Probing the Great Pyramid’s Secrets

Inside the cramped Queen's Chamber of Khufu's Great Pyramid, a custom-built robot sent into a small shaft off the chamber sends back images to aid study, but the archaeologists couldn’t see beyond another blocking stone in the shaft.

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New CAPM Certification Now Available in SA

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Injaka Bridge disaster inquiry names guilty

We are grateful to Tiefenthaler Construction for supplying these articles for publication.

The Centre is designed to provide relevant, reliable and timely information on the global practice and profession of project management. While the Centre's ultimate goal is to become a completely electronic information Centre, it currently houses a large collection of books, journals, and other resources on project management. The library includes a complete set of Project Management Journals (formerly Project Management Quarterly); PM Network; PMI Today; PMI's Seminars & Symposium Proceedings; a reference collection; and numerous titles about the practice of project management.

All of these services/products are available to PMI members at a reduced rate. In the past, members of PMI South Africa qualified for the discounts, but unfortunately this will no longer be the case in 2002. Yet another nail in our coffin, or should we say wallet!

Here are some of the recent changes, additions and improvements:

• Computer-based exams may be taken at Sylvan Technology Centres in Johannesburg and Cape Town at present

• Certificate of Added Qualification (CAQ) in the field of Automotive Product Development (APD), Project Management Office (PMO) and Information Technology-Systems (IT-S) are now available

• Certified Associate in Project Management

• Professional Development Units can be earned for professional activities

• PMPs can "roll-over" to the next Professional Development Unit cycle up to 20 PDUs

• Self-directed activities have been eliminated

• An additional performance domain – Professional Responsibility has been added

• A minimum of 35 contact hours of project management education now required for PMPs

• Apply for the PMP Certifcation examination on-line

• Test your project management knowledge on-line

ProjectPro online is an idea whose time has come – with a vengeance! Users on our website and recipients of our e-News have been generous with their praise.

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ProjectPro received an email from JT Carr who lives in Seattle, USA

Congratulations on your recent issue. I enjoyed it very much. Your sharing of news, the growth and development of PM as a profession, and PMI-USA’s attitude were most interesting.

I (and my colleagues), taught Project Management at Boeing, Seattle, USA, for 7 years. We used a structured approach and simplified when appropriate. We had many successes and compliments from Project Managers. When attending PMI conferences, I tried to suggest simpler approaches that maintained the structure, but PMI people seemed not to care or listen. Just a suggestion: Their way is not the only way. There may be similar yet simpler details to accomplish PM. Overall, we all agree that the structured method is the only way to travel.

I am disappointed but not surprised that PMI-headquarters will not recognize your organization for PMI discounts. They will still have some things to learn about customer relations.

Keep up the good work and positive attitude that you have. And keep your open mind. It will serve you well in the future.

"I like what I see", Nigel Lowe DBSA Technical Analyst, Gauteng

And this is only the beginning: We plan to have online discussion groups on project management topics; Project Management Professional online test to prepare for the certification exam; online software training; and much more.

Advertisers are welcome to market their products and services by placing banner or button adverts in our e-Zine or e-News with click-through links to their websites

We are confident that the e-Zine will reach an even wider market than the printed magazine. The latest research has indicated that online advertising is on the increase

The CAPM is an "associate-type" certification for practitioners who provide project management services, but do not yet qualify to apply for the well-known Project Management Professional (PMP^®) examination that has been in operation in RSA since 1987.

As with the PMP designation, there are two different eligibility categories for the CAPM relevant to education and experience of the applicant:

At the time of application, the candidate holds a baccalaureate or global equivalent university degree and has a minimum of 1,500 hours of project management experience within the five project management process groups. The number of hours on the CAPM Experience Verification Form(s) must total at least 1,500 hours, and the project dates must indicate that the candidate has at least two years of project management experience within the three-year period prior to the application. Candidates must indicate at least 24 unique (non-overlapping) months of project management experience on the CAPM Experience Verification Form(s) to satisfy the two-year requirement. Additionally, at the time of application, the candidate has obtained 23 contact hours of project management education. Candidates can document all project management education hours regardless of when they were accrued as long as the hours were accrued prior to submission of the application. The hours must include content on project quality, scope, time, cost, human resources, risk, procurement and integration management.

At the time of application, the candidate does not hold a baccalaureate or global equivalent university degree, but holds a high school diploma or equivalent secondary school credential and has a minimum of 2,500 hours of project management experience within the five project management process groups. The number of hours on the CAPM Experience Verification Form(s) must total at least 2,500 hours, and the project dates must indicate that the candidate has at least two years of project management experience within the three-year period prior to the application. Candidates must indicate at least 24 unique (non-overlapping) months of project management experience on the CAPM Experience Verification Form(s) to satisfy the two-year requirement. Additionally, at the time of application, the candidate has obtained 23 contact hours of project management education. Candidates can document all project management education hours regardless of when they were accrued as long as the hours were accrued prior to submission of the application. The hours must include content on project quality, scope, time, cost, human resources, communications, risk, procurement and integration.

Call Terry Deacon of ProjectPro on 082 557 3119 for further information.

What lies beyond the door in the shaft leading from the Queen’s Chamber in the Great Pyramid of Giza? This was the mystery that remained unsolved as the world held its collective breath on 17 September 2002 while a robotic "Pyramid Rover" drilled through a stone door in the shaft to reveal…. another door!

"This is an important discovery", said Zahi Hawass, director of the Supreme Council of the Antiquities. "We cannot make a plan right now. The plan will be done in a few months maybe," The second door looks very fragile because it has cracks all over it. The safety of the pyramid will be considered above all else, said Hawass.

Engineers from iRobot (a Boston, USA firm), researchers from National Geographic and the Egyptian government's Supreme Council of the Antiquities are key stakeholders in this fascinating project. The robot crawled 70m up the 200mm square shaft before a live, international television audience. The Great Pyramid, built 4,500 years ago by Khufu, a ruler also known as Cheops, has three other shafts. The shafts from the chambers may have been intended as pathways to other worlds for two of Khufu's spiritual incarnations -- the Sun God and Horus, god of goodness and light.

While researchers remained in one of the chambers in the heart of the pyramid, the robot climbed the shaft. The shaft rises over rough stone at a 40-degree angle from the chamber and ends at a door adorned with two brass handles. In a test using ultrasound equipment mounted on the robot, researchers had determined that the door was 75mm thick. The robot drilled a hole for a tiny camera and a light to pass through.

Engineers from iRobot, benefitting from the experience of a German team that sent a robot as far as the door in 1993, have spent the last six months designing their machine. Its motors and mountings for cameras and other equipment are encased in a frame the size of a loaf of bread with two sets of rubber tracks that allow it to grip the top and bottom of the shaft. Flippers at the robot's front increase its maneouverability. The German robot couldn't negotiate a small bulge near the door.

Using the iRobot "brain" -- a black box with motor and camera controls -- engineers can monitor the robot and its surroundings on video screens from a chamber at the heart of the pyramid and send instructions via cables.

During the same live broadcast, on Fox Television and National Geographic Channel, Hawass and his team also visited a recently discovered village of the pyramid builders less than 2 kilometers away from the Great Pyramid. There, the group opened for the first time the sealed sarcophagus of a man identified by hieroglyphics as Ny Swt Wsrt, believed to be the overseer of the pyramid builders' village. An intact skeleton was found, but no treasure.

The purpose of the inquiry was twofold:

The Eden Project in England has turned a disused quarry into a tropical paradise which has become a hit with tourists.

Eden was an old quarry in Cornwall which environmentalists have turned into a huge natural environment within just one year by creating sealed domed Biomes. The Biomes comprise of hexagonal plastic panels each measuring 15 meters across. The main tropical dome is 500 meters long and 50 meters high. Inside they have planted large amounts of tropical trees and plants. Temperature is a constant 32° C and humidity is 100 %. Birds, butterflies and other fauna have also been introduced. Another dome is the temperate zone with lots of plants from southern Africa.

Suave: Pierce Brosnan will again star as 007 in the next James Bond movie.

The fact-finding visit to the Eden Project was made in November, and a decision will be made within weeks on whether it will provide a setting for the 20th Bond film.

An Eden Project spokeswoman said: "They sent out a recce but we haven’t heard anything further. It would be great for Eden if they did — it’s a lovely location, so fingers crossed"

Eden would not be the first grand British project to star in a Bond film. The Millennium Dome in Greenwich, south-east London was the focus of a tumultuous opening for The World is Not Enough, two years ago. Although the Dome became one of the biggest flops of the millennium, Eden has attracted 1 750 000 visitors since March.

Until now, Eden’s role on screen has been limited to Tomorrow’s World and Blue Peter.

But with its recreations of everything from Amazonian rainforest to the paddy fields of south-east Asia and the warm, temperate climes of the South African Cape, the site has great potential as a film location.

Some spotted the James Bond potential of the Cornish biospheres long ago. When the project opened, Christopher Redman wrote in Time Europe magazine: "The Eden Project looks like the set for a James Bond movie’s doomsday denouement;" — The Independent, London

The planned R7billion rapid rail link between Johannesburg and Pretoria promises economic growth and job creation as well as reducing road congestion. But there are some obstacles to be overcome before these benefits can be realised, not least being the expropriation of large tracts of land and uprooting scores of residents.

Jack van der Merwe, head of Gauteng transport department, said subsidies and guarantees were usually granted on projects of this magnitude and the subsidy will never be up to R70million a year to run the Gautrain and this has already been budgeted. Details of the investment will be outlined in the provincial budget with the first block of money for infrastructure provision due to be released in about three years time.

Construction is expected to start in the second half of 2003 and the train is scheduled to start running by 2006. "The project has set aside R700 million for expropriation purposes, as one of its costs" said van der Merwe. He further stated that they’re confident that construction work will start in the latter half of next year but right now they’re still in the process of bringing the public on board to see if there are no environment red flags and how they can avoid the problems. Resident’s concerns will be taken into consideration and addressed by special consultants.

"The growing congestion at 7% per year on Ben Schoeman Highway is one of the main reasons a train system is needed," said van der Merwe. The maximum period between successive trains travelling between Johannesburg and Pretoria would initially be 10 minutes in each direction and more trains would be operated as the number of passengers using the rail system increases. Trains would run at least 15 minutes between Sandton and the Airport. Van der Merwe said the plan was to provide passengers with door to door service, with proper parking for private cars at the stations.

The winning consortium will build the scheme and operate it for about 25 years, after which ownership will revert to the State.

ISO 10006 Project Management Quality Guideline under revision

The International Standards Organisation SC2 Secretariat has requested Task Groups around the world (the South African group meets at the SABS in Pretoria) to review ISO 10006 Guidelines to Quality in Project Management, and to advise them on:

- the need for revision or amendment to the standard

- the extent of any revision or amendment needed

• the urgency with which any revised or amended document should be delivered

In addition, the Task Group was requested to advise SC 2 on whether the Standards should remain as a Standard or be converted into a Technical Specification

The Task Group considered the request and sought to clarify the issues by setting a set of questions, to which they sought answers, as follows :-

a) Was there any need for change?

b) Was there a need for revision/amendment to align ISO10006 to ISO 9001:2000?

c) Was there a need to revise/amend the Standard in response to user feedback?

d) Was there a need to expand the Standard to include new areas, issues or ideas?

The Task Group members considered these questions and concluded that there was a need for the Standard to be changed – not in content or structure but to improve readability – and that with the revision of ISO 9001 there was a need for revision to align ISO 10006 with ISO 9001:2000.

They further concluded that there was no critical feedback that required revision or amendment of the Standard, nor was there any need to expand the Standard into new areas.

The Task Group has reported these conclusions to SC2 Secretariat and also made the unanimous recommendation that ISO 10006 should be maintained as a Standard for the following principal reasons :

1. ISO 10006 is currently the only Standard within the ISO portfolio which addresses the increasingly important field of Project Management and has been widely accepted and incorporated into Project Management practice in many organisations throughout the world.
2. With the development of ISO’s "New Deliverables", Technical Reports are now considered to be applicable only to documents of a purely informative nature, such as the results of a survey, and with the clear distinction now being drawn between the 9000 family of Standards and those in the 10000 series the need for any change of status is irrelevant and unnecessary.

The 1997 version on the ISO 10006 Guidelines are available from the SA Bureau for Standards.

•2004 Guide to the Project Management Body of Knowledge (PMBOK) ®. PMI will initiate a new project at the beginning of 2002 to produce the next update of the PMBOK in 2004. In addition, this next update will be part of the Standards Open Working Session at PMI 2001 Seminars and Symposium in Nashville, Tennessee USA in 4 November.

• Government Extension of the PMBOK® Guide. Under the volunteer leadership of Nigel Blampied, PMP, author teams have completed a draft which will be sent to Subject Matter Experts for review leading to an Exposure Draft period. For more information, see the PMI website.

• Defense Extension of the PMBOK® Guide. Under the leadership of Fred Ayer, PMP, and Bill Bahnmaier, PMP, the US Defense Systems Management College personnel continue to update the previous draft with material from the latest DOD acquisition policy, the DoD 5000 series, as well as changes required to be consistent with the PMBOK® Guide — 2000 Edition.

• Construction Extension to the PMBOK® Guide. Work continues on the PMBOK® Guide Extension under the volunteer leadership of Sherrill McDonald, PMP.

• Organizational Project Management Maturity Model. Under the volunteer leadership of John Schlichter, this programme has been organized into several projects: to analyze existing maturity models, perform primary research among organizations within the seven global regions, manage the development and integration of knowledge generated within the program's projects, develop a requirements specification, perform global outreach activities and develop partnerships with organizations worldwide, and develop a measurement or assessment vehicle for the model.

• Project Management Principles. This project addresses a need for high-level, generally-accepted and generally-applicable guidelines for the project management profession. Principles are to address the breadth of project management – for individual projects, multiple project portfolios or programs, project managers, organizations, and the profession-at-large. See PMI website for the project charter.

The courts were called to answer a similar question in Andy's Electrical v Laurie Sykes (Pty) Ltd 1979 (3) SA 341 (N) and the facts of this case were as follows:

The contractor claimed an amount from the employer for work done. In response, the employer drew up a modified account which, together with a cheque for a lesser amount, was sent to the contractor under the term 'in full and final settlement of your account'. The contractor acknowledged receipt of the amount 'without prejudice to further rights'. The contractor then deposited the cheque, which was paid, and thereafter he instituted action for the balance which he claimed to be due. The trial court found for the employer.

The contractor then took the matter on appeal and was heard by Judge Didcott who had this say (343):

In conclusion an employer may tender less than the amount the contractor considers to be due. Although, in the absence of agreement to that effect, the contractor is not obliged to accept a tender of an installment. Normally however the contractor is only too happy to receive something. Before accepting, the contractor should however consider, whether he is being offered payment or a compromise. In either case the employer may have used the words " in full settlement", so that the words themselves are not conclusive. If payment is made the contractor can accept the amount and later claim the balance because the employer cannot vary the terms of his contract unilaterally by adding a condition that no further payment may be claimed, but if there is an offer of a compromise and that offer is accepted no further claim is possible⁴

2. The contractor

3. Extracted from Farlam & Hathaway, Contract Cases, Materials, Commentary, Third Edition by G Lubbe and C Murray.

Gautrain- the Shilowa Express

The Rapid Rail Investors Conference was held at the Sandton Convention Centre for the express train announced by Gauteng Premier Mbhazima Shilowa last year. This project forms part of Blue IQ, the R1,7 billion initiative by the Gauteng Provincial Government to invest in infrastructure development in 10 mega projects in the fields of technology, transport, tourism, and high value-added manufacturing.

The Gautrain has impressed European train operators, UK’s Virgin Trains, train builder Bombardier, Siemens of Germany including France’s Alstom whom Shilowa spoke to last month and were represented at the conference, along with a host of financiers.

This state-of-the-art rail connection, links Johannesburg International Airport (JIA), Johannesburg and Pretoria. Apart from the three anchor stations at JHB, PTA and JIA, there will be seven other stations, with 80km of railway lines that may extended in future. This project will offer levels of service and comfort never seen before on public transport in South Africa. These trains will cover the link between Johannesburg and Pretoria in less that 35 minutes and at speeds of 160km/h or higher. Trains will operate approximately 18 hours a day, with reliability, punctuality and predictability being key features of the service. Trains will take 15 minutes between Sandton and JIA. The minimum frequency between Johannesburg and Pretoria will initially be six trains per hour per direction and more trains will be operated as the number of passengers using the system increases. Significant portions of the line will be underground

From Park Station (Johannesburg) it will mainly be in tunnels for the 6km to Rosebank, then 5km underground to Sandton. It will surface 4km beyond Sandton on its way to Marlboro where a branch will go off to the airport. Air travellers out of Johannesburg will not need to see their baggage en route to London, Sydney, Hong-Kong or any other destinations after Sandton station. The speed train takes them to a station underneath the airport terminal. The fare will be included in their air ticket. In the Pretoria direction, beyond Marlboro, it will cross the N3 and follow the west bank of the Juskei River to Midrand station before stopping at the Centurion, on the north shore of the town’s lake, and finally Pretoria. From there a 6km extension will go to the suburb of Hatfield. The granite rock on the Braamfontein ridge and the terrain north of Johannesburg is not in danger from mining activities, according to project engineers.

Various route alternatives were investigated before a preferred route was selected. The design alignment route is based on modern railway practice and conforms to high-speed passenger rail designs worldwide. This will ensure that rapid rail train sets can be operated safely and comfortably on this alignment.

In terms of existing environment legislation it is necessary to do a Scoping study and a comprehensive Environment Impact Assessment (EIA) to fully assess the impact of the Gautrain. The Premier announced that Bohlweki Environmental Pty Ltd an independed consultancy has been appointed to do the EIA.

Construction of the project will start in the beginning of 2003 and the first trains could run in 2006. A tender process will begin next year, inviting private sector players to bid for the role of project concessionaire. Financial closure is expected in 2003, when construction will begin. The line will be operated by the winning consortium for about 25 years, after which ownership will revert to the state.

A pre-study undertaken by a consortium of consultants shows that the R3 billion to R4 billion project is technically viable, and that the initial demand for such a rail service would exceed 70 00 commuters daily and approximately 43 000 jobs would be created during construction. At least 12 000 people would be employed to operate and maintain the system, and a further 40 000 indirect jobs would be created.

The Gautrain project will be developed as a Public Private Partnership in which the Provincial Government will not only be involved in the project on a strategic level, but will also be co-responsible for funding. It will be a Build-Operate-Transfer type project whereby the successful tenderer, after a pre-qualification process, will be responsible for providing infrastructure as well as for the operation of the system. Transport Minister Dullar Omar, also addressing the investors at the opening of the conference, said the project would be a forerunner to others in Southern Africa and on the continent. He pointed out that the Public-Private Partnership would be very different to previous transport policy in South Africa when the government was "the player and the referee". He said the government’s role in the Gautrain project would be in an environment with "level playing fields."

A CAPM is a project management practitioner who has demonstrated fundamental project management knowledge and experience by supporting projects using project management tools, techniques, and methodologies. While participating as a member of a project team the CAPM typically relies on experienced project management practitioners for guidance, direction and approval.

The CAPM typically performs tasks such as:

A project management team consisting of experienced project management practitioners (e.g., PMP, project manager) and CAPMs can improve an organization’s project results (cost, time, and quality) through the use of generally accepted project management tools, techniques and principles.

The program will mimic the PMP, but will require less hours and months of experience. Also, the candidate will be required to list 35 contact hours of project management education (this will also be a requirement for the PMP application in the future as well).

So, where the PMP certification application requirements for Category I candidates (bachelor's degree) are 4500 hours from 36 months of experience within the last 6 years, the CAPM certification application requirements for Category I candidates (bachelor's degree) will be 1500 hours and 12 months of experience within the last 2 years.

And, where the PMP certification application requirements for Category II candidates (no bachelor's degree) are 7500 hours from 60 months of experience within the last 8 years, the CAPM certification application requirements for Category II candidates (no bachelor's degree) will be 3000 hours and 24 months of experience within the last 4 years.

A candidate would be required to track the same performance domains on the Verification Forms (initiating, planning, executing, controlling, and closing) as one would for the PMP examination. The examination blueprint will be similar to that of the PMP certification examination's, with the examination broken down into 6 performance domains - initiating, planning, executing, controlling, closing, and professional responsibility.

The Certification Board Center (CBC) Board of Directors has approved changes to the Professional Development Program (PDP) effective immediately and retroactively to 1 January 1999. The changes are as follows:

-A new professional activity area that Professional Development Units (PDUs) can be earned in, has been added to the existing areas. A PMP who provides at least 1500 hours of professional project management services to employers or others annually will be awarded five PDUs per year, or 15 PDUs per three-year cycle

-The point values for Category 2 have been adjusted to reflect the current industry values

-Self-directed activities have been eliminated. However, PMPs who have already completed and submitted a reporting form for self-directed activities will not lose these PDUs. Those in the process of completing a self-directed activity can earn PDUs for it until 31 December 2001

-A PMP can "rollover" to the next PDU cycle up to 20 PDUs that were earned in the previous cycle that are in excess of the 60 PDUs required to satisfy the PMP renewal requirement. The rolled over PDUs must be earned in the last year of the cycle.

All PMPs who need to re-certify by 31 December 2001, to maintain their good standing as a PMP, must have reported at least 60 Professional Development Units (PDUs). If they have satisfied the PDU requirement, they will shortly be receiving a Certification Renewal Packet from the Certification Department. The next PDP cycle will begin 1 January 2002. Failure to satisfy the program requirements by the cycle expiration date will result in a change of your certification status from "active" to "suspended." If the requirement is not satisfied within 12 months of the date of suspension, the certification status will change from "suspended" to "revoked."

The PMI recently indicated that in July 2001 the test blueprint of the PMP examination would change to include an additional performance domain - Professional Responsibility (in addition to the other domains - initiating, planning, executing, controlling, and closing). Later, delays in test production postponed the administration of this examination version until mid-August.

In an attempt to ensure that the new version of the examination will be performing as expected, additional validations are being issued. Unfortunately, these additional measures will further delay test production and the Professional Responsibility performance domain will not appear on the PMP Certification Examination until mid-September. The projection date for the new version of the examination is now 15 September 2001.

PMI is pleased to announce its new on-line application for the PMP Certification Examination. Individuals will now be able to develop their applications over time as they accrue experience, making the submission process more convenient. Once an individual begins the application process, the information can be saved and the individual can log in at any time using the issued CE number and chosen password. As soon as the individual completes and submits the application, it will be processed by PMI.

Those interested should visit https://certificationapp.pmi.org/ (A Microsoft® Internet Explorer 4.0, Netscape® Navigator/Communicator 4.7, or AOL 4.0 or higher web browser is required to use the online application). Applicants who are already members of PMI or who have already been issued an identification number should log in as returning users using the identification numbers and passwords they have been given. Applicants who have never before applied to PMI should log in as new users. All on-line applicants will be issued a CE number and will be asked to choose a password. Applicants who have applied for PMI membership but have not yet received a Membership Packet should wait for this information before applying on-line to ensure approval of the member certification rate. Applicants who have already submitted a paper application to PMI should not use the on-line application, as doing so may result in a duplication of fees. If you are a PMI member and do not remember your identification number and/or password, please contact PMI prior to beginning your on-line application. If you log in as a new user but are in fact a member, the on-line application WILL NOT recognize your membership and you will be charged the non-member rate. This will not only result in additional fees, but also in a duplicate identification number. If you have completed the online application and see a discrepancy in the expected fee, please contact the Certification Department PRIOR to submitting your credit card payment.

Online applicants should note that they will still need to mail proof of degree, if applicable, to PMI. After the application is completed and submitted, the applicant will be sent an eligibility letter containing details for scheduling the PMP Certification Examination. Questions regarding the on-line application should be directed to the Certification Department.

Would you like to test your understanding of project management? Would you like to determine your strengths and weaknesses? Would you like to do so from the comfort of your own home or office? The Project Management Institute’s (PMI®) Basic Knowledge Assessment (BKA) is now available on the Internet! The BKA consists of 100 multiple-choice questions and measures basic but essential project management knowledge. The online BKA is available for $35.00 US per individual. Those wishing to take the assessment should visit the web site of CASTLE™ Worldwide, Inc. at www.castlelearning.com and select New User to register. Then, select the following items to take the assessment: Tests Available, On-line Practice Tests, and Project Management Institute (PMI) Basic Knowledge Assessment. Once registered, the BKA may be taken immediately or at a later date. Results will be provided at the conclusion of the assessment.

The 2001 version of the PMP Certification Examination has recently been developed. Candidates should note that the 1996 version of the PMBOK® Guide was used as a reference for the 2001 examination.

The 2000 version of the PMBOK Guide will be used as a reference for the 2002 version of the PMP Certification Examination, as from January 2002.

Beginning in January 2002, candidates applying to sit for the PMP Certification Examination will be required to submit additional information in the examination application. In addition to the application, examination fee, resume, experience hours, and proof of degree (if applicable), candidates will be asked to submit a minimum of 35 hours of project management education. Candidates will be asked to list the course names, institutions, dates, and hours for each project management class submitted.

The required project management instruction must address learning objectives in Project Management. The objectives must include content on project quality, scope, time, cost, human resource, communications, risk, procurement and integration management. Candidates can satisfy this requirement by successfully completing courses, workshops, training sessions through one, or in combination with the following types of education providers: academic and continuing education programs, training and consulting companies, PMI component organizations, Registered Education Provider (R.E.P.) courses, employer/company sponsored programs, and distance learning programs.

ProjectPro is a Registered Education Provider with the PMISA, so every hour spent on our courses count towards the required 35 hours.

In September 2001 he will be publishing two books: The Superior Project Manager and The Superior Project Organisation. Frank Toney has kindly provided ProjectPro with a draft of his forthcoming books for review. The books are packed full of cutting-edge research on global project management competencies and best practices.
Terry Deacon, ProjectPro managing editor, perused the draft documents and produced the following review of The Superior Project Manager. In our next issue we will review The Superior Project Organisation.

The Superior Project Manager aims to define global standards and best practices. It is designed to serve as a companion to books of knowledge such as the Project Management Institute's Project Management Body of Knowledge (PMBOK) Guide. That book as well as the numerous others about project management, details what the project manager should know. Global standards and best practices detail what the project manager should do.

Toney has developed a Project Goal Achievement Competency Wheel that comprises four spokes: Project Manager, Project Office, Host Organisation and External Environment. For each of these spokes one can drill down to a sub-wheel, for instance Project Manager competencies comprise Project Skills, Professionalism, and Ethics (Character, Background and Traits). Questionnaires are also provided in the books to permit the quantification of the competencies.

Toney believes that a superior project manager is the most important component influencing the probability of project success. According to his research this is true in virtually all project environments surveyed, and studies and historical literature reviewed. The leader is responsible for the project's entire operations. Team outcomes, both strategies and effectiveness, are viewed as reflections of the values and cognitive base of the team leader. The project manager leads the team in assuming project ownership, responsibility and accountability.

Have you noticed how often authors of books and papers on project management topics write about "project management principles", but fail to explain what they actually are?

As far back as January 1994, John Bing authored an article in the Project Management Institute (PMI) magazine PMNETwork, asking why the PMI’s Project Management Body of Knowledge (PMBOK) does not identify the basic project management principles. Well, maybe it's because the principles of project management become apparent through the application of the practices. However, modern project management has been functioning as a profession for over 40 years now so it is high time that these principles are formally recognised and documented.

At the root of the term "principle" is the notion (found in the Latin origins of the word) of "first, origin, source, or basis." A principle is a starting point. A principle is the basis for things that follow from it and are built upon or justified by it. A principle can be defined as a fundamental truth or precept on which other propositions or actions are based or from which other more particular propositions or actions can be derived.

Principles exist at various levels of abstraction to form a hierarchy. For example, at a high level one could identify principles of organizational behaviour or management in general. These principles would be different and likely less focussed than those specifically aimed at project management. At a lower level, one could identify principles of project scope management and then at an even lower level yet, principles of the work breakdown structure (a particular technique of project scope management). Each would be at a progressively lower level and one would be able to identify at each level fundamental truths that were appropriate for that level of abstraction.

Principles are underlying truths that form an essential base as well as set an ideal objective. Any list of principles will depend on one's perspective and level of abstraction. Consequently, there is no final, all-inclusive set of principles. On the other hand, there is no setting in which the principles are not intended to apply. They are cross-contextual or universal. The possibility of exceptions does not negate their general applicability. They apply to individual projects, multi-project portfolios or programmes, individual project managers, organizations, and the profession. Principles are not procedures, scientific theory, ethics or regulations.

Their identification is an ongoing, cyclical process. Experience leads to principles and the application of these principles leads to more learning through experience. The principles should be considered as imperative "guiding principles," and not simply as assertions or statements of fact, in order to emphasize their relevance and the need for responsibility. Principles are an aid to project success, but while success must be assessed in and for each situation, principles must transcend these particular circumstances.

Project management principles can assist in determining what project management practices can be carried over with confidence from one industry to another. Project management principles can help to answer the question, "How can years of experience be best applied in a new organization in a different industry? "

So what is the definition of a principle in terms of project management? A Project Management Principle could be defined as a fundamental, generally accepted and applicable statement regarding project management, upon which more particular approaches, processes and methods, tools, techniques and procedures can be based, derived, understood and evaluated.

Dr Frank Toney of the University of Arizona has done a lot of research into identifying project management "Best Practices". Is there a difference between principles and best practice? Principles have two sides: they are underlying truths or precepts that form an essential base, and they are standards that set an ideal objective. They are both a foundation to build upon, and a goal to strive for and attain. Project management principles lay a foundation for best practices. Best practice is related to but not synonymous with principles. A best practice can exist at any level of practice. It may be an approach, a method or a procedure. It may, but it need not, also be a principle. Applying project management principles should be considered a part of project management best practices.

To start you thinking we quote Max Wideman’s First Project Management Principles which build on the work of John Bing.