Frank P. Saladis, PMP, PMI Fellow, added “Francis Webster was a thoughtful and highly professional member of the PMI community and was extremely helpful as a mentor when I first joined PMI. I am sure his wisdom has touched and inspired many.” “I was privileged to work closely with Fran from 1989 through the mid-90s,” recalled J. Davidson Frame, PhD, PMP, PMI Fellow, chair of Compensation “Fran Webster was all about understanding the tools of our profession,” said Jim Snyder, PMI Founder, PMI Fellow. “He wanted us to know our profession in terms that we can communicate to others, apply what we know to all the work we do, be continually aware of the dynamic environment in which we live, and debate the issues that will make us all better project managers. “Through the Olde Curmudgeon he taught us all complex concepts through stories supported by his wisdom and real-life personal observations, with just a hint of fun and humor,” continued Mr. Snyder. “Fran’s contributions to PMI help us to define what we mean by sustained and distinguished contribution when we talk about those who have brought PMI from 28 people in 1969 to what it is today. We will miss him!” He is survived by Jenabel Webster, his wife of 66 years, and several children, grandchildren and great-grandchildren. 5/9/19 4:22 PM Page 8 PMI Today June 2019 Events Calendar PMI In-Person Events PMI Today Deadlines: AUGUST 2019.................................. 14 JUNE SEPTEMBER 2019............................. 15 JULY Take part in PMI in-person events where you can participate in top-notch learning and have access to product and services solutions, PDUs and networking. Wherever you practice project management, our in-person events are an invaluable resource to hear from high-energy presenters and build a powerful global network. Free listings in the PMI Today® Events Calendar are reserved for activities organized by PMI, its communities and its cooperating organizations. For information on how to purchase a paid advertisement in this calendar, email advertising@pmi.org. Please see PMI’s online Events Calendar at PMI.org/events/calendar for more events. Attending a PMI in-person event is a valuable asset for your career. Make sure you’re signed up today. PMI members receive significant discounts on registration for most events. sav ing Earl su yB nti ird l2 4J uly 5–7 October SEPTEMBER 2019 PMI® Global Conference 2019 8–10 September PMI Africa Conference 2019 Philadelphia, Pennsylvania, USA • Dar es Salaam, Tanzania. Bringing together hundreds of project, program and portfolio managers from around the world, this event provides two-and-a-half days of professional development and networking. The conference will enhance your personal skill sets and empower your drive toward strategic organizational objectives through the advocacy and advancement of the profession. Peer-driven content will offer real-world insight into today’s evolving project and business challenges. pmiafricaconference.com. PMI.org/global-conference Registration is open! This is our flagship event, attracting thousands for three days of top-notch learning, networking and fun! New this year— benefit from the TED experience. Come help PMI celebrate its 50th anniversary. PMO Symposium 2019 ® Denver, Colorado, USA 3–6 November PMI.org/pmo-symposium Registration is open for this unique event aimed at PMO leaders. Learn how PMOs can bring benefits above and beyond completing projects on time and on budget. Share your experiences, build valuable connections and develop practical solutions with PMO leaders from around the world. PMI-744 PMIToday-June2019.indd 8 sav ing Ear s u ly nti Bir l 14 d Au gus t 27–28 September PMI Romania Chapter International Project Leadership Conference (IPLC) 2019 Bucharest, Romania. Come attend the leading project/program/portfolio management event in Romania. We are committed to bringing together the hottest topics of our profession and we invite you to take part in the IPLC 2019 journey! pmdays.ro. 27–28 September PMI Caribe, Colombia Potential Chapter Summit PM Caribe 2019 Barranquilla, Colombia. The project management community is invited to the II Congress of Project Management to be held in the Colombian Caribbean Region. Join us for two days of learning, success stories, business visits, conferences, workshops and a lot of networking. pmicaribe.org. 5/9/19 4:22 PM PMI Today June 2019 Page 9 c on gre sse s | c on fe re n c e s | se mi n ars | symposi ums | e- Learning OCTOBER 2019 Live Webinars From ProjectManagement.com 4 October PMI Belgium Chapter PM Fair 2019 As a valued member of the ProjectManagement.com community, you can access webinars that provide insight from the industry's most respected voices on the most relevant and important topics today—and earn PDUs. 14 June, 9:00 a.m. EDT (UTC–4) The Agile Enterprise: How Can Agile Processes Be Improved? Agile is a continuous improvement process in itself, but at the enterprise level, most of the agile frameworks can’t be used for process improvement. That’s because of strong governance requirements or because of the culture and strong resistance to change. This webinar presents some options for improving processes that have an agile component but are not entirely agile. Presented by Stelian Roman, PMI-ACP, PMP. For more information and to register, visit ProjectManagement.com/Webinars. SeminarsWorld® Events 24–27 Leading subject matter experts share their experience and Mega S June e Orland minarsWorld deep knowledge on a variety of topics. Whether you are o, Florid a, USA looking to build your leadership skills, work on soft skills such 15–18 J u as communications and collaboration, or dive deeper into Chicag ly o, Illino agile, these events provide unique opportunities to learn is, USA 5–8 Au and connect with the project management community. San Fra gust n Learn more about SeminarsWorld courses being held in Californ cisco, ia, USA these locations and throughout the world. Use PMI’s 15–19 S search tool for project management training matched Nashvil eptember to your specific needs. Visit learning.PMI.org. Tennes le, see, US A Brussels, Belgium. The theme this year is “Project Management and Digital Disruption: Are You Ready?” Enjoy a combination of keynotes, workshops and booths where sponsors and authors will demonstrate their products and services to a targeted group of professionals. pmi-belgium.be. NOVEMBER 2019 6–7 November PMI Southern Caribbean Chapter 10th Biennial International Project Management Conference San Fernando, Trinidad. “Rebooting for the Digital Age.” Inherent to the fourth industrial revolution that is upon us are three key considerations—velocity, scope and impact. The chaos presents opportunities and challenges, and business leaders must understand changing environments and challenge assumptions while relentlessly innovating. pmiscc.org. 7 November PMI Budapest, Hungarian Chapter Art of Projects Conference 2019 Budapest, Hungary. Save the date for this seventh annual conference. pmi.hu. 23–24 November PMI MENA Conference 2019 Kuwait City, Kuwait (23 November) and Manama, Bahrain (24 November). Join the third edition of the Middle East–Northern Africa (MENA) Conference. The event will have a keynote speaker from the PMI Board of Directors and other international project management experts sharing the latest topics ranging from project excellence and strategic PMOs to business analysis and much more. Whether you are a seasoned project professional, starting your career or returning to the profession, there are unique learning and networking opportunities that await you! pmimenaconference.org. Interested in having a FREE PMI Today® event listing? Please go to PMI.org/events/calendar and click on the link for submitting events. Your listing will be considered for both the PMI.org online calendar and the PMI Today calendar. PMI-744 PMIToday-June2019.indd 9 5/9/19 4:22 PM Page 10 PMI Today June 2019 PMIEF and Special Olympics Partner to Prepare Youth Leaders By Michelle Armstrong T he PMI Educational Foundation (PMIEF) sustains its commitment to young people through partnerships with the world’s leading youth-serving nonprofits. This not only enhances these organizations’ operations and programming, but also enables them to more meaningfully engage youth in rigorous, project-based activities as they learn project management. As a result, they develop the life skills necessary for academic, professional and personal success. PMIEF awarded a grant to Special Olympics, Inc. in 2017 for the “PMIEF– Special Olympics Project Management Center of Excellence” initiative. The organization, founded by Eunice Kennedy Shriver 50 years ago, provides year-round athletic training and competitions in a variety of Olympictype sports for children and adults with intellectual disabilities. The grant strengthened the project management Youth leaders learn project management fundamentals during Summit activities. PMI-744 PMIToday-June2019.indd 10 capabilities of Special Olympics staff across the globe through in-depth training to support its fundraising, programming and communications. It also permitted the organization to establish a Project Management Center of Excellence, through which it develops and implements its project planning, execution, governance and standardization. More than 100 youth leaders with and without intellectual disabilities received US$2,000 Youth Innovation Grants to work in pairs to execute more than 80 inclusion-oriented projects in 40 countries. These countries span Special Olympics’ seven regions: Africa, Asia Pacific, East Asia, Europe/Eurasia, Latin America, Middle East/North Africa and North America. The foundation further collaborated with the organization in 2018 to support its newly launched Youth Innovation Grants initiative. PMIEF designed and developed five animated modules to help recipients of Special Olympics’ mini-grants learn project management fundamentals. The modules, which correspond with the five project management Process Groups, are available in Arabic, Chinese, English, French, Russian and Spanish to ensure users around the world can easily access and benefit from them. “PMIEF provided us a high-quality product that exceeded our expectations,” said Kaitlyn Smith, senior manager of youth development at Special Olympics, when describing the modules’ value. “We appreciate the foundation’s focus on making certain the content meets our needs and is accessible to our audience. In addition, including real-life project examples in the modules has proven extremely helpful.” Special Olympics recently hosted its biennial Global Youth Leadership Summit during its World Games Abu Dhabi 2019 in the United Arab Emirates. Young leaders from Kenya and Italy showcase their inclusion projects during a poster session at World Games Abu Dhabi 2019. 5/9/19 4:22 PM PMI Today June 2019 Page 11 Talk Provides Win-Win Solutions for Change Management in an Agile Environment Continued from page 6 that may directly determine the success of a project. It is essential and even more urgent in today’s agile environment to identify such possibilities effectively and make an all-dimension analysis of them. As the largest humanitarian and multisport event ever recorded, it provided an opportunity for Youth Innovation Grant recipients to showcase the purpose and anticipated outcomes of their inclusion projects to attendees from 200 countries. In addition, the organization included its first-ever project management training session in Summit activities to complement the modules PMIEF created, so youth leaders can practically apply this knowledge to their grant-funded initiatives. Special Olympics’ vision is to open hearts and minds toward people with intellectual disabilities through sports to create inclusive communities globally. The organization aims to promote positive attitudes toward this population by raising awareness for what they can achieve, and thereby promote their inclusion in communities, health, education and the workforce. Both PMIEF and Special Olympics strive to ensure young people make their dreams a reality and the world a better place for all. Together, they recognize the power of project management to enable youth to realize their potential and transform lives. Visit pmief.org to view a video that showcases PMIEF's 2017 grant to Special Olympics. In addition, the website highlights the foundation's partnerships with the world's leading organizations. PMI-744 PMIToday-June2019.indd 11 Confused by this dilemma, nearly 80 project practitioners attended an event hosted in Shanghai by PMI China and Zheng Xiaolong, a project management expert well known for his rich experience and well-received speeches. Mr. Zheng analyzed the pain points of change management, illustrated his definition of multiple stakeholders involved in it and shared win-win solutions of change management for all stakeholders in an agile environment. Finally, he demonstrated some common tools and templates, and provided typical case studies of best practices. lable situation that totally deviates the project from the expected path. Because agility may be a brand-new concept for many people who have no experience with it, it is more challenging to do change management in an agile environment. The key to success is to embrace change but to maintain it in a controlled state and to avoid slow response speed and waste. In an agile environment, every team member and most stakeholders are all-around active participants in the project and pay more attention to the overall goal. Thus, they have a more proactive attitude and a quicker response to change. Mr. Zheng’s lecture answered the attendees’ questions and received positive feedback that a practical topic was selected for the event. The attendees are looking forward to more such activities from PMI China. One of the most impressive parts of the speech was how Mr. Zheng classified stakeholders in change management according to their mindset, interest, adeptness to agility and earnings: namely, decision maker, manager, deliverer, creator and one affected by change. This explanation, as well as on-site discussion and Q&A, helped the attendees gain a clearer understanding about change management. Another element that contributes to the complexity of change management is that different methods are needed for traditional and agile projects. Traditional projects have clearly defined change management processes. Agile projects are free from inefficient processes but may suffer more waste and even an uncontrol- 5/9/19 4:22 PM Page 12 PMI Today June 2019 Chapter Links news | people | projects PMI Indonesia Chapter pmi-indonesia.org Symposium Explores Revolutionary Business in Disruptive Era T he PMI Indonesia Chapter has successfully achieved another milestone by holding the eighth International Symposium and Exhibition (SymEx) 2019 in Bali. This year PMI Indonesia Chapter’s event was organized under the theme of “Revolutionary Business in a Disruptive Era.” Due to the fact that business was and is going to be more challenging with disruption, different approaches of managing a business and winning over the competition are needed to survive and grow in the future. Welcoming attendees was Chapter President Alin Veronika, PMI-RMP, PMP. The first keynote was Tya Adhitama, with her topic of “Navigating Turmoil During Times of Changes.” She shared PMI-744 PMIToday-June2019.indd 12 her experiences, described trends and discussed how changes lead to the creation of revolutionary businesses. Amin Leiman, PMP, the second keynote speaker, shared on “Unlocking the Secrets to Agile.” He explained how agile values, principles and practices can be applied in daily lives by truly appreciating and understanding agile in a broader context. Other topics shared by notable speakers from Indonesia and around the world included enterprise project performance, leadership, agile approaches and agility, the project management office and many more. The two days of SymEx 2019 were closed by two keynote speakers: Michael Milutis on “Know Thyself, The Secrets of Self-Actualization and Workplace Engagement” and Nick Fewings on “Cracking the Code of HighPerformance Teamwork.” SymEx 2019 also offered networking opportunities among participants, speakers, committees and PMI Indonesia Chapter volunteers. For this purpose, a networking dinner was held on a beautiful private beach. Besides the main symposium event, the chapter also held “Goes to Campus” events at two universities in Bali in order to increase awareness of project management in students. More than 300 students and lecturers attended the guest lecture on how project management can become an opportunity for the students’ future careers. 5/9/19 4:22 PM PMI Today June 2019 Page 13 Chapter Links news | people | projects PMI Andalusia, Spain Chapter pmiandalucia.org Metamorphosis Is Theme of Second Congress By Raquel M. Marín Cámara, PMI-ACP, Marketing Officer I n its second year as a chartered chapter, the PMI Andalusia, Spain Chapter brought together more than 100 practitioners for an event featuring prestigious experts in communication, human resources, team building and negotiation. In April, the chapter had the pleasure of organizing the Second Congress of Project Managers, with the theme “Projecting the Metamorphosis,” in the city of Malaga, Spain. Malaga is a city with a large number of people interested in project management activities, as well as professionals certified by PMI. The topics for the conference as well as the decorations were arranged around the theme of this second congress, the process of metamorphosis in projects. The content of the conference was structured in four blocks. In the first phase, also referred to as “the egg,” presenters discussed negotiation and conflict management. In the second phase of metamorphosis, the emphasis was on motivation and emotional intelligence. After a break for networking activities, the event continued with the next phase in the process of metamorphosis, which was talking about team building. Finally, representing the phase in which the butterfly is born, presenters talked about the importance of communication. The event ended with a lunch, where attendees and speakers could exchange impressions. At the beginning of the congress, organizers played a video from the new PMI President and CEO Sunil Prashara, in which he expressed his greetings and congratulations for the event. It was a fantastic surprise for our members! The satisfaction gathered after the first impressions, as well as the feedback obtained from the attendees, speakers and sponsors, was truly positive. The board of directors, as organizers, felt especially proud and satisfied, not only for the degree of attendance, but for fulfilling and exceeding the expected objectives. In its two years of existence, the chapter has surpassed 200 members and has seen an increase in the diversity of its activities, as well as the number of followers on social networks. The PMI Andalusia, Spain Chapter covers the southern part of Spain. Leaders aim to celebrate the congress each year in the main cities covered by the chapter and comprising the capitals of the Andalusia Region. These events have already taken place in Seville and Malaga. In future congresses, the board hopes to take this important event to the rest of the Andalusian cities, and to encourage the presence and importance of the chapter throughout this region. Round table discussion with event speakers. PMI-744 PMIToday-June2019.indd 13 5/9/19 4:22 PM Page 14 PMI Today June 2019 Chapter Links news | people | projects PMI Bangalore India Chapter pmibangalorechapter.org Chapter Celebrates 20 Years of Excellence W hen the applause died down, you could hear the emotional voices from the proud faces on stage. Together, they stood around the 20th anniversary plaque; a group of dedicated people separated by age and experience, but united in their love for the project management profession. This image of camaraderie between the current and former board members summed up the energy and enthusiasm that was on display during the 20th anniversary celebrations of the PMI Bangalore India Chapter. Attended by over 250 members, the celebrations showcased many such emotional montages. It featured the unveiling of the 20th anniversary memorial plaque by Chapter President Basu Dutta, PMP, and Tejas Sura, MBA, PMP, PfMP, a member of the PMI Board of Directors. The first attraction of the evening was a play titled “Workplace Diversity” for PMI. It engaged and enthralled the audience, highlighting the emotional connection of the members with the PMI Bangalore India Chapter. You could see everyone—from Mr. Sura to Region Mentor Regional dance performed during the event. Girish Kadam, PMP; and founding members Next, it was time to recognize our past Amar Bhaskar, PMP, and board members, our advisory council, Purnajit Chatterjee to the and our long-standing members and newest chapter members and volunteers. It was perhaps the most enthusiastic volunteers— touching part of the evening, with some joining the fun. of our oldest members up on the stage with Mr. Sura, Mr. Dutta and Mr. Kadam, The year 2019 is also when PMI reliving the days past and blessing the celebrates its 50th anniversary. chapter for the milestones to come. Mr. Sura provided everyone a glimpse of the plans to commemorate After a short tea break and networking the occasion. The audience was thrilled session, the audience was treated to to know about the upcoming events and a video on the 20-year journey of the especially to pledge hours on social causes chapter (youtu.be/YvmnVXBi3WU). for the Global Celebration of Service. Complete with photographs and Chapter board of directors with PMI Board of Directors member Tejas Sura, PMP, PfMP, fourth from right and Region Mentor Girish Kadam, PMP, far right. PMI-744 PMIToday-June2019.indd 14 5/9/19 4:22 PM PMI Today June 2019 Page 15 Chapter Links news | people | projects PMI Switzerland Chapter pmi-switzerland.ch narration, the video captures the essence of the chapter and what it has come to be today—the second-largest chapter in Asia, two-time finalist and two-time winner of PMI’s Chapter of the Year award. The video was followed by a panel discussion on Smart Cities that brought four eminent experts in the field. Next on the agenda was a local cultural presentation, a traditional dance recital. It was then time for another highlight of the evening, as Sesha Sai explained PMI Bangalore Chapter’s involvement with a nongovernmental organization, the Robin Hood Army, working for underprivileged children. These chapter activities were planned to contribute to the PMI Global Celebration of Service. After an address by Secretary and Treasurer Lt. Col. Shri Harsha (Retd.), PMP, PgMP, it was time for dinner and fond reminiscing of a magnificent evening well spent. Volunteers Teach Project Management to Young Scientists S witzerland is best known as a country of beautiful mountains, cheese and chocolate. Yet not many people know that is also a home for ETH—a science, technology and mathematics university that lists Albert Einstein among 21 other Nobel Prize winners as past teachers. ETH was founded 164 years ago and was ranked seventh best university in the world last year by QS World University Rankings. That is why we at the PMI Switzerland Chapter were very excited this year to fulfill a refreshed PMI Educational Foundation (PMIEF) strategic direction and partner with a nongovernmental organization (NGO). Volunteers worked with Life Science Zurich Young Scientists Network, a group that serves ETH students in shaping their future career paths. Life Science Zurich Young Scientists Network strives to reduce the existing gap between academic research and industry and hosts events that allow young people to explore the world of biotechnology and to stimulate constructive interactions between people from various life science sectors. Chapter President Basu Dutta, PMP. PMI-744 PMIToday-June2019.indd 15 This year, the PMI Switzerland Chapter supported the Life Science Zurich Young Scientists Network by organizing a project management workshop. Chapter volunteers taught NGO staff on project management fundamentals, communications, leadership, stakeholder management, working in a team and problem-solving techniques. All content came from PMIEF free resources Project Management Skills for Life® and “Careers in Project Management.” As an additional activity, chapter volunteers took part in Life Science Career Days, staffing a PMI Switzerland Chapter booth to promote project management as a future career path among youth. Our second partnership with CERN— The European Organization for Nuclear Research, a nonprofit organization that operates the largest particle physics laboratory in the world and is the birthplace of the World Wide Web—will bring more training opportunities for students. In July, chapter volunteers will organize a dedicated workshop for young people who are considering careers in project management. PMI Switzerland Chapter volunteers are a group of eight covering two major economic regions of Switzerland and working in the French, German and English languages. Our aim is to magnify the power of nonprofits and NGOs supporting children and youth. We help them deliver their missions through the application of project management. If you would like to hear more, please contact Agata Czopek, vice president for social good, at agata.czopek@pmi-switzerland.ch. 5/9/19 4:22 PM Page 16 PMI Today June 2019 Advertisement THE RIGHT INSIGHTS BRING THE BIG PROMOTION Download the free podcast at PMI.org/Podcast ©2019 Project Management Institute, Inc. All Rights Reserved. PMI, the PMI logo, and Projectified TM are marks of Project Management Institute, Inc. PMI-744 PMIToday-June2019.indd 16 5/9/19 4:22 PM
