CAPM Online Course
ProjectPro is proud to introduce our completely redesigned Certified Associate in Project Management (CAPM) ® elearning course based on the latest Project Management Body of
Knowledge of Knowledge (PMBOK Guide) 6th Edition and Agile Practice Guide. This online on-demand approach to training is convenient and cost effective.
The course provides the 23 hours of project management training that the Project
Management Institute (PMI) require to take the CAPM exam.
Professional course and graphic designers have created an engaging and effective online
learning experience for those who need to study part-time, at their own place, pace and time . Try our demo module to experience the quality of our course . You may register for the full
course by going straight to www.projectpropm.com
Obtaining your PMP® can prove lucrative - South African PMP® holders report a median
salary 58 percent higher than those without the certification. This is a key finding of the Earning Power: Project Management Salary Survey, 10th Edition – a leading source of data
on project practitioner earning published by the Project Management Institute.
ProjectPro’s traditional classroom courses are also available for those who prefer the face-to
-face approach. We offer a 3-day intensive course and a 9-week Saturday mornings course. Learn more
eLearning for Busy PM’s
Your pace, place and time
No time to attend courses during working hours?
Then try ProjectPro’s eLearning courses for CAPM and PMP certification exam preparation workshops from as low as R3 040 incl VAT . Visit www.projectpropm.com or email email@example.com for more information.
Another successful ProjectPro PMP online student
I would like to thank you very much for offering your PMP
course. I enjoyed it, and I learned a great deal. I passed the PMP exam the first time around. Your PMP training course is very well crafted, and I can recommend it to others.
PMP No. 1803125
Boulder, Colorado, USA.
For more details of eLearning courses visit www.projectpropm.com
PMI 2018 Project Of The Year Winner
Hurricane Katrina decimated thousands of buildings in New Orleans, Louisiana, USA, in 2005,
including a U.S. Department of Veterans Affairs (VA) medical facility that served approximately 40,000 military families. The hospital, also where world-class research was
conducted and more than 500 medical students were training to become physicians, suffered so much damage that it had to be replaced.
So in 2006, the U.S. Congress authorized funding for a new 148,645-square metre regional
referral centre. Dubbed Project Legacy, the 10-year, US$1 billion project delivered an eight-building, 12 hectare campus in the heart of New Orleans. In a city submerged and
beleaguered by a deadly storm, rebuilding a critical healthcare centre became a symbol of recovery Read more
Civil contractor sentiment falls to an historic low
The Construction Industry Development Board (CIDB) SME business conditions survey showed that civil contractor confidence fell by
6 index points to a historic low of 27 during the third quarter of 2018. Weakness in all the underlying indicators, especially construction activity, supported the drop in confidence.
Discouragingly, demand for new construction work remains a constraint and implies that activity growth is likely to remain under pressure in the near future.
From a grades perspective, confidence fell to historic lows of 25 and 15 for Grades 5 and 6 as
well as Grades 7 and 8 respectively. Respondents in these grades experienced a sharp slowdown in activity which weighed on profitability. Read more
Six (Less Expensive) Ways to Grow Your PM Skills
Bruce Harpham, PMI Southern Ontario Chapter.
Improving your project management skills requires high-priced training, right? I have seen
courses and seminars offered on agile, scheduling and exam preparation for $1,000+. Certainly, that is one approach to developing your knowledge. What if you need a different
way to develop yourself—and you have a limited budget? There is a way to make this happen without breaking the bank. Read More
3 Steps to Registering as a Scheduling Professional
ProjectPro offers a 3-step approach towards obtaining the sought-after Project Management Institute’s (PMI) Scheduling Professional (PMI-SP)SM credential.
The need for competent project management scheduling
specialists continues to grow as projects become more complex with pressures to reduce timelines. This growth is the driving force behind the need for a specialized, internationally
recognised certification in project scheduling.
The purpose of scheduling is to provide a ‘‘roadmap’’ or
barchart that represents how and when the project will deliver the products defined in the project scope by the project stakeholders. The dynamic nature of a project’s execution is
best served by a tool that allows for modeling of the plan and analysis due to the impact of progress and unforeseen developments
Attend the ProjectPro 2-day Introduction to Microsoft Project 2016 course (next course 12-14 December 2018 in Gauteng).
Attend the ProjectPro 2-day Advanced Microsoft Project 2016 course (next course 12-14 December 2018 in Gauteng).
Attend the ProjectPro 2-day PMI Scheduling Professional Exam Preparation Workshop. (next course 17-18 January 2019)
Depending on the delegate’s experience in scheduling they may come in, or stop, at any step.
The PMI Scheduling Professional exam is not based on knowledge of any particular product e.g. MS Project. Sciforma, Primavera, etc.
Employers can trust PMI-SP credential holders to possess the skills, knowledge and
experience to contribute directly to their crucial projects and to impact their organization’s bottom line. This global credential supports organizational needs; organizations can be
confident in hiring capable, experienced project scheduling practitioners. Organizations can offer career paths and encourage individuals to pursue a career in the valued role of a project scheduling practitioner
Contact ProjectPro on 012 346 6674 or firstname.lastname@example.org for more details. You may register from our website
Project Management Scheduling Professional (PMI-SP)
Dhivaash Sadahew has been certified by the Project Management Institute as a Scheduling Professional (PMI-SP). He attended ProjectPro’s PMI-SP exam
preparation workshop and passed on his first attempt, becoming one of only 1040 scheduling specialists to have obtained this sought after credential world-wide.
Genoa Bridge Collapses
An 80-metre section of the Morandi Bridge on the A10 motorway through Genoa,
Italy collapsed in an industrial area of the port city during a sudden and violent storm. About 30 vehicles, including cars and trucks were on the affected section of the bridge when it fell
about 90 metres, mostly onto warehouses, railway tracks and a river.
Rescuers continued to work under hazardous conditions after the massive bridge collapse in
the northern Italian city of Genoa on 14 August, killing at least 39 people. Rescuers compared the conditions to the aftermath of an earthquake, as sniffer dogs searched through the rubble
. Heavy equipment was moved in to lift pieces of the bridge.
The disaster occurred on a major artery to the Italian Riviera and to France’s southern coast.
Traffic was heavier than usual as many Italians were travelling to beaches or mountains on the eve of a public holiday.
“The scene is apocalyptic, like a bomb had hit the bridge,” Matteo Pucciarelli, a journalist for
La Repubblica, who lives in Genoa. “There are about 400 rescuers working continuously. People are in shock, it’s a very important arterial road that connects Lombardy and Piedmont with Liguria.”
The Italian transport minister, Danilo Toninelli, immediately blamed the collapse on poor
infrastructure maintenance and pledged that those responsible “would pay”. The minister, from the Five Star Movement, was rebuked by the opposition for using “political propaganda” so soon after the tragedy.
The Morandi Bridge, which was inaugurated in 1967, is 90-metres high and just over 1km
long. Maintenance work on the bridge was carried out in 2016. The highway operator said work to strengthen the road foundations of the bridge was being carried out at the time of the
collapse, and the bridge was constantly monitored.
Preparing to become Construction Project Managers
Twenty-six officials from the Department of Public Works, KZN attended a 3-day ProjectPro
Construction Project Management (CPM) workshop in Pietermaritzburg. The objective was to prepare them for registration as Professional Construction Project Managers (Pr.CPM) with
the South African Council for Project and Construction Management Professions (SACPCMP).
The next public CPM workshop is on 13-15 February 2019 in Gauteng. To register visit our
website http://www.projectpro.co.za/Training/training.html or tel: 012 346 6674.
PMP’s earn 58% more in South Africa!
Grab this golden opportunity to get certified as a Project Management Professional (PMP) and boost your salary by up to 58% !
ProjectPro offers a 3-day PMP exam
preparation classroom course bundled with our convenient PMP online elearning course to take at your own place, pace and time. This will provide you with 60 notional hours of study to ensure you pass the PMP exam
on your first attempt.
Across 37 countries included in the Project
Management Institute’s (PMI’s) latest salary survey, certification holders reported higher median salaries than those without the certification. This is a key finding of the Earning Power: Project Management Salary
Survey, 10th Edition – a leading source of data on project practitioner earning – incorporating responses from more than 33000 project management practitioners.
It shows that PMP certification offers
exceptional advantage, especially in South Africa, where PMP holders report a median salary 58 percent higher than those without the certification. PMP tenure also plays a role – among
survey respondents in most countries, median salary steadily increases with the length of time one holds a PMP certification.
Invest R13 259 (including VAT) by joining ProjectPro’s next PMP course on 20-22 February
2019 at the Centurion Lake Hotel in Gauteng and get our online elearning prep course at no extra charge.
Register from www.projectpro.co.za or contact ProjectPro on (012) 346 6674 or email@example.com for more details.
Nuclear cleanup project is POY winner
Nuclear clean-up projects have no margin for error. One misstep can expose workers and a
region’s environment to devastating radioactive contaminants. But a project team at a legacy U.S. site had to be more than just painstakingly precise. It also had to be really fast—and
frugal. The three-year, US$107.3 million AY-102 Recovery has been awarded the Project Management Institute's Project of the Year (POY) for 2017. A 40-year-old underground
storage tank holding 2,8 million litres of nuclear waste sprang a leak. The team needed to make sure that not a drop of waste reached the nearby Columbia River, the source of
drinking water for hundreds of thousands of people. The project called for removing all waste from the faulty tank and transferring it to a new underground container for safe storage. Read More
New CAPM® Pilot Exam Launch Deal
The Project Management Institute (PMI) is updating the Certified Associate in Project Management (CAPM)® certification exam to
reflect the latest content from A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition.
Here’s what you need to know:
- Candidates can take the CAPM pilot exam (based on the PMBOK® Guide – Sixth
Edition) from 12 March –20 May 2018, and save up to US$210 on the exam fee. Candidates can submit their application now but need to pay after 16 December 2017.
- Candidates can submit their application now but need to pay after 16 December 2017.
- Candidates can also take the current CAPM exam at Prometric until 11 March and until
20 May at Pearson VUE based on the PMBOK® Guide – Fifth Edition.
- On 21 May 2018, CAPM new 6th edition exam launches and 5th edition exam retires.
- Updated Exam Content Outline has been added to the CAPM® webpage.
Read More for the CAPM Exam Content Outline
Important dates from the PMI
Two key dates, amongst others, have been announced by the Project Management Institute
The Project Management Professional (PMP) exam based on the new Project Management
Body of Knowledge (PMBOK® Guide) 6th Edition commences on 26 March 2018. The Certified
Associate in Project Management (CAPM) commences on the Q1-Q2 2018.
PMBOK® Guide – Sixth Edition PMP exams start
26 March 2018
PMBOK® Guide – Sixth Edition CAPM exams start
Agile Practice Guide
26 March 2018
The Standard for Program Management – Fourth Edition
Q1 2018 (PgMP)
The Standard for Portfolio Management – Fourth Edition
Q2 2018 (PfMP)®
The PMI Guide to Business Analysis (Includes the Standard for
To be scheduled
(Please note: Dates are subject to change)
Three ways to get PMP or CAPM certified
ProjectPro is a Registered Education Provider (REP) no. 3618 with the Project Management Institute (PMI).
The Project Management Professional (PMP) and Certified Associate in Project Management
(CAPM) certifications by the Project Management Institute (PMI) are internationally, the most recognised project management certifications. Hundreds of thousands of project managers
around the world presently hold this sought-after certification. Read More
Busy PM’s can now prepare for PMP or CAPM Exam after-hours
Many project managers have their work cut out to meet the demands of their projects by working long hours
from Monday to Friday. They feel that there is just no time for attending full-time courses on weekdays. ProjectPro has good news for busy project managers who would like to attend workshops to become
internationally certified outside normal office hours.
In response to this demand for after-hours Project
Management Professional (PMP) and Certified Associate in Project Management (CAPM) workshops ProjectPro will hold a series of nine PMP / CAPM Workshops on Saturday Mornings in Pretoria, Gauteng.
The workshops will be based on Project Management
Body of Knowledge 6th Edition which is provided as part of the course documentation. Candidates will also receive a comprehensive manual containing a study guide, AGILE Guide and hundreds of typical exam
questions and answers.
The workshops will be held from 09:00 to 13:00 on
Saturday mornings from 2 March to 4 May 2019. Register from our website or contact 012 346 6674 for more details.
George Mutera attended ProjectPro’s Saturday morning Certified Associate in Project Management
(CAPM) series of workshops from May to July this year to prepare for the PMI exams …. and passed the exam. The workshops were facilitated by Terry Deacon.
I took my CAPM exam today and passed. Most
questions were about the processes, inputs, tools & technics and outputs. Some questions were from page 61 of the PMBOK Guide, which you emphasised as being very important. There were also a couple of
questions that came straight out of the ProjectPro manuals that you gave us during the preparation workshop.
Thank you so much for the knowledge you shared with us.
George Mutera CAPM”
The top 5 risks of 2017
According to Protivity and North Carolina State University’s Poole College of Management,
these are the biggest risks keeping project owners awake at night.
- Economic concerns. Seventy-two percent of executives ranked international and
domestic economic conditions a significant risk, making it the leading concern for 2017.
- Regulatory changes. Sixty-six percent of executives rated regulatory change and
heightened regulatory scrutiny as having a significant impact on their organizations. For long¬term projects that must adhere to specific regulations, these changes can
directly impact the cost and viability of project plans. It's the first time in five years this wasn't the top concern.
- Cybersecurity. Concerns about cyberattacks rank among the top five risks for all sizes
of companies surveyed. This is particularly concerning for IT project leaders, who must balance innovation and ease of use with the need for protecting data from security breaches.
- Speed of innovation. The rapid rate of innovation is a growing concern: 2017 is the
first year this risk has ranked among the top five. This is particularly challenging for project teams that base their ROl on being first to market with a new innovation.
- Identity protection. A spike in data breaches has put privacy and identity theft on the
top five list for the second year in a row
Source: PM Network
Why do disaster inquiries take years to finalise?
Following a two-day sitting of the Commission of inquiry into the Grayston Drive/M1 pedestrian and
cyclist structural bridge collapse, the commissioner, Lennie Samuel decided to postpone the inquiry until 2 July 2018. He has set aside July to September 2018 for completing the case. These
were the only dates available where all legal representatives would be available.
The Third Firth of Forth Bridge
The third bridge to cross the Firth of Forth in Scotland officially opened to great fanfare in
The new 2,7 km cable-stayed bridge spanning the Queensferry Crossing over the Forth River
will be the longest of its kind in the world. It will take most of the vehicles that currently travel over the existing 53-year-old Forth Road Bridge. Read More
Big Falcon Rocket vs Space Launch System
Elon Musk has laid out his vision for SpaceX’s future. The innovative company is going all-in
on a next-generation vehicle called the Big Falcon Rocket (BFR). This rocket, which will be capable of going to the Moon and Mars, will eventually become SpaceX’s primary vehicle for
launching satellites and traveling to the International Space Station. But there is stiff competition from NASA’s Space Launch System SLS). Read More
Big Demand for Project Managers
Demand over the next 10 years for project managers is growing faster than demand for workers in other occupations. Organizations,
however, face risks from this talent gap says the Project Management Institute (PMI).
The latest PMI-commissioned talent gap
analysis by Anderson Economic Group (AEG) points to outstanding opportunities in jobs and career growth for project managers within the 11 countries studied. Through 2027, the project
management-oriented labour force in seven project-oriented sectors is expected to grow by 33 percent, or nearly 22 million new jobs.
By 2027, employers will need nearly 88 million
individuals in project management-oriented roles. China and India will represent more than 75 percent of the total project management-oriented employment.
This report shows that project managers are
important contributors to productivity. Talent shortages in the profession can potentially create risks of nearly US$208 billion in GDP over the 10-year period in the 11 countries examined.
CAPM/PMP Saturday morning workshops
ProjectPro holds Saturday morning workshops to help candidates prepare for the Project
Management Institute’s internationally recognised Certified Associate in Project Management (CAPM) and Project Management Professional (PMP) examinations. Seen here are some of
the candidates at a Pretoria workshop (from left): Letlhogile Lecogo, Guy Erasmus, George Mutera, Karl Reddy, Daniel Modiba and Terry Deacon (ProjectPro facilitator).
Join ProjectPro’s next 3-day weekday CAPM and PMP workshops from 20 to 22 February 2019
or the next Saturday morning workshops from 2 March to 4 May 2019 in Gauteng. Visit Training Schedules
Project Management Demystified
ProjectPro held a 2-day Project Management Demystified (PMD) introductory course at the
Centurion Lake Hotel during June. Seen here at a break-out session are from left: Jenny Voordewind, Noelle Boxel, Moipone Ntai and Tladi Mabulelong. To register for the next PMD
course to be held in Centurion on 24 to 25 January 2019. Visit Training Schedules
Another Cyber Attack!
Petya, a new cyber virus spread from Ukraine to wreak havoc around the globe in June,
crippling thousands of computers, disrupting ports from Mumbai to Los Angeles and halting production at a chocolate factory in Australia.
More than a day after it first struck, companies around the world were still wrestling with the
fallout while cyber security experts scrambled to find a way to stem the spread. The malicious code locked machines and demanded victims post a ransom worth $300 in bitcoins or lose
their data entirely, similar to the extortion tactic used in the global WannaCry ransomware attack in May.
More than 30 victims paid up but security experts are questioning whether extortion was the
goal, given the relatively small sum demanded, or whether the hackers were driven by destructive motives rather than financial gain.
Ukraine, the epicenter of the cyber strike, has repeatedly accused Russia of orchestrating
attacks on its computer systems and critical power infrastructure since its powerful neighbour annexed the Black Sea peninsula of Crimea in 2014. The Kremlin, which has consistently
rejected the accusations, said it had no information about the origin of the global cyber attack, which also struck Russian companies such as oil giant Rosneft and a steelmaker.
How to defend yourself against ransomware:
- The vulnerability does not exist within Windows 10, the latest version of the software,
but is present in all versions of Windows prior to that, dating back to Windows XP.
- As a result of Microsoft’s first patch, users of Windows Vista, Windows 7, and Windows
8.1 can easily protect themselves against the main route of infection by running Windows Update on their systems.
- Users of Windows XP, Windows Server 2003 and Windows 8 can defend against the
ransomware by downloading the new patch from Windows.
- All users can further protect themselves by being wary of malicious email attachments,
another major way through which the ransomware was spread.
And of course, making regular backups.
Leadership versus Management: What is the difference?
The words leadership and management are often used interchangeably. However, they are
not synonymous. Management is more closely associated with directing another person to get from one point to another using a known set of expected behaviours. In contrast, leadership
involves working with others through discussion or debate in order to guide them from one point to another.
The method that a project manager chooses to employ reveals a distinct difference in
behaviour, self-perception, and project role. Table 1 compares management and leadership on several important levels. Read More
Safcec slams lack of ethical leadership
The South African Forum of Civil Engineering Contractors (Safcec) has issued a stinging
rebuke about the lack of ethical leadership and its impact on foreign direct investment. "That cannot be regarded as ethical," Webster Mfebe, executive director of Safcec, told the
Captains of Construction and Infrastructure conference at the African Construction and Totally Concrete Expo in Midrand. Read More
World Energy Hits a Turning Point: Solar is Cheaper than Wind and Coal
Transformation is happening in global energy markets as Solar power, for the first time, has
become the cheapest form of new electricity.
This has happened in isolated projects in the past: an especially competitive auction in the
Middle East, for example, resulting in record-cheap solar costs. But now unsubsidized solar is beginning to out-compete coal and natural gas on a larger scale, and notably, new solar
projects in emerging markets are costing less to build than wind projects, according to fresh data from Bloomberg New Energy Finance. Read More
Hospital collapse caused by negligent
The collapse of a roof at the Charlotte Maxeke Johannesburg Academic Hospital in March
2017 was caused by "negligent" overloading of rubble, said Gauteng Infrastructure MEC Jacob Mamabolo.
Workers from a privately-owned company
were repairing a leaking section of the roof at the time. The crushed stone should have been removed from the roof, but regrettably it was stockpiled on the roof and the excessive load
caused the collapse. Five people sustained minor injuries when part of the roof near the hospital's main entrance collapsed.
"The contractor was negligent in how it conducted their work. They should have removed the
crushed stone from the roof. Instead of removing the stones from the roof, they allowed the stones to be piled up....", said Mamabolo. He said the contractor should have known that
such a heavy loading could not be carried by the structure, and it was their responsibility to execute the project safely without damaging the property.
"The damage caused and the people injured are treated in a serious light." Mamabolo said
those responsible for the collapse would be held accountable. He said the incident had led the department into reviewing how it appoints contractors.
Six Habits of Bold Leaders
When Deloitte surveyed 600 USA executives for its 2016 Business Confidence Report,
respondents were in near unanimous agreement on one point: Bold leaders build breakthrough performance. Yet most respondents worried that companies are not doing
enough to cultivate bold leadership skills among rising leaders—and the "leadership deficit" will likely worsen in the future.
These are the traits that set bold leaders apart, according to Deloitte:
- Setting ambitious goals: This was the most common leadership trait identified.
- Inviting feedback from colleagues at all levels: Bold leaders take a 360-degree approach to feedback.
- Innovating: They look for new and better ways of doing things.
- Proposing ideas their companies might consider controversial: They know it’s necessary to push the envelope.
- Building strong teams and empowering them to succeed: Project and programme managers who deftly manage teams are already likely to have this skill.
- Taking risks: This is the least common leadership trait regularly practiced by survey
Paris or Los Angeles – Who will host Olympics 2024?
The summer Olympic Games is undoubtedly the mother of all projects when it comes to
complexity. The project management challenge is enormous. Stakeholder management itself is the most daunting aspect with thousands of athletes and officials from 206
participating countries and an audience of millions.
Bidding for the 2024 Summer Olympics games started in 2015 with five candidate cities in
contention, but Hamburg, Rome and Budapest subsequently withdrew. The two remaining candidates are Los Angeles and Paris. The host of the Games is scheduled to be announced at
the 130th International Olympic Committee Session in Lima, Peru, on 13 September 2017.
However, IOC President Thomas Bach has suggested awarding the 2024 and 2028 games to
Los Angeles and Paris. In April 2017 at the IOC convention in Denmark, Olympic officials met with bid committees from both cities to discuss the possibility of naming two winners in the
competition. The International Olympic Committee wanted feedback on the formation of a working group that will consider giving 2024 to one city and 2028 to the other.
Time is of the Essence
By Terry Deacon PMP
"We must use time as a tool, not as a couch" - John F. Kennedy.
As project managers we can appreciate this statement because
we often use tools on our projects to boost productivity by managing our limited resources to achieve project milestones.
If we cannot manage our personal time effectively, how can we
expect to manage others? This brings me to the topic of personal time management. This is a subject I feel qualified to write about because not only have I read widely on it, but I
have also put the techniques into practice while performing dual careers and roles during my years as managing editor of ProjectPro magazine and being a full time project manager. I
still use the techniques every day of my life to great effect.
Successful time management, just like project management, is
a matter of planning and control. There are many of people out there who will hijack your day if you let them. You certainly wouldn't hand out thousands of
rands of your hard earned cash to everyone who knocks on your door, then why should you give away hours of your valuable time? One can always earn or borrow extra money, but
when it comes to time, whether you are a king or a beggar, you get exactly the same quota - 24 hours per day.
Everyone is plagued by "time thieves", my name for people (you are your own worst enemy)
who rob you of time that should be spent towards achieving your daily objectives. The most wanted time thieves are: Read More
Association for Project Management is awarded Royal Charter
In the United Kingdom, for nearly 800 years, Royal Charters have been awarded to professional bodies, learned societies and
world-class institutions that represent the values of trust, respect and reliability.
In April 2017 the award-winning Association for Project Management (APM) joins this unique
group of organisations by becoming the Chartered body for the project profession. It is a significant milestone in the history of the profession enhancing the status and recognition of
project management as a means of delivering effective change that improves our economy and society. Read More
Lessons Learned are a top priority
Project Management SA-KZN held its monthly members meeting in March 2017 at Varsity College, Durban North under the topic “A
Lessons Learned and Trending System for Projects” delivered by Albert Marquardt from Tennelli. Attended by forty delegates the event was well-received and provided valuable insights.
Albert presented findings from The American Productivity and Quality
Centre (APQC) Knowledge Management Survey.
Among organization that have or plan to implement lessons learned systems, it was found
that policy and process improvements, and efforts to promote adoption and use, top the list of priorities. Improvements to supporting technology come in a close second. Read More
DOL postpones Grayston bridge collapse inquiry
The Department of Labour (DOL) has announce that the sitting of the M1/Grayston Drive Pedestrian and cyclist structural bridge collapse inquiry
that was scheduled for end of March 2017 has been postponed due to technical challenges affecting the proceedings. The inquiry will resume from 4 May 2017 to 9 June 2017.
The bridge collapsed on 14 October
2015 leading to the death of two people; and injury to 19 persons. Read More
Poor management and workmanship lead to injuries and fatalities
The International Labour Organization (ILO) celebrates the 2017 World Day for Safety and
Health at Work on 28 April 2017. It is an annual international campaign to promote safe, healthy and decent work. Read More
Contractor blamed for hospital roof collapse
A seemingly straight-forward job to repair leaks in the roof of a hospital, resulted in a collapse, fortunately not causing any
fatalities, but still injuring 5 people.
The collapse of the roof near the foyer of Charlotte Maxeke
Academic Hospital, Johannesburg on Thursday 2 March 2017 was a result of the company hired to do maintenance work on the roof failing to assess its strength before piling weight on it, said Health
Minister Aaron Motsoaledi. He addressed the media and said the maintenance company should be held accountable for the roof collapsing and injuring people. Read More
Construction Sector experts to discuss Health & Safety
The Department of Labour (DOL) is to host a Construction Sector Seminar to bring together industry experts and role
players to discuss health & safety matters afflicting the sector.
The Seminar to be held in partnership
with the South African Council for the Project and Construction Management Professions (SACPCMP), a statutory organisation established to regulate Construction Management and
Construction Project Management Professionals to protect the public, will be held under the theme: “Collective responsibility for construction health & safety”. Read More
A peek at the new PMBOK 6th Edition
Every 4 years the Project Management Institute (PMI) revises their global standard Guide to the Project Management Body of Knowledge (PMBOK). The 6th Edition is due for publication in the last
quarter of 2017.
Here are some of the significant changes:
- The PMBOK will grow from the present 590 pages to over 660 pages
- Three new project management processes have been added, making a total of 50.
- Each of the 10 Knowledge Areas has sections on Key Concepts, Trends / Emerging
Practices, Tailoring Considerations, and Considerations for the Agile/Adaptive Environments.
- New content incorporating the Talent Triangle which comprises Technical Project
Management, Leadership, and Strategic and Business Management.
- Time Management is now called Schedule Management.
- The Critical Chain technique which featured in the 5th edition has completely disappeared
- Human Resource Management now includes non- human resources and is called Resource Management.
The Certified Associate in Project Management (CAPM) and Project Management Professional
(PMP) exams will be based on the 6th Edition from the first quarter 2018. So do not delay, register now for ProjectPro’s CAPM and PMP exam preparation workshops to obtain your
credential while the familiar PMBOK 5th edition content is still valid.
Register on www.projectpro.co.za or contact firstname.lastname@example.org or tel: 012 346 6674.
2016 Construction Extension to the PMBOK® Guide now available
A well-known Guide to the Project Management Body of Knowledge (PMBOK® Guide) provides generalized project management guidance
applicable to most projects most of the time. In order to apply this generalized guidance to construction projects, the Project Management Institute (PMI) has developed the Construction Extension to the PMBOK® Guide.
This Construction Extension provides construction-specific guidance for
the project management practitioner for each of the PMBOK® Guide Knowledge Areas, as well as guidance in these additional areas not found in the PMBOK® Guide:
- All project resources, rather than just human resources
- Project health, safety, security, and environmental management
- Project financial management, in addition to cost
- Management of claims in construction
The 2016 edition of the Construction Extension follows a new structure, discussing the
principles in each of the Knowledge Areas rather than discussing the individual processes. This approach broadens the applicability of the Construction Extension by increasing the focus
on the “what” and “why” of construction project management. This Construction Extension also includes discussion of emerging trends and developments in the construction industry
that affect the application of project management to construction projects.
A hard copy of the Construction Extension may be purchased from the PMI Store http://marketplace.pmi.org/Pages/default.aspx PMI members can download a soft copy free of charge.
ProjectPro has included the new 2016 Construction Extension processes in their 3-day
SACPCMP validated Construction Project Management (CPM ) course. ProjectPro’s next CPM course will be held in Gauteng on 13-15 February 2019. Contact 012 346 6674 or email@example.com
PMP as popular as ever
It requires years of experience and many hours of study to join the elite group of 728 000
globally certified Project Management Professionals (PMPs). Delegates on ProjectPro’s recent PMP exam prep workshop held in Centurion, peruse some of the recommended study
material on display at the workshop. ProjectPro’s next CAPM/PMP public workshop will be held in Gauteng on 20-22 February 2019. Contact 012 346 6674 or firstname.lastname@example.org In
-house workshops can be held at the client’s premises at any time to suit their needs.
A Question of Quality
Over 728 000 Project Management Professionals (PMPs) are currently certified by the
Project Management Institute (PMI). To become a PMP requires candidates to have proven experience and to pass a rigorous 4-hour examination comprising 200 questions. There are
many PMP exam preparation discussion groups on the Internet, one of them being the very active “I want to be a PMP” group hosted by Yahoo.
The PMP multiple-choice exam questions are quite tricky as they are mostly scenario-based.
The following question on quality processes was recently posed on the Yahoo website and led to a lot of discussion: Read More
Collaboration and Conflict
By Mark Mullay
We are social beings. It’s innate to our DNA. It is, arguably
, how we got this far as a species. Our ability to establish trust is what enabled us to develop in social communities. The evolved portion of our brain—the cerebral cortex that
makes us unique as a species—provides the essential tools required for perceiving the world, abstract reasoning and communicating. All of those wonderful, awesome, essential
capabilities that allow us to engage in complex discussion, debate and discourse originate in the cerebral cortex. We are, quite literally, wired to interact.
So why is it so painful to collaborate in real life? Read More
Risky Rio Olympic Games
If I was offered the position of project manager of an Olympic Games, I would have to think
long and hard before accepting it, especially the 2016 Rio de Janeiro games. The two aspects that would give me sleepless nights are risk and stakeholder management.
There are over 200 countries, sending more than 10 000 athletes, with vast numbers of
spectators, media, sponsors, advertisers, vendors, contractors, etc. The list seems endless, but each stakeholder has needs which must be identified and satisfied. Stakeholder
management can quickly turn into a nightmare. Here in South Africa the e-Tolling of Gauteng’s freeways is a classic example of this. Read more
Form-Scaff dismisses suggestions of bias
The next hearings of the Department of Labour inquiry to uncover the causes of the collapse of scaffolding on the Grayston Drive
pedestrian and cyclist bridge in Sandton, Gauteng, have continued. The collapse of the bridge temporary works structure led to the death of two people and injury to 19 others. The investigation,
presided over by Lennie Samuel, and assisted by Lesibe Raphela is being held in terms of the Occupational Health and Safety (OHS) Act in Pretoria.
Gary Farrow, a mechanical engineer from Australia told the inquiry that, although he had
limited access to contracts between Form-Scaff and main contractor Murray & Roberts, his analysis of the fatal site disproves insinuations that he was biased in favour of his “employer”.
Form-Scaff, provides an array of products and services to a range of construction and civil
engineering industries. It was the supplier of scaffolding material in the temporary structure construction on the M1/Grayston Drive project.
Farrow told the inquiry that he had spent nine days on the site of the collapsed temporary
structure at the M1/Grayston Drive bridge to gather information. He further told the inquiry that while he had never worked on temporary structures he had been involved in other large
projects. He said in addition to visiting the site on numerous occasions, he also relied on information obtained from Form-Scaff and on interactions with the company’s personnel.
He said he was supplied with a lot of information, however, he prioritised critical information
which, he said, carried value to his work. Farrow said his receiving of information from Form-Scaff was intended to expedite his analysis.
“My mandate was configuration of the temporary structure and ascertain the causes of
collapse,” Farrow also told the inquiry that he approached his modelling with an open mind and sound judgement, “I did not prejudge evidence in view of evidence on site”.
Asked on the whereabouts of his notes proving his interactions with Form-Scaff personnel,
Farrow said although he did not have a copy of notes, these were entailed in a report (survey) submitted to the inquiry, of which he is a principal assistant. He dismissed suggestions that
he was a tentative witness intent on speculation.
Murray & Roberts had made a presentation to the inquiry Commission in which it presented a
number of models it had designed, in a bid to convince the Commission to provide it with permission to start the reconstruction of the bridge.
Boost for Mvula Trust’s project management
On 5 May 2016, ProjectPro presented a proposal to key stakeholders from Mvula Trust to kick-start an
ambitious programme to improve Mvula Trust’s project management systems and capabilities.
The Mvula Trust (TMT), established in 1993, is
South Africa’s leading and largest water and sanitation NGO. Since its inception, TMT has built a good reputation that positioned the organisation as a change agent and champion of community development. Read more
New Microsoft Project 2016 Distance Learning Course
ProjectPro has added yet another course to its impressive list of training options. Now you can master using Microsoft’s
powerful Project 2016 scheduling software at your own place and pace using printed step-by-step training manuals.
The training pack comprising a manual and a data CD with
templates is couriered to you on receipt of payment. Support is provided through webinars, hotline and email. On successful completion of a scheduling assignment at the end of the course
, you will be sent a ProjectPro certificate of achievement. Read More
Earned Value Management:
Now available as a one-day workshop to earn PDU’s
Imagine a technique that’s like switching on the floodlights to illuminate your entire project. If you spot any warning signs, this
technique allows you to focus a spotlight on the problem area. If that isn’t enough, turn on the Cost Performance Index which is like a crystal ball to predict what your final project cost is likely to be. This
enlightening performance measurement technique is called “Managing with the lights on” or Earned Value Management (EVM). Read more
Around the world on solar power
Solar Impulse 2, a solar-powered aircraft, has landed in Seville, completing the world's first
solar-powered crossing of the Atlantic. Taking off from New York, the 6 760 km flight took nearly three days to Spain.
Solar Impulse 2, which is slowly making its way around the world to Abu Dhabi (the starting
point), has two pilots that take turns. The Atlantic hop was Bertrand Piccard's longest flight in Solar Impulse 2. André Borschberg, who piloted the agonisingly drawn-out Nagoya-to-Hawaii
leg, still retains the record for longest ever solo flight (8924km over 117 hours and 52 minutes) back in July 2015. Read more
Are you fixing problems or fixating on buzzwords?
If you’re confused by all the buzzwords associated with agile methods, you’re not alone.
We’re told we have to track “velocity” using “sprints” towards delivering “epics”. People can get so worked up about implementing strange terms that they fail to make meaningful changes in organisational behaviour. Read more
Project Lessons Learned
Davida van der Walt
Owner Team Consultant
A critical part of a successful project is the ability to identify and apply lessons learned and
successes throughout the project life cycle. Key to the success is capturing the lessons learned and making it available from one project to the next. So what are the typical
challenges being experienced with lessons learned on projects? Read more
ProjectPro's ECPM course is in demand
ProjectPro held another successful 3-day Engineering & Construction Project Management
course in Centurion during June 2016. The course is in demand because it has been accredited by both ECSA/SAICE and SACPCMP. The next course is to be held at the
Centurion Lake Hotel on 13-15 February 2019. To register contact 012 346 6674 or email email@example.com
China unveils 'straddling bus' design to beat traffic jams
A Beijing company has unveiled a futuristic design for a pollution-busting, elevated bus
capable of gliding over the nightmarish mega-jams for which urban China has become notorious. Plans for the
so-called Transit Explore Bus or TEB were showcased at a recent technology expo in the
The “straddling bus”, which owes more to Blade Runner than China’s car-clogged highways, is
supported by two legs that run along rails laid along the roadside. Those legs allow the TEB’s giant frame to glide high above the gridlock at speeds of up to 60km/h. Equally, vehicles that
are less than two metres high will be able to drive freely underneath the bus, even when it is stationary.
“The biggest advantage is that the bus will save lots of road space,” says Song Youzhou, the
project’s chief engineer. Song claims his buses, capable of transporting up to 1 400 commuters, could be produced for 20% of the price of an underground train and rolled out far
more quickly since the supporting infrastructure was relatively simple. One TEB could replace 40 conventional buses, he said.
The project has been greeted with anticipation in China, where traffic jams have grown as the
country overtook the United States to become the largest car market on earth. Last year alone 21 million passenger cars were sold here.
A prototype will reportedly be deployed this year on the streets of Qinhuangdao, a coastal
city about 300km east of Beijing.
A project to discover how stars, galaxies and black holes are formed
Just like its namesake, the Giant Magellan Telescope is all about exploration and discovery.
When completed in Chile in 2024, the project will deliver the world’s largest optical telescope, giving astronomers an unprecedented ability to understand how the first stars, galaxies and
black holes formed. The telescope will produce images with 10 times the angular resolution of those produced by NASA’s orbiting Hubble Space Telescope.
Originally slated for completion in 2016 but delayed by the global economic crisis, the project
is sponsored by a global consortium of universities and scientific research institutions. They’ve raised half of the telescope’s US$1 billion budget. That price tag makes it the largest
privately funded telescope initiative to date.
The project features another first. It will be about 22 storeys tall and rely on the largest piece
of optical equipment ever built: seven massive mirrors each weighing about 17 tons. The surface must be polished to an accuracy of 25 nanometres – about the width of a single glass molecule.
The project site, Las Campanas in the Chilean Andes, was carefully chosen. One of the
highest and driest places on Earth, it offers extreme conditions that are ideal for viewing the cosmos. But the location also is one of the most earthquake-prone in the world, so the
telescope was designed to withstand the largest possible quake in a 500-year period, making it possible for scientists to explore the origins of the universe for centuries to come.
Space elevator has high ambitions
Thoth Technology Inc. has high ambitions. The Canadian space and defence organisation
wants to build a 20-kilometre tall, freestanding elevator to serve as a launch pad for rockets and satellites. Launchers from the very tall tower would require 30 percent less fuel than
ground take-offs, because there’s less gravity and atmospheric pressure at higher altitudes. The projected cost is between US$5 billion and US$10 billion.
Keeping a tower that tall upright against wind and gravity poses major design challenges, of
course. But after eight years of work, the project team of about a dozen people received a U.S patent in July 2015 for the system that solves the problem. The team designed a
pneumatic pressure system that creates a foundation capable of supporting the tower and counterbalancing external forces. Tower operators could control the structure’s centre of
gravity to keep it upright in the face of strong winds.
The project team will build a shorter, 1.5-kilometre tall demonstration version of the tower to
test the launch system. Construction could get underway in 2017.
Robot in a Hard Hat
Construction project managers looking to cope with a labour shortage and speed up the
building process are turning to a new talent pipeline: robots. In Japan, Komatsu, one of the world’s largest construction companies, has created a “smart construction” system. Driverless
bulldozers use construction-site information gathered by drones, cutting projects’ survey phase from two weeks to one day or less. The new system, which Komatsu is leasing for use
on project sites could deliver major efficiencies to organisations executing projects for the 2020 Summer Olympics in Tokyo.
Similarly, a €4.2 million project in Leeds, England aims to create drones that can fix
streetlights and potholes, as well as robots that can go into utility pipes to perform inspections and repairs. Construction Robotics of New York has rolled out a commercial version of SAM, a
semiautomatic mason that can lay three to five times as many bricks per day as a person, depending on the design’s complexity.
Not all team members will see the robots as a benefit at first. “Any time you introduce robots, there is the fear
that jobs will be lost,” says Jonas Buchli, PhD, a professor at ETH Zurich, Zurich, Switzerland. Dr Buchli was part of a project team that built the In-situ Fabricator, a robot that can perform
tasks including laying bricks.
While robots like the Fabricator can
lead to reduced head count, the real goal is to automate the dangerous and menial tasks so workers can focus on more high-value work. “Robots will never take over the
construction site completely” Dr Buchli says. Instead, they could benefit companies struggling to fill lower level roles and help workers avoid on the job injuries.
PMBOK 6th Edition is well underwa
The updating process for A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Sixth Edition is forging ahead.
The PMBOK® Guide is unique among the Project
Management Institute’s (PMI) global standards because it contains both a standard and a guide, as it has in past editions. The standard
presents key concepts—it is the foundation that describes what to do to achieve successful projects—while the guide expands upon the foundation with additional information on how to
use proven practices. The standard in the Sixth Edition will have more prominent placement in the Guide than in previous editions.
Let us look at some of the key changes suggested for inclusion in the Sixth Edition. Read More
Scans show possible tomb of Queen Nefertiti
A project to search for the resting place of the Egyptian Queen Nefertiti has revealed possible
"organic material" inside empty spaces behind two walls in the tomb of Tutankhamun. His tomb was discovered in 1922 by British archaeologist Howard Carter.
Radar scans carried out by the Japanese pointed to anomalies behind the walls. A more
advanced 3-D scan will be conducted this month to ascertain whether the empty spaces are in fact chambers. Read More
Project Management Salary Survey
The Project Management Institute (PMI) publishes a biennial salary survey. For 15 years, this
comprehensive report has been an industry-leading source of data, helping employers to better determine salary ranges, and giving project management practitioners a greater awareness of their earning potential. Read More
Underground surprises can wreck the project schedule
Unexpected archaeological findings can wreak havoc on a project’s budget and schedule. In
these instances, work has to stop while the discoveries are investigated, documented and excavated. Careful planning and communication, however, can prevent discoveries from throwing a project completely off track. Read More
Legacy Leadership: Is a Leader's True Worth Recognized in their Presence or Absence?
Kevin LaChapelle, EdD, MPA
Is the true worth of a leader recognized more in their presence or absence?
This is an interesting question posed to a group of graduate students. In analyzing this provocative question, a number of thoughts were shared. Many
reflected on some of the most influential leaders that impacted their lives, and some of the leaders that had a negative impact on the organization and lives of those they led. Read More
Imposed Deadline Syndrome
Gary R Heerkens, MBA, CBM, PMP
When project managers spend the majority of their time trying to achieve the unachievable, the result is frustration and potential burnout.
As my gray hair clearly suggests, I've been around project management for
a long time. I began leading projects more than 35 years ago, and I've noticed many changes in my work and in the profession. Some of the biggest
changes involve how project timelines and budgets are developed: These responsibilities seem to have drifted away from the project manager's role. Read More
Five Reasons for Change Management Failure
In its 2013 Change and Communications ROI Survey, Towers Watson discovered that only a
quarter of change management projects produced the long term success they originally promised. This number should shock no one; the figure of 70% failure of change
management projects was first noted by John Kotter in 1995 after a ten year study. The only difference is that, despite the emphasis now placed upon change management theories and
practice, the change project failure rate has increased. Daniel Lock looks at five reasons why change management projects fail. Read More
Engineering and Construction Project Management
ProjectPro held a successful Engineering and Construction Project Management in-house course
at the Roodeplaat Dam Training Centre for the Dept. of Water and Sanitation during November. One of the course objectives is to prepare candidates to apply for registration as a Professional
Construction Project Manager (Pr.CPM) with the South African Council for Project and Construction Management Professions (SACPCMP) and to pass the Professional Interview. The
course is validated by SACPCMP for 15 CPD hours. The next public course will be held on 13-15 February 2019 in Gauteng. In-house courses can be arranged in other centres. For more information contact firstname.lastname@example.org
A unique team-building experience !
The Department of Water and Sanitation is sending 30 of their staff on ProjectPro’s unique ProjectFlow ® experience. The ProjectFlow ® course comprises four consecutive days of
classroom and experiential training using ProjectPro’s project management methodology. Each delegate receives a CD containing the ProjectFlow ® methodology which is based on the
latest Project Management Body of Knowledge (PMBOK Guide) 6th edition. Read More
Project managers should check their assumptions when it comes to their ability to empathize, predict and anticipate with teams.
BY SHEILlNA SOMANI, RPP, FAPM, PMP,
Everyone makes assumptions-both consciously and unconsciously
-based on their past experiences. As project managers, we predict our potential for success or failure, and anticipate problems and solutions, based on these assumptions. The
challenge for each of us is to be aware of the many assumptions we operate on.
Assumptions can be helpful at the outset of a project, but they require validation and
calibration over time. Only with these quality checks do we ensure that our decision-making is as accurate as it can be. Good project managers draw up an assumptions log and keep it up-to-date. Read More
Japan's maglev train reaches 600km/h
A Japanese magnetic levitation train has broken its own world speed record, hitting 603km/h in a test run near Mount Fuji.
Maglev trains use electrically charged magnets to lift and move carriages above the rail
tracks. This minimises the friction encountered by ordinary trains, and allows them to travel faster. Central Japan Railway (JR Central), which owns the trains, wants to introduce the
service between Tokyo and the central city of Nagoya by 2027. The 280km journey would take only about 40 minutes, less than half the current time.
The Central Japan Railway Company is running eight days of testing for the experimental
maglev Shinkansen train on its test track in Yamanashi Prefecture. Train fans have experienced the speed of super-fast maglev trains, during November test runs for members
of the public in central Japan. One hundred passengers whizzed along a 43 km route between the cities of Uenohara and Fuefuki, reaching speeds of up to 500km/h. Passengers will not get
to experience the maglev's record-breaking speeds because the company said its trains will operate at a maximum of 505km/h. In comparison, the fastest operating speed of a Japanese
shinkansen, or "bullet train" is is 320km/h.
Construction costs are estimated at nearly $100bn just for the stretch to Nagoya, with more
than 80% of the route expected to go through costly tunnels.
By 2045, maglev trains are expected to link Tokyo and Osaka in just one hour, slashing the
journey time in half.
Sistine Chapel Upgrade Project
When the Vatican’s Sistine Chapel needed a new lighting system, the project required an artist’s precision. The team had to illuminate
irreplaceable paintings without damaging the fragile frescoes—or disrupting the flow of tourists who flock to see them.
The project, led by Munich, Germany-based
lighting manufacturer OSRAM, required careful planning and continent-wide collaboration to protect the 500-year-old masterpieces. With a budget of US$2 million, about half of which came from European
Union subsidies, the initiative installed 7 000 LED (light-emitting diode) lights throughout the Sistine Chapel in Vatican City.
Choosing an LED system for the Chapel was no leap of faith, as OSRAM had installed a
similar LED system at the Lenbachhaus art museum in Munich, completed in 2013. The Lenbachhaus opted for LEDs because they emit no ultraviolet or infrared radiation, which is
known to be one of the main causes of damage to pigments. The success of that project, the world’s first LED lighting system for an art museum, convinced the Chapel’s project team that LEDs were the right way to go.
To accommodate the Chapel’s steady stream of 6 million visitors each year, the team
installed the LED system only in the evening, when the Chapel was closed. However, crews only worked from 6 to 11 p.m.—rather than the entire night—because many of the supporting
team members, such as security guards and scaffold builders, also had day jobs.
The 40-member project team was spread out over four countries: Spain, Germany, Hungary
and Italy, which was a requirement of the EU’s funding contract. The project team met in person in various locations and held regular conference calls, but the team selected a single
spokesperson to handle direct communication with the customer. It was crucial that the primary contact can speak the native language of the customer. So they appointed some-one
from OSRAM Italy who would be able to understand all of the client’s subtleties and emotions. I was afraid my message would get diluted, so I was happy to give that responsibility away.
The project, which ran from mid-2011 to late 2014, closed on time and on budget—and made
it possible for some of the art world’s greatest treasures to be appreciated by the public for centuries to come.
ISO 21504: Guidance on Portfolio Management is published
It is with great pleasure that I can announce that ISO21504, the new standard on Portfolio Management which some of you also contributed
to under the leadership of Prof. Carl Marnewick, is now published by ISO as an International Standard.
Well done Carl and team. I know how hard Carl
worked on this both locally and internationally and I know what influence South Africa had on this standard to get it to its present form. Something we can be truly proud of, and something
which I know the international community respects us for.
Please keep supporting our TC (SABS TC 258) and its workgroups, and help us widen the
membership by inviting subject matter experts from industry to join us. We DO make a difference and we HAVE a role to play in ISO and at SABS.
I propose we decide at our next meeting whether we adopt this standard also as an SABS
standard. Think about it!
TC 258 Chairman
Creating a Project Business Case
The purpose of a Business Case is to justify the project expenditure by identifying the
business benefits you're going to deliver. Here's how to create a Business Case in 4 simple steps : Read More
What is Your Burn Rate?
Project management is full of confusing and esoteric terms. From time to time ProjectPro
eNews will discuss the meaning and implications of such terms.
Burn rate is an indicator used to show how the project is performing with regard to meeting
the budget. The burn rate of the project is simply the rate at which the project budget is being spent. Faster than the plan? Slower than the plan? Or exactly to plan? Read More
Tips for Work Breakdown Structures
A Work Breakdown Structure (WBS) is a hierarchical approach to define project work
components. The top level of the WBS is the total project or programme. Each descending level breaks the project work into more manageable pieces.
The lowest level of the WBS is referred to as a work package. On very large projects, work
packages may be handed-off to other project managers. Read more
A Short History of Project Management
As a discipline, project management developed from different fields of application including
construction, engineering, defence, etc. The forefather of project management is Henry Gantt, called the father of planning and control techniques, who is famously known for his use of
the Gantt chart as a project management tool. He was an associate of Frederick Winslow Taylor's theories of scientific management, and for his study of the work and management of
Navy ship building. His work is the forerunner to many modern project management tools including the work breakdown structure (WBS) and bar chart. Read more
The Softer Side
Project management is not all about Gantt charts and risk registers. The Project Management Institute asked
practitioners: Which people skills do project managers need to focus on most to get ahead? Here are some of their answers. Read More
Rewarding the Project Team
Everyone has a need to be recognized and rewarded for their actions. This need will vary in
degree of importance among individuals. It is also important to celebrate, recognize and reward overall team efforts, keeping in mind that a team is a group of people with
complementary skills that work together to achieve a shared goal. Read more
Historical Blunders: Lotus Riverside building complex collapse
The Lotus Riverside building complex in Shanghai, China was a complex of 11 buildings by
the riverside. The project was nearing completion, with most of the flats already sold off. Then the workers showed up one morning to find that one of the buildings had fallen neatly
over on its side, virtually intact. The building itself was structurally OK - in fact, considering how well it held together after it "collapsed". But problems were all around and, more
specifically, beneath it.
It was all due to an underground parking garage, some rain and a terminal case of foundation
piles “Made in China”. Investigations attribute the accident to the excavations for the construction of a garage under the collapsed building. Large quantities of earth were removed
and dumped in a landfill next to a nearby river. The weight of the earth caused the river bank to collapse, which, in turn, allowed water to seep into the ground. So when it rained soon
afterward, the buildings foundations gave way, narrowly missing the neighbouring structures, and just barely avoiding kicking off the world's most terrifying domino effect.
Renowned worldwide for its signature silhouette, the Eiffel Tower is synonymous with the city of Paris, France. When a renovation
project required two wind turbines to be added within the landmark’s frame, project managers were able to install them while keeping the tower’s iconic figure intact.
And that wasn’t the only unique project accomplishment.
Stakeholders from the Société d’Exploitation de la Tour Eiffel (SETE) and the office of the Mayor of Paris also made it clear that the turbines couldn’t be lifted with cranes, which could damage
the 126-year-old tower. In addition, the project needed to accommodate the flow of revenue-generating tourists during business hours. This meant the team needed to find ways to do
the most intrusive work at night—without disturbing residential neighbours. Read More
Solar Impulse 2 sets new record
Solar Impulse 2, an aircraft that is powered only by the sun, landed in Hawaii on 2 July
2015, after making an historic 7 200km flight across the Pacific Ocean from Japan.
Pilot Andre Borschberg landed the fragile
plane at Kalaeloa Airport after 118 hours non-stop in the air, setting a new record for manned solar-powered flight. The flight is
also an absolute record for a solo, un-refuelled journey. Borschberg's time betters that of the American adventurer Steve Fossett who spent 76 hours aloft in a single-seater jet in 2006.
Meeting Borschberg in Kalaeloa was his partner on the Solar Impulse project, Bertrand
Piccard. The pair are sharing flying duties in their quest to circumnavigate the globe - an effort they began in Abu Dhabi, UAE, back in March 2015
It is Piccard who will now fly the next leg from Hawaii to Phoenix, Arizona.That will not be
quite as far as the leg just completed, but it will still likely take four days and nights. From Phoenix, Solar Impulse will head for New York and an Atlantic crossing that would eventually
see the plane return to Abu Dhabi.
Getting Solar Impulse to Hawaii proved more problematic than anyone could have imagined.
The project was stuck in Nanjing, China, for five weeks before the first attempt to cross the ocean was made. Solar Impulse's slow speed, light weight and 72m wingspan put significant
constraints on the type of weather the vehicle can handle, and that first sortie was aborted after just one day in the air because of a fast developing cold front ahead of it. Borschberg
diverted to Nagoya, and then had to wait a further month before being given the green light to again take off for Kalaeloa.
Borschberg said he looked forward to having a shower and visiting one of the many
steakhouses suggested to him on the way into Hawaii's O'ahu island.
Race for the Skies
A Chinese construction company is claiming to be the world’s fastest builder after erecting a 57-storey skyscraper Mini Sky
City in 19 working days in central China.
Broad Sustainable Building, a prefab construction firm, put up
the rectangular, glass and steel Mini Sky City in the Hunan provincial capital of Changsha, assembling three floors a day using a modular method.
It worked on Mini Sky City in two bursts interrupted by bad
weather and red tape. Its time-lapse video of the rapid build has become popular on Chinese video sharing sites since it was first uploaded to YouTube. https://www.youtube.com/watch?v=N6f_sayw0mM
Liu Peng, the associate director of the engineering consulting
firm Arup Beijing, said the method was worth developing because it could become a safe and reliable way to build skyscrapers quickly. “But it is not
perfect, and it does not meet all kinds of personalised demands,” Liu said. “People nowadays want more personalised architecture.” Read More
Internet too big for its boots
The American Registry for Internet Numbers (ARIN), the organization that assigns IP
addresses in North America — the numbers that identify every computer, smartphone and device connected to the Internet — has run out of numbers. It's not the end of the world,
because there's a newer, more robust system rolling out, but it's a milestone in our shared online history, nonetheless.
IP addresses are the four-number strings like 18.104.22.168 that you'll sometimes see in
your browser's address bar, in the guts of your smartphone's system settings, or that you might be asked to type in to your cable modem or WiFi router. That address, 22.214.171.124,
is one of many that should take you to Google.com.
It's like the highway system. If you're driving through New York, you might take Interstate 95
or I-190 or I-287. But in plain English, it's all the New York State Thruway. Read More
Is a Paperless Society Possible?
Many years ago we were promised the paperless office. A computerised environment where everything is at our finger tips, filed,
indexed, tabulated and cross-correlated, all available and searchable at the touch of a button.
Despite promises, vaunted technology
solutions and desperately fervent attempts at the person, team and organizational levels, this goal still seems remarkably elusive. If you are like most project managers that I
know, you are surveying the ever-growing mountain of reports, forms and budget documentation threatening to engulf your cubicle in a biblical tsunami of letter-size
proportions and snorting in derision at the very idea. Read More
New PMI Practice Guide for Business Analysts
The Project Management Institute (PMI) has taken a major step in helping practitioners and organizations address
project-related issues associated with requirements and business analysis with the release of Business Analysis for Practitioners: A Practice Guide.
Organizations now use business analysis as a competitive
advantage, which has increased the demand for practitioners with business analysis skills. Business Analysis for Practitioners clarifies the roles of anyone who performs
business analysis. This guide is unique in that it also includes collaboration points throughout for project managers and business analysts. Taking actionable steps to
bridge the gap between these roles will have an immediate positive impact on project performance and organizational success. Read More
The Power of Vujà Dé
Take a fresh look at old policies and methods.
By Kareem Shaker, PMI-RMP, PMP
French novelist Marcel Proust wrote, "The real act of
discovery consists not in finding new lands but in seeing with new eyes." Some people call this vujà dé: the feeling of experiencing something commonplace as if it were the
first time. As project managers, we sometimes fall into the trap of relying on the familiar, everyday routine and approach the same problems in the same ways. It's
important to understand human nature in order to harness the power of vujà dé and look at the same, familiar policies in a new light.
We are blind to what we don't allow ourselves to see. For example, in the book The Invisible
Gorilla by Christopher Chabris and Daniel Simons, a number of people were asked to watch a video of two basketball teams bouncing balls back and forth. Viewers were asked to count the
number of bounces by one team, and though most viewers counted correctly, most did not notice the person in a gorilla costume moving from one side of the screen to the other.
By giving your utmost attention to one detail rather than any other details, you won't see the
unexpected events. The same holds true with project management. Being laser-focused on one problem in a project could mean completely missing another problem.
We tend to accept convention and don't often challenge the norm. But unless we ask the right
questions, we won't be able to come up with creative answers to problems.
If you've ever wondered why your organization follows a procedure that doesn't make sense,
look at this experiment conducted by Gary Hamel in his book Competing for the Future. Four monkeys live in a cage. Inside the cage is a ladder with a bunch of bananas at the top. Every
time one monkey tries to eat bananas, the monkeys are showered by cold water. When the monkeys learn the pattern, they prevent any monkey from climbing the ladder.
One monkey is replaced with a new one. The new monkey-not knowing about the cold-water
spray, tries to get bananas and is stopped. This continues, and eventually all of the monkeys are replaced, and they all prevent each other from climbing the ladder without knowing the reason behind it.
Sometimes it's worth questioning why we accept the way things are, when an innovative
solution may be just out of the normal reach.
Now that you know the possible pitfalls, project practitioners can use many techniques to prac
-tice vujà dé: critical thinking, 5W1H (who, what, where, when, why and how), 5-Whys (question-ing the subject problem five times to identify root causes), challenging assumptions
, brainstorming, process re-engineering (simplifying underlying steps to boost efficiency of procedures) and flipping preconceived ideas.
Think about how you, as a practitioner, might look at projects through a singular scope.
Allocate some time to contemplate policies and procedures from all sides. Practicing vujà dé may help you find innovative solutions to project problems.
Kareem Shaker, PMI-RMP, PMP, is a senior manager, project and enterprise risk at Dubai
World, Dubai, United Arab Emirates.
Olympic Sized Effort: Lessons learned from working on the 2016 games
By Adriano Mota, PMP
When I joined the organizing committee for the 2016 Olympics in Rio de Janeiro, Brazil, I quickly learned that
my 10 years' experience managing technology-related projects would only help me so far.
All projects are unique, but planning the summer
Olympics might be in a category by itself. Over two weeks in August 2016, 10 500 athletes will compete in 300 events at 33 venues around Rio. Roughly 7,5 million
tickets will be sold, and 60 000 volunteers need to be organized. Technology deliverables include mobile, fixed, Internet and cable communications at the competition venues, media
centers and athlete accommodations. In addition, the final delivery date is not negotiable, large sums of public and private-sector money must be aligned, and the technology required
to successfully deliver the games keeps changing. Read More
e-Waste Recycling Projects Desperately Needed
Last year 42 million tons of electronic waste (e-waste) was discarded around the world, 2
million more than the year before.
The United Nations says 50 million tons could be dumped each year by 2018. If you loaded
this waste into 40 ton trucks and park them bumper to bumper, they would stretch from New York to Tokyo and back again. Put other way, the e-waste weighs 110 times more than State
Empire Building, or 7 times more than the great pyramid of Giza. Read More
Project Management Demystified
The ladies outnumbered the gents on the ProjectPro’s Project Management Demystified
course. Seen here are the eight delegates enjoying the excellent cuisine at the Centurion Lake Hotel during the lunch break. The next course is scheduled for 24-25 January 2019. Register from www.projectpro.co.za or email email@example.com
CIDB issues collusion charges against construction companies
Following its own investigation into collusive practices in the construction industry, the Construction Industry
Development Board (CIDB) has served charges on fifteen contractors listed on its Register of Contractors, for contravention of its Code of Conduct for parties engaged in construction procurement. In terms of the
charges the parties will now have to appear for a formal inquiry, before an independent investigating committee scheduled to take place in April 2015.
The fifteen companies are: Murray & Roberts Construction (Pty) Ltd, Basil Read Holdings
Limited, Aveng (Africa) Ltd, Esorfranki Ltd, G Liviero Building (Pty) Ltd, WBHO Construction (Pty) Ltd, Giuricich, Haw & Inglis Civil Engineering (Pty) Ltd, Hochtief Solutions AG, Norvo
Construction (Pty) Ltd, Raubex (Pty) Ltd, Rumdel, Stefanutti Stocks Holdings, Tubular Technical Construction (Pty) Ltd and Vlaming (Pty) Ltd.
It has been a protracted process, since allegations of collusion in the construction industry
first surfaced in 2011 to this point, where the CIDB is finally able to bring charges against these construction companies, in terms of their specific legislative and regulatory mandate.
This is a significant step in intensifying the effort to address fraudulent and corrupt behaviour on public sector projects, in the interest of transparency, fairness and economic
transformation in the construction industry.
As the public is aware, there are other companies that have been implicated in the
construction collusion scandal. Not all of these construction companies are included in this first phase of the CIDB investigation process. At this point, the CIDB action is only limited to the
fifteen companies that have made disclosure of their participation in collusive conduct to the Competition Commission. More work is underway to bring all construction companies involved
to book, including investigating those companies that have declined to corporate with the Competition Commission.
The CIDB Act promotes ethical standards that regulate actions, practices and procedures of
parties engaged in construction contracts. The fifteen construction companies are to be charged in terms of Regulation 29 of the Construction Industry Development (CID)
Regulations of 2004, and the CIDB Code of Conduct for parties involved in procurement and the Construction Industry Development Board Act No.38 of 2000.
Durban bids for 2022 Commonwealth Games
Durban’s bid to host the 2022 Commonwealth Games was formally lodged in London this
week. Sports Minister Fikile Mbalula said that a bid by Durban for the 2024 Olympic Games “was on the cards” as a follow up to the Commonwealth Games.
The comprehensive 600-page Commonwealth Games bid book contains an economic impact
assessment that predicts a huge boost to the economy, job creation and improve housing and transport as a spin-off, while officials remain tight-lipped about the actual cost of hosting the
event, with national government yet to formally sign off the project. The committee are projecting it will create nearly 12 000 jobs and provide an estimated R20 billion boost to the economy.
Durban are the only bid in the running as Edmonton in Canada withdrew due to financial
concerns. One wonders why no other cities are keen to host the Games. Although chairman of the bid committee, Mark Alexander, said Durban’s bid could be rejected, the team was
confident after their presentation in London. “The federation was very impressed and we are confident and remain upbeat that when the decision is made in Auckland, New Zealand on 2
September 2015, Durban will be rewarded as hosts for the 2022 Games.”
Construction Regulations 2014 causes confusion
The Occupational Health & Safety Act 85 of 1993 was amended last year through the
publication of the Construction Regulations 2014 (CR2014) by the Department of Labour.
There appears to be confusion in the construction industry as to:
- Whether a Construction Manager must be registered with the South African Council for
Project and Construction Management Professions (SACPCMP) to operate in the built environment wrt CR2014
- What is an Agent?
It is a requirement in terms of the Project and Construction Management Professions Act No
48 of 2000, sections 18 and 19 that the Construction Manager and the Construction Project Manager be registered with the SACPCMP. Read more
Construction Project Management in Limpopo
ProjectPro was awarded a Department of Public Works tender to train 65 construction site
officials in Polokwane, Limpopo during November 2014. Seen here is the first team of 31 officials with the facilitator Eduan Pieterse (PMP) on the top right.
The next public Contruction Project Management course will be held in Gauteng on the 13 - 15
February 2019. Register from www.projectpro.co.za or email firstname.lastname@example.org
Tips to Fast-track Team Building - Part 1 and Part 2
In an ideal world team members would spend enough time building rapport before diving into a project. But project
practitioners often have to get a team up and running while its members are still getting to know each other. To succeed, they should skip the icebreakers and try some of the following tips instead.
In this issue of ProjectPro’s eNews we deal
with the first three tips, and next month the remaining three. Read more
Risks Aren't Always Negative
By Christian Bisson, PMP
The word "Risks" carries a negative connotation, which is why project managers tend to believe risks should be
mitigated or avoided as much as possible. But that common belief means you may be missing out on opportunities.
A negative risk is a threat, and when it occurs, it
becomes an issue. However, a risk can be positive by providing an opportunity for your project and organization. This is critical to consider when registering your risks.
Let's say your organization is rolling out a new website; an example of a positive risk would
be having too many visitors. A large amount of site traffic would be great, but there is a risk the servers won't be able to handle it. Read more
Professional Construction Project Manager
ProjectPro lends a helping hand to register for Pr.CPM
Buildings that collapse while under construction are unfortunately common occurrences these
days. The latest collapse in Lagos resulted in 115 people being killed. Unapproved additions to existing structures seem to be the main reason. In South Africa the Meyersdal and Tongaat
collapses recently killed 9 people and are under investigation by the Department of Labour. The Tongaat contract had a court order stopping construction, but was ignored by the contractor.
These tragedies could have been avoided if a registered Construction Project Manager had
been appointed. Read more
BP found grossly negligent in Gulf of Mexico oil spill
BP potentially faces billions of dollars in new fines after a New Orleans judge concluded it acted with
"gross negligence" ahead of the massive 2010 Gulf of Mexico oil spill.
Federal court judge Carl Barbier said that the April
2010 Deepwater Horizon drilling rig blowout, which killed 11 workers and spilled millions of barrels of oil into Gulf waters, happened because BP's US subsidiaries, along with oil-services company
Halliburton and rig owner Transocean, did not take adequate care in drilling a risky well. Read more
Skylon to fly at Mach 5
The SABRE rocket engine for the Skylon space plane
BUDGET: £5.5 to £7.5 billion for the Skylon, E250 million for the next phase of SABRE prototyping and testing
TRAVEL TIME FROM ENGLAND TO AUSTRALIA:
Four hours via the Skylon, versus 22 hours on conventional flights.
The SABRE engine which will be located in each of the wingtips of the Skylon, shown on the left,
will propel the plane at five times the speed of sound
The media tend to focus on aerospace
developments in the USA, Russia, China and Europe. But there is a lot of space action taking place in the United Kingdom.
Within the next decade, the U.K.'s Skylon space
plane will likely take off from a runway just like countless commercial planes before it. Its passengers, however will be traveling to space.
Maybe they'll arrive at a space station, or a far-flung spot on Earth in just a fraction of the usual flight time.
Before it can even get off the ground, the reusable space plane needs s engine powerful
enough to propel it into the stratosphere. The Synergetic Air-Breathing Rocket Engine (SABRE), designed by aerospace company Reaction Engines in Abingdon, England, came closer to
fruition this year, the British government and the European Space Agency invested more than €60 million in the project.
The next hurdle is to secure the rest of the needed £250 million from investors. Public and
private buy-in has worked hand in hand. The organization's proven ability to attain private financing spurred government funding, and that, in turn, has led to more private support.
Reaction plans to roll out the SABRE prototype in 2017. By 2020, the first Skylon flight tests
are expected to take to the skies-and beyond.
Source: PMI PM NETWORK
A Project to “capture” a Comet
After a decade-long journey chasing its target, the European Space Agency’s Rosetta spacecraft has
become the first one to rendezvous with a comet, opening a new chapter in Solar System exploration.
Comet 67P/Churyumov–Gerasimenko and Rosetta
now lie 405 million kilometres from Earth, about halfway between the orbits of Jupiter and Mars, rushing towards the inner Solar System at nearly 55 000 kilometres per hour.
The comet is in an elliptical 6,5-year orbit that takes
it from beyond Jupiter at its furthest point, to between the orbits of Mars and Earth at its closest to the Sun. Rosetta will accompany it for over a year as they swing around the Sun
and back out towards Jupiter again. Read more
Project Management for Engineers and Technicians
ProjectPro facilitated a Project Management for Engineers and Technicians course which was encouragingly well-attended by both male and female delegates. The
course was hosted by AllSectors Business & Communications at the Hilton Hotel in Sandton during July.
The High Cost of Low Performance
For the past several years, the Project Management Institute’s (PMI) Pulse of the Profession reports have emphasized the benefits
of effective project, program and portfolio management. More recently, PMI have begun focusing on strategic initiative management to drive organization success through improved efficiency.
Though executives know what they should be doing – 88 percent say that strategy
implementation is important to their organizations – 61 percent acknowledge that their firms often struggle to bridge the gap between strategy formulation and its day-to-day
implementation. This gap demonstrates a lack of understanding among organization executives that all strategic change happens through projects and programs. Read more
The Crucial Role of Communications
Good communication is crucial to project success — this may seem obvious, but where’s the proof?
As revealed in a new report from PMI Pulse of the
Profession®, 55 percent of project managers agree that effective communications to all stakeholders is the most critical success factor in project management. In fact, for every US$1 billion spent
on projects, US$135 million is at risk — and a startling 56 percent of that amount — US$75 million — is at risk due to ineffective communications. Read more
Program Management Standards Revamped
The Project Management Institute (PMI) has recently published a radical revamp of their Program Management Standard. The
list of changes from the 2nd to the new 3rd edition comprises 20 pages in the document, which gives some idea of the magnitude of the changes.
The 2nd edition’s three themes have been replaced by five
domains which are supported by 36 supporting processes. The five program life cycle phases in the 2nd edition have been streamlined to three in the 3rd edition, but four stages have
been introduced. The program process terminology has changed significantly.
ProjectPro’s PgMP Candidates in Centurion
Seen viewing the Hennops River bursting its banks at the Centurion Lake Hotel are
some of the candidates on the intensive 2-day Program Management Professional (PgMP) exam preparation workshop. From left: Tanita Bezuidenhout (SyncWise
Solutions), Albert Wessels (RSV Enco Consulting), Krish Govender (Umgeni Water) and Msondezi Futshane (Dept Transport).
The next PgMP prep workshop is on request. Contact email@example.com or 012 346 6674 for more details.
PMP and CAPM exam prep workshops based on PMBOK 5th Edition
The Project Management Professional (PMP) and Certified Associate in Project Management (CAPM) exams are now only available based on the PMBOK® Guide 5th edition.
ProjectPro will be holding a combined PMBOK® Guide 5th PMP/CAPM
examination preparation workshop on 4 to 6 July 2018 in Gauteng. Register now on www.projectpro.co.za or contact firstname.lastname@example.org or 012 346 6674.
For those candidates who can’t wait until October, ProjectPro also offers online eLearning PMP
and CAPM prep courses based on the 5th edition from www.projectpropm.com or contact email@example.com
Blended E-learning and Experiential Programme (BEEP)
ProjectPro now offers the popular ProjectFlow® project management methodology course as
a Blended E-learning and Experiential Programme (BEEP).
The BEEP programme comprises 4 modules as follows Read more
Construction of a New City
The construction of a “new city to rival Sandton” in north-eastern Johannesburg kicks off early next year with Shanghai Zendai Property’s R84
billion development of the Modderfontein property it bought from AECI. In addition to retail and residential components, it will include the building of schools, a university and a contemporary African art gallery.
Dai Zhikang, the founder of Shanghai Zendai
Investments, said the group planned to build a “new city” over the next 15 years that would focus on the retail and residential sectors. The
development will house about 100 000 people, focused mainly on international residents, the local middle class and pensioners. Read more
PharoX sculpture to crown Signal Hill
PharoX is an African mega-sculpture, ten storeys high, that speaks to the world about our ancient and contemporary history. The site for
erecting the sculpture is on top of Signal Hill, adjacent to the world-renowned Table Mountain, one of the New 7 Wonders of the Natural World.
It will be an illuminated beacon of inspiration at
night, to bring people together and will serve as a landmark symbol of hope and innovation for South Africa and the world. Read more
PMI launches a Professional in Business Analysis (PMI-PBA) credential
Business analysis is a growing area in project management The number of business analysis jobs is predicted to increase
22 percent by 2020, according to the U.S. Bureau of Labour Statistics. This research indicates a growing need for professionals skilled in effective requirements management.
The Project Management Institute (PMI) will be launching a PMI-PBA credential which certifies
practitioner’s ability to effectively work with stakeholders to define their business requirements, shape the output of projects and drive successful business outcomes. Read more
Latest Salary Survey Shows Rising PM Salaries
PMI's recently released Project Management Salary Survey, Eighth Edition confirms that the project
management profession is experiencing continued growth and high median salaries. This is in alignment with signs of improvement from various global economies.
Conducted by PMI's market research team, the survey
is based on self-reported salary information from over 36,000 project management practitioners. The report provides a comprehensive look at compensation in the global project management field, measuring salaries
across eight major position description levels in 33 countries.The survey corroborates the findings of PMI's 2013 Project Management Talent Gap Report, which indicates a significant upward trend in compensation for
project professionals. This trend is fueled by projected growth of US$6.61 trillion within the project management profession and the creation of 15.7 million new project management roles worldwide between 2010
Most survey participants (71 percent) report that their total compensation (including salary,
bonus and other forms of compensation) increased over the 12 months prior to completing the salary survey, with over one-fourth (28 percent) of respondents reporting increases of at
least 5 percent over that time period.
The median salary varied greatly depending on a number of key demographic factors,
including country of employment, position/ role, average size of projects managed (including average project budget and average project team size) and number of years' experience in project management.
Countries reporting the highest median project management salaries are Australia,
Switzerland, the United States, the Netherlands, Germany, Canada, New Zealand, Belgium, Sweden and the United Kingdom.
Australia was No. 1 with an annual salary of US$134 658. South Africa was no. 14 with US$77
Project Management at DBSA
ProjectPro facilitated a 5-day project management course for the Development Bank of
Southern Africa (DBSA). The course included developing skills in the use of Microsoft Project, a scheduling application. The course was held in Midrand, Gauteng and was attended by 15 staff members.
The DBSA was established in 1983 to perform a broad economic development function. In
1997, the DBSA was reconstituted as a Development Finance Institution (DFI). Following the adoption of the new Bank’s growth strategy in November 2012 by the DBSA Board, the
strategy was refocused to provide sustainable infrastructure finance and implementation support in selected African markets to improve the quality of life, of people, in support of
economic growth and regional integration.
ProjectPro Trains Government in Zambia
Thirty staff members of the Zambian Department of Local Government and Housing attended ProjectPro’s popular 3-day Engineering and Construction
Project Management course in Lusaka. The course was facilitated by ProjectPro’s CEO, Terry Deacon, and organised locally by Kazma Investments.
Pulse of the Profession
Project Management Institute’s (PMI) 2013 Pulse of the Profession finds that organizations risk, on average, $135 million for every billion dollars spent.
Low-performing organizations, however, risk 14 times more money than their high-performing counterparts.
That competitive disadvantage shows how project performance isn't just something that's nice
to have. In this complex global environment, it can actually dictate whether an organization thrives or fails.
The good news is that effective project management provides a blueprint for success. High
-performing organizations achieve project success 90% of the time (versus 34% for low-performing organizations). They do so by focusing on:
- Strong talent management by investing in project talent and providing consistent
training, defined career paths and professional development opportunities.
- Standardization of practices and tools, which leads to a more efficient use of
resources and a greater ability to lead and innovate.
- Strategic alignment of their project, program and portfolio management to
organizational goals, creating improved maturity and better project outcomes.
Explore the full Pulse of the Profession report for more detail on these findings, best practices
and statistical analysis, and guidance on charting your organization's path forward.
The full report may be downloaded from www.pmi.org/pulse
New Portfolio Management Professional (PfMP)SM credential to be launched
The Project Management Institute (PMI) has announced the development of a new credential
in the area of portfolio management. Based on encouragement from industry leaders and extensive market research with project, program and portfolio management practitioners,
hiring managers, and other key stakeholders, the PMI is ready to move forward with this credential.
This credential is currently under development as part of PMI’s Phase Gate process and it is
anticipated that the new credential will begin with a pilot at the end of 2013. Read more
The Last Roll of Kodachrome
Digital photography has made such enormous strides in creating high resolution images, that
it has made chemical film obsolete. Famous international photographer, Steve McCurry, secured the last roll of Kodachrome photographic film coming off the Kodak production line after 75 years on the market. Read more
ISO Gives New Programme Management Standard the Go-Ahead
The International Organisation for Standardisation (ISO) Technical Committee 258 ballot results have been received, and
it is an overwhelming yes for the development of a new global standard for Programme Management. The ballot passed with a vote of 28 for and 1 against.
The South African team which contributes to the global effort
meets at the SABS in Pretoria. Carel Van Zyl of BKS and his team has their work cut out now to support this new undertaking as best they can, and to find
people and funds to attend ISOTC258 meetings and carry the South African flag.
Anyone who has an interest in participating or being a potential sponsor to cover cost of
travel, should contact Carel Van Zyl on 011 481 0300 or 083 225 0586 to volunteer.
Common Errors Project Managers Make
Leading a project from start to finish can be a daunting experience for any project manager,
so it’s no surprise that novice project managers struggle in their early attempts.
That doesn’t mean fallout from any blunder is without grave consequences. Rookie project
managers often fall victim to costly mistakes and errors that can derail a project and significantly impact one’s project management career. Read more.
New Software Extension to the PMBOK® Guide 5th Edition
The Project Management Body of Knowledge PMBOK®
Guide 5th edition is a generic standard for managing all types of projects, be they construction, software, research & Development, Government, etc.
Various extensions to the PMBOK® Guide have been published such as the Government and
Automobile Industry extensions. A new Software Extension to the PMBOK® Guide 5th Edition is on its way. Read more
PPP Model for R75bn Durban Dig-Out Port
Transnet has announced that funding for the proposed R75-billion Durban dig-out port (DDOP
), which is earmarked for development at the city's old international airport site, is not included in the group's current R300-billion capital budget and that it will have to be pursued
as a public-private partnership (PPP). The new habour will add to the shipping capacity of the existing Durban port. Read more
Fast-Tracking Can Invite Disaster
Large cracks in the walls, glass panels falling from the windows, rain seeping in. The
Guangzhou Opera House in south China city is falling apart – and it's only two years old. Evoking an alien spacecraft, the structure received accolades from around the world and
even inspired a fashion line when it first opened.
But an out-of-this-world design can't hide a slew of flaws on the CNY1,38 billion project,
another vivid illustration of how improper planning and short-term thinking can sabotage success. The danger of fast-tracking projects is nothing new, but when executives put market
demands ahead of quality, they and their project teams walk a fine line between risk and reward. Read more
ProjectPro is First Private Institution to be Validated
Analysis of registrations as Professional Construction Project Managers (PrCPM) through the
South African Council for Project and Construction Management Professions (SACPCMP) reveals a disturbing trend. Since the inception of the SACPCMP some 8 years ago there was
initially strong growth in the total number of registrations which peaked at 3 418 in 2009, but has leveled off over the past three years. Read more
All fired up to take their Project Management Professional (PMP) exam
Candidates on ProjectPro’s PMP exam prep workshop held in Centurion in November peruse
the recommended reading matter. They are, from left: Tanita Bezuidenhout, Nigel Naylor, Joseph Khoza, Anton van Niekerk, Fanus Janse van Rensburg, Tom Sephton, Gary Makschinski
How to Compress a Project Schedule
A project manager often sees a completion deadline looming and has a sinking feeling that the project will not be finished on time.
Should you motivate your team to work faster, overlap tasks, work overtime, add more
resources, or reduce scope? The most important thing in choosing which compression method to pursue is to find out why the schedule is slipping.
There is not always a single answer to this question. It could be resources, lack of clarity or
constantly changing requirements. But until you know why, you won't come up with the right answer to get the project back on track. Read more
Full House for Women Project Administrators
All-women teams of Ericsson project administrators attended a Certified Associate in Project
Management (CAPM) workshop in Accra, Ghana and a PMI Scheduling Professional (PMI-SP) workshop in Lagos, Nigeria at the end of May 2012. The teams, comprising delegates from
Ghana, Nigeria, Guinea, Senegal, Ivory Coast, Benin and Cameroon, were facilitated by ProjectPro’s Terry Deacon
To certified Project Support Staff
It is great pleasure to announce more Project Support Staff who passed successfully the
PMI (Project Management Institute) international certification CAPM® (Certified Associate in Project Management) & PMI-SP® (PMI - Scheduling Professional). Well
done to the 6 certified PSS!
- Bernadine Egbe (Cameroon) passed successfully PMI-SP
- Hellen Allan (Tanzania) passed successfully CAPM
- Tatiana Ouedanou Nwankpa (Benin) passed successfully CAPM
- Oumou Cisse (Ivory Coast) passed successfully CAPM
- Patricia Karanja (Kenya) passed successfully CAPM
- Lily Mwai (Kenya) passed successfully CAPM
RSSA Project Support Staff eligible to PMI certifications are this year preparing exams for
either CAPM® or PMI-SP®. We wish Success to the candidates and more announcements in the coming weeks.
- CAPM®, designed for projects practitioners, demonstrates understanding of the
fundamentals, terminology and processes of effective project management
- PMI-SP® fills the need for a specialist role in project scheduling. It recognizes unique
expertise and competence to develop and maintain project schedules, while providing baseline knowledge skills in all areas of project management.
Both certifications are based on PMI PMBOK® Guide and represent an asset for certification
holders to provide effective Support to projects with effect on Business results.
LEARN MORE about PMI International Certifications at www.pmi.org
Manager: Project Support RSSA
ProjectPro Trains Ericsson in Central Africa
ProjectPro was appointed by Ericsson to train their staff in Kenya, Nigeria and Ghana. The
courses prepare candidates for the Project Management Institute’s Certified Associate in Project Management (CAPM) and Scheduling Professional (PMI-SP) credential examinations.
Seen here in Nairobi are the CAPM candidates hailing from Kenya, Madagascar, Tanzania, Democratic Republic of Congo and Rwanda. Terry Deacon, the facilitator, travelled from Pretoria, South Africa.
Centurion, in Gauteng, may boast with the tallest buildings in Africa by 2018.
The Tshwane Metro is planning Symbio City, an ultra-modern development, with a 110 storey mega-skyscraper 470 metres
high as its centrepiece in the middle of the Centurion Lake. The building will be the tallest in Africa and even higher than the Empire State Building (381 m, 102 storeys) in New York, USA.
The Carlton Centre in Johannesburg at 223 m is currently the tallest building in Africa. Two other towers measuring 336 m (80 storeys) and 210 m (60 storeys) will complete the
Centurion Towers which is part of Tshwane's ambitious Symbio City development.
The complex will comprise a conference centre of 30 000 m²,
at least three hotels, shops, office space of up to 150000 m² and luxury residential units. The development is conveniently situated near the N1 highway and the Gautrain Centurion station.
The Centurion Lake, once a thriving hub of activity, has for
many years, been silted up despite large amounts of money being spent to dredge the lake. The solution could be to canalise the river through Symbio City. Some would question
the viability of three new hotels in the area as the Centurion Lake Hotel and Protea Waterfront are feeling the pinch resulting from the global recession. Hopefully things will improve by 2018.
Although there is no indication of the cost of the development, Tshwane Metro said in a
statement that the project would cost several billion rand and create more than 15 000 job opportunities.
However, one must bear in mind that Centurion has in the past, announced grandiose
schemes like the shop-house concept proposed by Malaysian developers. A lavish launch party with Tokyo Sexwale as guest speaker was held, but it all came to naught. Will Symbio City be yet another pipe-dream?
Sticking to the Specification?
Four people were confirmed dead, after a six-storey building under construction collapsed in
Nairobi in June 2011.The incident saw the six floors of the building collapse in what was alleged to be the use of substandard materials in its construction.
Terry Deacon, eNews editor, visited Nairobi
towards the end of June and took the above photograph of a building under construction. The entire supporting scaffolding comprised of wooden sticks, not steel acroprops as one would expect. Read more
Seven habits of Spectacularly Unsuccessful Executives
Sydney Finkelstein, the Steven Roth Professor of Management at the Tuck School of Business
at Dartmouth College, published “Why Smart Executives Fail". Read more
Business Analysis for Practitioners: A Practice Guide
PMI’s latest practice guide tackles the need for more thought leadership in the field of business analysis — which is quickly
becoming recognized as an essential competency for effective projects and programs.
Business Analysis for Practitioners: A Practice Guide will be available
for free download for six months on PMI’s requirements management web page. A print version will be made available as well at a later date. This is the fourth practice guide released by PMI and follows
successful titles on change management, complexity and organizational methodology. Read more
Blended E-learning and Experiational Programme (BEEP)
ProjectPro now offers the popular ProjectFlow® course as a Blended E-learning and Experiential P
rogramme (BEEP) Read more
Project Management for Engineers
Engineers from all over Africa descended on Nairobi, Kenya in June to attend the
Marcus Evans hosted Project Management for Engineers course. Course facilitator, Terry Deacon PMP, from ProjectPro shared his 35 years of experiences with
engineers from Tanzania, Uganda, Senegal, Mozambique and of course, Kenya.
The Art of Program Management
Project management is both an art and a science - the art of project management being the “soft” aspects, the science being the “hard”.
Perhaps projects are more science than art. To complete a
project on deadline, the project manager compiles a network diagram and uses the critical path technique to calculate the activity float. This can be done manually but these days
scheduling software makes monitoring and controlling the activity progress a breeze. The science of time management is well understood. Read More
The Value of a Checklist
A costly blunder forced Australia's Antarctic flagship MV Aurora Australis to make an unscheduled and
embarrasing return voyage to Hobart incurring an additional cost of over $500 000 after someone forgot to pack a vital piece of equipment.
A long, very large hose used to transport fuel
hundreds of metres from ship to shore at Macquarie Island, Antacrtica was left behind on the dock in Hobart. It wasn't until the specialist re-fuelling crew of about half a dozen got settled on this Southern Ocean
voyage that they realised it was missing. It was scheduled to off-load cargo at Macquarie Island and while that was happening it was
supposed to supply fuel to the sub-Antarctic station, home to about 40 expeditioners over summer.
The Australian Antarctic Division (AAD) passed the buck by releasing a statement saying it is
responsible for the logistical service but "the preparation and loading of cargo for the Aurora Australis is a process jointly managed by AAD, Capital P&O Logistics and P&O Polar. The
refuelling hose which was inadvertently left behind, was delivered to Macquarie Island some 40 days later.
The moral of the storyose was left on the dock. or the investigation and disciplining of the
engineers concerned is very simple: Use a checklist.