gulf project - kgoc home page project - january 2013.pdf · advancing the project management...

GULF PROJECTMAGAZINE

Advancing the project management profession in the Gulf Region

www.pmi-agc.com

King Abdullah Financial DistrictFinancially green in Riyadh

EsTablishing ExCEllEnCE

FOsTERing PMi-agC sTandaRds aCROss ThE REgiOn

January 2013

The Gulf Project Magazine is a professional

magazine published quarterly by the

Project Management Institute - Arabian

Gulf Chapter (PMI-AGC). It is circulated

to all PMI-AGC members and about 7000

copies of the magazine are distributed

throughout the Gulf region.

PMI-AGC is a non-profit professional

organisation set up to promote project

management in the Gulf region by:

fostering professionalism in the

management of projects; advancing the

quality and reach of project management;

stimulating project management

application to the benefit of the industries,

organisations and the public communities

we serve.

advertisements

We encourage organisations to advertise in

this widely-read publication and leverage

its widespread distribution at a low cost to

gain exposure, increase the reach for their

products and services and open new doors

of opportunity.

advertising rates

Inside full page SR6,000

Inside half page SR4,000

Inside quarter page SR2,500

Back cover SR15,000

Inside back cover SR10,000

Editorial & advertising contact

Email: [email protected]

Phone: +973 17 29 9199

www.pmi-agc.com

Advancing the Project Management Profession in the Gulf Region

PROJECT REPORTKing Abdullah Financial Districtgrowing greener

18

inTERnaTiOnal FEaTuREFrom Green to BlackTying sustainability in to organizational strategy

42MEMbER subMissiOnIn All Walks of Life Project Management is everywhere

28

COnTEnTs

ContentsPREsidEnT’s MEssagE 2EdiTOR-in-ChiEF’s MEssagE 3nEws 5-16

PROJECT REPORT 18-27King Abdullah Financial District (KAFD)A cleaner, greener financial districtgrows in Riyadh

MEMbER subMissiOn 28-31In All Walks of LifeProject management is everywhere - taking it to the schools

Add Value to your Project 32-33

Adding Value to our 34-35 CommunitiesTaking project management concepts further

The Seven R’s of Value 36-41 Engineering ProposalsAn attempt to leverage historical value engineering proposals

inTERnaTiOnal FEaTuRE 42-49From Green to BlackTying sustainability in to organizational strategy

Effectively Handling 50-53 Project Issues, Risks and Actions

Using Social Media - 54-57 a Strategic Tool for Project Lessons Learned

FEaTuRE sTORyA New Approach for 58-59 PMI-AGC’s Talent Management Initiative

Newly Elected PMI-AGC 60-61 Board Takes the Reins

PMi-agC PEOPlE 62-63

Project Management InstituteArabian Gulf Chapter

2012-2015 Board of Officers

Making project management indispensible for business results.

President - Bahrain RegionAbdul Majeed [email protected]

President - PMI-AGCHashim M. [email protected]

President - Oman RegionMohamed [email protected]

SVP - Membership, Marketing & PRToufic [email protected]

SVP - Volunteer ManagementAbdullah Al [email protected]

President - Kuwait RegionWael H. [email protected]

President - Saudi Arabia RegionNabilah M. [email protected]

President - Qatar RegionDr. Khalid Kamal [email protected]

SVP - Admin & GovernanceAbul Nahid Kamal, MBA, [email protected]

SVP - Professional Development & EducationIbrahim L. [email protected]

Gulf Project magazine 1

Firstly, I would like to wish all our Project Management Professionals & Members a happy new year. We leave yet another successful

year behind and look forward to the new challenging and hopefully prosperous one.

With the first issue of the year 2013, we continue to do our best to provide you with extensive resources & articles to enhance your project management skills and to keep you abreast with the local news in the field.

In this issue, The Gulf Project report focuses on the King Abdullah Financial District in Riyadh as it is the first Middle East financial district to match the major global standards of financial centers, in terms of scale, regulation and technology. The issue also contains numerous submissions from our PMI-AGC members that continue to share their knowledge and expertise.

I would like to thank everyone who contributed to the Gulf Project magazine by submitting their content. I continue to stress the importance of our PMI Members to share

and promote their Project Management expertise to the gulf community. If you’re interested in contributing to the magazine, kindly forward your articles to [email protected]

The publishing management will change starting from the next issue as we try to further enhance the community’s experience by shifting the responsibility to another Region. We would like to thank the publisher for the excellent work that they have done and we don’t hesitate to seek their assistance in similar matters in the future.

Enjoy the Issue.

New yearNew goals

Editor in Chief’s Message

MEssagE

ABDUL MAJEED AL GAssABPRESIDEnT, PMI-AGC BAhRAIn EDITOR-In-ChIEf

Emad NaeemiAssistant editorEmail: [email protected]

Dear Members and readers:

I congratulate all the volunteers and region leaders who actively participate in bringing a quality professional magazine to our members. Due to active member’s participation

and a transparent process it is my pleasure to announce the new roles and faces of PMI-AGC officers. In line with the “role delineation” study, PMI AGC Board added two new board positions earlier this year. The intent is to champion and add accountability to key strategic areas that was lacking our focus. The two new positions are SVP of Membership, Marketing & Public Relation; and SVP of Volunteer Management. In addition, to supporting growth - especially in Jeddah and Riyadh - we have elected a new President of Saudi Arabia, namely Ms. Nabila Al-Tounsi. Due to the largest membership population in KSA, PMI-AGC is gearing up to support its members at Eastern, Central and Western regions. Key positions are being appointed by the leadership in KSA to translate our strategy to action in KSA. The new blood and dynamic energy at PMI-AGC is sure to elevate our commitment and value to our members.

Although not part of AGC Board, the recent appointment of AGC Liaison to PMI Education Foundation (PMIEF) is a key milestone for our Chapter. PMI-AGC being the largest donor of PMIEF funds, it was vital that we have direct liaison and representation

in order to manage the program and work closely with PMI to bring its benefits to the doorsteps of our members in all regions. In the same spirit, PMI-AGC is investing in Outreach Programs and MOUs to reach out to Universities, non-profit organizations, and municipalities to spread the knowledge and tools of Project Management.

This year we are giving even more autonomy to each region to provide flexibility and to allow customized services to fit the member’s needs at a local level. The chapter is also seeking in-depth collaboration with PMI Region 12 members (KSA, Jordan, Lebanon, etc.) to share best practices. PMI-AGC’s leadership met the with key region 12, and PMI headquarter, leaders in Dubai on Sept. 22, 2012 to facilitate better cooperation and service. The AGC board has formulated a two year plan going forward. In short, the 2 year program will focus on the AGC’s 14th Conference, Sharing of Best Practices among the region (Portal, websites, etc.), Sponsorship growth and Marketing.

Building on precious gains by other President, we believe the new Board and active volunteers will continue to deliver highest returns compared to what is provided by other professional chapters in middle-east.

Best regards,Hashim

HAsHIM AL RIFAAIPRESIDEnT, PMI-AGC

President’s Message

January 2013 Gulf Project magazine 32

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Guessing games and toothpick towers, successes and hilarious failures, PMI-AGC Bahrain’s highly informative presentation - Raising Project Management Awareness, held on 11th July 2012, was, as one of the 120 young participants said, “It was an amusing, entertaining and wonderfully interactive experience.”

For the third year in a row, the Project Management Institute - Arabian Gulf Chapter (Bahrain Office) - delivered this presentation

introducing the importance of Project Management to the youth of Bahrain. The presentation is one of many conducted as part of the organisation’s mandate to increase awareness of project management in general.

The Director of Presentations and Community Relations at PMI-AGC and Manager of PMO in Tamkeen, Ms. Nada Khonji, along with Mr. Khalid Al Marzouqi, PMO Specialist at Tamkeen delivered the highly interactive session. They included several educational games and created an unforgettable experience while delivering the serious basics of Project Management skills.

The 4 hour-session was attended by more than 120 youth and covered a wide range of topics starting from the definition of a project, the difference between projects and operations, concepts of project management, roles and responsibilities of the project managers, and the project’s life cycle and processes. It also introduced the

students to the Project Management Institute (PMI) and the Arabian Gulf Chapter (PMI-AGC) highlighting its objectives, benefits of memberships and the accredited Project Management related certifications.

The participants interacted with each other and participated with enthusiasm and energy during the session. They also showed a marked interest in learning more about the world of Project Management.

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Raising Project Management Awareness at Youth City 2012

GPM news

Become a member online!

Applying to become a PMI-AGC member is easier than ever with our online application process. Follow these simple steps:

1.Log in to http://www.pmi.org/Membership.aspx

2.Click on Join/Renew

3.Choose the PMI Membership UsD$129 to join

4.This should take you to this website:

http://marketplace.pmi.org/Pages/ProductDetail.aspx?GMProduct=00100147500

5.Before clicking on Add to Cart, click on Chapter. Then choose country under your PMI-AGC, listed as

Qatar, saudi Arabia, Kuwait, Oman, Bahrain and Yemen. For example, if you choose Qatar, the contact and chapter charges, Us$20 per year, will be listed

6.Click on Join

7.Click to Add to Cart

8.You will now have both in the cart as separate icons: PMI Joining Fees and AGC Joining Fees (Us$129

and Us$20 respectively, Us$149 total9.

Click on Checkout

10.Please complete the application by creating an account, and follow instructions, then pay by credit

card

Welcome to PMI-AGC dear member, and please do not hesitate to contact PMI-AGC for any queries that you may have.


A win-win exchange between PMI-AGC Kuwait & WJO

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PMI AGC Kuwait was invited by Wafra Joint Operation General Manager Mr. Shabeeb Al-Ajmi to present its services to the WJO projects group. The move was part of a programme to improve on WJO organizational project management and enrich the knowledge of its staff as well as their performance.

PMI AGC Kuwait President Mr. Wael Al-Jasem along with PMI AGC Kuwait VP Policy & Governance Dr. Lina Abu Dhier took this opportunity to highlight the services and benefits that PMI provides to its members and how organizations/entities can benefit from them.

Mr. Al-Jasem explained that through the PMI membership, members have access to the latest project management international standards as well as the PMI library and bookstore, which contain a wealth of information on projects tools and techniques, case studies, etc. He explained that what might be of interest to WJO are the PMI Communities of Practice where members can network with project practitioners from all over the world exchanging knowledge, lessons learnt and have the opportunity to discuss common or unique issues.

In addition WJO staff, who are members, can benefit from PMI membership through the following:1. Encouraging project management certification for

members working on projects:a. Certified Associates in Project Management (CAPM)®

b. Project Management Professionals (PMP)®

c. Program Management Professionals (PgMP)®

d. PMI Risk Management Professional (PMI-RMPSM)e. PMI Scheduling Professional (PMI-SPSM)

2. Participation in PMI Communities of Practice (research best practices, lessons learnt, and article submissions):a. Consultingb. Organizational Project Managementc. Project Human Resource Managementd. Project Risk Managemente. Project Quality Management

3. Targeting one of the under-mentioned PMI project awards (project managers and teams should comply with the awards criteria to improve on their project delivery):a. Awards to Honor Project Professionals PMI Eric Jenett Project Management Excellence Award PMI Linn Stuckenbruck Person of the Year Award b. Awards to Honor Organizations for Successful Projects PMI Distinguished Project Award PMI Project of the Year Award c. Awards to Honor Project Management Researchers

and Educators Project Management Journal® Paper of the Year Award

4. By raising the profile of WJO Leadership who work on strategic projects, as membership with PMI will demonstrate commitment to project excellence. (PMI AGC annual individual membership is a mere USD $140).

For more details, the following PMI websites may be accessed: www.pmi.org, www.pmi-agc.com or www.pmiagckw.org

The WJO Project team will have the ultimate opportunity

to enrich their project management knowledge and have access to the latest project tools and practices. In addition to the services mentioned, it is well to note that PMI offers seminars and conferences throughout the world, year round.

As a token of our appreciation, PMI AGC Kuwait presented the following PMI Standards to Mr. Saad Al-Marie Manager Projects & Facilities Engineering at WJO:1. A Guide to the Project Management Body of Knowledge2. The Standard for Program Management3. Organizational Project Management Maturity Model (OPM3)4. The Standard for Portfolio Management

At the end of the presentation, Mr. S. Al-Ajmi along with his projects team thanked the PMI visitors for their time and effort in sharing their services with WJO. In turn, the PMI visiting team thanked WJO management for their interest and hospitality.

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PMI-AGC saudi Arabia: Why science?

GPM news

saudi aRabia

From the 24-28th June, 2012, the Diplomat Radisson Blu Hotel was buzzing with delegates who attended an intensive training programme to prepare for the Project Risk Management Professional (RMP) Certification Exam held by PMI-AGC Bahrain.

The objectives of the seminar were to learn how to “minimize the risks of not achieving the objectives of a project, minimizing the risks for stakeholders who have an interest in it (the project), as well as identifying and taking advantage of opportunities that may present themselves during that time-frame.”

During the course of the five days participants learnt, among other critical factors, the importance of project risk management within the project life cycle, how to understand what is considered ‘project risk management best practice’, how to

develop a Risk Management Plan, Undertake Project Risk Analyses - both Qualitative and Quantitative, Develop a Project Risk Plan, and Monitor and Control Project Risk.

This intense and in-depth curriculum helped the delegates to be thoroughly prepared for the PMI-RMP Exam, which they need to take in order to become certified as PMI Project Risk Management Professionals. They were able to master the basic Knowledge of Project Risk Management by learning the overall terms, principles, methodology and concepts through a hands-on application of Project Risk Management methods and learnt how they work in real-life projects.

In addition to the training materials, each participant also received a Certificate of Completion, a valuable textbook on risk management - Tricks of the Trade® by Rita Mulcahy and a Complete Training Manual.

The Instructor for the Seminar was Osama Bakir who has more than 25 years of experience in project management with companies such as Claymore Inc. Consulting, Toronto, Canada, PROJACS Middle East, Riyadh, Saudi Arabia, AT&T and Lucent Technologies, VA, USA, and Oman Telecom, Muscat, Sultanate of Oman. Eng. Mr. Bakir is the President and the CEO of the PMCTQuest; Canadian Project Management Consulting and Training Company, and he offers project management consulting and training services in Canada, USA and almost all the Arabian Gulf Countries in various capacities.

In this day and age when science is such an obvious part of our everyday lives, PMI-AGC Western Chapter, Saudi Arabia threw out the question to the public. And the almost 300 participants who attended, from practically every industry and nationality in the Kingdom, was evidence that this question is still a hot topic. In fact both the subject and the main speaker of the event, Dr. Essam Sharaf - currently the Professor of Highway Engineering, Cairo University and both a former Prime Minister of Egypt (2011) and Minister of transport (2004 – 2005) – proved to be an immense draw.

So, on 29th April, 2012 at the Radisson Blu Hotel in Jeddah was bustling with participants and dignitaries such as the Egyptian Consul General in Jeddah, Ambassador Ali Al-Asheri. Once in full swing Dr. Essam Sharaf addressed several topics that related to Science and

its relation to different concepts and activities, including: Science and culture, development and competitiveness, scientific research and technology, research and modern transportation, and NGOs.

The subject drew much interest and

at the end of the event, Ambassador Ali Al-Asheri along with Mr.Hazim Abdul Wahid, VP of PMI-AGC Western Region, presented Dr Sharaf with an honorary shield to thank him for putting together this interesting and thought-provoking presentation.

5-day seminar for exam preparation held by PMI-AGC Bahrain

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Kuwait, May 1st 2012, The Project Management Institute - Arabian Gulf Chapter (PMI-AGC) Kuwait along with the Community of Project Management (CoPM) and Kuwait Information Technology Society (KITS) conducted a technical presentation on “Maximizing PMI Benefits”.

The informative presentation was conducted by Mr. Wael Al-Jasem, President PMI-AGC Kuwait Region and was held at KITS Rawda, Kuwait. Mr. Al-Jasem, highlighted the many benefits of membership, all designed to support an individual’s career growth and professional success.

In addition to the supportive PMI-AGC community he pointed out certain benefits available exclusively to members. These included resources on PMI.org such as, the digital edition of A Guide to the Project Management Body of Knowledge (PMBOK). “As members,” he said, “you can download this on your computer as part of your membership benefits.” The book presents a set of standard terminology and guidelines for project management and has been recognised by the American National Standards Institute. On Amazon, the book represents a value of $33. Mr. Al-Jasem also highlighted other valuable resources such as online access to business and other project management books and articles, access to a library of web-inars that showcase project management trends and best practices. In addition, he told attendees that PMI members receive PM Network, a monthly publication that keeps

members informed of the latest trends and news in project management.

More than the academic resources, the presentation emphasised that through the chapter members are able to share knowledge, network with other professionals through communities of practice and receive help in getting certified. Members were urged to take part in PMIAGC Kuwait’s activities and publications all of which presented volunteers with opportunities to

contribute to the community and acquire valuable experience, recognition, as well as satisfaction. He also indicated that certified professionals (e.g. PMP) could earn some Professional Development Units (PDUs) to maintain their credentials. The presentation was followed by a question-and-answer session through which the attendees learnt more about how to make the most of their membership and participation with the chapter.

The event, which was well-attended by members from PMIAGC, KITS and COPM, was concluded by Mr. Al Jasem thanking Mr. Abdullateef Al-Abdulrazzaq, Chairman of KITS, for their cooperation and collaboration and by presenting Mr Abdulrazzaq with a memento to display PMIAGC Kuwait’s appreciation. He also mentioned that the chapter works closely with other professional bodies for the benefit of its members and project management community as a whole.

Making the most of your PMI membershipkuwaiTOMan

Breaking new groundThe Project Management Institute – Arabian Gulf Chapter – Oman Region, organized the first event of its kind in Oman and at no less a prestigious institute than Bank Muscat. The topic covered the “importance in managing projects and holding Project Management Professional (PMP) Certificates in particular’’. It was presented on Tuesday, 10 July 2012 by two key volunteer members of the PMI-AGC GROUP, Oman Branch, Mohammed Al-Ghanboosi, President of the Oman Branch and Saleem Rifai, IT expert and volunteer at PMI Oman region.

Mohammed Al-Ghanboosi introduced the two-part presentation by first expressing his appreciation and thanks to the management of Bank Muscat for hosting this event, and then by welcoming the attendees who represented various public and private sector and other organisations with interests in knowing and improving their knowledge of Project Management and its related activities. After the introductory preliminaries, Mr. Mohammed AL-Ghanboosi gave an overview of the Project Management Institute and explained the importance that Project Management, as a discipline, is gaining especially under the current transformation and the various crises that are impacting the global economy. These, he explained, further established the need for effectiveness and competencies in project management, especially those that impact on large sectors in critical areas. Mohammed also pointed out that due to the high demand for experts, today, getting them to come to the region is becoming ever more competitive. And because of this there is no option for project managers already here but to reinforce their skills through obtaining international professional practitioner certificates that are approved and recognized globally.

The second part of the presentation was delivered by Saleem Rifai who gave an overview of the history and the importance of the Project Management Professional (PMP) Certificate and how today, “It has became one of the most recognised International Certificates in the professional markets.” He also demonstrated how project management is needed across all fields including Information Technology, Construction, Banking and other sectors that require that their projects should be managed and work professionally. After that Saleem presented the steps needed to be taken to obtain the PMP Certificate. He also stressed the importance and means of maintaining the certificate as per requirements, through continual training, actual practice and volunteering.

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PMI AGC Oman Tuned for IT ProjectsOMan

Because IT projects are more specialised and technically inclined, our Project Management Institute Arabian Gulf Chapter for the Oman Region developed and conducted a technical presentation dubbed PM Tuned for IT Projects in collaboration with Northwind Information Systems. The presentation was held in the Caledonian College Of Engineering at Al Khoud, and Mr. Rifai Saleem of Northwind was the facilitator.

The presentation focused on the challenges and their causes when it comes to IT projects. These included:• Lack of change management • Poor communication • Insufficient resources• Poorly defined requirements• Inaccurate estimates• Poor risk management• Poorly defined deliverables• Over optimism• No time for management

While discussing the above challenges usually prevalent in IT projects Mr Saleem discussed solutions and methods of addressing these issues such as the following:• Getting the requirements right• Managing the technology risk• The psychology of signing off the

project

• Success is in simplicityHe also gave specific case studies

and demonstrated how these challenges can be overcome to turn the project into a success story in one’s career.

He also stressed, that although all Projects require attention to detail and a greater degree of coordination, this is even more vital to the success of IT projects. Rifai said, “IT projects, or any project for that matter, can succeed if the teams involved are properly coordinated and every task, milestone and activity is documented and communicated.” He also emphasised the need to establish realistic timelines and budgets.

A group of skilled and talented

professionals, belonging to PMI AGC, aim to impart skills and knowledge to its members. PMI AGC also encourages the participation and active contribution of members in these types of presentations. Presentations like PM Tuned for IT Projects prove to be very useful to PMI Oman members, they also help members remain at par with counterparts in the other AGC regions.

PMI continues to accept membership in Oman and has a wide range of activities planned for the year including PMP preparation courses, technical presentations and site visits. Those interested in joining may contact us at [email protected].

Project Management for Life presentation for AIEsEC

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AIESEC is the world’s largest student-based organization present in over 110 countries globally, it provides its members, who are drawn from universities and educational institutions with a unique leadership experience through global internship opportunities, global and national forums, and by partnering with different organizations.

As part of our goals and as an extension of PMI-AGC’s mandate, the Project Management Institute – Arabian Gulf Chapter (Bahrain office) delivered a presentation in which Project Management was introduced to the young pioneer members of AIESEC Bahrain.

The presentation, “Project

Manage-ment Skills for Life” was conducted jointly by Ms. Nada Khonji, PMP - Director of non-technical presentations & Community Relations at PMI-AGC (Bahrain) who is also the Manager of Project & Performance Office (PMO) in Tamkeen, and Mr. Khalid Al-Marzouqi, PMP - PMO specialist at Tamkeen. It briefly introduced Project Management and its applications to around 30 young participants on Tuesday 3rd of April, 2012 at the AIESEC premises in Hidd.

In addition to the explanation of a project’s life cycle and processes, the presentation covered a wide range of topics including what project management is, who project managers are, and their main roles and

responsibilities. The session was very interactive

and engaged the audience in many exercises throughout. It also introduced the Project Management Institute (PMI) and the Arabian Gulf Chapter to the participants while highlighting its objectives, membership benefits and events organized to raise awareness of this profession locally and globally.

Finally, both presenters invited all the young participants to join the project management family. The merits of doing so were outlined and included the ability to contribute, share their knowledge and experience through the different channels offered by PMI-AGC, and enjoy a special student membership rate that costs only $40 to join.


PMI-AGC Iraq hold seminar on July 14thiRaq

The 2nd Board of Directors’ meeting of PMI-Arabian Gulf Chapter took place in advance of the Annual Region 12 meeting on 21 September 2012 at Intercontinental Hotel, Dubai Festival City, in Dubai.

The well-attended meeting saw active participation by the Region’s leaders from Saudi Arabia, Kuwait, Bahrain, Doha, Qatar & Oman. The Chapter President Mr. Hashim Al-Rifaai greeted all the Board of Directors, VPs, Regional Directors and other volunteers who also participated in this and other meetings, mainly the VP Meeting and Region 12 – which were also held at the same venue on the following day.

The Board of Directors’ meeting on 21st September mainly discussed issues, concerns and proposals concerning PMI-AGC’s forthcoming 2-Year Plan. The Board members also reviewed the status of the upcoming PMI-AGC 14th International Conference, Seminars & Exhibition. This is a major event in the PMI-AC

calendar and is scheduled to take place on 28-30 January, 2013 at Gulf Hotel, Juffair, in the Kingdom of Bahrain.

The meeting wrapped up with

a group lunch and dinner at which members mingled and exchanged views. The occasion, as always presented a good opportunity for networking and team building.

A good turnout of professionals from in and around Iraq attended a seminar conducted by PMI Arabian Gulf Chapter (PMI-AGC) – Iraq on July 14th at Nineveh International Hotel – Mosul - Iraq. The two main speakers were Mr Hassan Mudhafar and Mr. Mustafa N. Younis Agha, PMI-AGC Representative in Iraq.

Mr. Hassan Mudhafar is a Chemical Engineer and President of Nineveh Investment Commission as well as the Consultant to the Nineveh Governor. He spoke about the many benefits of PMI-AGC’s Professional Development Plan. He explained how PMI can help individuals to be better prepared for the next step in their careers and also gave a brief outline of the courses available through PMI-

AGC. All these, he stressed, would, “help professionals keep abreast of developments in Project Management around the world”.

Mr. Mustafa N. Younis Agha,

PMI-AGC Representative in Iraq, and a Lecturer at the Nineveh Institute of Technology also briefed the audience on Project Management and the benefits of membership in PMI.

PMI-AGC Board Meeting Dubaiseptember lecture all about taking strategies forward

The Project Management Institute – Arabian Gulf Chapter Bahrain organized September’s Wednesday lecture with a presentation entitled: Strategy implementation through Project, Program and Portfolio Management. The presentation was delivered at the Bahrain Society of Engineers’ Auditorium on 19th September. The speaker at the event was Ali Shaikh Ali, Manager, Strategy Implementation and Business Improvement at Bahrain Airport Company (BAC), who has in excess of 10 years of experience in project and program management. More than seventy project management professionals attended the fascinating lecture and enjoyed an extended Question and Answer session that had to be wrapped up due to time limitation.

The presentation covered an introduction to the various types of strategies, their main characteristics, and the situations for which they would be most suited. Once formed, a difficult task in its own right, strategies have to be implemented. And it would be up to the management team to choose the right delivery vehicle to make these strategies work and to implement them

throughout the organization, which is at the best of times, a challenging task. During the seminar, the experience of Bahrain Airport Company in formulating and implementing its strategy through the project, program and portfolio office (P3O) was presented. It was stated that the P3O model was vital to the very survival of the company to ensure projects and programs were delivered efficiently and effectively. BAC recognized project management was a critical strategic tool, and thus practiced project portfolio management to select, manage and support a portfolio of projects that had the best chance of moving the company forward and keeping it up to date with the operating environment.

The presenter then discussed how the strategy of BAC was made by examining the emergent schools of thought on this topic, how the strategy was interpreted into programs and projects, the structure of the PMO at BAC, the role of the PMO in projects and programs governance, and how portfolio management was adopted for aligning projects with the strategy. The presenter then elaborated on the steps

taken, the challenges faced and the benefits reaped from implementing the P3O model at BAC. The presentation was concluded with a discussion on the key success factors and the lessons learnt, with some statistics that gave an indication of the achievements made so far since the concept was introduced two years ago.

The audience’s feedback was enthusiastic with a variety of questions and comments that shed more light on the topics discussed. The evening was concluded at around 9:30p.m. with the attendees partaking of light snacks and having more informal discussions and social interaction.

PMI-AGC Bahrain is the regional office of the Arabian Gulf Chapter of PMI. It represents its members’ interests in project management by organising events, conferences, workshops, training sessions and other related activities to help members keep pace with the developments and advancements in the science and practice of project management. This event allowed the attendees to claim 2 Professional Development Units towards keeping their PMI certification current.

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LOYAC and PMI-AGC sign partnership agreement in Kuwait

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What happens when a non-profit organization dedicated to the overall development of youth and PMI AGC join hands? A partnership destined to benefit both parties.

And that was the positive outlook and mood of the day when LOYAC’S Founder, Chairperson & Managing Director Ms Fareah Al Saqqaf and PMI-AGC Kuwait’s President Wael Hussien Ibrahim Al -Jasem signed an agreement on Monday July 30th ‘12 at LOYAC’S office in Al Qibliya School in Kuwait City.

With this memorandum LOYAC will now be able to provide a platform of opportunities to Kuwaiti youth who are interested in Project Management. LOYAC will be in a position to offer PMI accredited training courses, workshops, specialized seminars, scientific conferences and forums.

The agreement will enable both parties to mutually work on various fields that are of interest to both. PMI-AGC will launch a “Communities of Practice” (CP) for PMI in LOYAC and it will promote the PMI accredited training courses to raise the competency level of project management practitioners in Kuwait.

It will help the youth by supporting their project management initiatives through organizing technical presentations and holding field visits to major local projects. It will also work on initiatives wherein Kuwait’s Project management Professionals will be motivated to participate in PMI accredited events around the world to capture the latest trends in Project Management.

The agreement also integrates with LOYAC’S vision of putting Kuwait on the global map of project management activities, by nationalizing the profession in Kuwait.

LOYAC is a non-profit organization dedicated to the overall development of youth. It was established in 2002, and provides programmes for youth from as young as 6 years old to 28 years. LOYAC has centres in Kuwait, Jordan and Lebanon.

The collaboration with PMI-AGC will support the youth in various ways and will also assist the existing Project Management Practitioners in Kuwait. Best of all, it will encourage the youth to learn the art of Project Management based on PMI guidelines from the experienced mentors of PMI-AGC from a young age.

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The Bahrain division of the Project Management Institute – Arabian Gulf Chapter held a presentation meeting titled “Business Process Re-engineering – My Experience!” for its members and others interested in the topic. Ms. Farah Al Halwachi conducted the presentation, which was held on Wednesday 4th July 2012, at 7:00 pm at the Bahrain Society of Engineers in Juffair. The PMI-AGC President Mr. Majeed Al Gassab. gave the welcome address and following the welcome note, the PMI-AGC Bahrain Region Director of Presentation & Community Relations, Nada Khonji, a certified Project Management Professional (PMP), gave a brief about the Arabian Gulf Chapter. This included the different certifications provided

by PMI, statistics on AGCs current members, and the many benefits of joining PMI.

After the opening formalities and broad information, an exciting and lively presentation followed. The presenter, Ms. Farah Al Halwachi a Chemical Engineer, certified Project Management Professional (PMP) and a Certified Business Analysis Professional (CBAP) shared her exciting experience of implementing a major improvement initiative of Business Process Re-engineering (BRP) for a utilities company. Her presentation covered the understanding of the company’s current processes, the elements that go into developing both an As-is and Re-engineered Risk Register, the experience in creating new processes to

close the gaps and ensure all processes are captured, and analysing and re-engineering processes.

Ms. Al Halwachi then encouraged participants to make this session interactive, by inviting the attendees to join in and share their knowledge and experience on the topic. Many insightful questions were asked and reflected upon during the session – it really proved to be a fruitful session for both the speaker and participants. The evening ended with a networking session between the participants, and the Q&A session continued over a light dinner. Talk, discussions and exchanging experiences flowed freely in the open and friendly atmosphere created by Ms Al Halwachi’s presentation.

Business Process Re-engineering: My Experience!

bahRain


CALL FOR NOMINATIONs2013 PMI PROJECT OF THE YEAR AWARD (POY-2013)

Dear Members :I would like to take the opportunity to inform you that PMI Headquarters have posted the information for “Call for Nominations – 2013 PMI Project Of The Year Award”. Information about the program can be found on PMI web site at http://www.pmi.org/About-Us.aspx (scroll down to professional awards). The “call for nominations” for all 2013 PMI Professional Awards opened on 1 November 2012 with the submission deadline for all awards being 1 April 2013. The 2012 award recipients are also listed on this site. All submission/nominee information, evaluations and rating sheets are confidential to PMI and will not be disclosed. The PMI Project of the Year Award application, timeline, guidelines, etc. were completely revised for the 2013 program. April 1st is now the deadline for all professional awards, including the PMI Project of the Year Award. Information about the 2013 PMI Project of the Year Award can be viewed on this web page: http://www.pmi.org/About-Us/Our-Professional-Awards/Project-of-the-Year-Award.aspx Please review the documents located in the box to the right of the page text which are labeled “Application Forms and Resources”. Below are the hyperlinks below for your convenience. POY Application Document 2013POY Application Guidelines 2013POY Application Contact Information 2013Award Program Release Document 2013Awards Program Permissions Document 2013 For further information on POY 2013 you may contact the PMI-AGC Head Office thru e-mail at : [email protected]. sincerely Yours, PMI-Arabian Gulf Chapter E-mail: [email protected]

Project Management Institute - Arabian Gulf Chapter(PMI-AGC)

Regions : KsA|Bahrain|Qatar|Kuwait|Oman

The benefits of Project Management to General Management

OMan

A Technical Presentation highlighting the more obvious drawbacks to management practices that don’t have the benefit of a Project Management approach to planning was the main subject of PMI-Arabian Gulf Chapter’s 3rd Technical Presentation held on Saturday 20th October 2012 in Modern College of Business and Science in Oman.

The presentation began with a welcome note by Mohammed Al-Ghanboosi, President of Oman Region- PMI AGC, He delivered a brief update to the members regarding the status of PMI community in Oman and briefly highlighted the events that took place this year and the challenges and opportunities facing PMI Oman community.

He then introduced the key note speaker, Mr. Laith Al Harthi who gave a presentation on “Impact of the Project Management Style on General Management from a local perspective”. The presentation highlighted some of the most apparent negative management practices in the local

context. It also demonstrated how the application of Project Management Principles and PMI Methodology could play a significant role towards narrowing the gap between the existing management behaviour and that of the Industrial Standards and Recognized Best Practices.

Professionals from several different sectors of industry and commerce attended the presentation and a number of the attendees shared their experiences on the topic.

The presentation was rounded off with a group dinner and an opportunity for social interaction and networking.

GPM news


Financially green in

Riyadh

PROJECT REPORT

A greener, cleaner financial district

grows in Saudi Arabia

Gulf Project magazine explores the project in detail.

JAnuARy 2013 gulF PROJECT MAGAzInE 1918

Going green is the order of the day and the massive 1.6 sq.km King Abdullah Financial District in Riyadh

is at the forefront of a revolutionary new way of developing and designing a project. KAFD is designed by Henning Larsen Architects (HLA) who have used a variety of alternative energy and passive design techniques in order to win its ‘green’ certification. These include developing several ecosystems, water features and judicious shading to mitigate excess solar gain and eventually bring the district’s temperature down by an impressive 8 degrees Celsius.

Today, over six years since work began on the project, Riyadh’s King Abdullah Financial District (KAFD) is still arguably the largest “green” project in the world. It is the brainchild of the Saudi Public Pension Agency (PPA), the land owner and prime developer that set up the Rayadah Investment Company to oversee the project to fruition.

The Saudi Binladin Group is the principal design and build contractor on the project and is responsible for maintaining the project’s aim for Leadership in Energy and Enviromental Design (LEED). According to a MEED report in October, 2012, Mr. Whysal Numan, a director for LEED at the Saudi BinLadin Group, said that the drive to achieve the highest standards in sustainability has involved a wide range of initiatives to lift environmental standards both during the construction process and well after the opening of the project, which is scheduled to take place in 2014.

As energy performance is most critical for LEED requirements, the district aims for a 10 per cent reduction in energy use. According to Mr. Numan, several strategies have been introduced in order to achieve this and they include the use of low ultra-violet materials, shading device systems, heat recovery systems and efficient light fixtures.

“We are aiming to use at least 50 per cent of the materials from recycled material,” Mr. Numan said. This has involved using recycled steel as well as porcelain. “We are aiming that at least 10 per cent of the total cost will be in the form of recycled material and we could get to 20 per cent and more,” he said. Building materials have been selected which are extracted and manufactured within 500 miles of the project site for a miniumum of 10 per cent of the cost of the total value of materials

used in the project,” The targetted 20 per cent includes extensive use of sustainable adhesives, paints, flooring and composite wood all of which are expected to ensure that this target is reached.

Other sustainability initiatives at the project include an erosion sedimentation control plan to reduce pollution from dust and to control soil erosion. One of the simpler measures taken is land-watering in the project – something that is done each hour and every day. This, along with measures such as controlling traffic speed also help to control dust coming from the site. The greening of the project includes diverting at least 50 per cent of construction waste from disposal in landfill and incinerators and employing practical ways and means of improving the indoor air quality so as to reduce

health risks for construction workers. The project will also use

alternative transport systems, and Mr. Whysal said, “The KAFD is to have a monorail system with six stations that will connect with public parking areas. Special parking areas have been designated for bicycles and changing rooms have been provided for people who come to the district by bicycle.” LEED requirements demand that water consumption must be reduced by 20 per cent. To achieve this, technology used in the project includes, among other measures, dual-flush toilet systems, low-water flow fittings as well as judicious use of grey water.

Various retail, financial, residential and cultural facilities will have green roofs that provide insulation and smart lighting solutions to further ensure that energy use is kept to a minimum.

KAFD will be a pedestrian-friendly centre in Riyadh with a monorail and solar powered skywalk bridges, facades will include building integrated solar cells and as far as possible cladding materials have been locally sourced – according to World Architecture News – so that the project’s carbon footprint will be further reduced.

THE PROJECTDescribed as the most significant

real estate development in the Kingdom of Saudi Arabia KAFD is situated on what was a vacant 160-hectare site in the north-east of Riyadh traversed by a wadi. The project was estimated to cost SR28billion ($10bn) and will soon be home to the head offices of Saudi

Arabia’s Capital Markets Authority (CMA), the Saudi Stock Exchange (Tadawul), the World Trade Centre, the GCC Central Bank and the Saudi American Bank (Samba) as well as several other institutions, service-oriented companies and suppliers.

Spread over 1.6million square metres, the King Abdullah Financial District, on completion, will have 34 towers, 62,000 parking spaces and accommodation for 12,000 residents. The KAFD aims to create 44,000 new jobs and to be the largest financial

centre in the Middle East.Key projects currently nearing

completion include the Villas in the Sky, the Gem Building, Crystal Towers and the Mosque all of which individually and collectively are designed to achieve LEED certification on completion.

VILLAs IN THE sKYThe 34-storey Villas in the Sky

tower is situated on parcel 2.13 of the development. It is one of the last buildings in the green thoroughfare – the Wadi – and in a transition

PROJECT REPORT


zone between the public square and the Wadi. The Tower, a prominent landmark for the district, offers a gross floor area of 41,000 sq.m.

The mixed use tower, in keeping with its location, is “an ideal high-rise building” in that its polygonal shape with four equal sides allows for highly flexible spaces. The upper levels of the tower have shifted plates that create a jagged facade. This unusual treatment creates a visual differentiation of the various components of the mixed-use building.

The distinctly different components include a retail section,

a commercial office area and above these a dedicated residential space. The retail section covers the first three storeys that are connected to the Wadi at the ground level and by footbrdges – Skywalks – for easy access at the higher levels. Fourteen floors above this retail section are dedicated to office space while the top twelve floors house 22 residential units. The entire tower will be served by 14 elevaors, ten reserved for residential use, two for retail and two will operate as goods lifts.

Other noteworthy design features include a curtain-wall glass facade with angled panels that allow the use of

transparent glazing oriented towards the ground, while sloping light-coloured cladding provides shaded interiors and significantly cuts energy-consumption.

GEM BUILDINGThis relatively small building on

Parcel 2.10 is so named because of its jewel-like scale rising to a mere 15 floors. The epithet is further enhanced by its crystalline form and faceted facades.

The Gem has a gross area of 33,500sq.m and comprises three separate buildings – a residential block,

an office block and a multi-purpose podium with a terrace overlooking the garden linked to the green pedestrian thoroughfare of the district.

The faceted exterior of the building is wrapped in a high-quality metal-mesh fabric that provides solar protection and weather-resistance to local sandstorms. Additionally, the geometry and siting of the building create shades between the volumes and this, along with the KAFD project-strategy for water-efficiency, reclamation and energy-efficient

technology, all go towards supporting the project’s mandate of sustainability.

CRYsTAL TOWERsThis block, consisting of two

towers of 18 and 26 storeys, is located between the Financial Plaza – situated at the heart of the masterplan – and the Wadi. Together the towers offer a gross floor area of 93,000sq.m.for commercial and retail occupation.

The Towers feature a raised podium that permits direct access to the Financial Plaza on the one

side and the Wadi on the other. The podium provides a shaded outdoor meeting area while creating a clear and dramatic entrance to the towers’ lobbies. Post-tensioned beams have been used to create an impressive 70m span between the towers.

Decorative recessed scaled crystalline apertures on the towers are designed to minimise solar heat gain while optimising views to the surrounding plaza and landscape. To root the building in the region and contribute to the ideals of

PROJECT REPORT


sustainability, a light local stone cladding with a long lifespan and low maintenance costs has been used.

THE MOsQUE The Mosque is a religious

sanctuary on the east end of Parcel 2.14 and has been built for both visitors and residents of the King Abdullah Financial District. FXFOWLE’s design – a white,

rectangular volume which gently rests over a raised pool of reflecting water – is a contemporary interpretation of traditional Islamic symbolism. The district Mosque is precisely oriented towards Mecca and surrounded on all four sides by water. It is accessed by what appear to be floating walkways that connect at the plaza level via steps and a ramp. The main walkway leads to

the primary Mosque entrance, a small portal positioned on axis with the main prayer room on the first level. Once past this opening, a central corridor leads to the prayer hall entrance. Ablution areas and administrative functions are located on both sides of this corridor.

At the end of the corridor, entrance doors open to reveal a double height main prayer room with a central mezzanine towards the back serving auxiliary prayer functions. Stair entrances on either end of a transverse corridor lead to the mezzanine and roof levels.

The structure is clad in white marble, a classical material traditionally used in mosques to symbolise purity. The reflecting pool on which the mosque rests is lined with polished black marble known for its reflective properties.

The surface treatment of the Mosque’s exterior begins at the four corners of the structure. Each façade is faceted, originating from the corner and bevelling in towards a focal point on each side of the building. The facades are covered with patterned metal screens of laser-cut aluminum

approximately a quarter inch thick. An algorithmic interpretation of the eight-pointed Islamic star, the designers created the screen by abstracting a star pattern by scaling and superimposing it upon itself. The screen is supported by a steel diagrid, a diamond-shaped structural frame that is attached to the solid stone marble border. The result is an active, visually dynamic, porous metal and stone façade.

The focal point of the 65-foot x 40-foot main prayer room is the mihrab, a niche on the west wall that is carefully aligned with Mecca. The marble wall is engraved with verses from the Qur’an. The filigreed exterior screens create a play of light and shadow on the Mosque’s interior that constantly changes with the season and time of day. Illumination is provided by concentric arrays of lighted orbs suspended from the ceiling to represent the sky.

OTHER PROJECTsSeveral other developments

within the KAFD are at different levels of completion. These include the following:• World Trade Centre: this

prestigious building, assigned by Rayadah Investment Company to Gensler and Saudi Binladen Group, is 300m tall and is designed to be an iconic arhitectural landmark within the district. Located on a prominent corner site, the World Trade Centre is organised around the Wadi and will eventually house more than 5,000 personnel.

• GCC Bank Headquarters: this state-of-the art office space in the heart of the KAFD development is tailored specifically in response to contemporary workplace and environmental demands.

It is clad in a distinctive copper and stainless steel shell which is designed to be both aesthetically pleasing and to protect the interior from solar gain.

PROJECT REPORT

We are aiming to use at least 50 per cent of the materials from recycled material.


PROJECT REPORT

• Conference Centre: Spread over an area of 28,350sq.m. the Award Winning Conference Centre – aready acclaimed by the New York Chapter American Landscape Architects (for unbuilt architecture) reflects the angularity of a stark desert landscape. The design inspiration of this building,

however, belies the high-tech features incorporated into its construction. Points to look for include flexible conferencing facilities with operable walls, a 600-seat auditorium with full lecture and cinema support, a digital forum approach that alows all venues to be internally and externally

networked. Other features that set these conference rooms on an altogether new status include the incorporation of 4-wall video environments with walls that contain retractable projection screens so users can conduct virtual video meetings with other conference rooms in the centre or elsewhere in

the world. Each room is also clad in electrochromic glass which permits users to change it at will from clear to opaque glass and so control light levels and ensure privacy. A “media cloud” in the ceiling of each conference room permits communication with attendees’ mobile media devices and also allows for wireless sharing and projection of user content.

On the sustainability front, the Conference Centre features areas of glazing that reduce susceptibility to the desert sun, a ventilation system that incorporates a ‘solar chimney’ and uses solar heat to move air through the main atrium spaces. Even the roof contains indigenous desert grasses to minimise irrigation requirements. • Wyndham Hotel: This 17-storey, 214-room hotel on Parcel 1.08 is yet another architectural marvel. Located on the east side of the KAFD alongside the Wadi, the hotel – a prism-shaped tower - will have four basement levels, a three-storey podium and a 9-storey opening that divides programmatic functions and allows for views and sunlight into the building’s mass. The podium structure houses the hotel’s amenities – conference facilities, a

multipurpose hall, restaurants, spa and rooftop terrace. The 5-star business hotel is managed as a Wyndham property.

According to the district’s construction covenants all buildings facing the Wadi must have a multi-faceted facade. Consequently, the Wyndham Hotel’s north side is made of a semi-transparent aluminium-

and-glass curtain wall and features a wavy facade. This is reflected on the south side of the building as well, however here the surface undulations are constructed of a more opaque stone surface to mitigate extreme heat. The east and west sides of the building echo the uneven profile with a saw-toothed design with continuous slab edges that, while providing visual interest, also offers shading.

With contruction going apace and several components of the KAFD completed or nearing completion, the King Abdullah Financial District has raised the bar for sustainable construction and design. It is years ahead of other similar projects both in the region and beyond. As a beacon for future developments it has led the way in its use of materials, green measures – during construction and post-completion, as well as in its sheer size and concept.

From masterplan to macro-engineering, the Rayadah Investment Company has worked with ten of the world’s best international architectural practices to deliver an environment that is sustainable, responsible and above all livable.


28

In all WALKs OF LIFEProject Management is everywhere Mohammed Masood

PMP, ITIL V3

Customer Project/Program Manager.

MEMbER’s subMissiOn

Mohammed Masood, feels passionately about the subject of introducing Project Management at school level. To write this article he undertook a degree of personal

research and applied his own project-management approach to life in order develop a platform which would, he says, work in the schools. He says, “my thoughts take me back to my school days when I did not have a clear vision about what I was going to do in the next five years. By introducing the basic framework at school level a student can set goals/visions and treat them as projects and follow the standard approach that they learn so that they are guaranteed no less than success.” This article is an individual opinion, he hopes that it will promulgate a concept that is close to his heart.

ABout the Author



Mohammed Masood, feels passionately about the subject of introducing Project Management

at school level. To write this article he undertook a degree of personal research and applied his own project-management approach to life in order develop a platform which would, he says, work in the schools. He says, “my thoughts take me back to my school days when I did not have a clear vision about what I was going to do in the next five years. By introducing the basic framework at a school level a student can set goals/visions and treat them as projects and follow the standard approach that they learn so that they are guaranteed no less than success.” This article is an individual opinion, but he hopes that it will promulgate a concept that is close to his heart.

Adoption of project management practices to any “goal set” or “Vision” yields a desirable outcome. Let us take for example a student, who at an early age has a long-term vision to become an engineer, doctor or an entrepreneur, and wishes to transform that vision into a reality. The majority of students strive hard, follow the curriculum and study in each academic year with a very narrow vision limited to clearing or passing the exams irrespective of knowledge gained as each academic year passes. In reality the students never realize that their vision to become engineers, doctors or entrepreneurs, is, in and of itself, a project and that the outcome of this project is the vision that they had envisaged in the early stages of their lives. At this stage, the mindset of the student is not fully focused as he or she just follows the pattern for study taught in the school or college.

To develop the immature mind PMI should consider developing an introductory, customized, very basic/fundamental project management course. This could be introduced at the school level to assist students and enable them to construct their own study plan, evaluate knowledge gained and consider how the knowledge gained will eventually apply to the field

they are eventually looking to join. A step by step approach via a

fundamental course on project management at the school level would definitely help to change the mindset of students and assist with overcoming the vague vision of just passing their exams to a much more focused mind for gaining knowledge and understanding how to apply that knowledge to the field he or she is studying for. In other words PMI directly prepares young minds by putting them into a globally accepted framework and proven practices.

In today’s environment the best practices of project management are greatly needed in any field for an outcome to be a desirable. The professional certification in Project Management then becomes an essential qualification to meet and fulfill the market demand – that of applying best practices – which then becomes the core requirements for any project.

In my personal opinion, and from observing and interacting with those in my community and those whom I come across as casual acquaintances, I have seen that there are many project managers and would-be project managers who are interested in becoming certified Project Managers. However, when it comes to the assessment of pre-qualification requirements - as set out by PMI for PMP Certification – viz. 35 hours of Project management training + 4500 hours if you are a graduate, or 7500 hours of Project management training hours needed if you are NOT

a graduate, etc. - I have noticed that most of them give up on their plans to complete the certification.

Although there are several

dependent factors we can count here that are preventing experienced project managers from becoming certified Project Managers, one of the main factors is that they are missing the fundamental project management training. The other factor, which I noted and which is common in the field of project management, is a time constraint. Generally people don’t find the time to study or attend full day classes; this is in spite of being support by the organization with which they work. One only realizes how significant the personal development is after one becomes a certified Project manager (PMP). Only then is it understood how important a role time management plays, irrespective of the number of

projects one manages and the time constraints one has.

With the introduction of fundamental project management processes and framework at the school level and in the long term (may be in less than a decade), PMI will certainly reap the fruits of and contribution to young minds of the organized approach towards achieving a better outcome or result through the application of best practices. Moreover, the pre-requisite of 35 hours needed prior to filing the application for certification will not be required if a person is a graduate and/or has attended a school where this is taught, as by default he or she would already have the necessary pre-requisite. And so, to apply for the

examination he or she should only need the required experience hours in the field of project management.

PMI’s research and work have already proved and convinced the world that the adoption of project management practices (PMBOK V4) has, over the years, become the key to the success of projects. By introducing a similar framework at school level with a different terminology such as “Management of Visions” or “How to set the goals and manage them to get the desirable results”, etc. And, given PMI’s track record, introducing the project management curriculum at the school level globally shouldn’t be that big a thing. In addition, I strongly believe that this approach will be welcomed whole-heartedly.

This methodology of shaping the mindset of students as to how to realize their visions or goals through the application of a PMI recommended framework is sure to be a success, because it is a predictable outcome. However, this is not just limited to the application of school level goals or visions but rather the practice of project management will evolve over time and will work when they are able to move into real project management professions with a little or no effort.

Project management exists everywhere and in all walks of life, as it requires a focused mind to observe all around him, a conscious mind to visualize goals and act upon it to proactively achieve it at some point in time. What is required here is to have a standard approach or best practices framework to be followed for realizing goals as every vision or goal anticipates no less than a good outcome or success. And to achieve this one needs to apply proven and best practices. Having this at the school level means shaping the mindset to be able to think and apply all that is learned when it is needed.

In conclusion, I highly recommend PMI to promulgate this idea, brainstorm further on the subject matter of this article and take action if this in the wider interest of the PMI organization.



Large projects run for several years and are often completed in phases. Almost all ICT (Information and

Communications Technology) domains have a life cycle of 5-8 years and ICT infrastructure is the most significant as it is designed and implemented at the time of construction consuming most of its life cycle time.

The ICT industry has experienced dynamic transformation with more and more data being transported at ever increasing speeds and so has the ITS (Information Transport System). It is imperative to revisit the ITS infrastructure design for enhancements and necessary inclusions, during the project/phase execution in order to do justice to the facility’s ICT requirement at a future date. Enhancements resulting from

design review can be implemented relatively easily this helps avoid doing so when the facility is functional.

Lessons learnt from phase closure process and incorporating the ITS (Information Transport System) advancements include: infrastructure design reviews and consultation with SMEs (Subject Matter Experts) to establish the visibility for subsequent phases of the project. This calls for the project management team to play a proactive and pivotal role in enhancing their vision to add value to their projects. The concept of adding value to the project is inevitably important, when it refers to laying ICT infrastructure.

Prince Mohammad University project began in the year 2006, since then the university campus has several buildings that were

completed in a phased manner. At the time the project was designed, the 1G Network was popular, however in the subsequent years 10G has taken its place. Information usage has grown immensely and hence its transportation system has to keep pace with it. We adapted the change in ITS requirement and implemented 10G ICT Infrastructure to the rest of the buildings.

With every passing day, ICT usage scales up and by putting the right ITS infrastructure in place we can deliver the projected services. Project managers are expected to add value to their project by initiating/ recommending/ implementing ITS infrastructure enhancement, put forward by Communications Infrastructure Designer on board/ on consultation.

Add value to your project

by Mohammed Asgharuddin Ahmed

rCDD, DCDC & PMP

Communications Infrastructure Designer

Prince Mohammad university


There are around 270 Chapters serving Project Management Institute (PMI) members and communities in more than 70

countries around the world and we are proud to have our chapter, PMI-AGC among the top performing chapters in the world. PMI –AGC has always focused on adding value and addressing the needs of our community. We have been constantly recognized by business organizations and practitioners as a vital contributor that represents PMI in the region and promotes the discipline and profession of our practice. PMI-AGC over and the course of several years has consistently helped in spreading awareness of PMI and project management by reaching out to leading organizations in the region, interacting with local governments, hosting conferences, events, seminars, courses

for local practitioners thus providing our members with opportunities to grow, network and earn Professional Development Units to maintain their credentials.

We are keen to further enhance the services we provide to our community by increasing the portfolio of services we offer our members in order to help them with their professional growth. We want to ensure that organizations in our geographical coverage obtain anticipated business results through the application of PMI’s Best Practices.

We are determined to increase our range of partners starting from local entities such as universities, schools, other PMI chapters and all the way to different complementary institutes that add significant value to our members. Some of our existing partners include Kuwait Information

Technology Society, Loyac, Ras AlKhaima Government and Hult International Business School.

Furthermore, we are strong believers in the importance of the internet and online communities. Therefore, we are planning to venture into revamping our portal and bundling it with exclusive features for members such as a webinars, knowledge base, articles, case studies, white papers, discussion forums and blogs. We are also looking into providing mobile apps that will keep our members in the know of all the events that we are hosting in the region.

To better compete and maintain that elusive edge in our fast paced competitive market, professionals need to build their agility and sharpen their skills. PMI-AGC is committed to helping our members in excelling in their profession by providing adequate infrastructure to will help them achieve their goals.


PMI-AGC Adding Value to our communities

By taking project management

concepts further

toufic halabi

PMI-AGC Senior Vice President, Membership, Marketing & Pr

[email protected]



The seven R’s of Value Engineering Proposals

An Attempt to Leverage historical

Value Engineering ProposalsDr. Muhammad A. Al-Ghamdi, Value Specialist

Saudi Aramco

INTRODUCTIONSince the establishment of Saudi Aramco’s Value

Engineering Program, there have been over 250 value engineering studies conducted on Saudi Aramco’s capital projects, business processes, standards and procedures. These efforts have resulted in the development of over 3,000 value engineering proposals (VEPs) all of which were presented to decision makers for implementation.

In an effort to leverage this great wealth of value engineering (VE) knowledge to benefit current and future Saudi Aramco capital projects, 34 VE reports were reviewed and 299 VEPs were analyzed. This resulted in the identification of seven categories of VEPs that can be utilized to improve the efficiency and effectiveness of value engineering studies.

This article will provide some information on the current utilization of VEPs in Saudi Aramco projects, the benefits of expanding their use and the study conducted to identify the seven categories of VEPs: Remove, Replace, Reduce, Rearrange, Reutilize, Raise and Relate.

sAUDI ARAMCO VALUE ENGINEERING PROPOsALsValue Engineering (VE) is used to improve the value of

those Saudi Aramco capital projects that meet Saudi Aramco VE implementation criteria. This value is further enhanced through the implementation of VE on business processes, standards and procedures that influence the planning and execution of these projects.

The value can be improved through the incorporation of Value Engineering Proposals (VEPs) that are accepted for implementation in the Design Basis Scoping Paper (DBSP) and Project Proposal (PP) documents. Currently, the benefits of VEPs are limited to the particular projects for which they were developed.

saudi Aramco Value Engineering ProgramThe Saudi Aramco Value Engineering Program (SAVEP)

went through several turning points that shaped its current form. The main milestones and accomplishments of SAVEP can be summarized as follows: • Prior to 1998 – VE was implemented sporadically on

Saudi Aramco capital projects.

• 1998 – The SAVEP was formally established. • 1998 – Saudi Aramco adopted the Society of American

Value Engineers (SAVE) International VE methodology. • 1998 – The VE group was formed.• 1998 – Value Engineering studies (VESs) were facilitated

by out of company VE consultants for a selected number of projects.

• 1999 – The first Associate Value Specialist (AVS) certificate was earned.

• 2000 – The Value Engineering Unit (VEU) was established.

• 2000 – VE implementation criteria were introduced [One VE study for projects > $10 Million (MM) and two VE studies for projects > $50 MM).

• 2000 – VESs were facilitated by Saudi Aramco VE professionals.

• 2000 – The first Certified Value Specialist (CVS) certificate was earned.

• 2003 – VE was first conducted on SA business processes, standards and procedures.

• 2003 – Saudi Aramco VE guide was issued.• 2006 – VEU was merged with the Best Practices Unit

(BPU) to form the Value Practices Unit (VPU). • 2006 – VE facilitation was outsourced to an approved list

of out of company VE consultants.• 2009 – VE implementation criteria were revised [One

VE study for projects > $30 MM and two VE studies for projects > $100 MM).

• 2011 – VE facilitation was resumed by Saudi Aramco VE professionals with the support of the approved list of out of company VE consultants.

• 2011 – The Saudi Aramco Engineering Procedure (SAEP)-367, Value Practices Implementation Requirements, was issued.

• 2011 – The Value Practices Management System (VPMS) was developed.

saudi Aramco Value Engineering Process

Any VES consists of three stages, the pre-VE session, VE-session and post VE-session. The activities and durations of these stages are illustrated in Figure 1.

Figure 1 – stages, Activities and Duration of a VEs

stages Pre-VE session VE session Post-VE session

Activities Data collection Information Phase VEPs finalization Models development functional Analysis Phase VE Executive summary Team invitation Creativity Phase Implementation meeting Coordination meeting Evaluation Phase VE report Session preparation Development Phase follow on AfS VEPs Presentation Phase

Durations 1-4 weeks 2-5 days 1-4 weeks



Saudi Aramco’s VE process is similar to the internationally recognized methodology established by Saudi Aramco VE International and it is applicable for capital projects, in addition to business processes, standards and procedures.

Currently, VE is implemented two times on the 90% DBSP and the 30% PP of projects that have cost estimates greater than $100 MM. For projects that are greater than $30 MM, it is mandated to be conducted one time at either milestone.

In addition, VESs are being facilitated by Saudi Aramco VE professionals and out of company approved VE consultants. It is always recommended for VE studies to be facilitated by a CVS. However, an AVS with enough facilitation experience can lead a VE study.

Deliverables of Value Engineering studiesThe main deliverable of a VES is a VE report that

should provide a firm standing of the implementation status of the VEPs. In addition, the VE report shall describe Value Engineering Recommendations (VERs) and capture Value Engineering Ideas (VEIs). VEPs, VERs and VEIs can be defined as: • VEP is an idea that has been created, evaluated and

developed in a VE session and has the potential for the value improvement of the value engineered project. It is

presented for implementation and documented in the VE report. A VEP that meets the basic function of the project is considered a value adding proposal when: - The Life Cycle Cost (LCC) is reduced with increased

quality.- The LCC is reduced with maintained quality.- The LCC is reduced with reduced quality, provided

that the reduction in quality is less than the reduction in LCC.

- The LCC is maintained with increased quality.- The LCC is increased with increased quality, provided

that the increase in quality is more than the increase in LCC.

• VER is an idea that has been created, evaluated and developed in a VE session and has the potential for the value improvement of a future project. It is documented in the VE report.

• VEI is an idea that has been created and evaluated in a VE session and has the potential for triggering future VEPs or VERs. It is documented in the VE report.

VEPs are developed in a one-page template to provide details on the base and alternative cases, their LCC estimates and their advantages and disadvantages. VERs are developed in a paragraph that provides enough detail for their future utilization and VEIs are captured in the VE report as a line item. Figure 2 illustrates the deliverables of a VE session.

Information Phase

Functional Analysis

Creativity Phase

Evaluation Phase

Development Phase

Presentation Phase

Scope

VEIs VEIs VEIs

VEPs VERs VEIs

VEPs VERs

VEPs

Functions (Basic, Secondary, etc.)

Figure 2 – Deliverables of a VEs

Implementation of Value Engineering Proposals By the end of the VE session, a VE executive summary -

that contains the developed VEPs - is sent to decision - makers prior to the VEP’s implementation meeting. The main purpose of this meeting is to finalize the implementation status of the VEPs. By the end of the meeting, VEPs will be classified as Accepted (A), Accepted for Further Study (AFS) or Not Accepted (NA).

The VE implementation meetings are attended by decision-makers representing the Project Management Team (PMT), Facilities Planning Department (FPD), proponent and other stakeholder departments, on an as needed basis. The meeting is usually coordinated by Planning Engineers or Project Engineers with the support of VE facilitators and attended by some team members who are needed to clarify issues related to the presented VEPs.

AFS VEPs are those that are accepted in principle; however, more efforts are needed to confirm their magnitude or clarify their implementation requirements and consequences. Once these efforts are exerted, AFS VEPs shall be finalized as A or NA VEPs and shall be dealt with accordingly.

Figure 3 illustrates the inputs and outputs of a VEP implementation meeting.

Utilization of Value Engineering Proposals

After the issuance of a draft VE report, A VEPs will be directly reflected in DBSPs or PPs, depending on the project stage at which VESs are implemented. Furthermore, AFS VEPs shall be finalized as soon as possible by the Planning Engineers or Project Engineers to capture their benefits in a timely manner. The final VE report shall reflect the final status, i.e., A or NA, of AFS VEPs.

Currently, the benefits of VEPs are limited to the projects for which these proposals were developed. It is not common for VEPs of previous VESs to be utilized for current or future Saudi Aramco capital projects.

THE REUTILIZATION OF VALUE ENGINEERING PROPOsALs

Saudi Aramco has a great wealth of VE knowledge, and there are numerous advantages for the reutilization of historical VEPs.

saudi Armco’s Value Engineering Knowledge

Since the introduction of VE in Saudi Aramco, there have been more than 250 VESs. These studies were conducted on projects of different types, sizes and complexities. In addition, they were implemented on business processes, standards and procedures.

There were more than 100,000 man-hours spent by VE team members representing various Saudi Aramco Departments in addition to contract personnel. There are more than 3,000 VE proposals resulting from these studies and representing multidisciplinary based alternatives for the planning and execution of Saudi Aramco capital projects.

Advantages of Reutilizing Historical Value Engineering Proposals

The reutilization of historical VEPs will lead to, at least, the following benefits:• Trigger ideas during VE sessions.• Reduce durations of VE sessions.• Waive some VE studies.• Motivate VE team members to create and develop better

VEPs.• Facilitate the use of VEPs of previous projects to enhance

the value of current and future projects.• Identify areas for improvement in business processes,

standards and procedures.• Share VE knowledge.• Contribute to Saudi Aramco’s Intellectual Capital

program.

ImplementationMeeting

Minutes ofMeeting

VE ExecutiveSummsryVE Session

VE Report

A VEPs

AFS VEPs

NA

Figure 3 – Inputs and Outputs of a VEP Implementation Meeting



THE sEVEN R’s OF VALUE ENGINEERING PROPOsALs

A study was conducted to leverage some of the historical VEPs. The study resulted in the identification of seven categories for the classification of VEPs.

Data CollectionThe reports of more than 183 VESs were collected with

the help of VE Subject Matter Experts (SMEs). The review of these documents underlined the need to enhance the quality and completeness of some VE reports.

Only 25% of the collected VE reports were randomly selected to pursue this study. It was found that 34 VE reports are complete and suitable for use. These reports have a total of 363 VEPs. The proposals were filtered to 299 VEPs.

AnalysisThe filtered VEPs were reviewed and this led to the

identification of seven categories that can be used for the classification of VEPs. For simplicity, these categories were named with titles that start with the letter “R” since most of them do. They are:

• “Remove” VEPs Definition: Delete or eliminate a scope item. Example: Eliminate the upgrade of the pre-heater

[Budget Item (BI) 10-00040, VEP #1]. • “Replace” VEPs Definition: Exchange a scope item with an alternative. Example: Use waterproofing concrete admixture

instead of painting concrete (BI 10-00081, VEP #7).

• “Reduce ” VEPs Definition: Decrease the number, size or area of a scope

item. Example: Optimize the number of Lift Stations from 15

to 10 (BI 10-00017, VEP #MP16). • “Rearrange ” VEPs Definition: Reorganize the components of a scope item. Example: Connect the fuel oil pressure indicator in

Area-2 to the Area-2 DCS, not to the Utility Area DCS (BI 10-00156, VEP #A47).

• “Reutilize ” VEPs Definition: Use existing materials, equipment or facilities

for the intended scope item.

Table 1 – Percentages of VEPs Categories vs. VEPs Implementation Decisions

VEPs Accepted Accepted for Further Not Accepted All (n= 144) study (n= 34) (n=121) (n= 299)Remove (%) 26 21 25 25Replace (%) 20 26 25 23Reduce (%) 16 12 14 15Rearrange (%) 16 9 13 14Reutilize (%) 11 24 6 10Raise (%) 9 3 9 8Relate (%) 2 6 8 5Total (%) 100 100 100 100

Table 2 – Percentages of VEPs Implementation Decisions vs. VEPs Categories

VEPsc Accepted (%) Accepted for Further study (%) Not Accepted (%) Total (%)Remove (n=74) 50 9 41 100Replace (n=68) 43 13 44 100Reduce (n=44) 52 9 39 100Rearrange (n=42) 55 7 38 100Reutilize (n=31) 52 26 23 100Raise (n=25) 52 4 44 100Relate (n=15) 20 13 67 100

Example: Use the existing unused transformers 601-A&B located at Substation-260 and change the configuration (BI 10-00223, VEP #2.11).

• “Raise” VEPs Definition: Increase the size, number or area of a scope

item or add a new scope item. Example: Install new cable from existing Substation-7

to new system (BI 10-00478, VEP #B3).• “Relate” VEPs Definition: Merge two or more scope items. Example: Combine the two material supply offices into

one building at South Dhahran (BI 10-00296, VEP #C21).

The percentages of VEPs categories vs. their implemen-tation decisions are presented in Table 1 and Table 2.

Findings

In general, the findings of this study can be summarized as follows: • Not all VE reports are in the final complete form. • Most, if not all, VEPs can be classified using the identified

seven categories.• Almost half (48%) of VEPs are “Remove” and “Replace”

VEPs.

• Six of the identified groups have 50% chance of being accepted.

• Of “Relate” VEPs, 67% were not accepted.• Of the “Reutilize” VEPs, 26% required further study.

sUMMARYSaudi Aramco has a wealth of Value Engineering

knowledge. Hundreds of Value Engineering Proposals can be leveraged to benefit current and future Value Engineering studies. This article documents an attempt made to leverage this knowledge.

In this article, an overview was given on Saudi Aramco’s Value Engineering Program, the Value Engineering process and the deliverables of a Value Engineering session. It also highlighted the number of developed Value Engineering Proposals and the benefits that can be reaped from their reutilization. The article also provided some details on a study that was conducted to assess some of these proposals. The study resulted in the identification of seven categories of Value Engineering Proposals: Remove, Replace, Reduce, Rearrange, Reutilize, Raise and Relate. These categories can be utilized in the various phases of a Value Engineering session to enhance the efficiency and effectiveness of developing Value Engineering Proposals.


JAnuARy 201242

by Sarah Fister Gale

Even though budgets remain tight, sustainability

projects can survive the ax - but only if they tie to

organizational strategy.

From GREEN to BLACK

Not so long ago, sustainability was heralded as the new fixture of “business as usual.” But a funny thing

happened on the way to zero emissions: reality, in the form of an economic meltdown that spread across almost every sector in every major market.

Suddenly, investing in green projects wasn’t worth the risk, even with the potential long-term energy savings and public relations boost. Low-carbon projects couldn’t compete with ones promising high growth.

In sum, during this so-called “recessionary hangover,” sustainability

projects slowed, stopped and in some places even reversed, according to the 2012 State of Green Business report from GreenBiz Group. Among the areas showing a drop in interest were:• Clean technology innovations• Energy intensity • Certifications of energy-efficient

buildings• Recycling and decreasing paper use.

But companies cutting their sustainability projects may be missing out, especially if they equate them just with greening their image. They also need to take a good, long look at the hard numbers.

“If you reduce your water footprint, you can drive sustainability performance, mitigate risks and pick up significant cost savings, especially when you look five to 10 years down the horizon,” says Joe Rozza, global water resource sustainability manager at Coca–Cola Company, Atlanta, Georgia, USA. “It’s this redefined business case that drives these investments and supports the mainline growth strategy of the company.”

Forward-thinking companies aren’t succumbing to the hangover; they see sustainability investments as offering a true edge over rivals.

inTERnaTiOnal FEaTuRE

Gulf Project magazine 43January 201342

“When we talk about sustainability, we see it as a business and innovation driver,” says Robert Metzke, senior director and program manager for electronics manufacturer Philips’ EcoVision program in Amsterdam, Netherlands.

Two-thirds of companies see sustainability as a competitive necessity in today’s marketplace, according to a 2012 survey of 2,800 corporate leaders by MIT Sloan Management Review and Boston Consulting Group. That’s up from 55 percent a year earlier.

The study also revealed that just over 30 percent of respondents said sustainability is contributing to their company’s profits. Dubbed “harvesters” by the report authors, these companies

aren’t merely implementing individual initiatives such as lowering carbon emissions or investing in clean technologies; they’re changing their operating frameworks and strategies. Compared to their more traditional counterparts, harvesters are:• Three times as likely to have a

business case for sustainability • 50 percent more likely to have CEO

commitment to sustainability • Twice as likely to have a separate

sustainability reporting process n Twice as likely to have a separate function for sustainability

• 50 percent more likely to have a person responsible for sustainability in each business unit

It’s that ability to turn green

into black on the bottom line that will keep projects moving even when budgets are tight. “The best way to approach environmental issues is from an efficiency and value-creation standpoint,” says Peter A. Soyka, author of Creating a Sustainable organization: Approaches for enhancing Corporate Value through Sustainability.

Companies should start by identifying places where environ-mental issues intersect with opera-tional inefficiencies or innovation opportunities. “Think about the cost of waste consistent with the cost of material. Those are inputs you pay for that you are not converting to productive use,” Mr. Soyka says. “If

2/3 of companies see sustainability as a competitive necessity in today’s marketplace

Sources: MIT Sloan Management Review and Boston Consulting Group


THE sUsTAINABILITY EDGE At logistics company Performance Team (PT), sustainability

projects are considered a must-have, whether the payoff comes in 30 days or 30 years.

“from upper management down to the front lines, sustainability has become a priority,” says Andy Miller, president of retail supply chain at the Los Angeles, California, uSA-based company.

By fostering top-down leadership support, Mr. Miller makes the case for sustainable projects to both improve the company’s efficiency and increase its growth.

Every project plan must have a defined business value based on hard data. Sometimes that value is financial, sometimes it’s tied to regulatory requirements, and sometimes it’s designed to meet customer demands for more eco-friendly services, Mr. Miller says. “Green initiatives are driving the future of this industry,” he says.

To help ensure that every sustainability project aligns with strategic business goals, the project manager meets with a financial analyst during the planning stage to define the project’s business benefit and establish measurable outcomes. upper management then must approve the project plan.

Many projects have obvious demonstrable financial and environmental benefits, Mr. Miller says. for example, PT is currently partnering with power companies throughout the united States in a multi-year project to replace metal halide lights with energy-saving fluorescent fixtures. The ROI of each site depends on the size of the facility and whether it’s new construction or a retrofit. But even for the largest buildings, the payoffs come in three years or fewer, Mr. Miller says.

Other sustainability projects have a less clear immediate benefit to the bottom line. for example, this year, senior leadership approved a project to install hybrid trailer skirts on all of its trucks to improve aerodynamic performance and reduce debris being flung into traffic. And in their port operations, PT has purchased dozens of clean-diesel tractors and uses clean equipment in retail fleet operations.

“There isn’t a clear financial ROI on these projects; it’s about our carbon footprint,” Mr. Miller says.

It’s also about appealing to customers in a still-recovering economy. The clean port equipment, for example, means customers won’t have to pay fees at the ports in Long Beach and Los Angeles, California, uSA through 2015. “That’s a great selling point for us,” he says. “no one is going to do business with a logistics company unless they are willing to support green initiatives. When they see the decisions we are making, it builds their trust in us, which helps our business grow.”

you can implement a recycling program that reduces material waste, you drive costs down while improving your environmental profile. Depending on what you recover, it is likely that you can offset the cost of the recycling activities.”

Asked for their company’s definition of sustainability, 53 percent of 232 global respondents described a holistic approach combining economic, environmental and social benefits, according to a 2012 survey by cloud computing company Rackspace Hosting. Only 16 percent viewed sustainability primarily as environmental stewardship, the same portion that defined it as economic prosperity.

An integrated approach helps keep sustainability projects in the portfolio mix — all sustainability projects need is a champion at the starting line.

sUsTAINABILITY As sTRATEGYDemonstrating the quantifiable value of a

sustainability project starts with the business case, which must outline a measurable ROI that will deliver long-term strategic advantage.

Philips’ strategy is addressing key challenges that require sustainable solutions, including global trends such as aging populations, healthy living, climate change/biodiversity and urbanization.

“As a company, if we can contribute innovative solutions that address these global issues, we will be in business for a long time,” Mr. Metzke says.

To that end, Philips has three goals for 2015: 1. Deliver care to 500 million people with its

healthcare projects that focus on aging, healthy living and personal well-being

Approximately 54.8 billion liters (14.5 billion gallons) of water have been replenished in 94 countries through the Coca–Cola Company’s Community Water Partnership projects, representing 35 percent of water used in the company’s finished beverages.

Source: Coca–Cola Company, Atlanta, Georgia, USA


“‘Sustainability’ is a big word, and it means different things to different people.”

Alison Rowe, Fujitsu, Melbourne, Australia

3. Improve the energy efficiency of its portfolio by 50 percent 4. Double the collection and recycling amounts of its products

The KPIs measure the sustainability of every project and new product Philips delivers, Mr. Metzke says, and project teams are expected to factor metrics into their project plans from the outset.

“If you think about sustainability from the beginning and aim to make it part of every decision, you get better solutions,”

he says. “It makes sustainability tangible for everyone on the team.”

Strategy often comes down to a delicate balance of opportunity and risk, of course. And sustainability aspects play a fundamental role in both.

“Risk management is a big part of sustainability,” Mr. Rozza says. For Coca-Cola, those risks often lead to one of their most significant resources: water.

Water supports the company’s production and operations, and it’s

the main ingredient in most of its 500 brands. “Increasing scarcity and the rising competition for water is a significant business risk for us,” he says. So projects that reduce water use also reduce risks across the portfolio.

To reduce its water use, Coca-Cola has launched projects to retrofit bottling plants, create water treatment systems to reuse wastewater for landscape irrigation and truck washing, and improve monitoring of water use and efficiency in


the plants. “We view these sustainability projects as a solution to a business problem,” Mr. Rozza says.

One of the company’s goals is to replenish the water it uses through community water partnerships so that the water returned is equivalent to the company’s global production volume by the year 2020. The business case lays out each project’s ROI in terms of sustainability, productivity, and reduced cost of and risk around water usage. In addition, a governance committee audits projects to ensure they’re delivering the promised strategic and business goals.

Along with saving resources and money for the company, sustainability answers another strategic need: providing a quantifiable answer to critics in markets where Coca-Cola hascome under fire for its water usage. Approximately 54.8 billion liters (14.5 billion gallons) of water have been replenished in 94 countries through the company’s Community Water

Partnership projects, representing 35 percent of water used in the company’s finished beverages.

sHOW AND TELLEarning buy-in for sustainability

projects is no different than on traditional ones: The stronger the metrics, the stronger the business case. That can be particularly important when addressing skeptical stakeholders still sleeping off their recession hangovers.

“We track and monitor the metrics, which is a huge driver of strategic outcomes,” Mr. Rozza says.

Building the business case for basic energy-efficiency projects, such as changing out light fixtures, is usually fairly easy because they have an obvious and quick ROI. But as the discussion moves into more complex projects, assessing profitability over the entire life cycle can help business owners build a stronger case.

“These longer-term projects will die if you are always focused on short-term returns,” says Emily Reyna, a San Francisco, California, USA-based senior project manager for the corporate partnership program at the Environmental Defense Fund, an environmental notfor- profit group.

Instead, companies should

conduct life cycle assessments to outline with solid numbers the long-term environmental impact of a project.

In 2011, for example, EDF Climate Corps fellows identified energy-efficiency projects in 78 organizations that would not only cut 600 million kilowatt hours of electricity use and 440,000 metric tons of carbon dioxide emissions annually, but would also save US$650 million in net operational costs over the project lifetimes.

Those first two figures may not mean a lot to business-minded stakeholders, though, just as the latter won’t necessarily win over those concerned with carbon reduction. Adapting the value message of these projects to different stakeholder groups is one of the many ways project owners can gain buy-in and support.

“‘Sustainability’ is a big word, and it means different things to different people,” says Alison Rowe, global executive director of sustainability and international business at Fujitsu, a global IT products and services provider in Melbourne, Australia.

46 gulF PROJECT MAGAzInE 47JAnuARy 2013

The best way to change behavior is to have dialogue about what you are doing now. That way, you can think about what to do differently in the future.

— W. Scott tew, Ingersoll rand, Charlotte, North Carolina, uSA.

Project owners must put benefits into the language of their audience. “With the environmental team, we talk about our legacy and protecting the planet for future generations. With the economists, we talk about sustainable growth,” she explains. “And with the businesspeople, we talk about aligning sustainability and strategic goals to gain a competitive advantage.”

Fujitsu also looks for ways to align sustainability projects with growth and revenue opportunities.

That focus spurred the product development group to come up with a sustainable data center service, through which Fujitsu customers can reduce the carbon footprint of their own operations by moving their assets to Fujitsu’s.

For each customer, the Fujitsu team performs both a cost- and carbon-reduction analysis, comparing the in-house data center to Fujitsu’s operation. The teams develop KPIs, including financial and carbon achievements, which they track across the life cycle of the project.

The results have very real implications for Fujitsu. More than three-quarters of respondents said sustainability influences their purchasing decision, according to the Rackspace Hosting survey.

“Innovative sustainable solutions demonstrate to our customers what we stand for,” says Ms. Rowe. “We don’t expect to be known for this, but we do understand that if we don’t make these efforts, we will be excluded from doing business in the future.”

DIsCOVERING A NEW sHADE OF GREEN Ultimately, building a strategy that

benefits both the environment and the organization requires looking across the entire project portfolio through a new lens.

“You should always look at your projects from all angles. Don’t just do the obvious; really push to be innovative and resourceful, and exhaust all avenues,” says John Viera, global director, sustainability and vehicle environmental matters at Ford Motor Company, Detroit, Michigan, USA.

For example, Ford transforms wheat straw—the waste byproduct of wheat—into filling for storage bins. Doing so reduces its petroleum usage by more than 20,000 pounds (9,72 kilograms) and cuts carbon dioxide emissions by more than 30,000 pounds (13,608 kilograms) every year. Ford is now looking for ways to use the waste material in other vehicle components.

The same old take on sustainability won’t do. “Balancing financial goals with sustainability goals is a given, but the key is to have bold and insightful innovators on your team,” Mr. Viera says.

The business case for sustainability is often a variation of implementing a product or strategy that will reduce environmental impact and evolve the brand, all while still promising profitability. “Consider each of these components when building your business case,” he says, “and you will be able to deliver on what’s most important at every level.”


TOOLs FOR sUsTAINABLE DECIsIONsWhen Ingersoll Rand set out to create a culture more

focused on sustainability, it realized that it required a fundamental change in the way its project teams work. And the global industrial equipment company knew precisely what it had to do to get them there: Break out the tools.

“We are an engineering culture, and our people like tools,” says W. Scott Tew, executive director for the Center for Energy Efficiency and Sustainability at Ingersoll Rand, Charlotte, north Carolina, uSA. “When you give them tools to make decisions, it helps them understand what’s important.”

Working with the Environmental Defense fund, Ingersoll Rand’s project teams are performing energy audits of all of the company’s manufacturing and operations facilities, and rolling out projects to cut power use. As part of that process, Mr. Tew and his team are implementing several project management tools to focus project teams on sustainable choices throughout the decision-making process.

When project teams use a template to consider material options when designing new products, there’s now a prompt that suggests choosing recycled metals or materials that can help customers achieve points for energy-efficiency standards.

“By embedding these prompts into the decision-making process, it asks the right question at the right time,” Mr. Tew says.

The company also holds periodic “rapid improvement events” where cross-functional teams come together to brainstorm innovative solutions for specific products or operations. In 2011, one of these events addressed the company’s Kryptonite locks brand; the team discovered it could reduce waste, cost and environmental impact by changing the product’s heavy hard-plastic packing to a lighter, recyclable one.

That resulted in a redesign project in which the team replaced 90 percent of the plastic packaging with cardboard, cutting the carbon footprint of the manufacturing process and offsetting an 8 percent to 10 percent inflationary cost increase related to labor, materials and freight.

“These rapid-improvement events are about looking for ways to improve efficiencies and drive out waste,” Mr. Tew says. “Sustainability is an integral part of that.”

And just as the project teams rate products on reliability, quality and safety, they use a product-level sustainability index report card to rate a project’s environmental outcomes. These reporting tools help Mr. Tew track the company’s sustainability progress and can spark conversations about where teams might improve on the next project.

“The best way to change behavior is to have dialogue about what you are doing now,” he says. “That way, you can think about what to do differently in the future.”

Gulf Project magazine 49January 201348

Effectively Handling

Project Issues, Risks, and Actions

By richard Bernheim, MBA, PMP, Project Manager, SAP Practice

The effective handling of all project issues, risks, and actions by a project manager and/or project management office (PMO) is one of the more important daily responsibilities. Good

performance in this regard is a critical PMO success factor. It is imperative for a PMO to do a thorough job throughout the entire life cycle of a project by helping all of the members of the project team identify, track, and properly dispense with all these pertinent matters. Because of this, I want to propose some “best practices” regarding what I believe is the proper handling of all project issues, risks, and actions. It may seem quite clear and obvious what needs to be done, but I have seen project teams do a very good, to quite poor, job of handling their issues, risks, and actions. It is for this reason I share this important and rather relevant information.

To begin with, clear definitions are in order. A project

issue is defined in A Guide to the Project Management By richard Bernheim, MBA, PMP, Project Manager, SAP PracticeBody of Knowledge (PMBoK® Guide)—Fourth Edition (Project Management Institute, 2008) as “a point or matter in question or in dispute, or a point or matter that is not settled and is under discussion or over which there are opposing views or disagreements.” Thus, an issue can impact a project’s schedule, scope, budget, or its resource allocations and for which project management has the ultimate responsibility. Typically, anyone associated with the project can raise an issue at any time during the project life cycle. Once an issue is raised, it falls on the PMO to process it through to a complete and satisfactory final resolution. Some projects create a template or form to capture the details of each issue, whereas others simply rely on a log to collect this



should contain the following data columns, which include:• Assigned action number – by the PMO• Brief summary, along with a more detailed description• Person(s) who initiated the action• Date action opened• Person(s) assigned to resolving the action• Date action resolution needed by• Record of actions taken to date• Date action closed

The reality of projects is such that these items tend to be rather dynamic. They can easily move from one category to another and back again. For example, an issue can later become a risk, or a risk can later turn into an issue. Also, actions can later become either an issue or a risk, and the opposite (an issue or a risk can turn into an action) is true as well. Whenever the category changes, this fact must be properly noted in all relevant logs and cross-referenced for audit trail and status reporting purposes.

The common process for effectively handling project issues, risks, and actions is first to collect and record all of the relevant data. Then, the PMO regularly reviews any subsequent activity and determines that each item gets assigned to a person(s) who can actually work to resolve it. Finally, each item gets closed out. This all appears to be rather clear and obvious, but in reality it is not so simple. This is due to a variety of real world factors, including organizational politics, the personalities of the people involved, the extent of executive management involvement in the project, the organizational culture, how formal and informal communications occur within the organization, and so forth. These aspects complicate the process, often resulting in much slower than expected progress, organizational and project member conflicts, stalemates, or a failure to act.

A strong and assertive PMO, along with the project sponsor, must diligently work to overcome these circumstances or the project will be headed for real failure. None of this is easy, nor is it quick to accomplish. Understanding the organization in terms of how things operate and how work gets done, helps to pave the way for a more effective, consistent, and timely outcome.

The project issues, risks, and actions review sessions should be frequent enough to allow time for people to make some noticeable progress between meetings. Typically, a weekly review is appropriate, especially once the project preparation phase is over and done with. Whether or not there should be one joint session to cover all open high-severity issues, risks, and actions is another important matter to be determined. The pros of doing so are:• A one and done session, even if it takes a long time• Items can move from category to category, so this seems

to make more sense• One weekly meeting instead of many, on top of all other

project work meetings• One source of information for weekly project status

reportingThe cons of doing so are:

• Creates a much longer session• Requires greater project team member participation,

although people can come and go throughout but this can be rather disruptive and hard to manage

• Might be hard to know where to begin – whether to start first with issues, risks, or actions, and then what comes next

• Multiple sources and timing for weekly project status reporting

With all this to take into consideration, the PMO must clearly evaluate the best approach for the project and organization they are involved with. It can vary as the project evolves and as circumstances warrant, but this must be a careful and purposeful decision. Typically, issues, risks, and actions tend to increase in number once the project gets underway in earnest. Then, as it moves toward closure, the volume in the activity of these matters tends to wind down considerably.

CONCLUsIONIn summary, project issues, risks, and actions have

many things in common, as well as some that are quite different. One approach to handling them all might work just fine in one project situation, but not in another. It falls on the project manager/PMO and project sponsor to find the right approach to apply in order to effectively handle all project issues, risks, and actions during the entire project life cycle. Once this is determined, the PMO must properly communicate the process to be used to collect, record, review, and finalize all of these matters.

Procedures incorporated into the Project Management Plan document are typically used to inform all appropriate project parties as to what is required of them, when it is required, and how it is to be addressed. This information needs to be very clear and complete so that all appropriate parties fully understand what is required of them. Finally, knowing which of these items to periodically communicate to executive management, the project steering committee, the project sponsor, and all the project team members is another necessary component to be taken into consideration by the PMO as well. All appropriate periodic project status reports, along with any other presentation materials, should reflect this determination and also need to be so noted in the Project Management Plan document.

ABout the Author

richard C. Bernheim, MBA, PMP, is passionate about project management. He has over 30 years of business experience, first as a financial and cost accounting manager, then as a management consultant, and more recently, as an SAP consulting project manager. Mr. Bernheim has been part of over 25 SAP project engagements across a wide spectrum of industrial and service organizations in the united States. He is the author of two recent books on the people side of project management.


an audit trail during, as well as after, project closure.A project risk is defined as an uncertain event or

condition, which if it should occur, could potentially have a negative effect on the project’s objectives (scope, schedule, budget, or its resource allocations) and goals. Risks need to be identified, analyzed, and then clear plans must be put in place to prevent or mitigate each and every one of them. All project risks need to fully addressed and constantly monitored and controlled throughout the project life cycle. It is best to conduct a special session to identify project risks prior to the start of the project. Despite this worthy effort, it is likely that additional risks will be determined later on as the project progresses. Once again, whether a form is used to collect the initial circumstances of each risk or people enter the details directly into the risk log, the data are of vital importance. The typical columns found in a risk log should include:• Assigned risk number – by the PMO• Person(s) who initiated the risk• Date risk opened• Brief summary, along with a more detailed description of

the risk• Severity of the risk• Probability of the risk’s occurrence• Risk’s impact and calculated weight• Risk’s triggering event(s)• Person(s) assigned to monitor and control the risk• Date risk closed• Severity level of the risk• Record of actions taken to date• Current status• Project sub-team or functional/technical area affected

Once again, my experience indicates that a weekly risk review session with all members of the PMO, along with any other required parties, is the best way to stay on top of all project risks. Just as with the issues review meeting, high severity and probability risks should get thorough attention first and foremost, followed by medium, and then low risks.

A project action is defined as a project to-do item. It is not a task listed in the project plan, nor is it a personal project to-do item. It is recorded primarily so that it is neither forgotten, nor neglected. Just as with issues and risks, the details pertaining to actions can first be noted in a form or just placed directly into the action log. This log

It falls on the project manager/PMO and project sponsor to find the right approach to apply in order to effectively handle all project issues, risks, and actions during the entire project life cycle.

information. The log is usually a spreadsheet that contains columns regarding all of the specifics associated with an issue. These pieces of basic data should include:• Assigned issue number – by the PMO• Person(s) who initiated the issue• Date issue opened• Brief summary along with a more detailed description of

the issue• Severity of the issue• Person(s) assigned to resolving the issue• Date issue resolution needed by• Specific closure criteria• Date issue closed• Escalation level• Record of actions taken to date• Current status• Project sub-team or functional/technical area affected

From my many years of experience as an IT/SAP project manager, I have been able to further determine an effective approach for dispensing with all open issues. An issues review meeting should be conducted weekly. Who is to be included in this session can vary but, at a minimum, all members of the PMO are required. The approach I have used for many years has been to clearly define all of the specific levels of severity with the project sponsor, in detail up front, and prior to the start of the project. Following is an example:• “A or High” issues. These are matters which, if left

unresolved, will quickly stop a project dead in its tracks. They impact the entire project and must be resolved by the executive level of management of the organization. Given the nature of this particular severity, a very rapid turnaround time is mandated (e.g., up to 24 hours).

• “B or Medium” issues. These are issues that impact some portion of the project and require the direct involvement of a specific set of middle managers within the organization. Such issues will not stop the project from moving ahead, but they will delay a certain piece(s) of work. A longer turnaround time is acceptable (e.g., up to 72 hours).

• “C or Low” issues. These are matters, which are even more specific within some portion of the project and typically require key project team member involvement. An even longer turnaround time (e.g., up to 8 business days) is quite normal.

Regardless of the severity, all open issues must be closed by the overall project’s closure date, if not much sooner. However, the severity level should drive the weekly issues review meeting in terms of setting priorities for discussion, attendees, and any subsequent required actions. All issues are not created equal, so the proper attention in terms of PMO time and effort must be directed at the issues that are most severe, down to the least severe. Each issue is to be updated with a current status, and a history of all actions taken is to be regularly maintained. The issues log is the focal point for recording all such activity and information. It further serves as a project archive for determining lessons learned and as


The growth of social media, fueled by advancing Internet technology, has reshaped the ways people communicate and network with each other. It allows networks to be built with people who would

have otherwise not known each other in a physical sense.Based on its degree of interaction, the social media can

be classified into four categories: (1) private social media, such as networking sites; (2) online forums; (3) blogs and mini-blogs; and, (4) organizational and professional knowledge portals, with participative and interactive features. Table 1 illustrates the different features of these four types of social media.

Social media is a powerful source of communication and networking, both personally and professionally. It also gives rise to new opportunities to foster knowledge transfers within many professional arenas, including project management. Projects-lessons-learned (PLLs) are cases in point. This article describes the power of social media, as a new means of facilitating communication and interpersonal interactions, and how such power can be translated into a knowledge-sharing platform of PLLs.

THE COMPETITIVE EDGE OF sOCIAL MEDIAHaving grown rapidly over the last few years,

social media has reached the point of enjoying the solid advantages of being deeply entrenched in the public and having an enormous networking capability and high degree of interaction. In particular, social media brings out the

following strengths in the context of professional knowledge transfer:• Huge professional communities are already

formed: Many social media channels have accumulated a large professional audience. For example, more than 120 million professionals have registered on the networking website www.linkedin.com and about 365,000 readers are registered on the knowledge portal www.strategy+business.com.

• Familiarity: It has become a habit for many people to visit social media channels regularly for work and personal purposes, such as networking with others and acquiring the latest trends and insights into their professions. Also, social media has become an increasingly reliable source for people’s professional growth and knowledge gains.

• Low barriers to access: The majority of social media channels offer free and open access to the general public. In the case of private social media, access is limited to employees and related employees of particular organizations, but barriers to information within the media are free for these members; it helps them yield similar benefits while not maintaining the security and confidentiality requirements of specific industries like defense. This lowers the costs and limitations for sharing information and participating in other forms of activities.

• Multi-dimensional interaction: Social media enables diversified forms of participation to occur. For example, members can upload speeches on a networking

Using social Media as a strategic Tool for Projects-Lessons-Learned (PLLs)By Franco Shuwing Pang, PMP


Table 1 – Four Types of social Media Channels

Category

networking sites

Online forums

Mini-blogs and blogs

Knowledge portals

Major Features

• Update professional and personal status• Form networking connections• Post articles, speeches, presentation

materials, and so forth to share with one’s networks

• Form and participate in virtual groups• Post and answer discussion topics

• Post and answer discussion topics• May support

• Post entries• Usually allow limited comments,

feedback, and voting from audiences• Bloggers may respond to audiences’

feedback.

• Organization-specific or professional-oriented

• Publish articles, newsletters, etc.• Usually allow limited comments,

feedback, and voting from audiences.

Host versus Audience

Relationship

no distinct segregation

no distinct segregation

Distinct segregation(n.B.: hosts are usually individual persons)

Distinct segregation(n.B.: hosts are usually groups of individuals)

Degree of Interaction

high

Medium–high

Low–Medium

Low–Medium

Examples

ning;KickApps;SocialGo;JomSocial

www.musicnet.co.nz (n.B.: closed-group forum for teachers);www.pprune.com (n.B.: open forum for pilots)

PMI.org blogs;Twitter

www.hbr.org;www.strategy-business.com


site, update blog entries, contribute articles, and write comments on a knowledge portal. Such interactions help form virtual relationships among members and participants in the media.

• Rapid dissemination of information: The combined power of huge communities in the social media and active participation among its members result in information and ideas being disseminated easily and rapidly. For example, a new idea on leadership from J. P. Kotter’s blog can be read by thousands of professionals within a couple of days, which in turn fuels people’s participation in social media of a similar type.

UNTAPPING THE POTENTIAL OF sOCIAL MEDIA ON PLLs

The above-mentioned strengths make social media a suitable platform for project, program and portfolio managers, project team members, and other professionals to build up and share their PLLs. What is a good fit between the social media and the goal of PLL knowledge transfers? We believe that a good fit lies in the following three areas:• Beyond organizational boundaries: These days,

the majority of PLLs are maintained and being referred to within organizations. Significant benefits will be obtained if portfolios of PLLs can be consolidated and shared through social media, such as expert groups on networking sites and knowledge portals.

Social media allows project managers and team members to learn from other organizations’ experiences when their own organizations do not have the necessary expertise and if an organization or a project team starts a new project in a new country, in a new industry, or is applying a technology it is unfamiliar with. Such benefits will be particularly significant for smaller organizations in which resources are more constrained in acquiring the additional expertise through traditional channels like consultants.

• Efficientcollaborativelearning: The largest value of PLLs is not only the knowledge itself but also the learning process. Social media is a good medium for facilitating the learning process for two reasons: first, it has established a huge base of users and audiences with different backgrounds, which provides a favorable environment

that fosters discussion and collaborative learning among participants. Second, groups of specific industries (e.g., aviation and defense) and areas of expertise (e.g., quality management, organizational development, and diversity) are already clearly formed on the various social media channels. Both factors increase the efficiency for PLLs to reach their target audience and stimulate additional exchanges of knowledge.

• MaturingparticipatorylevelonPLLs: Discussions about project management experience and insights and PLLs with fellow practitioners on social media channels (e.g., online expert groups and blogs) are popular these days. What is emerging now is the trend of “knowledge brokering,” in which professionals make active use of their extended networks outside their organizational and sector boundaries to look for novel ideas and new perspectives to solving problems or issues facing them.

For example, if a change manager in charge of a system-related process change program encounters difficulties in meeting the objective of enhancing local line end-users with new knowledge and skill sets, the manager can seek experience from outside his or her industry (e.g., business coaches or even school teachers) for brainstorming possible solutions. This example reveals that an extended network is a key ingredient to the successful application of knowledge brokering; therefore, social media becomes a good base for professionals to develop such a network in other subject areas.

RECOMMEND PRACTICE ON THE UsE OF sOCIAL MEDIA ON PLLs

Social media can be a useful means that fits the purpose of the PLLs to support knowledge transfers. How can organizations and individual professionals develop better practice in making use of lessons learned?• Strategic deployment of social media: Social media

can be used by organizations, project management offices (PMOs), and program and project teams as a strategic tool for learning and managing knowledge.

The following factors determine how social media is deployed, which social media channels should be selected, what type of content is chosen and how the content is presented, and what are the best learning and knowledge transfer processes (both internally within organizations and externally across industries or specialty groups):

• Goals of PLLs: Are the goals of PLLs to enrich the project knowledge database for supporting future projects; support project managers and team members’ growth; build up networks in corresponding industries or areas of expertise, knowledge-based marketing, or other?

• Number of tools: Deploy social media as a stand-alone tool for recording and transferring knowledge or a part of an organizational project knowledge database?

• Degree of interaction: From the more passive use of

the media as a knowledge repository, toward more active interactions among internal staff members or even external communities.

• Flexibility for use: The use of social media is aligned with an organization’s (or a project management office’s) objectives.

Therefore, executive managers, PMO controllers, and program, portfolio, and project managers should assess the above factors before making decisions on how to engage social media on their PLLs strategy.

• MakePLLsastructuralprocessenabledbysocialmedia: PMO controllers, project, program, and portfolio managers should take a proactive approach by making use of the media’s interactive nature and managing the learning experience. The process would be incomplete if PLLs were only distributed and shared without proper facilitation of subsequent idea exchange and the management of knowledge gained.

Recommended practice, which is worth implementation, includes directing the audience’s discussion, conducting regular reviews on the audience’s feedback, updating PLLs with constructive feedback, nurturing unexplored ideas from being discussed and developed, and searching for related PLLs to incorporate them into a PLL database. The key principle here is to make PLLs an interactive document and PLL-making a lively process. Purely sharing lessons learned and then ceasing further reflection is a passive way of transferring knowledge with limited values. Managing the subsequent exchanges of ideas is an important value-added component that must be included in a social media deployment strategy.

• Select the right social media channels for your organizations: The various social media channels listed in Table 1 have different features in terms of participants’ relationships and interactions. Matching the right type of social media with an organization’s needs (or a project team’s needs) is therefore important. For example, boutique practice firms or small project teams with expertise in a particular area (or a particular industry) may benefit more from focusing their PLLs on specialist blogs and related expert groups on networking sites so that they can draw the attention of fellow experts toward exchanging experience and expanding connections.

For larger organizations with a presence in multiple project teams and “areas of practice,” deploying different channels provides different benefits. Organization-specific knowledge portals are more efficient for the maintenance and tracking of PLLs and the monitoring and management of external audience’s responses. An affiliated advantage of such portals is that they attract a pool of professionals with interests about the development of organizations themselves, which may expose other

opportunities. In contrast, networking sites can provide more secure and controlled collaborative learning environments for organizations’ members if the nature of PLLs is sensitive. In fact, secure virtual collaborative groups were set up by Harvard University on www.facebook.com; such groups require clearer identification of participants to ensure that the disclosure of PLLs is restricted.

• Open sharing and exchange of knowledge and ideas: Certain forms of PLLs are particularly suitable to social media. Focusing on these forms can maximize organizations’ and professionals’ benefits of sharing PLLs through the media and exchanging experience.

Business cases (mini-business cases) and story-style PLLs are appropriate formats to be shared on social media channels because they provide the audience with sufficient specifics for others to understand the lessons’ situations and stimulate their appetites for thought and discussion. The following is a suggested three-part structure for such PLLs: (1) backgrounds or circumstances of the project (or event); (2) problems, opportunities or solutions that occurred; and, (3) reflections of what could have been done, what could be improved, or further recommendations. Apart from more comprehensive business cases or story-style PLLs, question-based PLLs are another format used to draw the attention of fellow professionals and can stimulate fruitful discussions on particular subjects or cases. They help yield hints on lessons that may have not necessarily been learned.

CONCLUsIONThis article reveals how the social media opens up

opportunities to enhance integrated learning and knowledge transfer in an organized and systematic way. Many individual project management practitioners and professionals have been actively sharing their PLLs on networking sites and blogs, but to truly maximize the benefits of social media, larger scale collaborations and clearer strategies are necessary.

ABout the Author

Franco Shuwing Pang is a Project Management Professional (PMP)®, a Six-Sigma Black Belt, and a registered Change Management Practitioner. he has twelve years of experience managing organizational change and process improvement projects for multi-national corporations, such as Walmart and P&o Nedlloyd. he obtained a BA (First Class honours) degree in geography from the university of hong Kong and an MSc degree in Information Systems Management from the hong Kong university of Science & technology. he can be reached by email at [email protected] or LinkedIn http://nz.linkedin.com/in/shuwing


Social media opens up opportunities to enhance integrated learning and knowledge transfer in an organized and systematic way


Worldwide there is a move towards applying Project Management to handling careers and planning career paths. In fact several universities and schools have started to

implement various methods that will help with the overall process of developing, managing, attracting and retaining students. An outcome of this is a new attitude towards Talent Management. Here too, PMI-AGC is working towards and starting to develop this necessary aspect of an individual’s life goals at the grassroots level.

Mr. Yahya Al Ansari head of exploration for Bapco and a PMI-AGC Bahrain Chapter member, has invested some serious time in exploring new ways of discovering and developing talent management that is advantageous for both PMI-AGC as well as for academic institutions.

With this as the goal he says, “a Student Senior Project Sponsorship Program (SSPS) was presented to the PMI Board and it was received very well.” The new training programme he explains, “will reach out to senior students in their final semesters and train them on Project Management at a stage in their academic development when they need it and will easily adapt it to their future projects and in fact their future way of thinking.”

It’s a ‘win-win’ situation he says, as it is in the final year that engineering students are charged with deciding on and completing an engineering project that goes towards their final grades and is featured in the Annual Exhibition. Mr Al Ansari believes that this SSPS programme is aimed at the right place and time in an engineering graduate’s life. At the same time it will help PMI to discover talented people and will eventually develop a strong talent pool that will support Bahrain as a nation. “It is important to move towards both an entrepreneurial and manufacturing culture,” he says. “At present the mind-set of people is to study well, go to university, specialise and find a job. With a ‘project management’ approach PMI-AGC believes that, “we could see them also looking at starting their own manufacturing business.”

The aims of the SSPS project are, to introduce PMI to

university students and professors, encourage creativity and recognise talented students, promote membership into PMI with the students and ultimately to contribute to the community. Yahya also says, “It is the perfect way for students to actually learn how to apply their classroom knowledge to conceiving, developing and implementing a project, on time, within budget and up to required standards.”

The programme is designed to roll out in the period before the final two semesters, as it will require a two-semester commitment on behalf of the students. This will be handled via advertising and announcements in the

universities. There will be a road-show in which universities will be visited and a presentation given to the management. A separate introductory presentation will also be made to the students. All this will be prior to receiving applications.

SSPS will cover different disciplines – engineering, business, IT and others. However, to start with, the programme will target those in electronic engineering. Once students and their projects have been selected, they will be grouped into teams and be eligible to receive the Project

Management training and other forms of sponsorship including PMI training, project follow-up, technical support, consultancy, materials, workshop and tools as well as funding support if possible. Each team will also be assigned a mentor with support provided by volunteers from PMI –AGC.

However, receiving this sponsorship and recognition will not be easy for the students. The SSPS selection process includes a review of projects submitted in which all applications will be evaluated and shortlisted. This will be followed with a face-to-face interview before deserving projects and teams are assigned their mentors. Even through the course of the two semesters the projects will be reviewed periodically to ensure that the student teams are on track. Eventually there will be final presentations, reports and assigning of the highly prized PMI logo on the students’ projects. PMI representatives will attend the final presentations and exhibitions at the university and a special certificate will be awarded from PMI for the best project. The

A new approach for PMI-AGC’s Talent Management initiative

selected team will be given the opportunity to participate in a global competition and in the annual PMI Conference.

Through participating in this course students will acquire the following skills and knowledge:• Understand the nature of project work• Carry out a detailed project definition• Properly authorise projects at all stages• Learn to apply appropriate controls, tools and techniques

to their projects• Produce appropriate reports, plans and other project

documentation• Manage change effectively• Report progress and identify deviations from plan

efficiently• Close a project professionally and learn lessons that

will enhance future projects and understand IT options available in managing projects

• In addition they will learn to assess, develop and manage their own taents

The students will also benefit from the tremendous media attention both locally and regionally through the PMI Magazine. And the organisation will benefit from tapping in to young talent.

Mr Al Ansari also explained that before the programme was developed he personally conducted in-depth research to ascertain the need for such a programme. As an occasional guest lecturer at the University of Bahrain he says, “I sat and talked to the students and the professors and realised that a programme like this will benefit everyone. It will be a 2-way

knowledge transfer between the professors and students, it gives the students the opportunity to challenge their professors and to apply what they’ve learnt in the classroom in a practical way.”

For the moment Mr. Ansari, as PMI-AGC’s spearhead, is targeting the Electronics Engineering students at the Bahrain University. But the hope is that SSPS will eventually be available to all disciplines and all universities. “This first one is really a pilot,” he explains.

When asked why electronics had been chosen as the first discipline, he explains, “Electronics as a course of study, especially in today’s environment, is most likely to evolve into manufacturing.” In this field, Mr Ansari’s personal experience is particularly valuable as, in his individual capacity, he is the developer and inventor of the first electronic device registered and stamped in Bahrain, A product that is today supplied to schools in Bahrain, Kuwait, Oman, Jordan, Egypt and Qatar. It has won recognition by UNIDO (United Nations Industrial Development Organisation) and is frequently cited as a success story.

It’s the kind of thinking he wants to inculcate in students. “In this way PMI-AGC will encourage Bahrainis to break out of the job mould and consider manufacturing and working for themselves as an option, in short applying project management principles while applying talent management techniques to their own lives, not only to their professional development.”

FEaTuRE sTORy

The students will also benefit from the tremendous media attention both locally and regionally through the PMI Magazine. And the organisation will benefit from tapping in to young talent.

yahya al ansari


FEaTuRE sTORy

PMI-AGC Membership & PMP Growth

Driving forward the PMI mandate as being an advocate for project management in the region and promoting our globally recognised standards and credentials is not an easy task. It takes the

collective will of the membership to set goals and aims for PMI in the Arabian Gulf region. This is the burden of responsibility that the newly elected Board of Officers will undertake.

In order to elect the next set of professionals, all highly experienced and dedicated managers, the Project Management Institute – Arabian Gulf Chapter had set in place a strong Election Nominating Committee in April 2012. The election committee consisted of the following members:

• Committee Chairman – Mr. Tofiq H. Al-Gabsani, President Saudi Refining Inc.,

• Committee Member – Mr. Majid F. Ghaslan, ASC Manager, Technical Services Dept.

• Committee Member – Mr. Darryl R. Wong, Refining Engineer (SRI)

The following Board of Officers was elected to take PMI-AGC forward for the period July 2012 – 2015:

PMI–AGCBoardofOfficers2012-2015• Mr. Hashim M. Al-Rifaai as Chapter President, PMI-AGC• Ms. Nabilah M. Al-Tunisi as President, Saudi Arabia

Region

Newly elected PMI-AGC Board takes the reins

• Mr. Abdulmajeed Al-Gassab as President, Bahrain Region• Dr. Khalid Naji as President, Doha Qatar Region• Mr. Wael Al-Jasem as President, Kuwait Region• Mr. Mohammed Al-Ghanboosi as President, Oman Region• Mr. Ibrahim Khader as Senior Vice President, Professional

Development & Education• Mr. Abul Nahid Kamal as Senior Vice President, Admin

& Governance• Mr. Toufic Halabi as Senior Vice President, Membership,

Marketing & PR• Mr. Abdullah Al Qaed, Senior Vice President, Volunteer

Management

PMI-AGCNon-BoardOfficers–2012-2015• Mr. Imad AlSadeq as PMI-AGC Representative, to PMI-

Educational Foundation• Mr. Sam Massih as Treasurer

• Mr. Salim Bhuria – PMI-AGC Head Office

These Board officials will guide the regional PMI membership which today numbers some 3,731 members in PMI-AGC across Bahrain, Qatar, Oman, KSA and Kuwait. They will help us at PMI-AGC achieve those core values that are the drivers to our Vision to be recognised as a vibrant, “Association and Service Provider of Choice” in the professional practice of Project Management in the Gulf Region as well as in our aim to be among the top PMI Chapters worldwide in terms of activities and quality of services.

It is a solemn undertaking and as PMI-AGC members we all dedicate ourselves to assisting our newly elected Board officers in achieving the high standards with which we all wish to be associated as proud members of the Project Management Institute – Arabian Gulf Chapter.

PMi – agC board of Officers 2012-2015

PMi – agC non-board of Officers 2012-2015

President – Saudi ArabiaNabilah Al-Tunisi

President – QatarDr. Khalid Kamal Naji

SVP – Admin & GovernanceAbul Nahid Kamal

AGC Liaison – PMI Educational foundationImad Alsadeq

President – BahrainAbdul Majeed Al-Gassab

ChAPTER PRESIDEnT

Hashim M. Al-Rifaai

President – OmanMohammed Al-Ghanboosi

SVP Membership, Marketing & Public RelationToufic Halabi

PMI-AGC head Officesalim Bhuria

President – KuwaitWael H. Al-Jasem

SVP – Professional Development & EducationIbrahim Khader

SVP Volunteer ManagementAbdullah Al Qaed

Treasurersam K. Massih


PMI-AGC Bahrain Chapter member Reem Al Otaibi is no ordinary civil engineer. An ambitious graduate (with distinction) from the University of Bahrain in her homeland,

her embryonic career path – which has included stints in both real estate and heavy industry - is already studded with notable achievements.

She is part of a select new breed of Bahraini females breaking out of traditional gender moulds and attitudes in the engineering and project management profession and flourishing in what remains a male-dominated world.

As well as being a product of her own talent and determination, Reem’s career success to date reflects the long-term commitment to the empowerment of women by Bahrain’s top companies, not least Gulf Petrochemical Industries Company (GPIC) - a leading Middle East petrochemical manufacturer and local employer - where she is currently receiving specialist industrial training among a number of other engineers, both male and female, from different disciplines.

GPIC is renowned locally, regionally and internationally for its commitment to social causes. As well as supporting the development of Bahraini female talent, it frequently spearheads community charity events as well as having strong environmental credentials.

“Working in such a potentially hazardous environment on a complex process plant is a unique challenge,” she admits, adding that it is nonetheless an excellent and rewarding long-term career option.

“Safety and environmental issues are at the heart of GPIC’s philosophy, and in striving for excellence in this regard it invests heavily in human resources,” she explains. “Working for a globally-respected petrochemical industry is a source of great pride, and I am grateful for the confidence shown by GPIC management in my abilities,” she adds.

According to GPIC, the Company is seeking to employ a greater number of qualified Bahrainis, both male and female, in different departments to give equal opportunities to all but with emphasis on

Breaking gender mouldsPMI interviews reem Al otaibi

PMI-AGC People

Reem al Otaibi

females, in line with the objectives of the Kingdom’s Supreme Council for Women, which champions the employment and training of the female workforce. GPIC has its own Ladies Working Committee, which it says is a driving force behind the increased number of women, like Reem, thriving in a world-class organisation.

Reem says she and her other female colleagues are additionally motivated to be high achievers by GPIC president Abdulrahman Jawahery, who reiterates the Company’s commitment in this regard. “Female GPIC employees are thoroughly competent, fill numerous leading positions in the Company and are highly reliable in taking up their duties and responsibilities,” he notes.

GPIC’s support is laying the foundations for what Reem hopes will be a successful PMP career. She joined the PMI-AGC Bahrain Chapter in the year following her graduation and has since become heavily involved in the Chapter’s activities, including assisting with the organisation of PMI conferences in Bahrain.

She is also a member of the Bahrain Society of Engineers (BSE), where she describes interaction and engagement with fellow professionals as furthering her knowledge horizons, even equipping her with the confidence to impart her experience to college students in Bahrain considering an engineering career.

“As a female civil engineer we must prove to our male peers that we can do a job as competently as them. As both a PMI and BSE member I can hone both my project management and softer skills for the wider benefit,” she says.

For Reem, the path ahead appears to be bright. As well as developing her career with GPIC which could establish her as one of Bahrain’s top female engineers, she is working towards taking her PMP exams in the near future, leveraging her experiences with PMI, the BSE and her current and former work colleagues as a reference point.

PMi-agC PEOPlE

Reem al Otaibi with Mr. abdulrahman Jawahery, President, gPiC, bahrain

“female GPIC employees are thoroughly competent, fill numerous leading positions in the Company and are highly reliable in taking up their duties and responsibilities” — says Mr. Abdulrahman Jawahery, President, GPIC, Bahrain


EMPOWERthe future with project managementTM

14 Campus BoulevardNewtown Square, PA 19073-3299 USATel: +1 610 356 4600, ext 7117 Fax: +1 610 356 0357E-mail: [email protected] • Internet: PMIEF.org

The PMI Educational Foundation, a US 501(c) 3 non-profit organization, is registered in the US District of Columbia and all US states requiring charities to do so. Donations may be tax deductible. To view the financial disclosure statement, please visit www.pmief.org. ©2010 Project Management Institute Educational Foundation, Inc. All rights reserved. The Project Management Institute Educational Foundation (PMIEF) logo and “Empowering the future of project management” are registered marks of PMIEF. “PMI” is a registered mark of Project Management Institute, Inc (PMI). For a comprehensive list of PMI and PMIEF marks contact the PMI Legal department.

PMI Educational Foundation’s Scholarships and Awards Program supports the development of the best and brightest future project management professionals worldwide through learning opportunities. Over Us$400,000 in scholarships is available.

Scholarships (due dates vary)

For Students: Academic scholarships for students attending an accredited college or university and studying project management or a related field. scholarships are available for bachelors, masters, and doctoral students.

For Teachers: Project management training scholarships for primary and secondary school teachers to help teachers enhance the learning experience in their classrooms. Two types of scholarships are available: on-site seminars in select U.s. cities and online courses.

For Nonprofits and NGOs: Project management training scholarships for employees of nonprofit and nongovernmental organizations to help organizations improve the effectiveness and efficiency of their operations and ultimately increase their impact on the people and communities they serve.

For Professional Development: Project management training for any professional who wishes to improve their professional capabilities.

Awards (due dates vary)

The James R. Snyder International Student Paper of the Year (ISPY) Award is available to undergraduate and graduate students for research papers that advance the concepts, tools, and techniques of managing project oriented tasks. Awardees receive a Us$500 honorarium plus an expenses paid trip to attend the PMI Global Congress in their region and present his/her paper.

The Donald S. Barrie Award is available to undergraduate and graduate students and practitioners for the research paper that best advances knowledge in the field of design, procurement and/or construction by providing a useful contribution to the engineering and construction industry. Awardees receive Us$500 and a chance to present his/her paper at PMI Global Congress – North America. Applications are due mid-December.

The Doctoral Research Grant Program is available to full-time and part-time doctoral students who are conducting research in the field of project, program, and/or portfolio management.

The Kerzner Award, sponsored by the International Institute for Learning, Inc., is granted to one project manager each year who most emulates the professional dedication and excellence of Dr. Harold Kerzner, PhD, Ms, MBA. The recipient of this prestigious award will be given a voucher worth Us$5,000 in IIL training and will receive an all expense paid trip to be recognized during the PMI® Global Congress-North America. Applications are due 1 May.

For more information or to apply, visit the ‘scholarships/ awards’ section of PMiEF.org or email [email protected]

SCHOLARSHIPS AND AWARDS

JAnuARy 201364

Qanbar Dywidag Precast Concrete

Co. Ltd (QDC) is famous for the

construction of quality mass

housing projects. Over the past

years it has a proven record

through its value engineering

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solution for all types of Housing &

Apartment buildings.

QDC has executed variety of mass

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approximate 7000 units of housing

projects which cover approximate

area of 3,000,000 m2.· 1000 Villas of housing project-Al Khobar· Client : J & P

gulf project - kgoc home page project - january 2013.pdf · advancing the project management...

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