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Advances in Project Management

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Advances in Project 9
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 © Darren Dalcher 2014
1 1
2 All rights reserved. No part of this publication may be reproduced, stored in a retrieval 2
system or transmitted in any form or by any means, electronic, mechanical, photocopying,
3 3
recording or otherwise without the prior permission of the publisher.
4 4
5 Darren Dalcher has asserted his right under the Copyright, Designs and Patents Act, 1988, to 5
be identified as the editor of this work.
6 6
7 Published by 7
8 Gower Publishing Limited Gower Publishing Company 8
Wey Court East 110 Cherry Street
9 Union Road Suite 3-1
9
10 Farnham Burlington, VT 05401-3818 10
11 Surrey, GU9 7PT USA 11
England
12 12
13 13
14 www.gowerpublishing.com 14
15 15
16 British Library Cataloguing in Publication Data 16
17 A catalogue record for this book is available from the British Library 17
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of 18
19 ISBN: 9781472429124 (hbk) 19
20 ISBN: 9781472429131 (ebk – ePDF) 20
ISBN: 9781472429148 (ebk – ePUB)
21 21
22 22
Library of Congress Cataloging-in-Publication Data
23 23
ro

Dalcher, Darren.
24 Advances in project management : narrated journeys in unchartered territory / by Darren 24
25 Dalcher, [chief contributor and editor]. 25
pages cm. – (Advances in project management)
26 26
Includes bibliographical references and index.
27 ISBN 978-1-4724-2912-4 (hardback) – ISBN 978-1-4724-2913-1 (ebook) 1. Project management. 27
28 I. Title. 28
HD69.P75D348 2014
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29 658.4'04–dc23
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30 2013035197 30
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40 Printed in the United Kingdom by Henry Ling Limited, 40
41 at the Dorset Press, Dorchester, DT1 1HD 41

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 1 1
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Contents 5
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7 7
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10 10
11 List of Figures and Tables ix 11
12 About the Editor xi 12

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13 Notes on Contributors xiii 13
14 14
15 Introduction 1 15
16 16
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1 Uncertainty

Darren Dalcher
That Uncertain Feeling
o
Managing Project Uncertainty 7

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21 David Cleden 21
22 22
23 2 Strategic Risk 23
24 When do Projects Begin? Addressing Strategic Project 24
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25 Appraisal Issues 15 25
26 Darren Dalcher 26
27 27
28 Strategic Project Risk Appraisal and Management 17 28
Elaine Harris
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29 29
30 30
31 3 Risk 31
Risks or Projects? 23
32 32
Darren Dalcher
33 33
34 Managing Risk in Projects: What’s New? 27 34
35 David Hillson 35
36 36
37 4 Governance 37
38 Facing Uncertainty: Project Governance and Control 31 38
39 Darren Dalcher 39
40 Project Governance 33 40
41 Ralf Müller 41

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 vi A dva n c e s i n P roj ec t M a n ag e m e n t

5 Programme Management
1 1
Managing Uncertainty through Programmes 39
2 2
Darren Dalcher
3 3
4 Programme Management beyond Standards and Guides 41 4
5 Michel Thiry 5
6 6
7 6 Risk Leadership 7
8 Beyond Tame Problems: The Case for Risk Leadership 49 8
9 Darren Dalcher 9
10 10
The Application of the ‘New Sciences’ to Risk and Project
11 11
Management 51
12 12
David Hancock
13 13

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14 14
7 Leadership
15 15
In Search of Project Leadership 57
16 16
Darren Dalcher
17 o 17
18 Project-oriented Leadership 59 18
19 Ralf Müller and Rodney Turner 19
20 20
21 8 Earned Value 21
Progress and Performance: The Case for Extending Earned
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22 22
23 Value Management 63 23
24 Darren Dalcher 24
25 Effective Measurement of Time Performance using Earned 25
26 Value Management67 26
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27 Alexandre Rodrigues 27
28 28
29 9 Spiritual Inspiration 29
30 Inspiration in Teams: Searching for a New Intelligence 97 30
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31 Darren Dalcher 31
32 32
33 Spirituality in Project Management Teams 99 33
34 Judi Neal and Alan Harpham 34
35 35
36 10 Ethics 36
37 Project Ethics and Professionalism: The Making of a Profession? 107 37
38 Darren Dalcher 38
39 Project Ethics: The Critical Path to Development 109 39
40 Haukur Ingi Jónasson and Helgi Thor Ingason 40
41 41

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 Contents vii

11 Stakeholders
1 1
Can We Satisfy Project Stakeholders? 113
2 2
Darren Dalcher
3 3
4 What Does the Project Stakeholder Value? 115 4
5 Pernille Eskerod and Anna Lund Jepsen 5
6 6
7 12 Supply Chains 7
8 Managing Connected Supply Chains 119 8
9 Darren Dalcher 9
10 10
Managing Project Supply Chains 121
11 11
Ron Basu
12 12
13 13
13 Second Order Project Management

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14 14
Making Sense of Complexity: Towards a Higher Order 127
15 15
Darren Dalcher
16 16
17 A Case for Second Order Project Management 129 17
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21
14
Michael Cavanagh

Sustainability
o
Sustainability: A New Professional Responsibility? 135
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21
Darren Dalcher
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22 22
23 Taking Responsibility: The Integration of Sustainability 23
24 and Project Management 137 24
25 Gilbert Silvius and Ron Schipper 25
26 26
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27 15 Psychology 27
28 The Psychology of Projects: What the Bodies of Knowledge 28
29 Don’t Tell Us 145 29
30 Darren Dalcher 30
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31 31
32 The Psychology of Project Management 149 32
33 Sharon De Mascia 33
34 34
35 16 Benefits 35
36 Overstating the Benefits? 155 36
37 Darren Dalcher 37
38 Benefits Realisation – Building on (un)Safe Foundations 38
39 or Planning for Success? 157 39
40 Stephen Jenner 40
41 41

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17 The Burden of Making Good Decisions 165

1 1
Darren Dalcher
2 2
3 Decision Making under Stress – Advice for Project Leaders 169 3
4 Kaye Remington 4
5 5
6 18 Leadership Communication 6
7 The Art of Communication 179 7
8 Darren Dalcher 8
9 9
Communicating Upwards for Effect 183
10 10
Lynda Bourne
11 11
12 12
19 Sustainable Impacts
13 13
Sustainability and Success 187

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14 14
Darren Dalcher
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16 Sustainable Change in Large Projects 191 16
17 Göran Brulin and Lennart Svensson 17
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20 Knowledge
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Is There a Universal Theory of Project Management? 197
18
19
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21 Darren Dalcher 21
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22 The Coming Sea-Change in Project Management Science 201 22
23 Michael Hatfield 23
24 24
25 21 Senior Management 25
26 From Projects to Strategy, and Back Again 207 26
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27 Darren Dalcher 27
28 28
29 Evidence of the Neglect of Project Management 29
30 by Senior Executives 211 30
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31 Antonio Nieto-Rodriguez 31
32 32
33 Summary – Project Management Research: The Long Journey 221 33
34 34
35 35
36 Index225 36
37 37
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 1 1
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4 4
5
6
List of Figures and Tables 5
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7 7
8 8
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10 10
11 Figures 11
12 12

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13 1.1 The illusion of project stability 10 13
14 1.2 Four possible modes for confronting uncertainty 12 14
15 1.3 Making an intuitive leap to visualise a future scenario 13 15
16 2.1 IT project risk map 19 16
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4.1
4.2

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Four project governance paradigms
Framework for governance of project, programme
and portfolio management
Model of project governance
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21 5.1 The mature programme integration 42 21
22 5.2 The programme decision management cycle 44 22
23 5.3 The programme life cycle 46 23
24 8.1 The relationship between project scope, cost and time elements 69 24
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25 8.2 Planned value 69 25

26 8.3 Earned value 70 26
27 8.4 Resource consumption 70 27
28 8.5 The late finish problem 74 28
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29 8.6 The early finish problem 76 29

30 8.7 Earned schedule 79 30
31 8.8 The final value for SPI(t) 81 31
32 8.9 Conventional SPI compared to SPI(t) 83 32
33 8.10 The behaviour of SPI(t) in the case of a late finish 88 33
34 8.11 The behaviour of SPI(m) in the case of an early finish 91 34
35 12.1 Project supply chain building blocks 123 35
36 17.1 Hebb’s version of the Yerkes–Dodson Principle 170 36
37 17.2 Original Yerkes–Dodson Principle 171 37
38 38
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 x A dva n c e s i n P roj ec t M a n ag e m e n t

1 Tables 1
2 2
3 2.1 Project risk attributes for business development projects 19 3
4 2.2 Mitigating actions 20 4
5 6.1 The new concept of risk leadership 56 5
6 7.1 Competences and their measurement 60 6
7 7.2 Hierarchy of importance of specific leadership competencies 7
8 by project type 60 8
9 8.1 Figures for the scenario 89 9
10 8.2 An extended EVM model for time management using 10
11 the modified SPI 92 11
12 14.1 The contrast between the concepts of sustainable development 12
13 and project management 140 13

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14 16.1 Five of the main cognitive biases and their impact on benefits 14
15 forecasting158 15
16 21.1 Project management as a discipline in top business schools 216 16
17 21.2 Number of references/articles per topic, Harvard Business
o 17
18 Review (3 July 2011) 218 18
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 1 1
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About the Editor 5
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11 Professor Darren Dalcher PhD (Lond) HonFAPM FRSA FBCS CITP FCMI 11
12 is Professor of Project Management at the University of Hertfordshire, 12

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13 Visiting Professor at the University of Iceland and Adjunct Professor at the Lille 13
14 Graduate School of Management (SKEMA). He is the Founder and Director 14
15 of the National Centre for Project Management (NCPM), an interdisciplinary 15
16 centre of excellence operating in collaboration with industry, government, 16
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charities, non-government organisations (NGOs) and the learned societies.
The centre aims to set the national agenda and establish project management
as a major profession and discipline in the UK. The centre is thus concerned
with fostering active dialogue about the integration of successful practice and
17
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21 theoretical research within project management. 21
22 22
23 Following industrial and consultancy experience in managing technology 23
24 projects, Professor Dalcher gained his PhD from King’s College, University of 24
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25 London. In 1992, he founded an Institute of Electrical and Electronics Engineers 25

26 (IEEE) taskforce focused on learning from project failures. He is active in 26
27 numerous international committees, standards bodies, steering groups and 27
28 editorial boards. He is heavily involved in organising international conferences, 28
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29 and has delivered many international keynote addresses and tutorials. He has 29
30 written over 150 refereed papers and book chapters on project management and 30
31 software engineering. He is Editor-in-Chief of the Journal of Software: Evolution 31
32 and Process. He is the editor of the Advances in Project Management book series 32
33 published by Gower Publishing which synthesises leading-edge knowledge, 33
34 skills, insights and reflections in project and programme management and of 34
35 its companion series, Fundamentals of Project Management, which provides the 35
36 essential grounding in key areas of project management. 36
37 37
38 He has built a reputation as leader and innovator in the area of practice-based 38
39 education and reflection in project management and has worked with many 39
40 major industrial, commercial and charitable organisations and government 40
41 41

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 xii A dva n c e s i n P roj ec t M a n ag e m e n t

1 bodies. In 2008 he was named by the Association for Project Management 1

2 (APM) as one of the top ten influential experts in project management and has 2
3 also been voted Project Magazine’s Academic of the Year for his contribution to 3
4 ‘integrating and weaving academic work with practice’. He has been Chairman 4
5 of the influential APM Project Management Conference since 2009, setting 5
6 consecutive attendance records and bringing together the most influential 6
7 speakers. 7
8 8
9 He received international recognition in 2009 with appointment as a 9
10 member of the PMForum International Academic Advisory Council, which 10
11 features leading academics from some of the world’s top universities and 11
12 academic institutions. The council showcases accomplished researchers, 12
13 influential educators shaping the next generation of project managers and 13

f
14 recognised authorities on modern project management. In October 2011 he was 14
15 awarded a prestigious Honorary Fellowship from the APM for outstanding 15
16 contributions to project management. 16
17 o 17
18 He has delivered lectures and courses in many international institutions, 18
19 including King’s College London, Cranfield Business School, ESC Lille, 19
20 Iceland University, University of Southern Denmark and George Washington 20
21 University. His research interests include project success and failure; maturity 21
and capability; ethics; process improvement; agile project management; systems
o
22 22
23 and software engineering; performance management; project benchmarking; 23
24 risk management; decision making; chaos and complexity; project leadership; 24
25 change management; knowledge management; and evidence-based and 25
26 reflective practice. 26
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27 27
28 Professor Dalcher is an Honorary Fellow of the APM, a Chartered Fellow of 28
29 the British Computer Society, a Fellow of the Chartered Management Institute 29
30 and the Royal Society of Arts, and a Member of the Project Management Institute, 30
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31 the Academy of Management, the Institute for Electrical and Electronics 31

32 Engineers and the UK Systems Society. He is a Chartered IT Practitioner. 32
33 He is a Member of the Project Management Institute (PMI) Advisory Board 33
34 responsible for the prestigious David I. Cleland Project Management Award; 34
35 of the APM Group Ethics and Standards Governance Board, and, until 35
36 recently, of the APM Professional Development Board. He is an Academic and 36
37 Editorial Advisory Council Member for PM World Journal, for which he also 37
38 writes a regular column featuring advances in research and practice in project 38
39 management. 39
40 40
41 41

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5
6
Notes on Contributors 5
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7 7
8 8
9 9
10 10
11 Ron Basu is Director of Performance Excellence Limited and a Visiting Fellow 11
12 at Henley Business School, England. He specialises in operational excellence 12

f
13 and supply chain management and has research interests in performance 13
14 management and project management. Previously he held senior management 14
15 roles in blue-chip companies like GSK, GlaxoWellcome and Unilever and 15
16 led global initiatives and projects in Six Sigma, ERP/MRPII, supply chain 16
17
18
19
20
o
re-engineering and total productive maintenance. Prior to this he worked
as Management Consultant with A.T. Kearney. He is the co-author of Total
Manufacturing Solutions, Quality Beyond Six Sigma, Total Operations Solutions
and Total Supply Chain Management and the author of Measuring e-Business
17
18
19
20
o
21 Performance, Implementing Quality, Implementing Six Sigma and Lean, FIT SIGMA, 21
22 Managing Project Supply Chains and Managing Project Quality. He has authored a 22
23 number of papers in the operational excellence and project management fields. 23
24 He is a regular presenter of papers in global seminars on project management, 24
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25 Six Sigma, manufacturing and supply chain topics. 25

26 26
27 Lynda Bourne is Managing Director of Stakeholder Management Pty Ltd – 27
28 an Australian-based company with partners in South America and Europe. 28
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29 Through this global network she works with organisations to manage change 29
30 through managing the relationships essential for successful delivery of 30
31 organisational outcomes. Lynda was the first graduate of the RMIT University, 31
32 Doctor of Project Management course, where her research was focused on 32
33 tools and techniques for more effective stakeholder engagement. She has 33
34 been recognised in the field of project management through her work on 34
35 development of project and programme management standards. She was also 35
36 included in Project Management Institute’s (PMI) list of the 50 most influential 36
37 women in project management. She is a Fellow of the Australian Institute of 37
38 Management (AIM) and a Fellow of the Australian Computer Society (ACS). 38
39 She is a recognised international speaker and seminar leader on the topic of 39
40 stakeholder management, the Stakeholder Circle® visualisation tool, and 40
41 41

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1 building credibility and reputation for more effective communication. She 1

2 has extensive experience as a senior project manager and project director 2
3 specialising in delivery of information technology (IT) and other business- 3
4 related projects within the telecommunications sector, working as a senior IT 4
5 project management consultant with various telecommunications companies 5
6 in Australia and South East Asia (primarily in Malaysia) including senior roles 6
7 with Optus and Telstra. Lynda’s publications include Stakeholder Relationship 7
8 Management, now in its second edition (2009), and Advising Upwards (2011). 8
9 9
10 Göran Brulin is senior analyst at the Swedish Agency for Economic and 10
11 Regional Growth. He is responsible for the ongoing evaluation of the European 11
12 Regional Development Programmes. He is Adjunct Professor in Local and 12
13 Regional Innovations at Linköping University and associated with HELIX 13

f
14 VINN, Centre of Excellence (see www.liu.se/helix). His research interests 14
15 include interactive local and regional development, organisation of work, 15
16 business administration and management, and economic sociology. 16
17 o 17
18 Michael Cavanagh has worked as a programmer, systems analyst, project 18
19 manager, department head and consultant in a number of business sectors over 19
20 his 45-year career. An independent management consultant and conference 20
21 speaker since 1991, his earlier specialisations were in the fields of project 21
management and the risk and ethical implications of technology, particularly
o
22 22
23 with regard to safety-critical and safety-related systems design in software- 23
24 intensive systems. He is now concentrating on more in-depth research into 24
25 ethical issues in complex engineering projects and has recently published an 25
26 eBook on the subject. Michael is also an ordained Anglican priest in the Church 26
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27 of Ireland and is currently responsible for the churches of the Kenmare and 27
28 Dromod Union, Co. Kerry. 28
29 29
30 David Cleden is a senior project manager, bid writer and consultant with 30
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31 more than 25 years’ experience in the public services IT sector. In addition to 31

32 writing bids and successfully delivering complex projects for a wide range of 32
33 commercial clients, he writes widely on a variety of business-related issues. 33
34 David’s first book, Managing Project Uncertainty, was the initial title in the 34
35 Gower series on Advances in Project Management. His second book, Bid 35
36 Writing for Project Managers has also been published by Gower. 36
37 37
38 Sharon De Mascia is the Director of ‘Cognoscenti’ (Chartered Business 38
39 Psychologists). She has extensive project management experience and is 39
40 PRINCE2 qualified. Sharon has 25 years of experience in delivering change 40
41 41

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 N ot e s o n C o n t r i b u to rs xv

1 management and other organisational initiatives across both public and 1

2 private sectors. In the past she has worked with the NHS, The Employment 2
3 Service, The Highways Agency, The Cooperative Insurance Society, Vita 3
4 Group and Mendas. Sharon is a supervisor for the global MBA at Manchester 4
5 Business School and a guest lecturer at Liverpool John Moores University in 5
6 the UK. She is an assessor for the British Psychological Society and the Health 6
7 Professions Council and an examiner for the International Baccalaureate in 7
8 Psychology. 8
9 9
10 Pernille Eskerod is Professor in Project Management at the University of 10
11 Southern Denmark. Pernille has almost 20 years of experience in research and 11
12 teaching within project management. She has carried out a number of in-depth 12
13 case studies. Pernille has published several journal articles and book chapters 13

f
14 within project management, and is a well-known speaker at international 14
15 conferences. Pernille is co-author of Project Stakeholder Management published 15
16 by Gower Publishing as, part of the Advances in Project Management series 16
17 edited by Professor Darren Dalcher. 17
18
19
20
21
o
David Hancock is Head of Project Risk for London Underground part
of Transport for London. He has a wide breadth of knowledge in project
management and complex projects and extensive experience in opportunity
18
19
20
21
and risk management, with special regard to the people and behavioural
o
22 22
23 aspects. Trained in the use of psychometrics, he has used this to produce 23
24 high performing teams and bring innovation and creativity into projects. He 24
25 champions the case for rethinking project management as a social interaction 25
26 rather than delivery through the application of process and developed the 26
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27 concept of Risk Leadership. From 1998–2001 he was responsible for creating 27

28 and delivering the Opportunity–Risk management system for the successful 28
29 £4.2bn Terminal 5 Project at Heathrow, working with British Airways (BA), 29
30 British Airports Authority (BAA) and their suppliers – which is considered 30
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31 industry leading in project and opportunity/risk management. Before that he 31

32 spent ten years in REME (Royal Electrical and Mechanical Engineers) with the 32
33 Army and the Royal Marines on duty around the globe in support of helicopter 33
34 operations. He has spoken and lectured across Europe, Asia, Africa and North 34
35 and South America. He was educated at the University of Nottingham where 35
36 he obtained a degree and a PhD in engineering and later added an MBA from 36
37 the University of Bath and a political and social science qualification from the 37
38 University of Oxford. He is a Chartered Engineer and a Chartered Fellow of the 38
39 Institute of Personnel and Development and was the public sector risk manager 39
40 of the year in 2008. 40
41 41

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 xvi A dva n c e s i n P roj ec t M a n ag e m e n t

1 Alan Harpham describes himself as being on his fourth career as what Charles 1
2 Handy calls ‘a portfolio manager’. Alan is the Chairman of the Association 2
3 for Project Management Group (APMG), a global accreditation, registration 3
4 and examination certification body for key elements of best practice in 4
5 programme and project management. He is also a non-executive director with 5
6 Subject Matters, a consultancy specialising in organising business-to-business 6
7 events, conferences and exhibitions. He was a founding director of P5 – the 7
8 Power of Projects, a consultancy specialising in the application of project and 8
9 programme management in owner/client organisations. He started his career as 9
10 a civil engineer with John Laing and held various roles there including section 10
11 engineer through to International M&E Contracts Manager. He is on the Jury 11
12 of the International Project Management Association’s (IPMA) International 12
13 Project Management Award. 13

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14 14
15 Elaine Harris is Professor of Accounting and Management and Director of 15
16 the Business School at the University of Roehampton. She has over 25 years 16
17 of experience in higher education. Prior to that Elaine worked in accountancy
o 17
18 practice as an auditor, accountant, consultant and manager. Elaine’s research 18
19 is focused upon how managers make sense of risky business propositions and 19
20 prospective projects, and how they interact with other organisation members 20
21 and external parties in reaching strategic investment decisions. Elaine has 21
carried out research funded by commercial enterprises such as Christian
o
22 22
23 Salveson PLC (1999–2003) and professional bodies such as the Chartered 23
24 Institute of Management Accountants (CIMA) (2004–2006). She is a member of 24
25 the European Risk Research Network (funded by Marie Curie 2007–2009) and 25
26 has been the current chair of the research network, the Management Control 26
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27 Association since 2010. She is the author of Strategic Project Risk Appraisal and 27
28 Management published by Gower Publishing, part of the Advances in Project 28
29 Management series edited by Professor Darren Dalcher. 29
30 30
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31 Michael Hatfield is the author of Game Theory in Management (Gower 31

32 Publishing, 2012) and Things Your PMO Is Doing Wrong (PMI, 2008), but is 32
33 probably best known as the author of the long-running column in PMNetwork 33
34 magazine, ‘Variance Threshold’. Besides PMNetwork, his work has appeared in 34
35 the Project Management Journal, Cost Engineering, Gantthead, People on Projects, 35
36 The Measurable News, and even in the Nuclear Weapons Journal. He has worked 36
37 as an entry-level technician for the Air Force Weapons Laboratory’s Electro- 37
38 Magnetic Pulse (EMP) test sites, as the director of a National Laboratory’s 38
39 Project Management Office overseeing a budget of $1.3 Billion (USD), and 39
40 many very interesting jobs in-between. 40
41 41

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 N ot e s o n C o n t r i b u to rs xvii

1 David Hillson is internationally recognised as a leading thinker and practitioner 1

2 in risk management. He is Director of Risk Doctor and Partners, and has 2
3 worked in over 40 countries. He is a popular conference speaker and award- 3
4 winning author on risk, with six books on the topic. David has made several 4
5 innovative contributions to improving risk management and is well known 5
6 for promoting the inclusion of proactive opportunity management within the 6
7 risk process, and for his groundbreaking work in risk psychology. David is 7
8 an Honorary Fellow of the UK Association for Project Management (APM) 8
9 and past chairman of its Risk Management Specific Interest Group. He is an 9
10 elected Fellow of the Institute of Risk Management (IRM), the Royal Society 10
11 for the Encouragement of Arts, Manufactures and Commerce (RSA), and the 11
12 UK Chartered Management Institute (CMI). David is also an active member of 12
13 the PMI and was a founder member of its Risk Management Specific Interest 13

f
14 Group. He received the PMI Distinguished Contribution Award for his work 14
15 in developing risk management over many years. Since 1998 he has been a core 15
16 author for the risk chapter of the PMBOK Guide®, and is a core author for the 16
17 PMI Practice Standard for Project Risk Management. 17
18
19
20
21
o
Helgi Thor Ingason is an Associate Professor at Reykjavik University and
lectures in project management, quality management and systems dynamics
modelling. He is the head of the MPM – Master in Project Management –
18
19
20
21
programme at the university. He is a co-founder and senior consultant at the
o
22 22
23 Nordica Consulting Group in Iceland and co-founder and chairman of Alur, 23
24 alvinnsla hf – a recycling company in the aluminium industry in Iceland. He is 24
25 an IPMA Certified Senior Project Manager. 25
26 26
r

27 Stephen Jenner is co-author and Chief Examiner for ‘Management of Portfolios’ 27

28 and was previously Director of the Criminal Justice Integrated Team (CJIT) 28
29 where the approach adopted to portfolio and benefits management won the 29
30 2007 Civil Service Financial Management Award. He is a regular speaker at 30
P

31 international conferences, and a trainer and writer on the subjects of portfolio 31

32 and benefits management. He is the author of several books in the field and is 32
33 a professionally qualified management accountant and a Fellow of the APM. 33
34 Steve also holds an MBA and Masters of Studies degree from Cambridge 34
35 University. Steve is currently working on new guidance on ‘Managing Benefits’ 35
36 which will form the basis for accredited examinations from the APMG. 36
37 37
38 Anna Lund Jepsen is Associate Professor in marketing at the University of 38
39 Southern Denmark. In her research and teaching she mainly works within the 39
40 field of consumer behaviour and research methodology. Anna has worked 40
41 41

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 xviii A dva n c e s i n P roj ec t M a n ag e m e n t

1 together with Pernille on a number of case studies within project management. 1

2 Anna is co-author of Project Stakeholder Management which was published by 2
3 Gower Publishing as part of the Advances in Project Management series edited 3
4 by Professor Darren Dalcher. 4
5 5
6 Haukur Ingi Jónasson is currently a lecturer at Reykjavik University, a 6
7 psychoanalyst in private practice and a management consultant at Nordica 7
8 Consulting Group ehf. His consulting assignments have included clients such 8
9 as Landsbankinn, SPRON bank, University of Iceland, B&L (Land Rover, 9
10 Hyundai, BMW, Renault, Rolls Royce), The Icelandic Church Aid, Actavis, The 10
11 Icelandic National Energy Authority, Reykjavik City, The Association of Social 11
12 Workers in Iceland, The Federation of State and Municipal Employees, the 12
13 University Hospital of Iceland, University of Iceland and others. 13

f
14 14
15 Ralf Müller is Professor of Business Administration at Umeå University, 15
16 Sweden and Professor of Project Management at BI Norwegian Business 16
17 School, Norway. He lectures and researches in governance and management
o 17
18 of projects, as well as in research methodologies. He is the (co)author of more 18
19 than 140 publications and received, among others, the Project Management 19
20 Journal’s 2009 Paper of the Year, 2009 IRNOP’s best conference paper award, 20
21 and several Emerald Literati Network Awards for outstanding journal papers 21
and referee work. He holds an MBA degree from Heriot Watt University and a
o
22 22
23 DBA degree from Henley Management College, Brunel University, UK. Before 23
24 joining academia he spent 30 years in the industry consulting large enterprises 24
25 and governments in 47 different countries for their project management and 25
26 governance. He also held related line management positions, such as the 26
r

27 Worldwide Director of Project Management at NCR Teradata. 27

28 28
29 Judi Neal is the Director of the Tyson Center for Faith and Spirituality in the 29
30 Workplace at the Sam M. Walton College of Business, University of Arkansas, 30
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31 USA. She received her PhD from Yale University. In 1992 Judi made faith and 31
32 spirituality in the workplace a central focus of her research and presentations, 32
33 and has gained a reputation in the national media for stressing the importance 33
34 and value of faith and spirituality into the workplace. She was the Founder of 34
35 The International Center for Spirit at Work and the International Spirit at Work 35
36 Awards. Judi authored Edgewalkers: People and Organizations that Take Risks, 36
37 Build Bridges and Break New Ground. She helped to co-found the Management, 37
38 Spirituality and Religion Interest Group at the Academy of Management, 38
39 and was the group’s second Chair. She is also a co-founder of the Journal of 39
40 Management, Spirituality, and Religion. She is Professor Emeritus at the University 40
41 41

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 N ot e s o n C o n t r i b u to rs xix

1 of New Haven and Academic Director of the Master of Arts in Organizational 1

2 Leadership Program at the Graduate Institute. 2
3 3
4 Antonio Nieto-Rodriguez is the Head of Transversal Portfolio Management 4
5 and in charge of the entire portfolio and project management practices at BNP 5
6 Paribas Fortis. In addition to being member of the board of the London Business 6
7 School Alumni in Belgium, he also holds a membership with the PMI Belgium 7
8 Chapter Board and was a founding member of the PMI EMEA Corporate 8
9 Networking Group. Prior to becoming elected to the Board of Directors, Antonio 9
10 was the Head of Post-merger Integration at Fortis Bank, leading what was the 10
11 largest takeover in financial services history: the acquisition of ABN AMRO. 11
12 Before that, he worked for ten years at PricewaterhouseCoopers as a senior 12
13 manager, becoming the global lead practitioner for project management. He is 13

f
14 the author of the book The Focused Organization, and has been featured in several 14
15 magazines, including PM Network®, Strategy Business Review and The Economist. 15
16 Antonio is a Professor of Project Management for MBA students at several 16
17 business schools, and is a regular keynote speaker at large international events. 17
18
19
20
21
o
As a hobby, Antonio teaches business students and convinces senior leaders 18
about the value of project management, positioning project management as a 19
key management concept for executing organisation’s strategies. 20
21
Kaye Remington is author of Leading Complex Projects (Gower Publishing, 22
o
22
23 2010) and co-author of Tools for Complex Projects (Gower Publishing, 2007). 23
24 With over 25 years of senior management and project experience she is also 24
25 a former Director of the Post-graduate Project Management Program at the 25
26 University of Technology, Sydney. Kaye now runs a small consulting firm that 26
r

27 works internationally to help organisations to develop their capacity to deliver 27

28 complex strategy and projects. 28
29 29
30 Alexandre Rodrigues regularly publishes articles in trade and scientific 30
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31 magazines, and is guest speaker at various national and international 31

32 conferences. In 1996 he was co-organiser of a NATO Advanced Research 32
33 Workshop on the theme ‘Managing and Modelling Complex Projects’, which 33
34 took place in Kiev, Ukraine and brought together a range of international 34
35 experts in this area. Besides his business activities, he amassed over a decade 35
36 of teaching experience in universities, having taught and conducted courses in 36
37 the area of Project Management and Master’s Degrees in both Portuguese and 37
38 British universities. He is a member of the PMI, and was founding president of 38
39 its representation in Portugal, the PMI–Portugal Chapter. From 2003–2007 he 39
40 was mentor of PMI Chapters for the European region. 40
41 41

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 xx A dva n c e s i n P roj ec t M a n ag e m e n t

1 Ron Schipper is Project Manager and Consultant at Van Aetsveld, a leading 1

2 consulting firm in project and change management in the Netherlands. 2
3 He has more than 15 years of experience as a project manager in realising 3
4 (organisational) change in various organisations. Besides executing projects, he 4
5 is interested in developing the profession of project managers and transferring 5
6 this knowledge to other practitioners in Netherlands and developing countries. 6
7 With sustainability as the emerging theme for the world, his interest in the 7
8 implications for projects and project management and the development of 8
9 the professional role of project managers has developed. Ron has published 9
10 on the sustainability of organisational change and is a regular presenter on 10
11 professional seminars and conferences. He is an assessor for the Dutch IPMA 11
12 Project Excellence Award. 12
13 13

f
14 Gilbert Silvius is Professor at HU University of Applied Sciences Utrecht 14
15 in the Netherlands and principal consultant at Van Aetsveld, specialising in 15
16 project and change management. He is founder and programme director of 16
17 the Master of Project Management programme at HU and an active member of
o 17
18 IPMA, PMI and the ISO TC258. 18
19 19
20 Lennart Svensson is Professor in Sociology at Linköping University and a 20
21 member of the research management team at HELIX VINN, Centre of Excellence. 21
He is also Research Manager at APeL, a research and development (R&D) centre
o
22 22
23 for workplace learning and the framework for different development projects. 23
24 His research field has covered local and regional development, workplace 24
25 learning, interactive research, networks, partnerships and project work. He is 25
26 author or co-author of more than 30 books. 26
r

27 27
28 Michel Thiry has over 35 years of professional experience after graduating as 28
29 an architect. Following a fruitful career in construction, he has now focused 29
30 on combining his value, project and programme management expertise to 30
P

31 organisational issues. He is recognised as a worldwide authority in strategic 31

32 applications of project, programme and value. He has supported the development 32
33 and implementation of a number of strategic programmes for large multinational 33
34 organisations, including their restructuring as project-based organisations (PBO). 34
35 For the last 15 years, Michel has provided his expertise to major organisations, 35
36 in various fields, including construction, financial, pharmaceutical, IT and 36
37 information systems (IS), telecoms, water treatment, transportation (air and 37
38 rail), local government and others. He is a regular keynote speaker for major 38
39 international events and seminar leader for PMI SeminarsWorld since 2001. 39
40 He has written and lectured widely in international forums, both at the academic 40
41 41

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 N ot e s o n C o n t r i b u to rs xxi

1 and practice levels. In addition to his book Value Management Practice, published 1
2 by the PMI, he has written a number of book chapters on value, programme 2
3 and portfolio management. In 2006 he was elected PMI Fellow for his continued 3
4 contribution to project management and in 2007 he was nominated Fellow 4
5 of the Association for Project Management. In 2008, he was awarded a Life 5
6 Achievement Award by the Canadian Society of Value Analysis. 6
7 7
8 Rodney Turner is Professor of Project Management at the SKEMA Business 8
9 School, in Lille, France. He is Visiting Professor at Henley Business School and 9
10 the Kemmy Business School, Limerick, and Adjunct Professor at the University 10
11 of Technology Sydney. Rodney is the author or editor of 16 books, including 11
12 The Handbook of Project-based Management, the bestselling book published by 12
13 McGraw-Hill, and the Gower Handbook of Project Management. He is editor of The 13

f
14 International Journal of Project Management. He lectures on project management 14
15 worldwide. Rodney is Vice President, Honorary Fellow and former Chairman 15
16 of the UK’s APM, and former President and Chairman of the IPMA. He is a 16
17 member of the Institute of Directors and Fellow of the Institution of Mechanical 17
18
19
20
21
Engineers. o
The chapter contributions in this volume were published with the help of PM
World Journal.
18
19
20
21
o
22 22
23 The PM World Journal (PMWJ) is an online publication produced by PM 23
24 World Inc. in the United States, but created by a virtual team of advisors, 24
25 correspondents and contributing editors located worldwide. Each month, the 25
26 PMWJ features dozens of new articles, papers and stories about programmes, 26
r

27 projects and project management (P/PM) around the world. Objectives for the 27
28 journal are to (1) support the creation of new P/PM knowledge; (2) support the 28
29 transfer of that knowledge to individuals, organisations and locations where 29
30 professional P/PM may be weak, less available or sorely needed; (3) provide 30
P

31 recognition and visibility for authors, the creators of new P/PM knowledge; 31
32 (4) provide an easily accessible and useful online repository of P/PM knowledge 32
33 and information as a global resource for knowledge sharing and continuous 33
34 learning; and (5) promote the application of modern, professional P/PM for 34
35 solving more of the world’s problems – to make this world a better place. 35
36 36
37 Project management experts, leaders and practitioners are invited to submit 37
38 an article, paper or story for publication in the PMWJ. Share knowledge, gain 38
39 visibility and help change the world. Visit www.pmworldjournal.net or contact 39
40 editor@pmworldjournal.net. 40
41 41

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Dalcher Book.indb 22 4/4/2014 10:24:31 AM
 1 1
2 2
3 3
4 4
5
6
Introduction 5
6
7 7
8 8
9 9
10 10
11 The hardest part of starting a new journey is taking a leap of faith right 11
12 at the beginning … 12

f
13 –Anon. 13
14 14
15 This book has emerged from the search for refining and redefining the boundaries 15
16 of project management. While the topics may be briefly mentioned in the 16
17
18
19
20
o
various standards and bodies of knowledge, the individual chapters are often
reflections on new developments that stretch contemporary understanding,
offering new insights and perspectives. In fact, a large proportion of the writing
extends beyond widely recognised knowledge aspects to feature a much-
17
18
19
20
o
21 needed focus on the skills, attitudes, values and competencies that are needed 21
22 to successfully deliver projects. 22
23 23
24 In recent years we have also seen a plethora of new books and articles 24
r

25 identifying the shortcomings of traditional methods and proposing alternative 25

26 arrangements, solutions and conceptualisations. Many of these publications 26
27 are initiated by practitioners who appear to be dissatisfied by the current state 27
28 of affairs. Yet, given the range and diversity of such publications it is becoming 28
P

29 increasingly difficult to sample, understand and identify all the contributions 29

30 that may be applicable to us. 30
31 31
32 The chapters collated in this publication bring together many leading 32
33 authorities on topics that are relevant to the management of projects. Topics 33
34 such as sustainability, leadership, governance, programme management, 34
35 decision making, problem solving, psychology, messy problems and ethics are 35
36 explored alongside more traditional aspects such as risk, supply chains, earned 36
37 value and performance measurement. 37
38 38
39 The main aims of the work are to reflect on the state of practice in the 39
40 discipline; to offer some fresh insights and thinking; to distil new knowledge; 40
41 41

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 2 A dva n c e s i n P roj ec t M a n ag e m e n t

1 and, to provide a way of sampling a range of ideas, perspectives and styles of 1

2 writing from some of the leading thinkers in the discipline. 2
3 3
4 The content is divided into 21 specific areas. In each area a brief introductory 4
5 narrative that sets the context and explains the background is followed by 5
6 a chapter focused on a particular aspect, approach or new way of thinking. 6
7 Readers who might like to follow up the ideas are strongly encouraged to refer 7
8 to the books published by the authors of the pertinent chapters which offer 8
9 greater detail and significantly more content on the relevant topic. 9
10 10
11 Taken together the book offers both a unique distillation of ideas from 11
12 a wide range of authors on many topics that extend beyond the bodies of 12
13 knowledge, and an accessible introduction to further resources in the areas 13

f
14 that they would like to explore. As the range of topics extends beyond those 14
15 normally covered, it is likely that the book will identify new perspectives that 15
16 readers may not have considered, and thereby suggest additional reading to 16
17 augment the interests and concerns of practitioners and researchers.
o 17
18 18
19 19
20 Why Project Management? 20
21 21
Project management is increasingly being recognised as a key competence 22
o
22
23 in many organisations in both the public and private sectors. Trends such 23
24 as downsizing, reduced management layers, greater flexibility, distributed 24
25 teams and the challenges of rapidly evolving technology have taken project 25
26 management beyond its routes in the construction, engineering and aerospace 26
r

27 industries and are playing a part in transforming the service, financial, IT and 27
28 general management sectors. Academic courses, professional training and 28
29 accreditation programmes are blossoming as practitioners seek to enhance their 29
30 knowledge, skills and competencies. Fortune even rated project management as 30
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31 the number one career choice at the beginning of the twenty-first century. 31
32 32
33 Project management offers the discipline and framework required to 33
34 help organisations to transform their mainstream operations and service 34
35 performance. It is viewed as a way of organising for the future. Moreover, in 35
36 an increasingly busy, stressful and uncertain world it has become necessary to 36
37 manage multiple projects successfully at the same time. 37
38 38
39 Project management is a core competence required to deliver change 39
40 measured in terms of achieving desired outcomes with associated benefits. 40
41 41

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 I n t ro d u c t i o n 3

1 With projects increasingly viewed as managing the change efforts of society, 1

2 project management is called upon to cross functional, organisational and 2
3 societal boundaries and handle the inherent complexity and uncertainty 3
4 required to bring about a new reality. 4
5 5
6 Yet, many organisations have struggled in applying the traditional models 6
7 of project management to their new projects in the global environment. Projects 7
8 still fail at an alarming rate. A major ingredient in the build-up leading to 8
9 failure is often cited as the lack of adequate project management knowledge 9
10 and experience. 10
11 11
12 Some organisations have responded to this situation by trying to improve 12
13 the understanding and capability of their managers and employees who are 13

f
14 introduced to projects, as well as their experienced project managers, in an 14
15 attempt to enhance their competence and capability in this area. 15
16 16
17 17
18
19
20
21
Why Now? o
There are many reasons why we need to refocus the discussion on improving
the management of projects: modern organisations feature flatter structures,
18
19
20
21
new technologies, rising complexity, greater collaboration and increasing
o
22 22
23 interactions all requiring greater responsiveness. We also need vision and 23
24 direction to drive our efforts. 24
25 25
26 The world of projects has changed dramatically. The old models appear 26
r

27 less relevant and the dated tools less useful in context. Successful delivery in 27
28 increasingly competitive and global environments require us to align with 28
29 organisational strategy, focus on practitioners, and create the right environment 29
30 to foster the skills and attitudes needed to succeed at the grand challenges 30
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31 facing us. 31
32 32
33 We seem to live in a faster and more demanding world, characterised by 33
34 rising levels of uncertainty and ambiguity. Indeed, project management is 34
35 increasingly called upon to deliver in a world that is connected in complex 35
36 new ways; where the so-called ‘unknown unknowns’ determine our context. 36
37 Professor Eddie Obeng defines the new world as a world that can change faster 37
38 than you can learn. As we engage with an ever-growing portion of this world, 38
39 it becomes more difficult to satisfy all stakeholders whilst delivering value and 39
40 benefits in a new and unfamiliar context. 40
41 41

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 4 A dva n c e s i n P roj ec t M a n ag e m e n t

1 Project professionals have moved beyond delivering incremental 1

2 improvements to generating deep and lasting benefits meeting the challenge 2
3 of a changing world. Yet at the same time we are being asked to deliver more 3
4 with less – more value, more benefits, more stakeholders, extended life cycle 4
5 and greater sustainability to be delivered in less time, less cost, and with 5
6 fewer mistakes. The challenge of creating the new capabilities in an unknown 6
7 environment is only matched by the need to become more inventive in delivering 7
8 the solutions; generating improvements in the way projects and programmes 8
9 are managed, risks are handled, subcontractors are overseen and increasingly 9
10 diverse stakeholder groups contribute and participate. Ours is a world which 10
11 demands what appears to be the impossible; Advances in Project Management aims 11
12 to explore how the profession can think and act in this demanding new world. 12
13 13

f
14 We live in an increasingly unpredictable and complex environment replete 14
15 with change, ambiguity and uncertainty. Consequently, there appears to be a 15
16 greater need to be concerned with defining the new kind of project management 16
17 required to survive, succeed and excel in this new environment.
o 17
18 18
19 The book thus offers insights and ideas about how the profession will 19
20 rise to the challenges of the new world – climate change, technological 20
21 advances, globalisation, social networks, public health, security and economic 21
regeneration and growth. The challenges require fundamentally new ways of
o
22 22
23 making sense and shaping a world we neither control, nor fully understand. 23
24 24
25 Success in the future would require better understanding of the context 25
26 and deeper engagement with the business. It will also require new ways of 26
r

27 developing professionals, making change work and guaranteeing value. 27

28 28
29 We increasingly talk about the new world and the new realities of the 29
30 twenty-first century. The new world offers many new challenges that we 30
P

31 seem to encounter on a more frequent basis: speed, uncertainty, ambiguity 31

32 and complexity. Moreover, the new world is increasingly characterised by 32
33 limited attention, growing collaboration and participation, new social media 33
34 technologies and the expanding scope and influence of projects. The challenges 34
35 combined with the new characteristics point to a much-needed departure from 35
36 project management orthodoxy. 36
37 37
38 But that leads to many questions. Where do we go next? Indeed, how do we 38
39 deliver successfully in novel and unstructured situations? How do we manage 39
40 in uncontrolled environments? More crucially perhaps, how do we move from 40
41 41

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 I n t ro d u c t i o n 5

1 managing to leading? How do we involve a more involved world? From the 1

2 point of view of developing leaders, what skills are essential for success in the 2
3 new world? And finally, how do we find out? 3
4 4
5 Many of these questions are addressed through the series of chapters 5
6 presented in this book. Other questions are identified and explored along the 6
7 journey as we seek to identify, understand and share new insights and advances. 7
8 8
9 9
10 Advances in Project Management 10
11 11
12 The individual chapters have been selected to feature in the ‘Advances in Project 12
13 Management’ column published in the PM World Journal. The main purpose 13

f
14 of this column is to make the ideas and principles of the knowledge and skills 14
15 required to manage projects more accessible. Advances in Project Management was 15
16 introduced in order to improve understanding and project capability further up 16
17 the organisation; amongst strategy and senior decision makers and amongst 17
18
19
20
21
o
professional project and programme managers. Our ambition has been to provide 18
project sponsors, project management leaders, practitioners, scholars and 19
researchers with thought-provoking, cutting-edge information that combines 20
conceptual insights with interdisciplinary rigour and practical relevance thus 21
offering new insights and understanding of key areas and approaches.
o
22 22
23 23
24 In order to identify the potential authors, a wide range of books and 24
25 resources have been consulted. Contributions were selected by the editor on 25
26 the basis of their individual merit, usefulness and applicability. The chapters 26
r

27 offered here will feature many leading practitioners, researchers and managers 27
28 and highlight concepts, ideas and tools that will be of benefit to practising 28
29 project managers. 29
30 30
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31 To this end, the individual chapters aim to: 31

32 32
33 1. identify and focus on key aspects of project, programme and 33
34 portfolio management; 34
35 35
36 2. offer practical case examples of how new applications have been 36
37 tackled in a variety of industries; 37
38 38
39 3. provide access to appropriate new models in these areas, as they 39
40 emerge from academic research. 40
41 41

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 6 A dva n c e s i n P roj ec t M a n ag e m e n t

1 In other words, the book aims to provide those people and organisations who 1
2 are involved with the developments in project management with the kind 2
3 of structured information that will inform their thinking, their practice and 3
4 improve their decisions. Featured contributions have not been limited to a 4
5 particular community, country or association to ensure that a wide variety of 5
6 angles and perspectives are covered. 6
7 7
8 8
9 Geography and Scope 9
10 10
11 People come to project management from many directions bringing with 11
12 them their own particular take. Over the years we have witnessed a number 12
13 of distinct influences on the development of project management from various 13

f
14 sectors, government bodies, professional associations and even from specific 14
15 geographical regions. The publication is meant to be inclusive and offers a 15
16 platform to ideas which will be of use to practitioners regardless of where they 16
17 are based and whatever the geography of the projects that they are running.
o 17
18 18
19 Projects take place in organisations and feature people. Our approach 19
20 therefore is to focus on what it takes to manage projects in these settings. The 20
21 topics we cover will emphasise the skills, competencies, attitudes and knowledge 21
that are needed for successful delivery in a wide range of environments and
o
22 22
23 contexts. We will also endeavour not to get stuck in any particular silo, instead 23
24 offering a wider and more inclusive context. Some of our experts come from 24
25 other domains and bring organisational, psychological, sociological or other 25
26 influences that they can share. The value of this publication therefore is in 26
r

27 integrating the viewpoints and perspectives and offering improved insights 27

28 and understanding as a result. 28
29 29
30 Project management is a dynamic and exciting discipline. Together we can 30
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31 embark on a journey of exploration in unchartered territories, trying to map 31

32 some of our emerging knowledge and understanding. We encourage readers 32
33 to engage with the range of topics, and would also encourage those who would 33
34 like to share their insights and ideas with the wider community to get in touch 34
35 with the editor. We look forward to continuing this discussion and extending 35
36 the boundaries of project management. 36
37 37
38 Darren Dalcher 38
39 London, UK 39
40 40
41 41

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