Three ways to get PMP or CAPM certified
ProjectPro is a Registered Education Provider (REP) no. 3618 with the Project Management Institute (PMI).
The Project Management Professional (PMP) and Certified Associate in Project
Management (CAPM) certifications by the Project Management Institute (PMI) are internationally, the most recognised project management certifications. Hundreds of
thousands of project managers around the world presently hold this sought-after certification. Read More
CAPM/PMP Saturday morning workshops
ProjectPro holds Saturday morning workshops to help candidates prepare for the Project
Management Institute’s internationally recognised Certified Associate in Project Management (CAPM) and Project Management Professional (PMP) examinations. Seen
here are some of the candidates at a Pretoria workshop (from left): Letlhogile Lecogo, Guy Erasmus, George Mutera, Karl Reddy, Daniel Modiba and Terry Deacon (ProjectPro facilitator).
Join ProjectPro’s next 3-day weekday CAPM and PMP workshops from 23 to 25 August
2017 or the next Saturday morning workshops from 30 September to 25 November 2017 in Gauteng. Visit Training Schedules
Project Management Demystified
ProjectPro held a 2-day Project Management Demystified (PMD) introductory course at
the Centurion Lake Hotel during June. Seen here at a break-out session are from left: Jenny Voordewind, Noelle Boxel, Moipone Ntai and Tladi Mabulelong. To register for the
next PMD course to be held in Centurion on 10 to 11 August 2017. Visit Training Schedules
Another Cyber Attack!
Petya, a new cyber virus spread from Ukraine to wreak havoc around the globe in June,
crippling thousands of computers, disrupting ports from Mumbai to Los Angeles and halting production at a chocolate factory in Australia.
More than a day after it first struck, companies around the world were still wrestling with
the fallout while cyber security experts scrambled to find a way to stem the spread. The malicious code locked machines and demanded victims post a ransom worth $300 in
bitcoins or lose their data entirely, similar to the extortion tactic used in the global WannaCry ransomware attack in May.
More than 30 victims paid up but security experts are questioning whether extortion was
the goal, given the relatively small sum demanded, or whether the hackers were driven by destructive motives rather than financial gain.
Ukraine, the epicenter of the cyber strike, has repeatedly accused Russia of
orchestrating attacks on its computer systems and critical power infrastructure since its powerful neighbour annexed the Black Sea peninsula of Crimea in 2014. The Kremlin,
which has consistently rejected the accusations, said it had no information about the origin of the global cyber attack, which also struck Russian companies such as oil giant Rosneft and a steelmaker.
How to defend yourself against ransomware:
- The vulnerability does not exist within Windows 10, the latest version of the
software, but is present in all versions of Windows prior to that, dating back to Windows XP.
- As a result of Microsoft’s first patch, users of Windows Vista, Windows 7, and
Windows 8.1 can easily protect themselves against the main route of infection by running Windows Update on their systems.
- Users of Windows XP, Windows Server 2003 and Windows 8 can defend against
the ransomware by downloading the new patch from Windows.
- All users can further protect themselves by being wary of malicious email
attachments, another major way through which the ransomware was spread.
And of course, making regular backups.
Leadership versus Management: What is the difference?
The words leadership and management are often used interchangeably. However, they
are not synonymous. Management is more closely associated with directing another person to get from one point to another using a known set of expected behaviours. In
contrast, leadership involves working with others through discussion or debate in order to guide them from one point to another.
The method that a project manager chooses to employ reveals a distinct difference in
behaviour, self-perception, and project role. Table 1 compares management and leadership on several important levels. Read More
Safcec slams lack of ethical leadership
The South African Forum of Civil Engineering Contractors (Safcec) has issued a stinging
rebuke about the lack of ethical leadership and its impact on foreign direct investment. "That cannot be regarded as ethical," Webster Mfebe, executive director of Safcec, told
the Captains of Construction and Infrastructure conference at the African Construction and Totally Concrete Expo in Midrand. Read More
World Energy Hits a Turning Point: Solar is Cheaper than Wind and Coal
Transformation is happening in global energy markets as Solar power, for the first time,
has become the cheapest form of new electricity.
This has happened in isolated projects in the past: an especially competitive auction in
the Middle East, for example, resulting in record-cheap solar costs. But now unsubsidized solar is beginning to out-compete coal and natural gas on a larger scale, and notably,
new solar projects in emerging markets are costing less to build than wind projects, according to fresh data from Bloomberg New Energy Finance. Read More
Hospital collapse caused by negligent
The collapse of a roof at the Charlotte Maxeke Johannesburg Academic Hospital
in March 2017 was caused by "negligent" overloading of rubble, said Gauteng Infrastructure MEC Jacob Mamabolo.
Workers from a privately-owned
company were repairing a leaking section of the roof at the time. The crushed stone should have been removed from the roof, but regrettably it was stockpiled on the roof and the excessive load caused the
collapse. Five people sustained minor injuries when part of the roof near the hospital's main entrance collapsed.
"The contractor was negligent in how it conducted their work. They should have removed
the crushed stone from the roof. Instead of removing the stones from the roof, they allowed the stones to be piled up....", said Mamabolo. He said the contractor should have
known that such a heavy loading could not be carried by the structure, and it was their responsibility to execute the project safely without damaging the property.
"The damage caused and the people injured are treated in a serious light." Mamabolo
said those responsible for the collapse would be held accountable. He said the incident had led the department into reviewing how it appoints contractors.
Six Habits of Bold Leaders
When Deloitte surveyed 600 USA executives for its 2016 Business Confidence Report,
respondents were in near unanimous agreement on one point: Bold leaders build breakthrough performance. Yet most respondents worried that companies are not doing
enough to cultivate bold leadership skills among rising leaders—and the "leadership deficit" will likely worsen in the future.
These are the traits that set bold leaders apart, according to Deloitte:
- Setting ambitious goals: This was the most common leadership trait identified.
- Inviting feedback from colleagues at all levels: Bold leaders take a 360-degree approach to feedback.
- Innovating: They look for new and better ways of doing things.
- Proposing ideas their companies might consider controversial: They know it’s necessary to push the envelope.
- Building strong teams and empowering them to succeed: Project and programme managers who deftly manage teams are already likely to have this skill.
- Taking risks: This is the least common leadership trait regularly practiced by
Paris or Los Angeles – Who will host Olympics 2024?
The summer Olympic Games is undoubtedly the mother of all projects when it comes to
complexity. The project management challenge is enormous. Stakeholder management itself is the most daunting aspect with thousands of athletes and officials from 206
participating countries and an audience of millions.
Bidding for the 2024 Summer Olympics games started in 2015 with five candidate cities
in contention, but Hamburg, Rome and Budapest subsequently withdrew. The two remaining candidates are Los Angeles and Paris. The host of the Games is scheduled to
be announced at the 130th International Olympic Committee Session in Lima, Peru, on 13 September 2017.
However, IOC President Thomas Bach has suggested awarding the 2024 and 2028
games to Los Angeles and Paris. In April 2017 at the IOC convention in Denmark, Olympic officials met with bid committees from both cities to discuss the possibility of
naming two winners in the competition. The International Olympic Committee wanted feedback on the formation of a working group that will consider giving 2024 to one city and 2028 to the other.
Time is of the Essence
By Terry Deacon PMP
"We must use time as a tool, not as a couch" - John F. Kennedy.
As project managers we can appreciate this statement
because we often use tools on our projects to boost productivity by managing our limited resources to achieve project milestones.
If we cannot manage our personal time effectively, how
can we expect to manage others? This brings me to the topic of personal time management. This is a subject I feel qualified to write about because not only have I read
widely on it, but I have also put the techniques into practice while performing dual careers and roles during my years as managing editor of ProjectPro magazine and
being a full time project manager. I still use the techniques every day of my life to great effect.
Successful time management, just like project management, is a matter of planning and
control. There are many of people out there who will hijack your day if you let them. You certainly wouldn't hand out thousands of rands of your hard earned cash to everyone
who knocks on your door, then why should you give away hours of your valuable time? One can always earn or borrow extra money, but when it comes to time, whether you
are a king or a beggar, you get exactly the same quota - 24 hours per day.
Everyone is plagued by "time thieves", my name for people (you are your own worst
enemy) who rob you of time that should be spent towards achieving your daily objectives. The most wanted time thieves are: Read More
Association for Project Management is awarded Royal Charter
In the United Kingdom, for nearly 800 years, Royal Charters have been awarded to professional bodies, learned
societies and world-class institutions that represent the values of trust, respect and reliability.
In April 2017 the award-winning Association for Project Management (APM) joins this
unique group of organisations by becoming the Chartered body for the project profession. It is a significant milestone in the history of the profession enhancing the
status and recognition of project management as a means of delivering effective change that improves our economy and society. Read More
Lessons Learned are a top priority
Project Management SA-KZN held its monthly members meeting in March 2017 at Varsity College, Durban North under the topic
“A Lessons Learned and Trending System for Projects” delivered by Albert Marquardt from Tennelli. Attended by forty delegates the event was well-received and provided valuable insights.
Albert presented findings from The American Productivity and
Quality Centre (APQC) Knowledge Management Survey.
Among organization that have or plan to implement lessons learned systems, it was
found that policy and process improvements, and efforts to promote adoption and use, top the list of priorities. Improvements to supporting technology come in a close second. Read More
DOL postpones Grayston bridge collapse inquiry
The Department of Labour (DOL) has announce that the sitting of the M1/Grayston Drive Pedestrian and cyclist structural bridge
collapse inquiry that was scheduled for end of March 2017 has been postponed due to technical challenges affecting the proceedings. The inquiry will resume from 4 May 2017 to 9 June 2017.
The bridge collapsed on 14 October 2015 leading to the death of two people; and injury
to 19 persons. Read More
Poor management and workmanship lead to injuries and fatalities
The International Labour Organization (ILO) celebrates the 2017 World Day for Safety
and Health at Work on 28 April 2017. It is an annual international campaign to promote safe, healthy and decent work. Read More
Contractor blamed for hospital roof collapse
A seemingly straight-forward job to repair leaks in the roof of a hospital, resulted in a collapse, fortunately not causing
any fatalities, but still injuring 5 people.
The collapse of the roof near the foyer of Charlotte Maxeke
Academic Hospital, Johannesburg on Thursday 2 March 2017 was a result of the company hired to do maintenance work on the roof failing to assess its strength before piling weight
on it, said Health Minister Aaron Motsoaledi. He addressed the media and said the maintenance company should be held accountable for the roof collapsing and injuring people. Read More
Construction Sector experts to discuss Health & Safety
The Department of Labour (DOL) is to host a Construction Sector Seminar to bring together industry
experts and role players to discuss health & safety matters afflicting the sector.
The Seminar to be held in
partnership with the South African Council for the Project and Construction Management Professions (SACPCMP), a statutory organisation established to regulate Construction Management and
Construction Project Management Professionals to protect the public, will be held under the theme: “Collective responsibility for construction health & safety”. Read More
3 Steps to Registering as a Scheduling Professional
ProjectPro offers a 3-step approach towards obtaining the sought-after Project Management Institute’s (PMI) Scheduling Professional (PMI-SP)SM credential.
The need for competent project management scheduling
specialists continues to grow as projects become more complex with pressures to reduce timelines. This growth is the driving force behind the need for a specialized, internationally
recognised certification in project scheduling.
The purpose of scheduling is to provide a ‘‘roadmap’’ or
barchart that represents how and when the project will deliver the products defined in the project scope by the project stakeholders. The dynamic nature of a project’s
execution is best served by a tool that allows for modeling of the plan and analysis due to the impact of progress and unforeseen developments
Attend the ProjectPro 2-day Introduction to Microsoft Project 2013/2016 course (next course 25-26 July 2017 in Gauteng).
Attend the ProjectPro 2-day Advanced Microsoft Project 2013/2016 course (next course 27-28 July 2017 in Gauteng).
Attend the ProjectPro 2-day PMI Scheduling Professional Exam Preparation Workshop. (next course 31 July-1 August 2017 in Gauteng)
Depending on the delegate’s experience in scheduling they may come in, or stop, at any
step. The PMI Scheduling Professional exam is not based on knowledge of any particular product e.g. MS Project. Sciforma, Primavera, etc.
Employers can trust PMI-SP credential holders to possess the skills, knowledge and
experience to contribute directly to their crucial projects and to impact their organization’s bottom line. This global credential supports organizational needs;
organizations can be confident in hiring capable, experienced project scheduling practitioners. Organizations can offer career paths and encourage individuals to pursue a
career in the valued role of a project scheduling practitioner
Contact ProjectPro on 012 346 6674 or firstname.lastname@example.org for more details. You may register from our website
Project Management Scheduling Professional (PMI-SP)
Dhivaash Sadahew has been certified by the Project Management Institute as a Scheduling Professional (PMI-SP). He attended ProjectPro’s PMI-SP exam
preparation workshop and passed on his first attempt, becoming one of only 1040 scheduling specialists to have obtained this sought after credential world-wide.
A peek at the new PMBOK 6th Edition
Every 4 years the Project Management Institute (PMI) revises their global standard Guide to the Project Management Body of Knowledge (PMBOK). The 6th Edition is due
for publication in the last quarter of 2017.
Here are some of the significant changes:
- The PMBOK will grow from the present 590 pages to over 660 pages
- Three new project management processes have been added, making a total of 50.
- Each of the 10 Knowledge Areas has sections on Key Concepts, Trends /
Emerging Practices, Tailoring Considerations, and Considerations for the Agile/Adaptive Environments.
- New content incorporating the Talent Triangle which comprises Technical Project
Management, Leadership, and Strategic and Business Management.
- Time Management is now called Schedule Management.
- The Critical Chain technique which featured in the 5th edition has completely disappeared
- Human Resource Management now includes non- human resources and is called Resource Management.
The Certified Associate in Project Management (CAPM) and Project Management
Professional (PMP) exams will be based on the 6th Edition from the first quarter 2018. So do not delay, register now for ProjectPro’s CAPM and PMP exam preparation
workshops to obtain your credential while the familiar PMBOK 5th edition content is still valid.
Register on www.projectpro.co.za or contact email@example.com or tel: 012 346 6674.
2016 Construction Extension to the PMBOK® Guide now available
A well-known Guide to the Project Management Body of Knowledge (PMBOK® Guide) provides generalized project
management guidance applicable to most projects most of the time. In order to apply this generalized guidance to construction projects, the Project Management Institute (PMI) has developed
the Construction Extension to the PMBOK® Guide.
This Construction Extension provides construction-specific
guidance for the project management practitioner for each of the PMBOK® Guide Knowledge Areas, as well as guidance in these additional areas not found in the PMBOK® Guide:
- All project resources, rather than just human resources
- Project health, safety, security, and environmental management
- Project financial management, in addition to cost
- Management of claims in construction
The 2016 edition of the Construction Extension follows a new structure, discussing the
principles in each of the Knowledge Areas rather than discussing the individual processes. This approach broadens the applicability of the Construction Extension by increasing
the focus on the “what” and “why” of construction project management. This Construction Extension also includes discussion of emerging trends and developments in
the construction industry that affect the application of project management to construction projects.
A hard copy of the Construction Extension may be purchased from the PMI Store http://marketplace.pmi.org/Pages/default.aspx PMI members can download a soft copy free of charge.
ProjectPro has included the new 2016 Construction Extension processes in their 3-day
SACPCMP validated Construction Project Management (CPM ) course. ProjectPro’s next CPM course will be held in Gauteng on 16-18 August 2017. Contact 012 346 6674 or firstname.lastname@example.org
PMP as popular as ever
It requires years of experience and many hours of study to join the elite group of 728
000 globally certified Project Management Professionals (PMPs). Delegates on ProjectPro’s recent PMP exam prep workshop held in Centurion, peruse some of the
recommended study material on display at the workshop. ProjectPro’s next CAPM/PMP public workshop will be held in Gauteng on 23-25 August 2017. Contact 012 346 6674 or email@example.com In-house workshops can be held at the client’s premises at any time to suit their needs.
A Question of Quality
Over 728 000 Project Management Professionals (PMPs) are currently certified by the
Project Management Institute (PMI). To become a PMP requires candidates to have proven experience and to pass a rigorous 4-hour examination comprising 200 questions
. There are many PMP exam preparation discussion groups on the Internet, one of them being the very active “I want to be a PMP” group hosted by Yahoo.
The PMP multiple-choice exam questions are quite tricky as they are mostly scenario
-based. The following question on quality processes was recently posed on the Yahoo website and led to a lot of discussion: Read More
Collaboration and Conflict
By Mark Mullay
We are social beings. It’s innate to our DNA. It is,
arguably, how we got this far as a species. Our ability to establish trust is what enabled us to develop in social communities. The evolved portion of our brain—the cerebral cortex that makes us unique as a
species—provides the essential tools required for perceiving the world, abstract reasoning and communicating. All of those wonderful, awesome, essential capabilities that allow us to engage in
complex discussion, debate and discourse originate in the cerebral cortex. We are, quite literally, wired to interact.
So why is it so painful to collaborate in real life? Read More
Risky Rio Olympic Games
If I was offered the position of project manager of an Olympic Games, I would have to
think long and hard before accepting it, especially the 2016 Rio de Janeiro games. The two aspects that would give me sleepless nights are risk and stakeholder management.
There are over 200 countries, sending more than 10 000 athletes, with vast numbers of
spectators, media, sponsors, advertisers, vendors, contractors, etc. The list seems endless, but each stakeholder has needs which must be identified and satisfied.
Stakeholder management can quickly turn into a nightmare. Here in South Africa the e-Tolling of Gauteng’s freeways is a classic example of this. Read more
Form-Scaff dismisses suggestions of bias
The next hearings of the Department of Labour inquiry to uncover the causes of the collapse of scaffolding on the Grayston Drive pedestrian and
cyclist bridge in Sandton, Gauteng, have continued. The collapse of the bridge temporary works structure led to the death of two people and injury to 19 others. The investigation, presided over by
Lennie Samuel, and assisted by Lesibe Raphela is being held in terms of the Occupational Health and Safety (OHS) Act in Pretoria.
Gary Farrow, a mechanical engineer from Australia told the inquiry that, although he had
limited access to contracts between Form-Scaff and main contractor Murray & Roberts, his analysis of the fatal site disproves insinuations that he was biased in favour of his “employer”.
Form-Scaff, provides an array of products and services to a range of construction and
civil engineering industries. It was the supplier of scaffolding material in the temporary structure construction on the M1/Grayston Drive project.
Farrow told the inquiry that he had spent nine days on the site of the collapsed
temporary structure at the M1/Grayston Drive bridge to gather information. He further told the inquiry that while he had never worked on temporary structures he had been
involved in other large projects. He said in addition to visiting the site on numerous occasions, he also relied on information obtained from Form-Scaff and on interactions with the company’s personnel.
He said he was supplied with a lot of information, however, he prioritised critical
information which, he said, carried value to his work. Farrow said his receiving of information from Form-Scaff was intended to expedite his analysis.
“My mandate was configuration of the temporary structure and ascertain the causes of
collapse,” Farrow also told the inquiry that he approached his modelling with an open mind and sound judgement, “I did not prejudge evidence in view of evidence on site”.
Asked on the whereabouts of his notes proving his interactions with Form-Scaff
personnel, Farrow said although he did not have a copy of notes, these were entailed in a report (survey) submitted to the inquiry, of which he is a principal assistant. He
dismissed suggestions that he was a tentative witness intent on speculation.
Murray & Roberts had made a presentation to the inquiry Commission in which it
presented a number of models it had designed, in a bid to convince the Commission to provide it with permission to start the reconstruction of the bridge.
Boost for Mvula Trust’s project management
On 5 May 2016, ProjectPro presented a proposal to key stakeholders from Mvula Trust to kick-start an ambitious programme to
improve Mvula Trust’s project management systems and capabilities.
The Mvula Trust (TMT), established in 1993, is
South Africa’s leading and largest water and sanitation NGO. Since its inception, TMT has built a good reputation that positioned the organisation as a change agent and champion of community development. Read more
New Microsoft Project 2016 Distance Learning Course
ProjectPro has added yet another course to its impressive list of training options. Now you can master using
Microsoft’s powerful Project 2016 scheduling software at your own place and pace using printed step-by-step training manuals.
The training pack comprising a manual and a data CD
with templates is couriered to you on receipt of payment. Support is provided through webinars, hotline and email. On successful completion of a scheduling assignment at
the end of the course, you will be sent a ProjectPro certificate of achievement. Read More
Earned Value Management:
Now available as a one-day workshop to earn PDU’s
Imagine a technique that’s like switching on the floodlights to illuminate your entire project. If you spot any warning signs, this
technique allows you to focus a spotlight on the problem area. If that isn’t enough, turn on the Cost Performance Index which is like a crystal ball to predict what your final project cost is likely
to be. This enlightening performance measurement technique is called “Managing with the lights on” or Earned Value Management (EVM). Read more
Around the world on solar power
Solar Impulse 2, a solar-powered aircraft, has landed in Seville, completing the world's
first solar-powered crossing of the Atlantic. Taking off from New York, the 6 760 km flight took nearly three days to Spain.
Solar Impulse 2, which is slowly making its way around the world to Abu Dhabi (the
starting point), has two pilots that take turns. The Atlantic hop was Bertrand Piccard's longest flight in Solar Impulse 2. André Borschberg, who piloted the agonisingly drawn
-out Nagoya-to-Hawaii leg, still retains the record for longest ever solo flight (8924km over 117 hours and 52 minutes) back in July 2015. Read more
Are you fixing problems or fixating on buzzwords?
If you’re confused by all the buzzwords associated with agile methods, you’re not alone.
We’re told we have to track “velocity” using “sprints” towards delivering “epics”. People can get so worked up about implementing strange terms that they fail to make meaningful changes in organisational behaviour. Read more
Project Lessons Learned
Davida van der Walt
Owner Team Consultant
A critical part of a successful project is the ability to identify and apply lessons learned
and successes throughout the project life cycle. Key to the success is capturing the lessons learned and making it available from one project to the next. So what are the
typical challenges being experienced with lessons learned on projects? Read more
ProjectPro's ECPM course is in demand
ProjectPro held another successful 3-day Engineering & Construction Project
Management course in Centurion during June 2016. The course is in demand because it has been accredited by both ECSA/SAICE and SACPCMP. The next course is to be held
at the Centurion Lake Hotel on 17-18 July 2017. To register contact 012 346 6674 or email firstname.lastname@example.org
eLearning for Busy PM’s
Your pace, place and time
No time to attend courses during working hours? Then try ProjectPro’s eLearning courses for
CAPM and PMP certification exam preparation workshops from as low as R3 040 incl VAT . Visit www.projectpropm.com or email email@example.com for more information.
Another successful ProjectPro PMP online student
I would like to thank you very much for offering your
PMP course. I enjoyed it, and I learned a great deal. I passed the PMP exam the first time around. Your PMP training course is very well crafted, and I can recommend it to others.
PMP No. 1803125
Boulder, Colorado, USA.
For more details of eLearning courses visit www.projectpropm.com
China unveils 'straddling bus' design to beat traffic jams
A Beijing company has unveiled a futuristic design for a pollution-busting, elevated bus
capable of gliding over the nightmarish mega-jams for which urban China has become notorious. Plans for the
so-called Transit Explore Bus or TEB were showcased at a recent technology expo in the
The “straddling bus”, which owes more to Blade Runner than China’s car-clogged
highways, is supported by two legs that run along rails laid along the roadside. Those legs allow the TEB’s giant frame to glide high above the gridlock at speeds of up to
60km/h. Equally, vehicles that are less than two metres high will be able to drive freely underneath the bus, even when it is stationary.
“The biggest advantage is that the bus will save lots of road space,” says Song Youzhou,
the project’s chief engineer. Song claims his buses, capable of transporting up to 1 400 commuters, could be produced for 20% of the price of an underground train and rolled
out far more quickly since the supporting infrastructure was relatively simple. One TEB could replace 40 conventional buses, he said.
The project has been greeted with anticipation in China, where traffic jams have grown
as the country overtook the United States to become the largest car market on earth. Last year alone 21 million passenger cars were sold here.
A prototype will reportedly be deployed this year on the streets of Qinhuangdao, a
coastal city about 300km east of Beijing.
A project to discover how stars, galaxies and black holes are formed
Just like its namesake, the Giant Magellan Telescope is all about exploration and
discovery. When completed in Chile in 2024, the project will deliver the world’s largest optical telescope, giving astronomers an unprecedented ability to understand how the
first stars, galaxies and black holes formed. The telescope will produce images with 10 times the angular resolution of those produced by NASA’s orbiting Hubble Space Telescope.
Originally slated for completion in 2016 but delayed by the global economic crisis, the
project is sponsored by a global consortium of universities and scientific research institutions. They’ve raised half of the telescope’s US$1 billion budget. That price tag
makes it the largest privately funded telescope initiative to date.
The project features another first. It will be about 22 storeys tall and rely on the largest
piece of optical equipment ever built: seven massive mirrors each weighing about 17 tons. The surface must be polished to an accuracy of 25 nanometres – about the width of a single glass molecule.
The project site, Las Campanas in the Chilean Andes, was carefully chosen. One of the
highest and driest places on Earth, it offers extreme conditions that are ideal for viewing the cosmos. But the location also is one of the most earthquake-prone in the world, so
the telescope was designed to withstand the largest possible quake in a 500-year period, making it possible for scientists to explore the origins of the universe for centuries to come.
Space elevator has high ambitions
Thoth Technology Inc. has high ambitions. The Canadian space and defence organisation
wants to build a 20-kilometre tall, freestanding elevator to serve as a launch pad for rockets and satellites. Launchers from the very tall tower would require 30 percent less
fuel than ground take-offs, because there’s less gravity and atmospheric pressure at higher altitudes. The projected cost is between US$5 billion and US$10 billion.
Keeping a tower that tall upright against wind and gravity poses major design challenges
, of course. But after eight years of work, the project team of about a dozen people received a U.S patent in July 2015 for the system that solves the problem. The team
designed a pneumatic pressure system that creates a foundation capable of supporting the tower and counterbalancing external forces. Tower operators could control the
structure’s centre of gravity to keep it upright in the face of strong winds.
The project team will build a shorter, 1.5-kilometre tall demonstration version of the
tower to test the launch system. Construction could get underway in 2017.
Robot in a Hard Hat
Construction project managers looking to cope with a labour shortage and speed up the
building process are turning to a new talent pipeline: robots. In Japan, Komatsu, one of the world’s largest construction companies, has created a “smart construction” system.
Driverless bulldozers use construction-site information gathered by drones, cutting projects’ survey phase from two weeks to one day or less. The new system, which
Komatsu is leasing for use on project sites could deliver major efficiencies to organisations executing projects for the 2020 Summer Olympics in Tokyo.
Similarly, a €4.2 million project in Leeds, England aims to create drones that can fix
streetlights and potholes, as well as robots that can go into utility pipes to perform inspections and repairs. Construction Robotics of New York has rolled out a commercial
version of SAM, a semiautomatic mason that can lay three to five times as many bricks per day as a person, depending on the design’s complexity.
Not all team members will see the robots as a benefit at first. “Any time you introduce robots, there is the fear that jobs will be lost,”
says Jonas Buchli, PhD, a professor at ETH Zurich, Zurich, Switzerland. Dr Buchli was part of a project team that built the In-situ Fabricator, a robot that can perform tasks including laying bricks.
While robots like the Fabricator
can lead to reduced head count, the real goal is to automate the dangerous and menial tasks so workers can focus on more high-value work. “Robots will never take over the
construction site completely” Dr Buchli says. Instead, they could benefit companies struggling to fill lower level roles and help workers avoid on the job injuries.
PMBOK 6th Edition is well underwa
The updating process for A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Sixth Edition is forging ahead.
The PMBOK® Guide is unique among the
Project Management Institute’s (PMI) global standards because it contains both a standard and a guide, as it has in past editions. The
standard presents key concepts—it is the foundation that describes what to do to achieve successful projects—while the guide expands upon the foundation with additional
information on how to use proven practices. The standard in the Sixth Edition will have more prominent placement in the Guide than in previous editions.
Let us look at some of the key changes suggested for inclusion in the Sixth Edition. Read More
Scans show possible tomb of Queen Nefertiti
A project to search for the resting place of the Egyptian Queen Nefertiti has revealed
possible "organic material" inside empty spaces behind two walls in the tomb of Tutankhamun. His tomb was discovered in 1922 by British archaeologist Howard Carter.
Radar scans carried out by the Japanese pointed to anomalies behind the walls. A more
advanced 3-D scan will be conducted this month to ascertain whether the empty spaces are in fact chambers. Read More
Last Chance to take PMP Exam before it changes
The final date for sitting the current Project Management Professional (PMP) exam is 11 January 2016. After this date, the PMP will
reflect the new exam content outline.
A recently completed Role Delineation Study
(RDS) provided an updated description of the project management professional role. Research included a large-scale survey of global PMP® certification holders to validate updates to domains, tasks, knowledge, and skills.
The RDS captures perspectives of project management practitioners from all industries, work settings, and regions. It serves as the foundation for the PMP exam and ensures its validity and relevance.
The next ProjectPro public PMP course takes place at the Centurion Lake Hotel 23 to 25
August 2017. Hurry up and register on www.projectpro.co.za or email firstname.lastname@example.org
Project Management Salary Survey
The Project Management Institute (PMI) publishes a biennial salary survey. For 15 years,
this comprehensive report has been an industry-leading source of data, helping employers to better determine salary ranges, and giving project management practitioners a greater awareness of their earning potential. Read More
Underground surprises can wreck the project schedule
Unexpected archaeological findings can wreak havoc on a project’s budget and schedule.
In these instances, work has to stop while the discoveries are investigated, documented and excavated. Careful planning and communication, however, can prevent discoveries
from throwing a project completely off track. Read More
Legacy Leadership: Is a Leader's True Worth Recognized in their Presence or Absence?
Kevin LaChapelle, EdD, MPA
Is the true worth of a leader recognized more in their presence or absence? This is an interesting question posed to a group of graduate
students. In analyzing this provocative question, a number of thoughts were shared. Many reflected on some of the most influential leaders that
impacted their lives, and some of the leaders that had a negative impact on the organization and lives of those they led. Read More
Imposed Deadline Syndrome
Gary R Heerkens, MBA, CBM, PMP
When project managers spend the majority of their time trying to achieve the unachievable, the result is frustration and potential burnout.
As my gray hair clearly suggests, I've been around project management
for a long time. I began leading projects more than 35 years ago, and I've noticed many changes in my work and in the profession. Some of the biggest changes involve how project timelines and budgets are
developed: These responsibilities seem to have drifted away from the project manager's role. Read More
Five Reasons for Change Management Failure
In its 2013 Change and Communications ROI Survey, Towers Watson discovered that
only a quarter of change management projects produced the long term success they originally promised. This number should shock no one; the figure of 70% failure of
change management projects was first noted by John Kotter in 1995 after a ten year study. The only difference is that, despite the emphasis now placed upon change
management theories and practice, the change project failure rate has increased. Daniel Lock looks at five reasons why change management projects fail. Read More
Engineering and Construction Project Management
ProjectPro held a successful Engineering and Construction Project Management in-house
course at the Roodeplaat Dam Training Centre for the Dept. of Water and Sanitation during November. One of the course objectives is to prepare candidates to apply for registration as
a Professional Construction Project Manager (Pr.CPM) with the South African Council for Project and Construction Management Professions (SACPCMP) and to pass the Professional
Interview. The course is validated by SACPCMP for 15 CPD hours. The next public course will be held on 16-18 August 2017 in Gauteng. In-house courses can be arranged in other
centres. For more information contact email@example.com
A unique team-building experience !
The Department of Water and Sanitation is sending 30 of their staff on ProjectPro’s
unique ProjectFlow ® experience. The ProjectFlow ® course comprises four consecutive days of classroom and experiential training using ProjectPro’s project management
methodology. Each delegate receives a CD containing the ProjectFlow ® methodology which is based on the latest Project Management Body of Knowledge (PMBOK Guide) 5th edition. Read More
Project managers should check their assumptions when it comes to their ability to empathize, predict and anticipate with teams.
BY SHEILlNA SOMANI, RPP, FAPM, PMP,
Everyone makes assumptions-both consciously and
unconsciously-based on their past experiences. As project managers, we predict our potential for success or failure, and anticipate problems and solutions, based on these
assumptions. The challenge for each of us is to be aware of the many assumptions we operate on.
Assumptions can be helpful at the outset of a project, but they require validation and
calibration over time. Only with these quality checks do we ensure that our decision-making is as accurate as it can be. Good project managers draw up an assumptions log and keep it up-to-date. Read More
Japan's maglev train reaches 600km/h
A Japanese magnetic levitation train has broken its own world speed record, hitting 603km/h in a test run near Mount Fuji.
Maglev trains use electrically charged magnets to lift and move carriages above the rail
tracks. This minimises the friction encountered by ordinary trains, and allows them to travel faster. Central Japan Railway (JR Central), which owns the trains, wants to
introduce the service between Tokyo and the central city of Nagoya by 2027. The 280km journey would take only about 40 minutes, less than half the current time.
The Central Japan Railway Company is running eight days of testing for the
experimental maglev Shinkansen train on its test track in Yamanashi Prefecture. Train fans have experienced the speed of super-fast maglev trains, during November test runs
for members of the public in central Japan. One hundred passengers whizzed along a 43 km route between the cities of Uenohara and Fuefuki, reaching speeds of up to 500km/h
. Passengers will not get to experience the maglev's record-breaking speeds because the company said its trains will operate at a maximum of 505km/h. In comparison, the
fastest operating speed of a Japanese shinkansen, or "bullet train" is is 320km/h.
Construction costs are estimated at nearly $100bn just for the stretch to Nagoya, with
more than 80% of the route expected to go through costly tunnels.
By 2045, maglev trains are expected to link Tokyo and Osaka in just one hour, slashing
the journey time in half.
Sistine Chapel Upgrade Project
When the Vatican’s Sistine Chapel needed a new lighting system, the project required an artist’s precision. The team had to illuminate
irreplaceable paintings without damaging the fragile frescoes—or disrupting the flow of tourists who flock to see them.
The project, led by Munich, Germany
-based lighting manufacturer OSRAM, required careful planning and continent-wide collaboration to protect the 500-year-old masterpieces. With a budget
of US$2 million, about half of which came from European Union subsidies, the initiative installed 7 000 LED (light-emitting diode) lights throughout the Sistine Chapel in Vatican City.
Choosing an LED system for the Chapel was no leap of faith, as OSRAM had installed a
similar LED system at the Lenbachhaus art museum in Munich, completed in 2013. The Lenbachhaus opted for LEDs because they emit no ultraviolet or infrared radiation, which
is known to be one of the main causes of damage to pigments. The success of that project, the world’s first LED lighting system for an art museum, convinced the Chapel’s
project team that LEDs were the right way to go.
To accommodate the Chapel’s steady stream of 6 million visitors each year, the team
installed the LED system only in the evening, when the Chapel was closed. However, crews only worked from 6 to 11 p.m.—rather than the entire night—because many of the
supporting team members, such as security guards and scaffold builders, also had day jobs.
The 40-member project team was spread out over four countries: Spain, Germany,
Hungary and Italy, which was a requirement of the EU’s funding contract. The project team met in person in various locations and held regular conference calls, but the team
selected a single spokesperson to handle direct communication with the customer. It was crucial that the primary contact can speak the native language of the customer. So they
appointed some-one from OSRAM Italy who would be able to understand all of the client’s subtleties and emotions. I was afraid my message would get diluted, so I was happy to give that responsibility away.
The project, which ran from mid-2011 to late 2014, closed on time and on budget—and
made it possible for some of the art world’s greatest treasures to be appreciated by the public for centuries to come.
ISO 21504: Guidance on Portfolio Management is published
It is with great pleasure that I can announce that ISO21504, the new standard on Portfolio Management which some of you
also contributed to under the leadership of Prof. Carl Marnewick, is now published by ISO as an International Standard.
Well done Carl and team. I know how hard
Carl worked on this both locally and internationally and I know what influence South Africa had on this standard to get it to its present form. Something we can be truly proud
of, and something which I know the international community respects us for.
Please keep supporting our TC (SABS TC 258) and its workgroups, and help us widen
the membership by inviting subject matter experts from industry to join us. We DO make a difference and we HAVE a role to play in ISO and at SABS.
I propose we decide at our next meeting whether we adopt this standard also as an
SABS standard. Think about it!
TC 258 Chairman
Creating a Project Business Case
The purpose of a Business Case is to justify the project expenditure by identifying the
business benefits you're going to deliver. Here's how to create a Business Case in 4 simple steps : Read More
What is Your Burn Rate?
Project management is full of confusing and esoteric terms. From time to time ProjectPro
eNews will discuss the meaning and implications of such terms.
Burn rate is an indicator used to show how the project is performing with regard to
meeting the budget. The burn rate of the project is simply the rate at which the project budget is being spent. Faster than the plan? Slower than the plan? Or exactly to plan? Read More
Tips for Work Breakdown Structures
A Work Breakdown Structure (WBS) is a hierarchical approach to define project work
components. The top level of the WBS is the total project or programme. Each descending level breaks the project work into more manageable pieces.
The lowest level of the WBS is referred to as a work package. On very large projects,
work packages may be handed-off to other project managers. Read more
A Short History of Project Management
As a discipline, project management developed from different fields of application
including construction, engineering, defence, etc. The forefather of project management is Henry Gantt, called the father of planning and control techniques, who is famously
known for his use of the Gantt chart as a project management tool. He was an associate of Frederick Winslow Taylor's theories of scientific management, and for his study of the
work and management of Navy ship building. His work is the forerunner to many modern project management tools including the work breakdown structure (WBS) and bar chart. Read more
The Softer Side
Project management is not all about Gantt charts and risk registers. The Project Management Institute asked
practitioners: Which people skills do project managers need to focus on most to get ahead? Here are some of their answers. Read More
Rewarding the Project Team
Everyone has a need to be recognized and rewarded for their actions. This need will
vary in degree of importance among individuals. It is also important to celebrate, recognize and reward overall team efforts, keeping in mind that a team is a group
of people with complementary skills that work together to achieve a shared goal. Read
Historical Blunders: Lotus Riverside building complex collapse
The Lotus Riverside building complex in Shanghai, China was a complex of 11 buildings
by the riverside. The project was nearing completion, with most of the flats already sold off. Then the workers showed up one morning to find that one of the buildings had fallen
neatly over on its side, virtually intact. The building itself was structurally OK - in fact, considering how well it held together after it "collapsed". But problems were all around
and, more specifically, beneath it.
It was all due to an underground parking garage, some rain and a terminal case of
foundation piles “Made in China”. Investigations attribute the accident to the excavations for the construction of a garage under the collapsed building. Large quantities of earth
were removed and dumped in a landfill next to a nearby river. The weight of the earth caused the river bank to collapse, which, in turn, allowed water to seep into the ground.
So when it rained soon afterward, the buildings foundations gave way, narrowly missing the neighbouring structures, and just barely avoiding kicking off the world's most terrifying domino effect.
Renowned worldwide for its signature silhouette, the Eiffel Tower is synonymous with the city of Paris, France. When a
renovation project required two wind turbines to be added within the landmark’s frame, project managers were able to install them while keeping the tower’s iconic figure intact.
And that wasn’t the only unique project accomplishment.
Stakeholders from the Société d’Exploitation de la Tour Eiffel (SETE) and the office of the Mayor of Paris also made it clear that the turbines couldn’t be lifted with cranes, which could
damage the 126-year-old tower. In addition, the project needed to accommodate the flow of revenue-generating tourists during business hours. This meant the team needed
to find ways to do the most intrusive work at night—without disturbing residential neighbours. Read More
Solar Impulse 2 sets new record
Solar Impulse 2, an aircraft that is powered only by the sun, landed in Hawaii on 2 July 2015, after making
an historic 7 200km flight across the Pacific Ocean from Japan.
Pilot Andre Borschberg landed the
fragile plane at Kalaeloa Airport after 118 hours non-stop in the air, setting a new record for manned solar-powered flight. The flight is also an absolute record for a
solo, un-refuelled journey. Borschberg's time betters that of the American adventurer Steve Fossett who spent 76 hours aloft in a single-seater jet in 2006.
Meeting Borschberg in Kalaeloa was his partner on the Solar Impulse project, Bertrand
Piccard. The pair are sharing flying duties in their quest to circumnavigate the globe - an effort they began in Abu Dhabi, UAE, back in March 2015
It is Piccard who will now fly the next leg from Hawaii to Phoenix, Arizona.That will not
be quite as far as the leg just completed, but it will still likely take four days and nights. From Phoenix, Solar Impulse will head for New York and an Atlantic crossing that would
eventually see the plane return to Abu Dhabi.
Getting Solar Impulse to Hawaii proved more problematic than anyone could have
imagined. The project was stuck in Nanjing, China, for five weeks before the first attempt to cross the ocean was made. Solar Impulse's slow speed, light weight and 72m
wingspan put significant constraints on the type of weather the vehicle can handle, and that first sortie was aborted after just one day in the air because of a fast developing
cold front ahead of it. Borschberg diverted to Nagoya, and then had to wait a further month before being given the green light to again take off for Kalaeloa.
Borschberg said he looked forward to having a shower and visiting one of the many
steakhouses suggested to him on the way into Hawaii's O'ahu island.
Race for the Skies
A Chinese construction company is claiming to be the world’s fastest builder after erecting a 57-storey
skyscraper Mini Sky City in 19 working days in central China.
Broad Sustainable Building, a prefab construction firm,
put up the rectangular, glass and steel Mini Sky City in the Hunan provincial capital of Changsha, assembling three floors a day using a modular method.
It worked on Mini Sky City in two bursts interrupted by
bad weather and red tape. Its time-lapse video of the rapid build has become popular on Chinese video sharing sites since it was first uploaded to YouTube. https://www.youtube.com/watch?v=N6f_sayw0mM
Liu Peng, the associate director of the engineering
consulting firm Arup Beijing, said the method was worth developing because it could become a safe and reliable way to build skyscrapers quickly. “But it is not perfect, and it
does not meet all kinds of personalised demands,” Liu said. “People nowadays want more personalised architecture.” Read More
Internet too big for its boots
The American Registry for Internet Numbers (ARIN), the organization that assigns IP
addresses in North America — the numbers that identify every computer, smartphone and device connected to the Internet — has run out of numbers. It's not the end of the
world, because there's a newer, more robust system rolling out, but it's a milestone in our shared online history, nonetheless.
IP addresses are the four-number strings like 126.96.36.199 that you'll sometimes see
in your browser's address bar, in the guts of your smartphone's system settings, or that you might be asked to type in to your cable modem or WiFi router. That address, 74.125
.224.72, is one of many that should take you to Google.com.
It's like the highway system. If you're driving through New York, you might take
Interstate 95 or I-190 or I-287. But in plain English, it's all the New York State Thruway. Read More
Is a Paperless Society Possible?
Many years ago we were promised the paperless office. A computerised environment where everything is at our
finger tips, filed, indexed, tabulated and cross-correlated, all available and searchable at the touch of a button.
Despite promises, vaunted technology
solutions and desperately fervent attempts at the person, team and organizational levels, this goal still seems remarkably elusive. If you are like most project managers that I know,
you are surveying the ever-growing mountain of reports, forms and budget documentation threatening to engulf your cubicle in a biblical tsunami of letter-size proportions and snorting in derision at the very idea. Read More
New PMI Practice Guide for Business Analysts
The Project Management Institute (PMI) has taken a major step in helping practitioners and organizations
address project-related issues associated with requirements and business analysis with the release of Business Analysis for Practitioners: A Practice Guide.
Organizations now use business analysis as a
competitive advantage, which has increased the demand for practitioners with business analysis skills. Business Analysis for Practitioners clarifies the roles of anyone who performs business analysis. This guide is
unique in that it also includes collaboration points throughout for project managers and business analysts. Taking actionable steps to bridge the gap between these roles will have an immediate positive
impact on project performance and organizational success. Read More
he Power of Vujà Dé
Take a fresh look at old policies and methods.
By Kareem Shaker, PMI-RMP, PMP
French novelist Marcel Proust wrote, "The real act of
discovery consists not in finding new lands but in seeing with new eyes." Some people call this vujà dé: the feeling of experiencing something commonplace as if it were the first time. As project managers, we
sometimes fall into the trap of relying on the familiar, everyday routine and approach the same problems in the same ways. It's important to understand human nature in order to harness the power of vujà dé and
look at the same, familiar policies in a new light.
We are blind to what we don't allow ourselves to see. For example, in the book The
Invisible Gorilla by Christopher Chabris and Daniel Simons, a number of people were asked to watch a video of two basketball teams bouncing balls back and forth. Viewers
were asked to count the number of bounces by one team, and though most viewers counted correctly, most did not notice the person in a gorilla costume moving from one side of the screen to the other.
By giving your utmost attention to one detail rather than any other details, you won't see
the unexpected events. The same holds true with project management. Being laser-focused on one problem in a project could mean completely missing another problem.
We tend to accept convention and don't often challenge the norm. But unless we ask the
right questions, we won't be able to come up with creative answers to problems.
If you've ever wondered why your organization follows a procedure that doesn't make
sense, look at this experiment conducted by Gary Hamel in his book Competing for the Future. Four monkeys live in a cage. Inside the cage is a ladder with a bunch of bananas
at the top. Every time one monkey tries to eat bananas, the monkeys are showered by cold water. When the monkeys learn the pattern, they prevent any monkey from climbing the ladder.
One monkey is replaced with a new one. The new monkey-not knowing about the cold
-water spray, tries to get bananas and is stopped. This continues, and eventually all of the monkeys are replaced, and they all prevent each other from climbing the ladder without knowing the reason behind it.
Sometimes it's worth questioning why we accept the way things are, when an innovative
solution may be just out of the normal reach.
Now that you know the possible pitfalls, project practitioners can use many techniques to
prac-tice vujà dé: critical thinking, 5W1H (who, what, where, when, why and how), 5-Whys (question-ing the subject problem five times to identify root causes), challenging
assumptions, brainstorming, process re-engineering (simplifying underlying steps to boost efficiency of procedures) and flipping preconceived ideas.
Think about how you, as a practitioner, might look at projects through a singular scope.
Allocate some time to contemplate policies and procedures from all sides. Practicing vujà dé may help you find innovative solutions to project problems.
Kareem Shaker, PMI-RMP, PMP, is a senior manager, project and enterprise risk at
Dubai World, Dubai, United Arab Emirates.
Olympic Sized Effort: Lessons learned from working on the 2016 games
By Adriano Mota, PMP
When I joined the organizing committee for the 2016 Olympics in Rio de Janeiro, Brazil, I quickly learned
that my 10 years' experience managing technology-related projects would only help me so far.
All projects are unique, but planning the summer
Olympics might be in a category by itself. Over two weeks in August 2016, 10 500 athletes will compete in 300 events at 33 venues around Rio. Roughly 7,5
million tickets will be sold, and 60 000 volunteers need to be organized. Technology deliverables include mobile, fixed, Internet and cable communications at the competition
venues, media centers and athlete accommodations. In addition, the final delivery date is not negotiable, large sums of public and private-sector money must be aligned, and
the technology required to successfully deliver the games keeps changing. Read More
e-Waste Recycling Projects Desperately Needed
Last year 42 million tons of electronic waste (e-waste) was discarded around the world,
2 million more than the year before.
The United Nations says 50 million tons could be dumped each year by 2018. If you
loaded this waste into 40 ton trucks and park them bumper to bumper, they would stretch from New York to Tokyo and back again. Put other way, the e-waste weighs 110
times more than State Empire Building, or 7 times more than the great pyramid of Giza. Read More
Project Management Demystified
The ladies outnumbered the gents on the ProjectPro’s Project Management Demystified
course. Seen here are the eight delegates enjoying the excellent cuisine at the Centurion Lake Hotel during the lunch break. The next course is scheduled for 10-11 August 2017. Register from www.projectpro.co.za or email firstname.lastname@example.org
CIDB issues collusion charges against construction companies
Following its own investigation into collusive practices in the construction industry, the
Construction Industry Development Board (CIDB) has served charges on fifteen contractors listed on its Register of Contractors, for contravention of its Code of Conduct for parties engaged in construction
procurement. In terms of the charges the parties will now have to appear for a formal inquiry, before an independent investigating committee scheduled to take place in April 2015.
The fifteen companies are: Murray & Roberts Construction (Pty) Ltd, Basil Read Holdings
Limited, Aveng (Africa) Ltd, Esorfranki Ltd, G Liviero Building (Pty) Ltd, WBHO Construction (Pty) Ltd, Giuricich, Haw & Inglis Civil Engineering (Pty) Ltd, Hochtief
Solutions AG, Norvo Construction (Pty) Ltd, Raubex (Pty) Ltd, Rumdel, Stefanutti Stocks Holdings, Tubular Technical Construction (Pty) Ltd and Vlaming (Pty) Ltd.
It has been a protracted process, since allegations of collusion in the construction
industry first surfaced in 2011 to this point, where the CIDB is finally able to bring charges against these construction companies, in terms of their specific legislative and
regulatory mandate. This is a significant step in intensifying the effort to address fraudulent and corrupt behaviour on public sector projects, in the interest of
transparency, fairness and economic transformation in the construction industry.
As the public is aware, there are other companies that have been implicated in the
construction collusion scandal. Not all of these construction companies are included in this first phase of the CIDB investigation process. At this point, the CIDB action is only
limited to the fifteen companies that have made disclosure of their participation in collusive conduct to the Competition Commission. More work is underway to bring all
construction companies involved to book, including investigating those companies that have declined to corporate with the Competition Commission.
The CIDB Act promotes ethical standards that regulate actions, practices and procedures
of parties engaged in construction contracts. The fifteen construction companies are to be charged in terms of Regulation 29 of the Construction Industry Development (CID)
Regulations of 2004, and the CIDB Code of Conduct for parties involved in procurement and the Construction Industry Development Board Act No.38 of 2000.
Durban bids for 2022 Commonwealth Games
Durban’s bid to host the 2022 Commonwealth Games was formally lodged in London this
week. Sports Minister Fikile Mbalula said that a bid by Durban for the 2024 Olympic Games “was on the cards” as a follow up to the Commonwealth Games.
The comprehensive 600-page Commonwealth Games bid book contains an economic
impact assessment that predicts a huge boost to the economy, job creation and improve housing and transport as a spin-off, while officials remain tight-lipped about the actual
cost of hosting the event, with national government yet to formally sign off the project. The committee are projecting it will create nearly 12 000 jobs and provide an estimated R20 billion boost to the economy.
Durban are the only bid in the running as Edmonton in Canada withdrew due to financial
concerns. One wonders why no other cities are keen to host the Games. Although chairman of the bid committee, Mark Alexander, said Durban’s bid could be rejected, the
team was confident after their presentation in London. “The federation was very impressed and we are confident and remain upbeat that when the decision is made in
Auckland, New Zealand on 2 September 2015, Durban will be rewarded as hosts for the 2022 Games.”
Construction Regulations 2014 causes confusion
The Occupational Health & Safety Act 85 of 1993 was amended last year through the
publication of the Construction Regulations 2014 (CR2014) by the Department of Labour.
There appears to be confusion in the construction industry as to:
- Whether a Construction Manager must be registered with the South African
Council for Project and Construction Management Professions (SACPCMP) to operate in the built environment wrt CR2014
- What is an Agent?
It is a requirement in terms of the Project and Construction Management Professions Act
No 48 of 2000, sections 18 and 19 that the Construction Manager and the Construction Project Manager be registered with the SACPCMP. Read more
Construction Project Management in Limpopo
ProjectPro was awarded a Department of Public Works tender to train 65 construction
site officials in Polokwane, Limpopo during November 2014. Seen here is the first team of 31 officials with the facilitator Eduan Pieterse (PMP) on the top right.
The next public Contruction Project Management course will be held in Gauteng on the
16 - 18 August 2017. Register from www.projectpro.co.za or email email@example.com
Tips to Fast-track Team Building - Part 1 and Part 2
In an ideal world team members would spend enough time building rapport before diving into a project. But project practitioners often have to
get a team up and running while its members are still getting to know each other. To succeed, they should skip the icebreakers and try some of the following tips instead.
In this issue of ProjectPro’s eNews we
deal with the first three tips, and next month the remaining three. Read more
Risks Aren't Always Negative
By Christian Bisson, PMP
The word "Risks" carries a negative connotation, which is why project managers tend to believe risks
should be mitigated or avoided as much as possible. But that common belief means you may be missing out on opportunities.
A negative risk is a threat, and when it occurs, it
becomes an issue. However, a risk can be positive by providing an opportunity for your project and organization. This is critical to consider when registering your risks.
Let's say your organization is rolling out a new website; an example of a positive risk
would be having too many visitors. A large amount of site traffic would be great, but there is a risk the servers won't be able to handle it. Read more
Professional Construction Project Manager
ProjectPro lends a helping hand to register for Pr.CPM
Buildings that collapse while under construction are unfortunately common occurrences
these days. The latest collapse in Lagos resulted in 115 people being killed. Unapproved additions to existing structures seem to be the main reason. In South Africa the
Meyersdal and Tongaat collapses recently killed 9 people and are under investigation by the Department of Labour. The Tongaat contract had a court order stopping construction, but was ignored by the contractor.
These tragedies could have been avoided if a registered Construction Project Manager
had been appointed. Read more
BP found grossly negligent in Gulf of Mexico oil spill
BP potentially faces billions of dollars in new fines after a New Orleans judge concluded it
acted with "gross negligence" ahead of the massive 2010 Gulf of Mexico oil spill.
Federal court judge Carl Barbier said that the
April 2010 Deepwater Horizon drilling rig blowout, which killed 11 workers and spilled millions of barrels of oil into Gulf waters, happened because BP's US subsidiaries, along with oil
-services company Halliburton and rig owner Transocean, did not take adequate care in drilling a risky well. Read more
Skylon to fly at Mach 5
The SABRE rocket engine for the Skylon space plane
BUDGET: £5.5 to £7.5 billion for the Skylon, E250 million for the next phase of SABRE prototyping and testing
TRAVEL TIME FROM ENGLAND TO AUSTRALIA:
Four hours via the Skylon, versus 22 hours on conventional flights.
The SABRE engine which will be located in each of the wingtips of the Skylon, shown on the left, will propel the plane at five
times the speed of sound
The media tend to focus on aerospace
developments in the USA, Russia, China and Europe. But there is a lot of space action taking place in the United Kingdom.
Within the next decade, the U.K.'s Skylon
space plane will likely take off from a runway just like countless commercial planes before it. Its passengers, however will be
traveling to space. Maybe they'll arrive at a space station, or a far-flung spot on Earth in just a fraction of the usual flight time.
Before it can even get off the ground, the reusable space plane needs s engine powerful
enough to propel it into the stratosphere. The Synergetic Air-Breathing Rocket Engine (SABRE), designed by aerospace company Reaction Engines in Abingdon, England, came
closer to fruition this year, the British government and the European Space Agency invested more than €60 million in the project.
The next hurdle is to secure the rest of the needed £250 million from investors. Public
and private buy-in has worked hand in hand. The organization's proven ability to attain private financing spurred government funding, and that, in turn, has led to more private support.
Reaction plans to roll out the SABRE prototype in 2017. By 2020, the first Skylon flight
tests are expected to take to the skies-and beyond.
Source: PMI PM NETWORK
A Project to “capture” a Comet
After a decade-long journey chasing its target, the European Space Agency’s Rosetta spacecraft has become the first one to
rendezvous with a comet, opening a new chapter in Solar System exploration.
Comet 67P/Churyumov–Gerasimenko and
Rosetta now lie 405 million kilometres from Earth, about halfway between the orbits of Jupiter and Mars, rushing towards the inner Solar System at nearly 55 000 kilometres per hour.
The comet is in an elliptical 6,5-year orbit that takes it from beyond Jupiter at its furthest
point, to between the orbits of Mars and Earth at its closest to the Sun. Rosetta will accompany it for over a year as they swing around the Sun and back out towards Jupiter again. Read more
Project Management for Engineers and Technicians
ProjectPro facilitated a Project Management for Engineers and Technicians course which was encouragingly well-attended by both male and female
delegates. The course was hosted by AllSectors Business & Communications at the Hilton Hotel in Sandton during July.
The High Cost of Low Performance
For the past several years, the Project Management Institute’s (PMI) Pulse of the Profession reports have emphasized the
benefits of effective project, program and portfolio management. More recently, PMI have begun focusing on strategic initiative management to drive organization success through improved efficiency.
Though executives know what they should be doing – 88 percent say that strategy
implementation is important to their organizations – 61 percent acknowledge that their firms often struggle to bridge the gap between strategy formulation and its day-to-day
implementation. This gap demonstrates a lack of understanding among organization executives that all strategic change happens through projects and programs. Read more
The Crucial Role of Communications
Good communication is crucial to project success — this may seem obvious, but where’s the proof?
As revealed in a new report from PMI Pulse of
the Profession®, 55 percent of project managers agree that effective communications to all stakeholders is the most critical success factor in project management. In fact, for
every US$1 billion spent on projects, US$135 million is at risk — and a startling 56 percent of that amount — US$75 million — is at risk due to ineffective communications. Read more
Program Management Standards Revamped
The Project Management Institute (PMI) has recently published a radical revamp of their Program Management
Standard. The list of changes from the 2nd to the new 3rd edition comprises 20 pages in the document, which gives some idea of the magnitude of the changes.
The 2nd edition’s three themes have been replaced by
five domains which are supported by 36 supporting processes. The five program life cycle phases in the 2nd edition have been streamlined to three in the 3rd edition, but four stages have been introduced. The program
process terminology has changed significantly.
ProjectPro’s PgMP Candidates in Centurion
Seen viewing the Hennops River bursting its banks at the Centurion Lake Hotel are some of the candidates on the intensive 2-day Program
Management Professional (PgMP) exam preparation workshop. From left: Tanita Bezuidenhout (SyncWise Solutions), Albert Wessels (RSV Enco Consulting), Krish Govender (Umgeni Water) and Msondezi Futshane (Dept
The next PgMP prep workshop will be held in Gauteng on the 17 - 18 July 2017 at the
Centurion Lake Hotel, Centurion. Contact firstname.lastname@example.org or 012 346 6674 for more details.
Busy PM’s can now prepare for PMP or CAPM Exam after-hours
Many project managers have their work cut out to meet the demands of their projects by working long hours from Monday to Friday. They feel that
there is just no time for attending full-time courses on weekdays. ProjectPro has good news for busy project managers who would like to attend workshops to become internationally certified
outside normal office hours.
In response to this demand for after-hours Project
Management Professional (PMP) and Certified Associate in Project Management (CAPM) workshops ProjectPro will hold a series of nine PMP / CAPM Workshops on Saturday Mornings in Pretoria, Gauteng.
The workshops will be based on Project
Management Body of Knowledge 5th Edition which is provided as part of the course documentation. Candidates will also receive a comprehensive manual containing a study guide and hundreds of
typical exam questions and answers.
The workshops will be held from 09:00 to 13:00 on Saturday mornings from 30
September to 25 November 2017. Register from our website or contact 012 346 6674 for more details.
PMP and CAPM exam prep workshops based on PMBOK 5th Edition
The Project Management Professional (PMP) and Certified Associate in Project Management (CAPM) exams are now only available based on the PMBOK® Guide 5th edition.
ProjectPro will be holding a combined PMBOK® Guide 5th
PMP/CAPM examination preparation workshop on 23 to 25 August 2017 in Gauteng. Register now on www.projectpro.co.za or contact email@example.com or 012 346 6674.
For those candidates who can’t wait until October, ProjectPro also offers online eLearning
PMP and CAPM prep courses based on the 5th edition from www.projectpropm.com or contact firstname.lastname@example.org
Blended E-learning and Experiential Programme (BEEP)
ProjectPro now offers the popular ProjectFlow® project management methodology
course as a Blended E-learning and Experiential Programme (BEEP).
The BEEP programme comprises 4 modules as follows Read more
Construction of a New City
The construction of a “new city to rival Sandton” in north-eastern Johannesburg kicks off early next year with Shanghai
Zendai Property’s R84 billion development of the Modderfontein property it bought from AECI. In addition to retail and residential components, it will include the building of schools, a university and a
contemporary African art gallery.
Dai Zhikang, the founder of Shanghai
Zendai Investments, said the group planned to build a “new city” over the next 15 years that would focus on the retail and residential sectors. The development will
house about 100 000 people, focused mainly on international residents, the local middle class and pensioners. Read more
PharoX sculpture to crown Signal Hill
PharoX is an African mega-sculpture, ten storeys high, that speaks to the world about our ancient and contemporary
history. The site for erecting the sculpture is on top of Signal Hill, adjacent to the world-renowned Table Mountain, one of the New 7 Wonders of the Natural World.
It will be an illuminated beacon of
inspiration at night, to bring people together and will serve as a landmark symbol of hope and innovation for South Africa and the world. Read more
PMI launches a Professional in Business Analysis (PMI-PBA) credential
Business analysis is a growing area in project management The number of business analysis jobs is
predicted to increase 22 percent by 2020, according to the U.S. Bureau of Labour Statistics. This research indicates a growing need for professionals skilled in effective requirements management.
The Project Management Institute (PMI) will be launching a PMI-PBA credential which
certifies practitioner’s ability to effectively work with stakeholders to define their business requirements, shape the output of projects and drive successful business outcomes. Read more
Latest Salary Survey Shows Rising PM Salaries
PMI's recently released Project Management Salary Survey, Eighth Edition confirms that the project
management profession is experiencing continued growth and high median salaries. This is in alignment with signs of improvement from various global economies.
Conducted by PMI's market research team, the
survey is based on self-reported salary information from over 36,000 project management practitioners. The report provides a comprehensive look at compensation in the global project
management field, measuring salaries across eight major position description levels in 33 countries.The survey corroborates the findings of PMI's 2013 Project Management Talent Gap Report,
which indicates a significant upward trend in compensation for project professionals. This trend is fueled by projected growth of US$6.61 trillion within the project management profession and the
creation of 15.7 million new project management roles worldwide between 2010 and 2020.
Most survey participants (71 percent) report that their total compensation (including
salary, bonus and other forms of compensation) increased over the 12 months prior to completing the salary survey, with over one-fourth (28 percent) of respondents
reporting increases of at least 5 percent over that time period.
The median salary varied greatly depending on a number of key demographic factors,
including country of employment, position/ role, average size of projects managed (including average project budget and average project team size) and number of years' experience in project management.
Countries reporting the highest median project management salaries are Australia,
Switzerland, the United States, the Netherlands, Germany, Canada, New Zealand, Belgium, Sweden and the United Kingdom.
Australia was No. 1 with an annual salary of US$134 658. South Africa was no. 14 with
Project Management at DBSA
ProjectPro facilitated a 5-day project management course for the Development Bank of
Southern Africa (DBSA). The course included developing skills in the use of Microsoft Project, a scheduling application. The course was held in Midrand, Gauteng and was attended by 15 staff members.
The DBSA was established in 1983 to perform a broad economic development function.
In 1997, the DBSA was reconstituted as a Development Finance Institution (DFI). Following the adoption of the new Bank’s growth strategy in November 2012 by the
DBSA Board, the strategy was refocused to provide sustainable infrastructure finance and implementation support in selected African markets to improve the quality of life, of
people, in support of economic growth and regional integration.
ProjectPro Trains Government in Zambia
Thirty staff members of the Zambian Department of Local Government and Housing attended ProjectPro’s popular 3-day Engineering and Construction Project Management course in Lusaka. The course was facilitated by
ProjectPro’s CEO, Terry Deacon, and organised locally by Kazma Investments.
Pulse of the Profession
Project Management Institute’s (PMI) 2013 Pulse of the Profession finds that organizations risk, on average, $135 million for every billion dollars
spent. Low-performing organizations, however, risk 14 times more money than their high-performing counterparts.
That competitive disadvantage shows how project performance isn't just something
that's nice to have. In this complex global environment, it can actually dictate whether an organization thrives or fails.
The good news is that effective project management provides a blueprint for success.
High-performing organizations achieve project success 90% of the time (versus 34% for low-performing organizations). They do so by focusing on:
- Strong talent management by investing in project talent and providing consistent
training, defined career paths and professional development opportunities.
- Standardization of practices and tools, which leads to a more efficient use of
resources and a greater ability to lead and innovate.
- Strategic alignment of their project, program and portfolio management to
organizational goals, creating improved maturity and better project outcomes.
Explore the full Pulse of the Profession report for more detail on these findings, best
practices and statistical analysis, and guidance on charting your organization's path forward.
The full report may be downloaded from www.pmi.org/pulse
New Portfolio Management Professional (PfMP)SM credential to be launched
The Project Management Institute (PMI) has announced the development of a new
credential in the area of portfolio management. Based on encouragement from industry leaders and extensive market research with project, program and portfolio management
practitioners, hiring managers, and other key stakeholders, the PMI is ready to move forward with this credential.
This credential is currently under development as part of PMI’s Phase Gate process and
it is anticipated that the new credential will begin with a pilot at the end of 2013. Read more
The Last Roll of Kodachrome
Digital photography has made such enormous strides in creating high resolution images,
that it has made chemical film obsolete. Famous international photographer, Steve McCurry, secured the last roll of Kodachrome photographic film coming off the Kodak production line after 75 years on the market. Read more
ISO Gives New Programme Management Standard the Go-Ahead
The International Organisation for Standardisation (ISO) Technical Committee 258 ballot results have been received,
and it is an overwhelming yes for the development of a new global standard for Programme Management. The ballot passed with a vote of 28 for and 1 against.
The South African team which contributes to the global effort
meets at the SABS in Pretoria. Carel Van Zyl of BKS and his team has their work cut out now to support this new undertaking as best they can, and
to find people and funds to attend ISOTC258 meetings and carry the South African flag.
Anyone who has an interest in participating or being a potential sponsor to cover cost of
travel, should contact Carel Van Zyl on 011 481 0300 or 083 225 0586 to volunteer.
Common Errors Project Managers Make
Leading a project from start to finish can be a daunting experience for any project
manager, so it’s no surprise that novice project managers struggle in their early attempts.
That doesn’t mean fallout from any blunder is without grave consequences. Rookie
project managers often fall victim to costly mistakes and errors that can derail a project and significantly impact one’s project management career. Read more.
New Software Extension to the PMBOK® Guide 5th Edition
The Project Management Body of Knowledge PMBOK®
Guide 5th edition is a generic standard for managing all types of projects, be they construction, software, research & Development, Government, etc.
Various extensions to the PMBOK® Guide have been published such as the Government
and Automobile Industry extensions. A new Software Extension to the PMBOK® Guide 5th Edition is on its way. Read more
PPP Model for R75bn Durban Dig-Out Port
Transnet has announced that funding for the proposed R75-billion Durban dig-out port
(DDOP), which is earmarked for development at the city's old international airport site, is not included in the group's current R300-billion capital budget and that it will have to
be pursued as a public-private partnership (PPP). The new habour will add to the shipping capacity of the existing Durban port. Read more
Fast-Tracking Can Invite Disaster
Large cracks in the walls, glass panels falling from the windows, rain seeping in. The
Guangzhou Opera House in south China city is falling apart – and it's only two years old. Evoking an alien spacecraft, the structure received accolades from around the world and
even inspired a fashion line when it first opened.
But an out-of-this-world design can't hide a slew of flaws on the CNY1,38 billion project,
another vivid illustration of how improper planning and short-term thinking can sabotage success. The danger of fast-tracking projects is nothing new, but when executives put
market demands ahead of quality, they and their project teams walk a fine line between risk and reward. Read more
ProjectPro is First Private Institution to be Validated
Analysis of registrations as Professional Construction Project Managers (PrCPM) through
the South African Council for Project and Construction Management Professions (SACPCMP) reveals a disturbing trend. Since the inception of the SACPCMP some 8
years ago there was initially strong growth in the total number of registrations which peaked at 3 418 in 2009, but has leveled off over the past three years. Read more
All fired up to take their Project Management Professional (PMP) exam
Candidates on ProjectPro’s PMP exam prep workshop held in Centurion in November
peruse the recommended reading matter. They are, from left: Tanita Bezuidenhout, Nigel Naylor, Joseph Khoza, Anton van Niekerk, Fanus Janse van Rensburg, Tom Sephton, Gary Makschinski
How to Compress a Project Schedule
A project manager often sees a completion deadline looming and has a sinking feeling that the project will not be finished on time.
Should you motivate your team to work faster, overlap tasks, work overtime, add more
resources, or reduce scope? The most important thing in choosing which compression method to pursue is to find out why the schedule is slipping.
There is not always a single answer to this question. It could be resources, lack of clarity
or constantly changing requirements. But until you know why, you won't come up with the right answer to get the project back on track. Read more
Full House for Women Project Administrators
All-women teams of Ericsson project administrators attended a Certified Associate in
Project Management (CAPM) workshop in Accra, Ghana and a PMI Scheduling Professional (PMI-SP) workshop in Lagos, Nigeria at the end of May 2012. The teams,
comprising delegates from Ghana, Nigeria, Guinea, Senegal, Ivory Coast, Benin and Cameroon, were facilitated by ProjectPro’s Terry Deacon
To certified Project Support Staff
It is great pleasure to announce more Project Support Staff who passed successfully the
PMI (Project Management Institute) international certification CAPM® (Certified Associate in Project Management) & PMI-SP® (PMI - Scheduling
Professional). Well done to the 6 certified PSS!
- Bernadine Egbe (Cameroon) passed successfully PMI-SP
- Hellen Allan (Tanzania) passed successfully CAPM
- Tatiana Ouedanou Nwankpa (Benin) passed successfully CAPM
- Oumou Cisse (Ivory Coast) passed successfully CAPM
- Patricia Karanja (Kenya) passed successfully CAPM
- Lily Mwai (Kenya) passed successfully CAPM
RSSA Project Support Staff eligible to PMI certifications are this year preparing exams
for either CAPM® or PMI-SP®. We wish Success to the candidates and more announcements in the coming weeks.
- CAPM®, designed for projects practitioners, demonstrates understanding of the
fundamentals, terminology and processes of effective project management
- PMI-SP® fills the need for a specialist role in project scheduling. It recognizes
unique expertise and competence to develop and maintain project schedules, while providing baseline knowledge skills in all areas of project management.
Both certifications are based on PMI PMBOK® Guide and represent an asset for
certification holders to provide effective Support to projects with effect on Business results.
LEARN MORE about PMI International Certifications at www.pmi.org
Manager: Project Support RSSA
ProjectPro Trains Ericsson in Central Africa
ProjectPro was appointed by Ericsson to train their staff in Kenya, Nigeria and Ghana.
The courses prepare candidates for the Project Management Institute’s Certified Associate in Project Management (CAPM) and Scheduling Professional (PMI-SP)
credential examinations. Seen here in Nairobi are the CAPM candidates hailing from Kenya, Madagascar, Tanzania, Democratic Republic of Congo and Rwanda. Terry
Deacon, the facilitator, travelled from Pretoria, South Africa.
Centurion, in Gauteng, may boast with the tallest buildings in Africa by 2018.
The Tshwane Metro is planning Symbio City, an ultra-modern development, with a 110 storey mega
-skyscraper 470 metres high as its centrepiece in the middle of the Centurion Lake. The building will be the tallest in Africa and even higher than the Empire State
Building (381 m, 102 storeys) in New York, USA. The Carlton Centre in Johannesburg at 223 m is currently the tallest building in Africa. Two other towers measuring 336
m (80 storeys) and 210 m (60 storeys) will complete the Centurion Towers which is part of Tshwane's ambitious Symbio City development.
The complex will comprise a conference centre of 30 000
m², at least three hotels, shops, office space of up to 150000 m² and luxury residential units. The development is conveniently situated near the N1 highway and the Gautrain Centurion station.
The Centurion Lake, once a thriving hub of activity, has
for many years, been silted up despite large amounts of money being spent to dredge the lake. The solution could be to canalise the river through Symbio City. Some would
question the viability of three new hotels in the area as the Centurion Lake Hotel and Protea Waterfront are feeling the pinch resulting from the global recession. Hopefully things will improve by 2018.
Although there is no indication of the cost of the development, Tshwane Metro said in a
statement that the project would cost several billion rand and create more than 15 000 job opportunities.
However, one must bear in mind that Centurion has in the past, announced grandiose
schemes like the shop-house concept proposed by Malaysian developers. A lavish launch party with Tokyo Sexwale as guest speaker was held, but it all came to naught. Will Symbio City be yet another pipe-dream?