PMnetwork May 2019

PMNetwork
PM NETWORK
MAY 2019 VOLUME 33, NUMBER 5
AGILE
FIT TEST
PAGE 22
TECH DISRUPTS
REAL ESTATE
PAGE 28
PROFESSIONAL
PIVOTS
PAGE 50
AMSTERDAM’S BRIGHT IDEA
AMSTERDAM’S
BRIGHT
IDEA PAGE 64
MAY 2019, VOLUME 33, NUMBER 5
MAKING PROJECT MANAGEMENT INDISPENSABLE FOR BUSINESS RESULTS.®
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44
Corinna Martinez,
36
PMP, Delegata,
Sacramento,
California, USA
56
64
Features MAY 2019 | VOLUME 33, NUMBER 5
28 ToHotdisrupt
Property
the real estate 44 When
Untested Authority
working with first-time 56 Erasing
Biting Back
mosquito-borne
sector, project teams must sponsors, project managers diseases requires teams to
tailor tech projects to the must define roles and educate stakeholders and
market’s particularities. responsibilities from the start. root out schedule risks.
By Steve Hendershot By Ashley Bishel By Novid Parsi
36 Despite
Change of Current
decades of 50

Taking the Curve
Project professionals who 64 ABright Idea
festival project team
delays, a U.S. team’s river embrace change might discover helped residents and
infrastructure project their next career opportunity tourists see Amsterdam in
delivered long-term value. lies just around the bend. a different light.
By Novid Parsi By Sarah Fister Gale By Jen Thomas
PMN0519 a-Front.indd 1 4/8/19 10:58 AM

A lively podcast series
covering hot topics
and emerging trends
in project management
Download free episodes

at www.PMI.org/Podcast
©2019 Project Management Institute, Inc. All Rights Reserved.

PMI, the PMI logo, and Projectified TM are marks of Project Management Institute, Inc.

Also MAY 2019 | VOLUME 33, NUMBER 5
5
THE EDGE
Reflective Mood A new storage facility for art will
be an attraction in and of itself.
8 6 Smart Wheels Tech advancements are stoking a

race to deliver the next generation of wheelchairs.
8 Safe Way Mumbai, India—one of the world’s most

crowded cities—is getting its first subway.
10 Future Proof The booming bourbon industry has

construction projects flowing.
12 Mining for Fresh Takes Turning former mines into

unique attractions could provide lessons learned.
13 The Positive of Negative Cost is key for building

one of the first carbon-negative power plants.
14 Exit Strategy Despite the Brexit chaos, U.K. project

managers remain confident.
6 12 15 Team Building U.S. sports franchises are making a
play for real estate development.
VOICES
18 Inside Track: Protecting Payments
Vanessa Eriksson, senior vice president, chief data
officer, Nets Group, Stockholm, Sweden
20 Project Toolkit Fostering Resilience
22 The Agile Project Manager Degrees of Uncertainty

By Jesse Fewell, CST, PMI-ACP, PMP, contributing editor
23 72 23 Take the Lead Birds of a Different Feather
By Marat Oyvetsky, PMP
GETTING IT DONE: Project Management in Action
24 Pushover No More
By Karin Hurt and David Dye
26 Leveling the Field

By Emily Luijbregts, PMP
ETC.
71 Good Reads From PMI
26 The Practitioner’s Guide to Program
Management
72 Closing Thoughts
Kannan Sachidanandam, PMP, PgMP
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“A public art depot is a new phenomenon
to the Netherlands. Normally these depots
are hidden in the periphery of cities.”
—MVRDV co-founder Winy Maas, to Dezeen
Reflective Mood
When is a storage facility more than a storage lion program to radically redesign the Rot-
PROJECT
facility? When it’s designed to be a work of terdam, Netherlands museum, which closes Museum Boijmans Van Beuningen
art in and of itself. its doors this month and is slated to reopen renovation
Such is the case with the MVRDV- in 2026. But the museum won’t be going BUDGET
PHOTO © COURTESY OF AMNH/D. FINNIN
designed Boijmans Van Beuningen Depot. totally dark during that seven-year period. €223 million
The facility, slated to open to the public in The team has launched a host of projects, SCHEDULE
2021, features a round, reflective facade that including relocating prominent art pieces Depot slated to open in 2021.
tapers outward from 40 meters (131 feet) at into eight local museums, moving 145,000 Museum slated to reopen 2026.
the base to 60 meters (197 feet) at the roof- books into a special public reading room, WORD OF CAUTION
top gardens. Just as striking as the depot’s designing a traveling exhibit that spans In nearby Amsterdam, three
exterior is its intended purpose inside: to national and international art venues, creat- museums—the Rijksmuseum,
Stedelijk and National Maritime
allow public access to the 70,000 artworks ing a curriculum for primary and secondary
Museum—were closed for years
from the Museum Boijmans Van Beuningen schools that will feature in-person artworks, during lengthy renovations in the
that will be stored there. as well as not-yet-announced digital and past decade. All three projects went
The project is part of a larger €223 mil- virtual projects. over budget and over schedule.
MAY 2019 PM NETWORK 5

theEdge
Smart Wheels
Wheelchair design has remained stagnant for
decades. That’s a problem, considering people with
disabilities still can’t always access everyday infra-
structure. In Paris, France, for instance, only nine
of 303 underground stations are fully accessible for
wheelchair use. But recent technological advances
are forging a new generation of wheelchairs that
promises much greater accessibility, even for peo-
ple with severe physical limitations.
The Wheelie 7, developed by Hoobox Robotics
and Intel, allows users to control a wheelchair with
facial expressions. The first next-gen offering to
hit the market, it was made commercially available
for lease in March at US$300 per month. In India,
the Self-E wheelchair developed by
students at Amrita Vishwa Vidyap-
eetham University in Tamil Nadu uses
autonomous navigation and laser sen-
sors to help users navigate terrain via
a smartphone app.
But costs remain a major barrier. In
September, Switzerland-based Scewo
unveiled a stair-climbing, self-balancing wheelchair
prototype priced at CHF35,500.
“The Wheelie is a great example of how a com-
pany can use artificial intelligence not only to build
a high-precision solution, but also to bring the final
cost of it down,” says Dandara Andrade, vice presi-
dent of production, Hoobox, São Paulo, Brazil. One
of the ways the project team kept final costs low, for
instance, was to ensure that the entire system used a
single light detection and ranging sensor, she says.
Seeking input from future users and iterating
on their feedback can also lower costs—and help
project teams ensure they’re developing a product
users need.
Trailblazers
The Wheelie 7 kit turns Unlike other products, the Wheelie
most existing wheelchairs
into AI-powered machines
7 is not a stand-alone wheelchair.
controlled by the users’ Instead, a kit turns most existing
facial expressions (inset).
wheelchairs into an AI-powered machine
through the addition of a camera, which
enables movement through facial expressions.
6 PM NETWORK MAY 2019 PMI.ORG

Scewo Bro, a
stair-climbing,
self-balancing
wheelchair
Students at Amrita Vishwa

Vidyapeetham University in India
developed the Self-E wheelchair.
The team took an iterative approach on the team spent an hour each month with each user to
US$1 million project from its onset in 2016, bak- gather input on the solution and hardware design.
ing user feedback and subsequent product updates “When a large number of people pointed out a
into the schedule. (The project was backed by a specific feature as necessary, the team and our test-
private investor and received grants from the São ing group analyzed the request to make sure the
Paulo Research Foundation.) Working closely with
“The feature was technologically viable and that it was
future users on the design helped vet features, curb not going to interfere negatively on the schedule,
costs and keep the project within its scope, Ms.
advantage of market position or manufacturing of the product,”
Andrade says. developing Ms. Andrade says. For instance, some users asked
“The advantage of developing a user-centered a user- that Hoobox’s technology give users the ability
product from the beginning was that we did not centered to control other electronic devices in the home.
spend time and money developing unnecessary product from But the team found that providing such a feature
features for the product, which is very common for
the beginning would push back the schedule too far and be too
this kind of solution,” Ms. Andrade says. costly at the time.
After spending six months building the proto-
was that Ultimately, as a result of user feedback, the team
type, the team held workshops around the U.S., its we did not decreased the size of the unit that controls the
target market, to build interest among disabled war spend time wheelchair joystick and introduced technology
veterans. The company gave veterans free proto- and money that recognizes more smiles, including a half smile.
types so they could test the technology and provide developing Ms. Andrade credits this approach for the Wheelie
input on what features would be useful. unnecessary becoming available within two years of the proj-
“This way, we made sure the common needs
of the users were always a priority,” Ms. Andrade
features.” ect’s launch and for its more affordable price point.
“The Wheelie is worth pursuing because it
—Dandara Andrade,
says. This strategy also helped market the product: changes the lives of the users by giving not only
Hoobox, São Paulo, Brazil
For every kit given away for free, Ms. Andrade says mobility but autonomy and freedom, improving
the company acquired roughly three new clients. their quality of life, and opening a new world of
The team conducted regular surveys to collect interactions for both the users and their families.”
feedback. Ms. Andrade estimates that the project —Ambreen Ali

theEdge
Safe Way
Overcrowding on Mumbai, India’s above-ground Chhatrapati Shivaji International Airport station.
JOERG BOETHLING / ALAMY STOCK PHOTO

rails is so extreme, it’s often deadly. On average, Shortly after, the team completed another major
seven commuters die each day, with more than milestone, this time completing tunnel work at
2,700 deaths in 2018. Relief is en route, with the the Sahar Road metro station. This project phase
state and central government sponsoring construc- spanned more than five months and included the
tion of a 33.5-kilometer (20.8-mile) subway—the use of a tunnel boring machine to dig 692 meters
city’s first. (2,270 feet) to connect the station site to the city’s
“There is a desperation,” Ashwini Bhide, man- underground rail.
aging director of the Mumbai Metro Rail Corp. But before the breakthroughs, the team first
(MMRC), the government’s joint venture oversee- had to overcome stakeholder pushback, especially
ing execution, told The Wall Street Journal. “It in securing land for construction. The 27-station
should have been done yesterday.” track cuts underneath some of the world’s most
Now at the halfway point, the INR300 billion densely populated neighborhoods, the aforemen-
project has hit its stride and is set to be completed tioned airport and numerous religious buildings.
in 2021. In February, the team achieved its fifth of Some residents are being relocated, while others
32 planned tunnel breakthroughs, this one at the are deeply concerned about whether the subter-

At left, commuters and
above-ground trains in
Mumbai, India. Above,
underground work on a
rail line. Here, the tunnel
boring machine at the
Mumbai Metro Line 3 site.
ranean construction will damage buildings. To team has partnered with a consortium includ-
combat skepticism, Ms. Bhide has made efforts to ing French engineering company Egis, Japanese
communicate with the community to dispel mis- consulting firm Padeco and U.S. engineering
conceptions. She’s placed ads, written magazine firm AECOM. But while the international teams
articles, held public meetings and taken journalists bring necessary expertise, the mix can also cre-
to work sites to curb misinformation. ate complications.
“There is a With the project now in full swing, the massive “Quality standards differ from country to country,
desperation. undertaking is requiring upward of 8,000 labor- as well as the approach to an underground proj-
It should ers working 24-hour days. The goal is to finish ect—not to mention team spirit,” Ashish Tandon,
have been the subway at a rate of 1 mile (1.6 kilometers) managing director of Egis in India, told the website
done a month, with the help of seven, 360-foot (110- Urban Utopia. To overcome these potential barri-
meter) boring machines. Even during monsoon ers, Egis has paired foreign experts who have highly
yesterday.” season, a four-month period of heavy rains, the specialized technical or project management knowl-
—Ashwini Bhide, Mumbai project team intends to press on with the help of edge with local employees who are familiar with the
Metro Rail Corp., to The
Wall Street Journal more than 200 pumps to drain water. country’s regulations. “The keys to success are com-
To oversee project management, the MMRC munication and transparency.” —CJ Waity

theEdge
Future Proof
The bourbon industry is in good spirits. In the past
decade, bourbon whiskey production increased
115 percent, according to the Kentucky Distillers’
Association. That’s big business for the U.S. state
of Kentucky, which produces 95 percent of the
barrel-aged booze. Bourbon now funnels US$8.6
billion into Kentucky’s economy annually, a 60
percent jump since 2009.
The bourbon boom has ushered in a building
spree, with distilleries currently pursuing construc-
tion projects worth a collective US$2.3 billion. Jim
Beam, for instance, has dedicated US$165 million
to two expansion projects. And Diageo, the parent
company of Bulleit, is building that brand’s third
distillery in the state, a US$130 million project.
These projects are transforming Kentucky’s
whiskey region into a global
Bourbon tourist destination—one
now funnels that aims to rival what
US$8.6 billion California, USA winemakers
into Kentucky’s have created in Napa Val-
economy ley. To that end, bourbon
annually, a makers are going beyond
60%
distilleries to attract tour-
ists, including building
hotels, restaurants—even
jump since lakes. Stoli Group USA,
2009. for instance, is building a
US$150 million complex
that will include a luxury hotel, restaurant, conven-
tion center and music venue.
“It’s about creating that overall experience,”
Rudy Costello, CEO, Stoli Group USA, told The
New York Times. Construction on the facility is
expected to start in 2020. “We see the tourism
in that area already, and I don’t think we’ve even
scratched the surface.”
Peer Party
As companies rush to expand, teams will need to
break down project silos. Heaven Hill Distillery
GETTY IMAGES

Renderings of Kentucky Owl Park, Stoli
Group’s complex that will include a
luxury hotel, restaurant, convention
center and music venue.
learned the value of that lesson before it launched Keeping the same integrated core team from
Toast of the US$17.5 million renovation and expansion of project to project has also created seamless knowl-
the Town its visitor center in 2017, with a planned comple- edge transfer. “It maintains consistency and insti-
Counties in the U.S.
state of Kentucky with tion in 2021. tutional knowledge,” Ms. Wahl says. “So the team
at least 1 whiskey On earlier projects, including the original visitor members not only have expertise in their fields,
distillery center, Heaven Hill’s teams did not always know of they also have expertise with us and our projects.”
changes made by other groups—until the changes
had resulted in cost and schedule Setting the Bar
2009 overruns. For example, two months Distillers realize that simply selling
into the construction of the original bourbon is no longer enough; they
visitor center, the designer discov- also have to provide an experience.
ered that changes in structural and The Stoli Group is working with
mechanical elements, such as the famed Shigeru Ban Architects to do
placement of air vents, would interfere “We learned we so for its Kentucky Owl Park project.
2019
with planned design elements. That needed to have Project plans for the 420-acre
meant a delay and an unexpected cost our teams work (170-hectare) site call for the usual
to reconstruct the affected area. hand in hand facilities to make bourbon: rick-
68
Total distilleries in
“We learned we needed to have
our teams work hand in hand to
make sure we don’t have overage
to make sure
we don’t have
houses for aging and a bottling cen-
ter. But to draw tourists, the project
team is also planning more elaborate
Kentucky, a 250 percent
in time or cost,” says Susan Wahl, overage in time offerings: Existing quarry pits will be
increase since 2009
group product director, whiskey or cost.” turned into lakes with clear, lime-
1.4 portfolio, Heaven Hill Distillery,

Louisville, Kentucky.
—Susan Wahl, Heaven Hill
Distillery, Louisville,
stone-filtered water. The distillery
will be housed in three timber-based
million
Kentucky, USA
Heaven Hill Distillery prioritized pyramids. And a working, vintage-
collaboration for its latest project. style dinner train will connect Ken-
Distillery stops that It embedded members from the architect’s office tucky Owl Park to other distilleries in the area.
tourists made in 2018, in the designer’s office, and vice versa. The entire “This is an opportunity for us to challenge our-
a 370 percent increase
project team, including owner representatives, selves like never before,” Dean Maltz, managing
since 2009
Abel Construction and Solid Light, meets once a partner, Shigeru Ban Architects, said in a state-
Source: Kentucky
Distillers’ Association
week for status updates. So when the designer or ment. “These plans serve as our first Kentucky dis-
the architect makes a change, the other quickly tillery and incorporate unique highlights and nods
learns and responds—before it gets built. to the industry and its history.” —Novid Parsi

theEdge
Mining for
Fresh Takes
Contaminated water
and soil. Lengthy vertical
shafts hidden by over-
grown vegetation. Hazard-
ous machinery submerged
in stagnant water. Closed
mines and quarries can be
dangerous—even deadly—
but sponsors that halt
operations aren’t always
successful at deterring
trespassers. The rescue of
three people from a closed
coal mine near Charles-
ton, West Virginia, USA in
December brought new
attention to the prob-
lem—and sparked fresh
interest in projects to
transform these perilous
spaces into unique at- AMUSEMENT PARK IN TURDA, ROMANIA
tractions. Four successful The 400-foot (122-meter) deep salt mine from the 17th century has seen a number of makeovers, includ-
projects in particular could ing into a cheese cave and a wartime bomb shelter. Its most recent transformation into a year-round
provide lessons learned for amusement park, named Salina Turda, includes an amphitheater, a Ferris wheel, spa rooms, a mini-golf
future initiatives: course and a subterranean lake with rowboat tours.
DATA CENTER IN SPRINGFIELD, ZIP LINE IN LLECHWEDD, WALES UNDERGROUND HOTEL NEAR
MISSOURI, USA In the 1880s, more than 500 people worked SHANGHAI, CHINA
Bluebird Network’s 2018 project to at this bustling slate mine, but by the 1960s Built on the site of an abandoned quarry
convert an old mine into a data center demand had plummeted and production outside of Shanghai, the Intercontinental
puts its IT infrastructure out of harm’s stopped. The company began offering slate Shanghai Wonderland has just two floors
way from tornadoes and snowstorms, cavern tours in 1972, but attendance skyrock- above ground—and 16 below. The more
both of which are common in the state. eted when Zip World created an adrenaline- than 10-year project, which was finished
And it’s hard to beat the security of a laced adventure park—complete with giant last year, included a team of some 5,000
data center nestled 85 feet (26 meters) trampolines and the world’s largest under- architects, engineers, designers and
deep in limestone. ground zip lines—in 2015. In February, the workers.
company proposed a project to build a similar
site in southern Wales, in a former coal mine.

Biomass domes at Drax
The Positive
Power Station near
Selby, England
of Negative
With climate catastrophe possibly looming, doing
no environmental harm might no longer be
enough. In an effort to drastically cut down on
its carbon footprint, the Drax Group launched
a £400,000 pilot project in November in North
Yorkshire, England to create one of the first car-
bon-negative power stations in the world. Carbon
negative goes one step further than carbon neutral,
meaning an activity removes more carbon from the
atmosphere than what’s created during the process.
Drax Power Station, a part-coal, part-biomass- helped reduce costs on multiple fronts: It lowered
burning plant, uses 7 million metric tons of wood the amount of energy typically required to capture
pellets annually to fuel generators that create 6 carbon while also using less corrosive chemicals to
Drax could
percent of the country’s electricity. The genera- do so. Better chemicals allow teams to use cheaper scale up its
tors, naturally, emit carbon dioxide. The aim of the materials during construction. technology
six-month pilot—which Drax is partnering on with If the pilot proves successful, Drax could scale to capture as
C-Capture, a commercial offshoot of the Univer- up its technology to capture as much as 50 million much as
sity of Leeds—is to capture 1 metric ton of carbon metric tons of carbon dioxide annually by 2050.
50
million
dioxide a day using a solvent that absorbs carbon Future work will also explore the other half of the
dioxide. The team successfully captured its first carbon-negative equation: storing captured carbon
carbon dioxide in February. in a place where it won’t re-enter the atmosphere.
metric tons of
This is not Drax Group’s first stab at carbon- In the interim, energy and clean growth minister
capture technology. The company launched a Claire Perry said that the technology on display
carbon dioxide
similar effort in 2013 but scrapped it two years from the pilot “has the potential to make huge
annually by
later due to steep costs. “Every aspect has been strides in our efforts to tackle climate change while
2050.
improved on,” C-Capture director Chris Rayner kick-starting an entirely new cutting-edge industry
told Chemistry World. The C-Capture project team in the U.K.” —Michael Wasney
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theEdge
Exit Strategy
Uncertainty looms for project professionals in the United Kingdom. But there’s hope amid
the Brexit chaos: Salaries are up—especially for those who change jobs.
BETTER TOGETHER? SUBTLE SHIFT

There’s been an uptick in the rate of U.K. project professionals who feel Workers are looking to switch up their
Brexit will be harmful. But, overall, personal confidence remains high. roles, and their current organizations
can help—before those workers find
Is Brexit impacting your level of confidence? employment elsewhere.
>30%
54%
48%
45%
No
35% 44%
Yes— 32% of U.K. professionals are open to
negatively changing their role.
>10%
Yes—
positively
8% 8%
Prefer not 4%
to share 4% 4% of U.K. professionals are looking to
3%
change their employer.
2016 2017 2018
The personal confidence level of U.K. project professionals:

65%
of employees want a clearly
9% Very high defined job description.
43% High
35% Neutral
43%
of human resources leaders
10% Low are redesigning jobs to
prepare for the future of work.
3% Very low
SIDESTEPPING NUMBER ONE
Despite Brexit, many project Executives believe the highest ROI
The biggest driver of pay increases?
professionals have seen an on talent investment will come
A new job.
improvement in their overall from redesigning jobs to better
financial position compared deliver value.
2x
with the previous year.
75% 22%
10% Much better of workers who remained of workers who
in their job saw their remained in their
salaries increase between job saw their salaries Executives in high-performing
31% Slightly better 0 and 3%. increase 4% or higher. companies* are twice as likely
to say that job redesign makes
35% About the same a sizable difference to business
performance.
16% Slightly worse 26% 49% *High-performing companies
of workers who of workers who
self-reported that they exceeded
9% Much worse switched jobs saw switched jobs
performance goals during the last
increases between saw increases of
0 and 3%. 4% or more. three years.
Sources: Project Management Benchmark Report, Arras People, 2019; Project Management Benchmark Report, Arras People, 2018; Global Talent Trends 2019, Mercer, 2019

Team Building
There’s a new game in town. Sports organizations in the United States looking to boost fan engagement—and ulti-
mately, profits—are expanding the experience around their arenas by sponsoring real estate development projects.
Professional teams have long worked with government and private sector partners to build new stadiums.
However, a new wave of large-scale, mixed-use development projects surrounding team facilities is in motion.
And while team owners will have to expand their risk appetites for such massive, first-of-their-kind projects,
the potential payoff is alluring. A 91-acre (36.8-hectare) complex in development in Frisco, Texas, for instance,
has become a huge tourism draw in the area.
THE STAR
Location: Frisco, Texas
The team: Dallas Cowboys, professional American football team
The US$1.5 billion complex, which partly opened in 2016, acts
as the team’s headquarters and includes a 12,000-seat indoor
stadium that serves as the Cowboys’ practice field in addition to
hosting local high school football games. But the development,
called The Star, offers much more than sports: It has boutique
shops, more than 20 restaurants, a hotel and a medical facility.
There’s more to come, too, with the team’s ownership building
a new 160-unit high-rise apartment building that broke ground
last year.
MISSION ROCK
Location: San Francisco, California
The team: San Francisco Giants, professional
baseball team
The San Francisco Giants expect to break ground later this
year on a development near its baseball stadium on a 28-acre
(11.3-hectare) site currently used for parking. The proposed
project, a partnership with developer Tishman Speyer, will
incorporate 1,400 housing units, up to 1.4 million square feet
(130,064 square meters) of office space and 250,000 square
feet (23,226 square meters) of retail and manufacturing space.
TITLETOWN
Location: Ashwaubenon, Wisconsin
The team: Green Bay Packers, professional American football
team
Titletown is getting built right next to Lambeau Field, one of
the most iconic sports destinations in the U.S. The first phase
of construction included restaurants, a brewpub, a snow-
tubing hill, parks and athletic fields for the public. The second
construction phase, which started earlier this year, will include
roughly 220 residences, an office building and approximately
100,000 square feet (9,290 square meters) allocated for future
development.

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Voices
INSIDE TRACK
Protecting Payments
T
VANESSA he convenience of digital payments lead the way, Nets selected Vanessa Eriksson, who
means nothing if organizations aren’t brought 15 years’ experience to the new role of
ERIKSSON prepared to focus on the risks associ- chief data officer (CDO).
TITLE: Senior vice president, ated with transferring confidential
chief data officer and valuable data. As a company that provides How do you see the role of CDO generally—and
payment services to 240 banks, 240,000 enterprises specifically for you?
ILLUSTRATION BY YOLANDA GALVAN
ORGANIZATION:
and 400,000 merchants in 20 European countries, I believe the role in general is underestimated.
Nets Group
Nets Group is well aware. It handles more than 8 But when you’re a new CDO, all eyes are on you.
LOCATION: Stockholm, billion transactions each year. Everyone looks at you as a knight in shining armor
Sweden In 2018, after a period of rapid growth, Nets who will fix all their data problems.
determined it needed to centralize its data func- As CDO at Nets Group, I oversee the defen-
tions within a chief data office to provide stronger sive and offensive aspects of both internal data
governance, security and risk management. To and customer data. The defensive part involves
PMN0519 b-Voices.indd 18 4/8/19 11:12 AM

It’s not enough to have top
management give a nod of approval;
this requires evangelizing at every
level in the organization.
compliance with regulations such as the European areas. For instance, we started working with the
Union’s General Data Protection Regulation. I loyalty programs offered within merchant services
have a security and compliance officer who works to identify the business stakeholders, the relevant
with the appointed GDPR leads and compliance IT systems and the data stewards who set data
officers ensuring that compliance gets embedded definitions and rules.
Small Talk
in our daily operations and doesn’t become a one- What one skill should
every project manager
off exercise. The offensive part involves working to What project management approaches are you
have?
create revenue-generating data products and pro- using? People skills. You have
vide insights to our customers. The project management approach we take is tai- to be able to motivate
lored to the area and scope. For instance, within your team.
What was one of the early challenges you the data governance and master data management
identified in this new role? area, we use a waterfall approach. Those projects What was one of your
first jobs?
An unclear data governance structure. The organi- need a very clear plan and stages around feasibil-
I was a model in Mum-
zation had already implemented data governance, ity, design, building, testing and so on. But our bai, India. I was in sev-
but it needed a higher level of business acceptance analytics and innovation projects take on a hybrid eral runway shows and
and ownership. We’re at the heart of the payments approach. Some use the waterfall approach to on magazine covers.
ecosystem, and that means we have a lot of data help manage their interdependencies, while others
What’s a valuable
that is unique and a lot of people working with use an agile approach because of the iterations of
career lesson you
that data to deliver customer value. different phases and the flexibility that allows for learned as a model?
One of the big challenges I noticed right away changes to be made in the project requirements. Staying true to myself.
was that the data was spread out and in disparate As glamorous as
systems. The organization lacked a consolidated What’s the biggest difficulty you face in modeling was, I knew it
view on master data, which is foundational. Hav- managing this change initiative? wasn’t what I wanted
for myself.
ing the right processes and controls in place brings Getting buy-in for it. Data governance needs com-
trust to the data. pany-wide acceptance, and that’s not easy to come
by. It’s not enough to have top management give a
How do you fix that? nod of approval; this requires evangelizing at every
Create a sustainable solution. That means anchoring level in the organization.
the data governance team’s business acceptance and
ownership, appointing the group CFO as head of data How are you securing that buy-in?
governance, and creating a data governance policy With the data governance program, I’m start-
that formalizes the key roles and responsibilities. ing small to demonstrate its value, to show the
We’re taking a project approach to determine organization how data governance helps it and to
how data is used and managed at Nets Group. We establish the roles of data stewards. After we dem-
broke the overall new data governance program onstrate its value to merchant services, we’ll then
into three projects, one for each of our service expand it to the other areas. PM

Voices PROJECT TOOLKIT
Fostering
Resilience
We asked the project management community:
How do you help team members prevent and
recover from burnout?
MAKE IT PERSONAL
Burnout on a meaningful project can happen
for a variety of reasons, despite best efforts.
So I tailor my approach to the situation, asking team
members what they feel will best rejuvenate them.
Generally, I consider addressing or eliminating any
elements of the project the team has found to be
eternally wretched. I’ll reduce the work hours—at
least temporarily—by expecting no overtime or a
shorter workweek. I ensure that team members
are supported and have the resources necessary to
work well. I take steps to recognize and celebrate
accomplishments. Finally, a change of environment
can reinvigorate team members, such as having an
off-site strategy-planning event.”
—Jan Schiller, PMP, partner and chief project officer,
Berkshire Consulting LLC, Milwaukee, Wisconsin, USA
HIT REFRESH
I’m always looking for new ways to break
up the monotony to prevent burnout—
and help teams recover from it. One option is
to mix it up: Provide team members a diverse
portfolio so there’s always different types of
projects to work on. Another way to keep team
members engaged is to provide professional
development during work hours or encourage
them to pursue volunteer activities. I also like
to plan a team-building event. For example,
my last event was an escape room game; it
was both fun and a chance to use our deduc-
tive project skills.”
—Cathy Hoenig, PhD, director, project manage-
ment office, Exemplis LLC, Cypress, California, USA

THINK AHEAD LIGHTEN THE LOAD
You have to be proactive to avoid burnout. I The best way to recover from burnout?
focus on looking out for signs of burnout and Don’t let team members burn out. I’d view
working with the team to consider options that can it as a failure of leadership—and the team as a
reduce it, such as adjusting resources or reassessing whole—if even one team member burned out,
priorities. Transparency in communication as to how especially if we are talking about a project team
and why their skills are being used—and the benefits that works together in person and not virtually. What’s one approach
at the end of a project—can help to prepare people However, if the burnout was unavoidable, the you take at project
and provide some extra motivation.” best thing you can do is give the team member a kickoff to ensure
—Emma Longstaff, business readiness lead and project chance to recover without putting additional pres- strategic alignment?
Email responses
management office support manager, Wesleyan, sure on him or her to return to work quickly. For
to pmnetwork@
Birmingham, England instance, you can reduce the volume of email you imaginepub.com for
send, encourage others on the team to respect that possible publication in a
SWITCH ROLES team member’s need for breathing room and touch future issue.
Sometimes the best idea is to let team base with the team member on a regular basis to
members try something new. I like to let see if additional support is needed.”
them exchange roles on a temporary basis. It might —Kiron D. Bondale, PMI-ACP, PMI-RMP, PMP, agile coach,
decrease project velocity, but it also can reduce the TD Bank, Toronto, Ontario, Canada
feeling of burnout. Giving them new tasks or plac-
ing them in a different environment
can stimulate the senses Down and Out
and bring workers out Workplace burnout is becoming a problem in
of a professional rut. today’s fast-paced business environment.
Then, when they
return to their previ- STRESS TEST SUDDEN IMPACT
ous roles, they’ll Frequency of employees feeling Employees who frequently experience
burned out: burnout at work are:
have a new
appreciation for
the entire proj- 63% more likely to take a sick day
ect team.”
—Artur Gula, 23% 50% less likely to discuss how to
IT project Very often
approach performance goals with
manager, or always
their manager
Euvic, Kato-
wice, Poland
23% more likely to visit the hospital
emergency room
44% 13% less confident in their

Sometimes performance
2.6x
SHUTTERSTOCK
more likely to seek

a different job
Source: Gallup, 2018

Voices THE AGILE PROJECT MANAGER
on a short-term plan. The only

relevant approach was for citizens
in nearby boats and first respond-
ers in the city to take immediate,
organic action.
Agile isn’t necessary for simple
GETTY IMAGES
projects. Other projects really
just aren’t that hard. A project
manager at a print advertising
company once told me that every
Degrees of
year she has to coordinate the order, delivery
and installation of an expensive new printing
machine. “My biggest risk isn’t uncertainty; it’s
Uncertainty
that I’ve got so many other things distracting
me. Should I use agile to make sure I don’t slip
behind?” The answer is no.
When assessing the suitability of agile approaches,
zero in on your project’s known unknowns. Agile is optimized for complexity. The agile move-
ment was founded by people trying to solve inno-
By Jesse Fewell, CST, PMI-ACP, PMP, contributing editor
vation problems involving some degree of VUCA
(volatility, uncertainty, complexity or ambiguity).
I
Unlike with chaos projects, these projects were
f you’ve never heard project managers planned with a clear goal from the outset. In this
debate the merits of agile, here’s a quick messy middle of the uncertainty spectrum, it makes
summary. A gruff project manager says, sense to invest in a fully allocated team to regularly
“Since your agile approach doesn’t fit my rework prototypes based on frequent retrospectives.
oil exploration projects, it’s not relevant to me
and thus not even worth learning about.” An agile Agile might be more relevant than you think.
zealot will respond, “Oh, yeah? Well, let me rattle Remember those oil drilling projects referenced
It makes sense off several digital products you don’t care about, above? Interestingly, their dynamics have trans-
to invest along with a few contrived examples.” formed in recent decades. During the 20th cen-
in a fully Here’s a better way to size up whether agile tury, it was common for only 1 in 5 drill sites to
approaches should factor into your project: Gauge gush oil. That was okay because that one win-
allocated team the project’s level of uncertainty, both in terms of ner more than made up for losses. But today oil
to regularly requirements and technical challenges. And keep executives don’t tolerate so much uncertainty. So
rework the following general points in mind. drilling teams test assumptions and the viability
prototypes. of potential sites in an iterative fashion to boost
Agile can’t eliminate chaos. Some projects are the success rate.
just crazy. In 2009, US Airways pilot Chesley Have you assessed the level of uncertainty your
“Sully” Sullenberger famously landed a jet in the project faces? It’s the first step toward understand-
Hudson River in New York, New York, USA after ing whether agile is a good fit. PM
both engines failed. That set in motion a frantic
rescue of more than 150 people. This “project” Jesse Fewell, CST, PMI-ACP, PMP, has served on the
offered no time for an empowered agile team to core team of the Agile Practice Guide and the Steer-
ing Committee for the PMI-ACP® certification. He
set clear working agreements as they collaborated can be reached at email@jessefewell.com.

TAKE THE LEAD
Birds of a
Different
Feather
LESS REALLY IS MORE
It can be tempting to go into detail while reporting
on a project’s status, challenges and risks. There
is a basic tension between project leaders’ deep
Here’s how to streamline and unify executive
knowledge and executive leadership’s interest in a
reporting when leading different types of projects.
project’s overall health, budget status and time to
By Marat Oyvetsky, PMP completion. But resisting the urge to go into the
weeds is particularly critical when you’re manag-
ing dissimilar projects. Here’s how you can create
K
homogeneous reports executive sponsors and other
eeping leadership in the loop on
It can be leaders can quickly consume and understand.
multiple projects is easier when Focus on high-level milestones. By breaking
the projects have a lot in com-
tempting down all the projects into high-level milestones for
mon. When initiatives share similar to go into each, project leaders can report on the basic time-
scopes and execution approaches, project manag- detail while lines of each work stream regardless of technology
ers can straightforwardly formulate an integrated reporting on or methodology.
schedule and status report showcasing everything a project’s Create a master dashboard. Master project
being managed and the paths to successful com- status, dashboards can illustrate the overall timeline for all
pletion. Large companies often have the luxury
of creating silos in their project management
challenges in-flight projects and communicate their respective
completion dates. A picture really can be worth a
teams to allow related projects to be managed and
and risks. thousand words.
reported in similar styles. For example, a company Map key business initiatives to project time-
might silo its IT lines. Executive sponsors view projects as a means
infrastructure to strategic ends. By mapping key initiatives to
or IT security each project timeline on a dashboard, you’ll com-
projects, assigning municate when leadership can expect certain
project managers to technologies (or whatever the projects will deliver)
work in only one of to be available in support of business plans. This
these areas. approach also helps highlight any dependencies
But I’ve witnessed between the projects.
organizations that suddenly Create a simple scorecard. Executive leadership
make project managers strad- is results-oriented, so focus on what was completed,
dle silos. They hand someone what is planned and any risks that might complicate
very different projects while still and/or slow completion. The scorecard will
ZENZEN/, KULIPERKO/SHUTTERSTOCK
expecting reporting to be the same allow executive leadership to easily see the
across all of them. In those scenarios, health and overall status of each project—
project managers are left to their own regardless of management technique. PM
devices to try to communicate to leader-
ship succinctly and effectively.
Marat Oyvetsky, PMP, is program director at Trace3,
San Diego, California, USA.

Getting It Done PROJECT MANAGEMENT IN ACTION
Pushover No More
It’s never too late to begin practicing team accountability.
By Karin Hurt and David Dye
W
e had just finished giving our “Art 1. OWN IT
of the Tough Conversation” presen- Start by taking responsibility. Tell your team:
tation at the PMI® Global Confer- “Frankly, I haven’t done the best job when it comes
ence in Los Angeles last year when to accountability, but that changes today. I owe it
a project manager approached with a question. to you, and we owe it to one another, and we owe
“I love these techniques, but I’ve got a real prob- it to our customers.”
lem,” he confessed. “I’ve been working with the
same people for seven years. They love working for 2. DEFINE SUCCESS
me. But sometimes I’m just too nice. People miss The word “accountability” can be scary to your
deliverables, and I’m too patient. I spend way too team, particularly when you haven’t talked about
much time chasing after people to get what I need. it or practiced it in the past. So be specific about
I’m afraid to have the tough conversations I need your expectations: How strict are task deadlines,
to hold people accountable. I just don’t see how I and what will the process look like moving forward
can change now. They’ve known me for too long.” when one is missed? What are the expectations
He’s not alone. Many project managers have around response rates to team communication and
allowed their teams to slide—choosing to be liked questions? Will the team be resetting its norms
at the expense of achieving results. In our surveys, around meeting attendance and preparation?
over two-thirds of managers prefer getting along to Explain what success looks like going forward and
getting results. how team members will keep their commitments
Once you’ve gained a reputation for letting to one another.
slackers slide, it can be tricky to get back on track.
ELOKU/SHUTTERSTOCK
The good news is that if you recognize the need, 3. TRAIN YOUR TEAM TO HOLD
you can make a fresh start. Here are five steps to ACCOUNTABILITY CONVERSATIONS
transform your leadership and your project team’s Project managers can’t be the only ones putting
accountability when you haven’t done it before: people on the hook; this is a team sport. Use the

Be specific about your expectations:
How strict are task deadlines, and
what will the process look like …
when one is missed?
INSPIRE method to teach your team to hold more encourage. Be on the lookout for acts of responsi-
effective accountability conversations: bility, especially when a team member holds you
n Initiate. Create space for the conversation by accountable. Stop the meeting, congratulate the
saying something like, “I really care about the person for holding you or the team accountable,
success of this project and your success, and I’ve and encourage him or her to keep doing it. Then
observed something troublesome recently. Do return to the meeting.
you have a few minutes to talk?”
n Notice. Make an observation of the behavior 5. PRACTICE ACCOUNTABILITY
in question. For instance, say, “I’ve noticed ABOUT ACCOUNTABILITY
that your conversations with IT have gotten This is a powerful opportunity to reinforce
more contentious.” new behaviors. When the team doesn’t practice
n Support. Offer specific evidence as needed. For accountability, call attention to it immediately.
example, “In your last two conversations with IT, You might say, “We’ll get back to the project Share Your
you were shouting by the end of the meeting.” timeline in a minute, but first we need to talk Thoughts
n Probe. Ask “What’s going on?” or a similar ques- about what happened. I noticed that I didn’t No one
knows project
tion that brings the other person into the conversa- bring the data I said I would, and no one said
management
tion. Ask in a neutral, curious tone to allow him or anything. What’s going on?” You’re using the better than you, the
her to share any relevant information. And after INSPIRE model to reinforce that they didn’t project professionals
asking, give the other person a chance to talk. hold you accountable. “Getting It Done.”
n Invite. Ask how he or she could remedy the situation. So every month,
n Review. Make sure you have understood It’s never too late to begin practicing team account- PM Network shares
your expertise on
the person’s commitment. Ask him or her to ability. When you take responsibility, reset expecta-
everything from
recap the plan. tions, equip your team to practice accountability and sustainability to
n Enforce. Set a follow-up meeting when you will celebrate as you practice new behaviors together, you talent management,
both check to see if the commitment has been create a foundation for amazing results. PM and all project
kept. For instance, “I’ll check back with you after topics in between.
If you’re interested
your next call with IT to see how it went.”
Karin Hurt and David Dye are CEO and in contributing,
president, respectively, of Let’s Grow email pmnetwork@
4. CELEBRATE EVERY SUCCESS Leaders and authors of Winning Well:
A Manager’s Guide to Getting Results— imaginepub.com.
You will get more of what you celebrate and Without Losing Your Soul.

Getting It Done PROJECT MANAGEMENT IN ACTION
Leveling
T
he gender gap is real—from salaries to
C-suite leadership. There’s a wide gulf
the Field
in project management pay, according
to PMI’s Earning Power: Project Man-
agement Salary Survey 10th Edition. In each of
the more than 30 countries surveyed for the 2017
Women can follow these tips to thrive report, the average salary for men is greater than
in project management. the average salary for women. And in the broader
By Emily Luijbregts, PMP business world, only 24 percent of senior roles are
held by women, according to a 2018 global Grant
Thornton study. What can women do to help
ensure they beat these dismal odds and thrive in
project management and business?
It is important to address women specifically
because women and men credit their success to
different things—so career advice needs to be
tailored accordingly. Studies show that men tend
to attribute their success to innate qualities and
skills, whereas women are more likely to cite exter-
nal factors, such as working hard or being lucky.

Women, therefore, might need to look internally There’s a Are you working in an environment where
to get a handle on how to get ahead. showing your experience and skills will speak
Here are four ways women can gain a career
real value in loudly enough for you to get the recognition you
advantage in project management.
networking deserve? Or does the culture expect you to fre-
with other quently tout your own successes? Is job-hopping
1. UNDERSTAND YOUR TALENTS women the industry norm for advancement, or are there
What makes you stand out from other project man- in project well-worn paths at the organization for promotion
agers? Is it your attention to detail? Is it your com- management: and greater responsibility? Studying what works
passion? Are you more empathetic to the team’s
You can in both your industry and organization will better
issues? Are you always thinking five steps ahead of enable you to develop a strategy for how to suc-
others? Jot down this unique attribute that sets you
observe ceed and get ahead of your competition.
apart from the pack. Then list your other talents and how they’ve
abilities. If you’re struggling with this activity, work gained career 4. NETWORK
with someone you trust to see if their outside per- traction. Connecting with your peers allows you to keep
spective can help you pinpoint your strengths. abreast of the latest information and see the
competition within your industry or area. But,
2. KNOW HOW TO MARKET YOURSELF especially for women, there’s a real value in net-
Women should learn how to promote and sell working with other women in project manage-
their abilities. Using the same list from the above ment: You can observe how they’ve gained career
exercise, note next to each attribute or skill how traction and what they’re doing to further their
you could market that talent in your industry. It career momentum. A strong network also gives
could look something like this: you a stronger sounding board when you’re seek-
ing career advice or input.
How can I market I’ve found networking at PMI chapter events
What’s my talent?
myself?
and conferences to be invaluable for these rea-
➔ Long track record of ➔ Share expertise sons and also for selling my professional brand. I
successful projects with other project encourage you to look for the thought leaders or
managers
champions of your profession and connect with
➔ Being able to ➔ Promote project them, whether to collaborate on research or simply
translate technical successes to to build professional relationships.
into business “speak” executives
➔ Presenting to ➔ Present at In some ways, career development can feel like

stakeholders conferences an individual endeavor, as you size up the playing
field and work to strengthen your own competitive
advantages. But I’d also encourage you to actively
3. KNOW YOUR INDUSTRY AND support your colleagues who are women. That
COMPANY CULTURE altruistic impulse can pay off—for everyone—in
Navigating a career path in the oil and gas field the long term: If you help them achieve their
may look very different than one in IT. Likewise, career goals, together you’ll be strong enough to
getting ahead at a startup may require a different break through that glass ceiling to the jobs that
skill set or priorities than getting ahead at a global women deserve. PM
enterprise. Now that you’ve spent some time look-
ing internally at your strengths and skills, it’s time Emily Luijbregts, PMP, is a project manager
to turn your attention outward, to the organization at Siemens PLM Software, ‘s-Hertogenbosch,
the Netherlands.
and industry culture.

HOT
PROP
ERT Y
To disrupt the real estate sector, project teams must ta
PMN0519 c-First Features.indd 28 4/8/19 11:26 AM

st tailor tech projects to the market’s particularities. BY STEVE HENDERSHOT
GETTY IMAGES

“Proptech is really coming into the light. We’ve lagged be
for the last few years, but now clients expect technolo gy
to play a major part of our service delivery.”
—Nik Sudhakar, CBRE Asia Pacific, Hong Kong, China
30
F
PM NETWORK MAY 2019 PMI.ORG
PMN0519 c-First Features.indd 30

or decades, buying or selling property has followed
the same well-worn path: a commercial or residen-
tial listing, an agent showing and a mountain of
manual paperwork. Even as technological upheaval
swept through other sectors, the real estate industry
stood largely unaffected beyond online aggrega-
tors to list available properties. The experience of
advertising, touring and experiencing the physical
space was largely divided from the digital world.
Until now.
Established organizations and startups alike are
launching a new crop of projects to infuse tech-
nology across the real estate ecosystem. Compass
recently rolled out hundreds of for-sale signs that
SHUTTERSTOCK
4/8/19 11:26 AM
ed behind fintech and others
olo gy platforms
are integrated with LED lights and, eventually, ture capital firms hit US$9.6 billion last year, up Real estate
will have augmented reality capabilities. The smart
signs will allow passersby to learn everything from
from US$1.8 billion in 2015, according to industry
research group CREtech. The appetite for property
tech project
building specs to local air quality with a swipe of tech, or proptech, projects to yield benefits is clear:
investments from
their phone. In London, England, startup Nested In a 2018 survey, 97 percent of real estate execu- venture capital
developed a platform that uses big data to pinpoint tives told KPMG that they expected digital and firms hit
a home’s value more accurately than a flesh-and-
blood appraisal. In Switzerland, Hegias finished
technological innovation to significantly impact
their businesses. In Deloitte’s 2019 Commercial Real
US$9.6
a project this year to develop a real estate virtual Estate Outlook report, nearly half of respondents billion
reality (VR) platform. And in Singapore, blockchain
startup BitOfProperty is developing a crowdfunding
said virtual reality and augmented reality should
be a priority for commercial real estate companies.
last year.
Source: CREtech
platform that allows everyday consumers to invest “Proptech is really coming into the light,” says Nik
in international real estate. Sudhakar, director of digital solutions, CBRE Asia
Real estate tech project investments from ven- Pacific, Hong Kong, China. “We’ve lagged behind

“You can’t just
dream up something
better. You have to
be very grounded in
the reality of the constraints land gathered a group of real estate professionals to
you’re working with.” beta test the product in simulated transactions over
—Anoop Ranganath, Eave, New York, New York, USA a period of several months. Working with profes-
sional brokers uncovered a range of problems that
Ms. Cheng-Shorland hadn’t prepared for, such as
transactions with multiple sellers.
Feedback from the testing group also helped
ShelterZoom address another key challenge for
fintech [financial technology] and others for the last proptech generally: convincing longtime real estate
few years, but now clients expect technology plat- professionals that adopting new technology will
forms to play a major part of our service delivery.” benefit them.
Of course, project managers are tasked with “There’s so much technology going on right now
turning those project investments and ambitions that’s cool and flashy and fun, but it’s critical to
into successful initiatives with demonstrable ben- assess what really is bringing value to companies or
efits. But industry resistance to change and a lack agents,” says Joni Meyerowitz, COO of real estate
GETTY IMAGES
of awareness around emerging technologies can brokerage @properties, Chicago, Illinois, USA.
make it difficult to integrate new tools into client ShelterZoom’s simulated user testing helped the
workflows. brokers become familiar with the potential of the
“You can’t just dream up something better,”
says Anoop Ranganath, CTO at mortgage-lending
startup Eave, New York, New York, USA. “You have
to be very grounded in the reality of the constraints
you’re working with.”
TESTING ONE, TWO, THREE

Product testing is but one area where proptech
projects can stumble. In a traditional software-
development project, for instance, the team might
be tasked with building a minimum viable product
and then refining it based on how early adopters use
it. But that approach falls flat in real estate: Most
transactions are too valuable to risk an untested
tool, and many aspects of the industry are heavily
regulated, requiring proof of concept before prod-
ucts hit the market.
A project team at ShelterZoom found itself in that
chicken-or-egg situation less than two years ago.
The team had implemented blockchain technology
to add security and transparency to the offer-and-
acceptance stage of a real estate deal. But launching,
testing and refining the product wouldn’t work as it
might at a traditional software firm.
To get around that issue, CEO Chao Cheng-Shor-

For Rent: Innovation
T
echnology isn’t only changing how three-person engineering team focused on devel-
people buy and sell property—it can oping an old-school solution: identifying residents
also impact how properties are man- who weren’t receiving digital push notifications and
aged once they’re sold. converting those notices into PDF documents with
For example, property tech firm corresponding mail-merge address labels that can be
Tayo built a software platform that aims to stream- printed and mailed. The feature rolled out success-
line and digitize the interactions between property fully in December.
managers and residents. It also helps property man- “Now we’re able to say, ‘Even in the stone-age
agers engage with service providers such as plumbers cases, you can use Tayo,’” says Mr. Friedli, Écublens,
and other repair personnel. It seems like an obvious Switzerland.
tech application because the company’s automated Still, accommodating legacy processes while
messages replace a time-consuming maze of phone eyeing the platform’s ultimate technical potential is
calls and photocopies. a balancing act. To make sure project teams didn’t
Yet Tayo co-founder Etienne Friedli, a veteran tilt too far in either direction, Mr. Friedli brought in a
project manager, soon found his clients weren’t user-experience expert to audit the product from a
ready for a cold-turkey transition. Specifically, different angle—“someone who could focus on ideal
among the firm’s clients—which range from large future operations because we tend to over-focus on
property managers to small vacation-rental opera- edge cases,” Mr. Friedli says. That effort has borne
tors—there were too many contractors and tenants fruit, leading to a revamped, more graphically ori-
without email. ented interface that residents use to report problems
So in November, a three-week sprint by Tayo’s and schedule repairs.

project software and demystify its underlying tech- automatically approving mortgages of up to US$20
GETTY IMAGES
nology, blockchain. That led to instant uptake when million. But the team quickly realized that the
ShelterZoom’s platform launched. software’s algorithms needed to extend to so-called
“We had quite a lot of adoptions almost immedi- edge cases, the prospective loans with quirky vari-
ately because we really focused on solving real prob- ables that didn’t fit neatly into the central calcula-
lems, rather than overly focusing on the fact that tions underpinning the software.
the underlying technology was blockchain,” says Ms. So Mr. Ranganath built an underwriting walk-
Cheng-Shorland, New York, New York, USA. through of each change or added feature into each
of his team’s development sprints, with Eave’s
LIVING ON THE EDGE underwriting team tasked with identifying poten-
For a proptech initiative to deliver its full benefits tial pain points, or gaps that the software might
to end users, it can’t work only for many cases—it struggle to address.
needs to work for most. That’s because the more that In one meeting, for example, a team member
people need to manually check or correct decisions flagged an issue with how the project software
made by the new tools and software, the slower and treated couples with rental property income; in cer-
more costly the process. tain situations, not enough credit was given to each
At Eave, Mr. Ranganath managed the 10-person person. It was an arcane edge case but important to
project team that developed software capable of the underwriters because it could make the differ-
“There’s so much technology going on right now that’s cool

and flashy and fun, but it’s critical to assess what really is
bringing value to companies or agents.”
—Joni Meyerowitz, @properties, Chicago, Illinois, USA

Market
Opportunities
ence in whether Eave’s software approved a given mort-
KPMG’s latest global property tech survey
gage application. Eave’s system is flexible enough that its
of real estate executives shows that many
see digital transformation as inevitable— underwriters can make manual overrides, but the idea is
even as the road to navigating that change to train its software to handle approvals automatically.
remains unclear. The team prioritized that fix during an additional sprint
and tweaked the software to automatically handle such
97%
end-user cases.
“In most financial institutions, there are all sorts of
firewalls in between various departments,” says Mr.
think digital and technological Ranganath. “But because we have an integrated team,
innovation will impact we’re able to iterate very quickly and make changes that
their business. actually matter.”
60%
While proptech project managers stretch to accom-
modate end users outside the norm, they also must
keep an eye on the bottom line. That’s because most of
think this impact will be the hesitancy to embrace new digital tools goes beyond
significant. risk and regulation to cost consideration. The developed
73%
projects must drive enough efficiencies in operations
that they more than justify their upfront price tag.
For example, last year M+A Architects built a system
see digital and technological to translate its VR space-visualization mockups into a
innovation as an opportunity. tool that real estate brokers could use to show off fin-
ishes to prospective occupants during the design phase.
25%
see digital and technological
But Seth Oakley, director, M+A Architects, Cincinnati,
Ohio, USA, knew that not every new-build or renovation
project will be able to justify the cost of the tool in its
innovation as both an opportunity project budget.
and a threat. For its pilot, Mr. Oakley picked an upscale apartment
complex and assigned a two-person project team (a 3D
66%
do not have a clear enterprise-
visualization artist and software technician) to develop
the VR tool tailored to the real estate deal. The three-
month project was completed on time but ran over
wide digital and innovation vision budget. “We lost money, but we learned, and that means
and strategy. on the next one we can do it faster,” he says.
Most of those lessons learned relate to technical
56%
rate their business as below-
aspects of the new tool, but some tie back to how the
project was managed. When the client asked for some
late-stage changes, Mr. Oakley agreed without fully
average in terms of digital and calculating how much work the additional scope would
technological innovation maturity. create. “As project manager, I had to educate myself on
how hard things were to change after the fact and to
capture the time it would take,” he says. PM

Change
Current
of
Despite decades of delays, a U.S. team’s river
infrastructure project delivered long-term value.
BY NOVID PARSI

Final construction to replace
the Olmsted Locks and Dam
on the Ohio River

As the busiest inland
commercial shipping
route in the United
States, the Ohio River
is a valuable link in the
country’s economy.
More than 80 million tons of grain,
coal and other commodities pass
through each year—together worth
more than US$22 billion. So when
antiquated locks and dams at one
juncture began causing serious transit
delays decades ago, the U.S. govern-
ment knew it had to fix the bottleneck
as quickly as possible.
But the Olmsted Locks and Dam
replacement project on the state bor-
der between Illinois and Kentucky
proved anything but easy. The mara-
thon megaproject, launched in 1988,
encountered obstacles at every turn—
spanning six U.S. presidents and tri-
pling its original budget before finally
“We became a being completed last year. Yet as the
more resilient largest civil works project in the his-
organization tory of the U.S. Army Corps of Engi-
by having a bit neers, a PMI Global Executive Council Construction on the Ohio River’s
Olmsted Locks and Dam in 2013
of a chip on member, the 30-year, US$3.1 billion
our shoulder initiative is being heralded a success
by the government.
and knowing Faced with possible shutdown, the project team OBSTACLE COURSE
the relevance continuously adapted its plan and, by 2012, began The project team had to go against the current from
of our project to steer construction of two locks and a five-gate the start. Congress attached strings to the original
to the nation.” dam back on course. While racking up 45 million US$775 million budget: Rather than one lump-
—Michael Braden, PMP, construction work hours, the team made strate- sum appropriation, lawmakers would approve it in
U.S. Army Corps of gic shifts and closely collaborated with contractor annual increments, per civil works projects require-
Engineers, Louisville, AECOM to ultimately create ways to save time and ments. As a result, timing of the actual funding was
Kentucky, USA
money—and earn praise from elected officials and at the mercy of the legislative schedule, meaning
other key sponsors. each year’s funds were sometimes delayed by several
“We became a more resilient organization by hav- months, Mr. Braden says. Congress also required
ing a bit of a chip on our shoulder and knowing the the team to forecast its spending two years in
relevance of our project to the nation,” says Michael advance, which made it difficult to generate accurate
Braden, PMP, former Olmsted division chief, chief estimates, he says.
of design branch, U.S. Army Corps of Engineers, “Given the timing uncertainty and the likely
Louisville, Kentucky, USA. “Setting clear, definable scope adjustments in the interim, it’s very difficult
objectives and subsequently achieving them created to plan that allotment fully while meeting the enter-
a culture where we challenged our best each and prise performance metric,” he says.
every day.” But funding was just one indefinite variable.

More than 80 million tons
of grain, coal and other
commodities pass through
each year—together worth
more than US$22 billion.
Construction could take place only when the river’s

water level was low. But with the water rising and
falling by 50 feet (15 meters) each year, the low-
and high-water seasons couldn’t be predicted with
complete certainty. “The team had to align the con-
struction of a massive infrastructure project with
an annual-appropriation funding stream while in a
very difficult marine environment,” Mr. Braden says.
For instance, in the mid-1990s, the team con-
structed a US$70 million cofferdam, a temporary
structure that created a large area of dry riverbed
to build the locks. In 1997, the cofferdam flooded,
causing a three-month delay and driving up costs.
Two years earlier, the team had not scheduled or
budgeted for this unexpected setback.
“We couldn’t align the funding we’d programmed
two years earlier with the reality of the site today,”
Mr. Braden says.
Other factors contributed to rising costs. When
Hurricane Katrina hit the U.S. Gulf Coast in 2005,
many of the country’s marine assets, such as barges,
were sent to New Orleans, Louisiana to help with
rebuilding projects. “Overnight, the price of the doz-
ens of barges we needed to build Olmsted doubled,”
Mr. Braden says. At the same time,
China experienced a construction
boom, leading to higher prices for
materials like concrete.
The team had to constantly adapt
to change—and work in tandem
with sponsors and contractors to
generate solutions that were least
harmful to the budget and schedule.
For example, after the cofferdam
flooding, the Corps team compared
two construction methods, one of
which involved building the dam’s
components riverside and then pre-
cisely placing them into the water.
This approach had two key advan-
tages: It would allow river traffic
Workers set an abutment and shell
during dam construction. to continue, and it would have less
impact on the river’s habitat.

The team built the
nation’s largest super
gantry crane to lift
precast shells.
Revised
Route
1988: The U.S.
Congress approves the
project to replace the
Olmsted Locks and
Dam.
1993: Project receives
initial funding, and the
construction phase However, the approach had never been attempted need even more funds to complete dam construc-
PHOTOS COURTESY OF THE U.S. ARMY CORPS OF ENGINEERS

begins. on a project of this scale, and it would require tion. So, that year, the team completely revamped
1997: Project delayed building one-of-a-kind equipment, such as a super the project plan. The Corps team proposed a US$3.1
when a flood fills the gantry crane that could lift more than 5,000 tons. billion budget and a completion date of 2026—and
cofferdam.
Wary of costs they couldn’t anticipate, contractors had 50 internal and external experts review the plan
1998: Project’s original
completion date did not bid on the initial firm fixed-price request before submitting it to the U.S. Congress. The new
for proposal. Ultimately they offered bids only when plan—which included a new funding model—was
2002: Locks are
completed. reimbursement of added costs could be assured. In approved in October 2013.
2004: Team begins 2004, the Corps team awarded the project to an “We went back to the decision makers and said,
the dam’s construction AECOM-led joint venture. For the next six years, ‘This is where we are, and this is what we need to
infrastructure. the contractor designed and built the infrastructure finish it,’” Mr. Braden says.
2010: Completion of and equipment needed to construct the dam. That Getting lawmakers and other key stakeholders to
the dam’s construction
took longer and cost more than anticipated. maintain support for yet another revision required
infrastructure
For instance, the team had estimated that the meticulous and transparent engagement. The team
2012: Team revises the
project plan. specialized equipment would cost US$30 million. It made its case to government sponsors: Rather than
2013: U.S. Congress ended up costing twice that. “That’s because much of having the team request money year after year, the
approves the revised the one-of-a-kind technology and equipment neces- team sought full funding for the new budget, and it
plan. sary to facilitate the in-the-wet construction did not vowed to look for ways to save money throughout
2017: Team places the exist at the beginning of this endeavor,” says Mickey construction—with the ultimate goal of coming in
dam’s final shell. Awbrey, PMP, Olmsted division deputy chief, U.S. under the revised budget. “Instead of tailoring the
2018: Construction Army Corps of Engineers, Olmsted, Illinois, USA. construction to a fixed-funding stream, tailor the
project completed—
four years early and funding to the most efficient construction,” Mr.
US$325 million under CHANGE OF PLANS Braden says.
budget, compared with By 2012, the project’s authorized budget had more The team also initiated a rigorous risk manage-
the revised plan.
than doubled to US$1.7 billion. Although the locks ment plan so stakeholders understood precisely
had been built, the project team found that it would what the new plan was attempting to achieve—and

how the team would mitigate the risks associated
with it, Mr. Awbrey says. Internal stakeholders
received weekly situational reports and participated
in biweekly vertical coordination calls. They also
took part in monthly civil works progress review
boards and quarterly inland waterway user board
briefings. Corps senior leaders received monthly
summary reports and attended twice-a-year formal
partnering meetings.
RECOVERY MODE
The team knew the best way to save money on the
new budget was to save time. That meant working
A barge carries concrete dispensers. closely with the contractor to identify schedul-
ing efficiencies and a smart use of resources. The
project’s original plan had limited the construction
season to a 5.5-month period when the water levels
are typically lowest, from June to November. The
“Engineers contractor could try to extend the construction
are great— season, but only at its own risk. If the contractor got
I’m an its crews ready to set the dam’s shells a month ahead
engineer— of the low-water season, it could lose US$50,000 if

the water turned out to be too high. The contractor
but they wanted the government to share that risk.
can be a bit “The contractors wanted buy-in from us that they
risk-averse. would look outside the strict terms of the contract
Project if we assumed the risk together,” Mr. Braden says.
managers Mr. Braden’s team came to a conclusion: The
are more potential benefit outweighed the risk. By having the
contractor ready to set shells as early as May, the
aggressive.” team shaved a full month off the schedule in two
—Michael Braden, separate years. At one point, the team lost the entire
PMP
month of July because of high water, but that year it
had already placed those shells ahead of schedule.
“We mitigated risks and bought float into the
schedule by starting early or finishing late to extend
the construction season,” Mr. Braden says. “We freed
up the contractor to be aggressive and do great things.”
Training also threatened to eat into each year’s
budget and schedule. It cost time and money to
onboard and offboard a temporary annual work-
force of 400 to 600 team members. So the team

“We couldn’t align the funding
we’d programmed two years
earlier with the reality of the
site today.”
—Michael Braden, PMP
TALENT SPOTLIGHT decided to keep a core group of team members on mine cost and schedule production plan adherence.
Michael site year-round, and it increased the workday from “We had constant coordination and seamless inte-
Braden, PMP, a single-shift eight-hour schedule to a double-shift gration with the contractors, senior leaders and key
chief of design branch,
10-hour schedule. The team also solicited input production staff to assure yearly milestones were
U.S. Army Corps of
Engineers from external experts to identify work that could be achieved,” Mr. Awbrey says.
completed outside the low-water season to advance The collaborative approach helped increase
Location: Louisville,
Kentucky, USA the schedule and take advantage of favorable out-of- morale as the project began to linger in 2013 while
season river conditions. external stakeholders pushed to shut down the ini-
Experience: 26 years
“That resulted in critical-path acceleration in tiative, Mr. Braden says. He turned morale around
Why did this project
addition to consistent year-to-year schedule pre- by targeting specific achievable objectives, such as
have special meaning
for you? dictability,” Mr. Awbrey says. For instance, the team installing each of the dam’s 55 shells. “We focused
I started my career on determined it could drive the critical master, sheet on building on each success, and each success
the Olmsted project and foundation piles into the riverbed for the dam’s
in 1996, and I always
thought about return- foundation earlier in the season. That helped it get
ing to it after I left it in in front of shell-setting activities, he says. The team The Olmsted Locks and Dam
2002. When I was de- also increased its subcontractors’ yearly production
ployed to Iraq, in 2010
and 2011, I saw that of the dam’s 160 wicket gates and five tainter gates,
the project wasn’t do- which capture the river pool and control the flow of
ing well. I realized the water. So as the schedule advanced on other project
best way to return to
activities, the gates were ready to go when the team
it was to study for the
Project Management needed them.
Professional (PMP)®
exam. So I did. I came IN THE FLOW
back and got the PMP®
certification and then With so much change and activity, the team needed
got back to the project to forge close collaboration among contractor
in 2013, and it’s been teams. In 2012, the Corps established a project
wonderful ever since.
office that integrated members of all teams, break-
What career lessons ing down silos between them. “The Corps initiated
did you learn on this
project? its integrated project offices to address projects like
Communicate your Olmsted that are too big and too important to fail,”
objective simply, sur- Mr. Braden says.
round yourself with the
Every January, teams from the government and
best people and create
a pattern of success. the contractors held joint strategic planning meet-
ings to value-stream critical path production scopes
of work, budget for the upcoming year’s milestones
and identify any stretch goals. They also held meet-
ings on a daily, weekly and monthly basis to deter-

was intoxicating, so the entire team was quickly
onboard,” he says.
Mr. Braden also lifted spirits by recruiting Corps
engineers “who had a project management mindset
and wanted to win,” he says. Of the Corps’ 28 inte-
grated project office team members, 25 percent had
a Project Management Professional (PMP)® certifi-
cation. “Engineers are great—I’m an engineer—but
they can be a bit risk-averse. Project managers are
more aggressive.”
THE FINISH LINE

By 2017, the team determined it could safely place
the dam’s final shell in December—well into the
traditional high-water season and a year earlier than
the new schedule had planned. As it happened, the
water level rose early and stayed high in 2018—too
high to set any shells
that year. So the team
Key stakeholders in the project’s war room
effectively saved not one
but two years. “We got
the project done before
that risk was actual-
ized,” Mr. Braden says.
In 2018, the team com- “We had constant
pleted the gates. coordination
By identifying and and seamless
exploiting efficiencies integration with
from 2013 to 2018, the
the contractors,
Corps team got the
project to the finish
senior leaders and
line about US$325 mil- key production
lion under the revised staff to assure
budget. The dam was yearly milestones
operational in 2018, four were achieved.”
years ahead of schedule.
—Mickey Awbrey, PMP, U.S.
The team is on track to Army Corps of Engineers,
remove the old dams Olmsted, Illinois, USA
and locks by 2020, six
years ahead of schedule. The project now delivers a
net economic benefit of US$640 million a year, mean-
ing it will pay for itself in a matter of years.
“That good-news story happened because we had
vertical integration between the people in the field
doing the work and the decision makers funding the
project,” Mr. Braden says. PM

When working
with first-time
Un
sponsors, project
managers must
define roles and
responsibilities
from the start.
tested
BY ASHLEY BISHEL
PORTRAITS BY CARL COSTAS
Authority
Corinna Martinez, PMP,
Delegata, Sacramento,
California, USA
d

hen one of her organizations launched a
massive digital project to refresh a
consumer-facing application, Jessica Janko,
PMP, thought she had a firm grip on the
expectations of both project sponsors. But
she overlooked a critical reality: One of the
sponsors had never filled that role before. That
inexperience blurred the boundaries between
the responsibilities of the sponsor and project manager.
“We caught it early and were able to correct the cause of project failure, according to the 2018 PMI
issues by re-outlining the project and explaining Pulse of the Profession® report. Those challenges can
to the sponsor that we had a project plan,” says be amplified when project professionals are paired
Ms. Janko, IT manager, information security office, with rookie sponsors.
Enterprise Holdings, St. Louis, Missouri, USA. “The common things sponsors are worried
But dealing with an unprepared first-time sponsor about—timeline and budgets—are much more of
still impacted the project timeline—something that a concern to them when a sponsor is supporting
could have been avoided with clearer communication a project for the first time,” Ms. Janko says. “It’s
at the outset. Now, Ms. Janko is sure to walk sponsors important not to assume they know exactly how a
who are new to the role through expectations and project operates. We do this every day, but it’s all
responsibilities at the start of the project. new to them.”
A lack of understanding with any sponsor can Here are tactics for overcoming four common
create problems. Four in 10 underperforming orga- challenges project managers encounter when work-
nizations say inadequate sponsor support is a major ing with first-time sponsors.
“The common things sponsors are worried

about—timeline and budgets—are much more of
a concern to them when a sponsor is supporting
a project for the first time.”
—Jessica Janko, PMP, Enterprise Holdings, St. Louis, Missouri, USA

GETTY IMAGES
Challenge: Unrealistic Expectations experienced professionals. Have plenty of data in

Even executives with years of project sponsorship hand before the start of any difficult conversation,
under their belts might sometimes bring outsized because “facts speak louder than anything,” she says.
ambitions to a project. But for first-time sponsors, Are there lessons learned from similar projects
the risk is more dramatic. “They usually have an ide- that show how realized risks impacted the sched-
alistic image of the project’s complexity or potential ule or budget? What data points and expert input
roadblocks,” says Sahar Kanani, PMP, head of portfo- helped inform the project estimation? “All restraints
lio/program management, application programming can be presented by data as long as they are orga- “All
interfaces management business unit, CA Technolo-
gies, Vancouver, British Columbia, Canada. “This can
nized properly and support your case,” she says.
When Ms. Kanani took over a project to migrate
restraints can
make them very impatient, especially if the path from and map national telecom data, the project was
be presented
planning to results is long.” An inexperienced sponsor already more than a year past its initial comple- by data as
might be more likely to fall victim to optimism bias tion date. Her first task was to find a way to present long as they
and to minimize setbacks or items on the risk register. results to the first-time sponsor in a way that gave are organized
a more realistic view of progress. So she broke the properly and
Solution: Supplement Dialogue scope into smaller regions so the sponsor could see
support your
With Data results more frequently and in smaller increments.
It’ll take more than one conversation to right-size “The key in this case was to change the approach
case.”
a sponsor’s outlook. Time, effort and perseverance on how to slice the scope,” says Ms. Kanani. “Verti- —Sahar Kanani, PMP, CA
Technologies, Vancouver,
are required to transform expectations from ideal- cal slicing of the scope provided more frequent dem- British Columbia, Canada
istic to realistic, Ms. Kanani says. And when project onstrations and a smaller set of results—which was
managers push back, they need supporting evidence solid and tangible proof of how the project was pro-
so they’re not dismissed as pessimists rather than gressing at smaller yet more frequent increments.”

Challenge: Blurred Boundaries
The first meeting is much more than a meet-and-
greet. It’s a prime opportunity to clearly establish
for a rookie sponsor what the role of a sponsor is.
First-time sponsors are likely to come into this ini-
tial meeting with plenty of questions, so it’s critical “Your number-
that they leave it with confidence and clarity. A lack one task with
of defined roles can lead to miscommunication and first-time
other challenges later in the project. sponsors should
“The importance of this meeting can’t be over-
be to keep
stated, especially if you come onto the project while
it is in midflight or if you change sponsors during
the lines of
the course of the project,” says Corinna Martinez, communications
PMP, senior project and program manager, Del- open and honest.”
egata, Sacramento, California, USA. —Corinna Martinez, PMP, Delegata,
Sacramento, California, USA
Solution: Define Things Upfront
Early meetings can establish a protocol between
the sponsor and project manager for making proj-
ect-related decisions. Even when Ms. Janko has
worked with the same individual in the stakeholder Challenge: Shape-Shifting Scope
role before, she makes it a priority to go over Sponsors who are new to the role might not have
the differences between stakeholder and sponsor a clear understanding of the limits of the project
responsibilities. scope. While sponsor enthusiasm is welcome, of
“When I’m working with a first-time sponsor, I course, it can be difficult to keep the parameters of
make it a priority to sit down with them and outline the project firm when the sponsor is determined to
expectations at the beginning—including when and
“Establish push them. Such challenges can test a project man-
how I’ll communicate with them,” she says. “This is one-on-one ager’s perseverance and patience.
really key to helping the project go smoothly.” meetings as
First-time sponsors often can benefit from ongo- frequently as Solution: Call in the Experts
ing one-on-one meetings as well, says Miguel Alas- possible.” Adjusting a sponsor’s expectations can be a delicate
tre, PMP, senior project manager, Practia Global, task that should be tailored to that person’s traits. But
—Miguel Alastre, PMP,
Buenos Aires, Argentina. “Establish one-on-one Practia Global, Buenos seeking third-party assistance can help avoid con-
meetings as frequently as possible,” he says. “These Aires, Argentina frontation over scope. When Andreas Madjari, PMP,
meetings allow project managers to establish rap- worked on a €1.5 million financial services compli-
port, assess nonverbal signs, provide guidance con- ance project, he found the sponsor was set on widen-
cerning project performance metrics and maintain ing the scope. “The project was aimed at ensuring
a big-picture focus.” regulatory compliance, yet the sponsor also wanted

Forging a
Shared Vision
Challenge: Quality of Connection
Good communication is a no-brainer. But keeping
sponsors in the loop is even more important when
Staying on the same page with the sponsor is never easy—regardless they’re new to the project environment. “Constant com-
of that person’s experience. Here’s how project managers can build munication is required to keep the relationship with the
and maintain a strong relationship with all project sponsors. sponsor on an even footing,” says Ms. Martinez. “Your
number-one task with first-time sponsors should be to
Stay honest Be a voice of Learn the keep the lines of communications open and honest.”
and earnest reason language But how project professionals communicate with
“I find building trust “Communicate “Learn the basic a sponsor can be just as important as how frequently
and establishing in a respectful language of the
they do it. Decision-making problems can percolate
rapport is an manner so that business from
investment that the sponsor does the sponsor’s throughout the project if information isn’t shared in a
goes a long not feel that you perspective so way that makes sense to a first-time sponsor.
way and has are talking down you’ll be able to
a high return. to them. Treat convey messages in Solution: Emphasize Organization
Avoid surprises them as if you an understandable When Mr. Madjari took over a troubled project with
at any cost. If were mentoring way. Understand
there is a high- them, while the decision-making a first-time sponsor, he quickly realized that many of
impact problem acknowledging process in the the project woes could be traced back to murky com-
or roadblock, their position operational line of munication from the previous team. So he immedi-
let them know within the the business and ately made transparency a priority and concentrated
immediately.” organization support the sponsor on delivering concise information and clear options
—Sahar Kanani, PMP, and their other with a strong basis
for action to the sponsor.
head of portfolio/ responsibilities.” for decision making.”
“With the right information available, the sponsor
program manage- —Corinna Martinez, —Andreas Madjari,
ment, API manage- PMP, senior project PMP, project manage- became very engaged in the project and started to
ment business unit, and program ment governance remove the management-level impediments,” he says.
CA Technologies, manager, Delegata, specialist, Erste Group “This resulted in recovery of the project and eventu-
Vancouver, British Sacramento, Cali- Bank AG, Vienna, ally a delivery of the expected results.” As a bonus, the
Columbia, Canada fornia, USA Austria
improved communication boosted team morale, which
had been impacted by conflicts during the project.
Adapting communication styles to the first-time
sponsor’s preferred method can facilitate more trans-
parency. Even something as simple as adjusting
to create additional business capabilities at the same meeting times can improve communication with a
time,” says Mr. Madjari, project management gov- first-time sponsor. “Morning folks do not appreciate
ernance specialist, Erste Group Bank AG, Vienna, last-minute end-of-day updates that go over time.
Austria. “Despite the fact that proper analysis showed Afternoon folks do not want to find you parked out
there was no synergy, the sponsor tried several times at their office when they first arrive and have not had
to change the scope of the project.” “Thanks to their coffee yet,” says Ms. Martinez.
Instead of trying to control the sponsor’s behavior bringing the Ms. Kanani often makes sure to book a meeting
or diving into conflict, Mr. Madjari connected the right experts room with a whiteboard when it comes time to update
sponsor with relevant subject matter experts who
together, her sponsors. The board gives her the opportunity to
sketch out a high-level overview, and as more ques-
explained the strategic importance of the defined
scope to the sponsor. Providing this information
we could tions arise, she dives deeper into the aspects her spon-
helped keep the project on track and refocused the pinpoint the sors are curious about. If the sponsors aren’t on-site,
sponsor’s energy. compliance- Ms. Kanani finds that online virtual whiteboards do
“Thanks to bringing the right experts together, related the trick, too.
we could pinpoint the compliance-related needs needs.” For Ms. Martinez, the secret is simple: “Pick the
and find a very efficient and sustainable way for right time and the right mode, and craft the right
—Andreas Madjari, PMP,
implementation that helped even with upcoming Erste Group Bank AG, message to keep your sponsor engaged and coming to
adaptations of the regulation,” he says. Vienna, Austria you for more information.” PM

Taking
the
Project professionals who

embrace change might discover
their next career opportunity
lies just around the bend.
BY SARAH FISTER GALE
ILLUSTRATION BY TARA JACOBY
PMN0519 d-Second Features.indd 50 4/8/19 11:32 AM


All career
roads lead
to … project
management?
Not quite. But when tracing the jour-
neys of project and program manag-
ers, it’s evident that there is more than
one path into—or even back into—the
profession. Some study it in college,
moving from classroom to entry-level
project role without skipping a beat.
Others find it decades after exploring
other occupations.
More people are expected to pivot
into project management, given the
relentless demand for project talent,
particularly in project-intensive sectors
such as manufacturing, construction
and IT. Globally, employers will need an
estimated 87.7 million individuals work-
ing in project management-oriented
roles by 2027, according to PMI’s most
recent Project Management Job Growth
and Talent Gap report. And as the pace
and shape of work change, project man-
agers have incredible flexibility to carve
a new path, move up the corporate
ladder or make a dramatic midcareer
shift—and still land on their feet.

The
Industry Albert Ho had
never considered
Insider a project man-

agement career.
Instead, he started
as a registered nurse at Sunnybrook Health Sciences
Centre in Toronto, Ontario, Canada. He relished
the hands-on, rewarding nature of the work. In
2012 a project team asked him to be the clinical lead
for testing Canada’s first digital linen cart. The team
deployed a technology-enabled cart with a badge
scanner to better control access to linens through-
out the hospital. Mr. Ho played a significant
role in the project’s planning and execution,
including training employees.
“It surprised me, but I really enjoyed
quality improvement projects,” he says.
Project management, he realized, was his
true calling. “Learning
So Mr. Ho volunteered for other projects project
at the hospital, including a six-month ini- management
tiative to develop and deploy a transfer-of- as a registered
accountability process for patients moving
from the emergency department to differ-
nurse has
ent hospital units. At the same time, he
created new
began attending PMI events and network- opportunities
ing with other project professionals. that I never
Today, Mr. Ho is first and foremost a imagined for
project manager. At William Osler Health my career.”
Systems, he manages large-scale technical
—Albert Ho, William Osler
projects, including an ongoing rollout of an Health Systems, Toronto,
electronic referral platform on three hos- Ontario, Canada
pital sites in Ontario, Canada. He believes
his healthcare expertise gives him an added skill set.
“When I talk to frontline providers, they trust me
because I speak their language,” he says. “Learning
project management as a registered nurse has cre-
ated new opportunities that I never imagined for
GETTY IMAGES
my career.”

The Arham Faraaz,
The Sometimes, proj-
Boomerang Wanderer
PMP, might have ect management
spent his whole careers really do
career as an IT have Hollywood
project manager endings. For Eric
in Bengaluru, India, working for major global tech Morfin, PMP, the path from clinical lab to project
firms including Oracle and Dell. But in 2011, Dell management role to movie production studio is all
picked him as project lead for business intelligence about following his curiosity. He started in clini-
projects at the company. The first project was cal research before finding and embracing project
a success and, on a personal level, it sparked management—eventually specializing in the latter.
something in Mr. Faraaz: “Leading that proj- Then, in 2012, his life was upended by “a midlife
ect inspired me,” he says. crisis,” says Mr. Morfin, Poway, California, USA.
A once low-key cubicle worker, he began After a divorce, he bought a boat and set sail with-
speaking at Dell’s development forums and out a particular plan in mind. He knew, whenever
“As a offering to mentor team members. In 2013, he did come ashore, that he could return to a role
project lead, he decided to focus on teaching, launch- as project manager.
ing the Arham Faraaz Leadership Acad-
I knew when emy with a US$6,000 business grant.
“And my project management
skills came in very handy,” he
I walked Over the next three years, he mentored says—from running risk analy-
away that hundreds of individuals on personal ses when the boat was damaged
I could development and, once he to using project management soft-
always passed his Project Manage- ware to track time and distance
come back.” ment Professional (PMP)® traveled.
exam in January 2016, he In 2016, Mr. Morfin finally
—Arham Faraaz, PMP,
Sapient, Bengaluru, India started mentoring aspiring came ashore for good. One of
project professionals. the great upsides of working
When he ultimately decided in project management is that
to return to the corporate professionals can take a few years
world—he’s now a program off without fear of starting back at
manager at Sapient—he knew the professional starting line, he says.
that mentoring would always be a pas- Yet Mr. Morfin
sion. In addition to helping co-workers decided to bring his “My project
strengthen their project management skills, skills and experience to a new management
he creates an online video series for proj- venture entirely: He launched skills came in
ect professionals looking to strengthen the movie production company very handy.”
their skills. Riding the Tiger Productions.
—Eric Morfin, PMP, Poway,
Mr. Faraaz feels grateful that proj- The day-to-day duties may California, USA
ect management is a flexible skill look vastly different, but the
set that’s allowed him to boomer- underlying skill set has plenty of crossover, he
ang back into a global technology says. He’s still running cost estimation models,
firm. “As a project lead, I knew mapping out communication strategies for vari-
GETTY IMAGES
when I walked away that I ous stakeholders and keeping a steady hand on the
could always come back.” triple constraint.

ON THE MAP
The road less traveled can be
fraught with uncertainty and
doubt. But having the right
project management skills, cer-
tifications and attitude can yield
The
ample opportunities. Here’s how
to prep for the leap ahead:
Risk
Tap your network. No one will
know to share word of a new “I wanted to be a spy and
opportunity unless you ask, says travel the world,” says
Taker
Oliver Tulett, process improve- Oliver Tulett, Roches-
ment consultant, FIS, Rochester,
ter, England, of his early
England. When seeking new
directions, he suggests targeting career ambitions. “It
colleagues in the fields you want didn’t quite work out that way.”
to work in. “The more people you Yet Mr. Tulett’s circuitous career path has fre-
talk to, the better positioned you quently flirted with adrenaline—from a police offi-
will be to hear about the perfect
cer working a street beat to a detective focused
next step,” he says.
on gun crimes and counterterrorism. When an
Stretch your wings at work. old colleague invited him to take
Whether you want to move a three-day project manage-
into a new industry or launch ment training course, Mr. Tulett
your own startup, the more agreed on a lark.
diverse your portfolio and skill
At the start, “I felt totally out of
set, the easier it’ll be. “Take risks
whenever possible, and if you my comfort zone,” he says. But by
are offered a chance to lead a the end, he knew: “I finally found “The greatest
new project, do it,” says Albert
Ho, project manager, William
what I was looking for.”
Riding motorcycles as part of
satisfaction,
Osler Health Systems, Toronto,
a protective duty might sound
to me,
Ontario, Canada. “When you
do something new, it’s on your worlds apart from creating risk is taking
résumé forever.” registers and documentation pro- something
cesses behind a corporate desk. chaotic and
Have a backup plan. A giant
leap can come with a pay cut if
But for Mr. Tulett, the two life- figuring out
you have to take a less-senior
styles share a common thread.
how to fix it.”
“The greatest satisfaction, to me,
position, warns Arham Faraaz, —Oliver Tulett, FIS,
PMP, program manager, Sapient, is taking something chaotic and
Rochester, England
Bengaluru, India. And, of course, figuring out how to fix it,” he says.
there’s always the possibility that Today, he’s focused on process improvement at
the unknown, once it’s known, global financial software solutions provider FIS,
doesn’t feel like a fit. “Knowing
based in Belgium, discerning better ways to mature
I could get another IT project
management job as a backup project management and identify and mitigate
gave me the flexibility to take a risks. “In many ways, that’s what project manage-
risk,” he says. ment is all about,” he says. “And that’s what I find
so exciting.” PM

Karen Logan, PhD,
Target Malaria,
London, England

Biting
Back
Erasing mosquito-borne
diseases requires teams to
educate stakeholders and
root out schedule risks.
BY NOVID PARSI
PORTRAITS BY JON ENOCH

The team at Eliminate
Dengue Brazil, part of the
World Mosquito Program
he world’s deadliest
animal doesn’t have claws
or teeth—and it’s tiny.
Each year, blood-sucking mosquitoes kill 830,000
people by carrying and spreading disease. Malaria is
by far the deadliest mosquito-borne disease, causing
about 430,000 deaths a year, most of them children
under age 5.
But there’s a global effort afoot to swat down
the fatal bugs, led by project teams devising inno-
vative, tech-driven solutions. The Bill & Melinda
Gates Foundation has pledged more than US$1
billion to fund tech projects designed to eradicate
malaria, but it’s just one of many sponsors around
the world eager to make a difference. Projects range
from deploying new types of bed nets to unleashing
genetically modified mosquitoes whose progeny no
longer can pass on diseases.

“We need different tools
to address the behaviors of
different mosquitoes.”
—Erin Stuckey, PhD, Bill & Melinda Gates Foundation, Seattle,
Washington, USA
Children learn
about mosquito
breeding sites as
part of a dengue
awareness
campaign in
Vietnam.
Last year, scientists at Michigan State University the same tools even though the species might be in
completed a US$1 million project to open a facil- the same place.”
ity in Mexico that’s capable of producing 1 million
male mosquitoes per week. When those male mos- SPREADING SUPPORT
quitoes mate, they make the area’s existing females Before these initiatives can help potentially millions
sterile—thus reducing the transmission of diseases of people, their project managers first must gain the
such as dengue and Zika. approvals of a wide range of stakeholders—from
But first the project teams must secure the funders to regulators to residents. “We don’t run
approval of regulators and understandably wary any projects until they have formal government
communities not yet familiar with the new tech- regulatory approval as well as support from the
nologies. And in the face of unknowns involving local affected community,” says Scott O’Neill, PhD,
both stakeholder acceptance and the technol- director, World Mosquito Program (WMP), Ho
ogy itself, project managers need to have a flex- Chi Minh City, Vietnam. Since 2011, WMP has
ible approach to their plans. With no universal launched projects in 12 countries to introduce natu-
approach, teams must take a strategic approach rally occurring bacteria into mosquito populations
to deploying innovations that will end the various to prevent them from transmitting viruses. WMP’s
diseases carried by mosquitoes. ultimate goal: “We hope to be able to successfully
“We need different tools to address the behaviors transfer the new technology to the governments of
of different mosquitoes,” says Erin Stuckey, PhD, at-risk countries,” Dr. O’Neill says.
program officer, Bill & Melinda Gates Foundation, The objectives are similar for Target Malaria.
Seattle, Washington, USA. “The mosquito species Comprising more than 145 team members from 14
that transmits dengue is different from the one that organizations in Africa, Europe and North America,
transmits malaria, so we might not be able to use the organization aims to eliminate malaria in sub-

830,000
Number of people killed each year by mosquito-borne diseases
430,000
Number of people killed each year by malaria spread by mosquitoes
Source: World Health Organization
Saharan Africa by developing a new tool for vector Some teams take a grassroots approach to earn-
control. The ultimate goal is to produce a geneti- ing buy-in. When Verily Life Sciences, a unit of
cally modified mosquito that will be able to persist Google parent Alphabet, launched a project last
in the environment and pass the modification from year to breed sterile male mosquitoes, the team
generation to generation, eventually resulting in the set up an outreach booth with a cage full of male
reduction of the targeted mosquito population and mosquitoes. Community members could put their
reduction in the number of cases of malaria. “By far the hands inside and see firsthand that males don’t bite.
To ensure both government regulators and com- biggest Target Malaria has project teams in each African
munity members accept the safety and efficacy of project country where it has a project. Within those teams
its technology, the project team is taking a phased management are engagement officers who live in some project
approach to introduce the new tool. For instance, sites as resident project representatives to help reas-
when Target Malaria produces and releases sterile
risk we have sure local residents of the team’s commitment to
male mosquitoes, the team gets approval for a con-
involves success, Dr. Logan says.
tained use permit before requesting permission for the novel
small-scale releases. nature of the BEGINNER’S RISK
“It’s the most risk-averse step,” says Karen Logan, technology.” Implementing any new technology introduces risk.
PhD, senior project manager, Target Malaria, London, —Scott O’Neill, PhD,
But when innovation is being tested in remote loca-
England. “It introduces stakeholders to genetically World Mosquito Program, tions—far from teams’ core research facilities and in
modified mosquitoes that are not able to survive in the Ho Chi Minh City, Vietnam areas with socio-economic and political uncertain-
environment and with no transfer of modified genetic ties—the list of unknowns is even longer. Burkina
material to the wild population of mosquitoes.” Faso was the first country to grant the Institut de
The phased approach offers two primary advan- Recherches en Sciences de la Santé, Target Malaria’s
tages. It helps the team hone its technology and pro- partner institution in-country, permission to complete
cess so that, when Target Malaria finally executes its first phase and release genetically modified, sterile
the gene-drive phase, it can do so efficiently and male mosquitoes. “This has never been done not just
effectively. A phased approach also helps regulators in Africa but anywhere,” Dr. Logan says.
and local stakeholders understand and accept the The University of California, Irvine Malaria Ini-
technology before it’s implemented. tiative (UCI MI) is developing a genetic modifica-
“Our initial steps allow us to train and develop tion that will render mosquitoes unable to transmit
not just our own teams but also inform and engage malaria, a trait they will pass on to their prog-
with regulators and communities,” Dr. Logan says. eny. The five-year proof-of-concept project that’s
“The phased approach gives stakeholders time to be scheduled to be completed in 2022 is designed to
comfortable with and confident in the technology eliminate malaria in one sub-Saharan Africa village.
and the project.” Yet the UCI MI team has to identify the local stake-

“The phased
approach gives
stakeholders
time to be
comfortable
with and
confident in
the technology
and the
project.”
—Karen Logan, PhD, Target
Malaria, London, England

Proactive holders from whom it must secure approval—a
challenge that requires persistence and an adaptive
Prevention
approach to risk.
“Sometimes the government changes, and the
person you meet initially will be out of office the
These tech projects are helping to next time you call,” says Sentelle Eubanks, project
tackle mosquito-borne diseases:
manager, UCI MI, Irvine, California, USA. “It’s a
Project Premonition moving target.”
Microsoft’s Project Premoni- To help zero in on that target, the team hired a
tion builds smart mosquito community engagement consultant and will hire a
traps deployed by unmanned local full-time community engagement staff mem-
aerial vehicles, or drones. ber who interacts with regulatory and local stake-
The traps’ sensors collect data
holders. “Our project requires cooperation across
about the mosquitoes, such as
their species and behaviors, and the many government agencies, towns, scientists and
drones deliver and retrieve the traps for people,” says Ms. Eubanks.
lab analysis. The latest pilot deploy- Developing a new technology also introduces
ment for this program was launched uncertainty—and thus requires flexibility. “By
last year by researchers in Pittsburgh,
PHOTOS COURTESY OF VERIFY LIFE SCIENCES

far the biggest project management risk we have
Pennsylvania, USA. To ensure success,
the project team now must develop involves the novel nature of the technology,” Dr.
software that makes the drones crash- O’Neill says.
proof, an essential feature as they For the WMP team, the biggest risk is develop-
navigate difficult terrain like swamps ing and deploying a cutting-edge technology that
and savannahs. ensures success in different environments. Precise
planning of resources for each project is challenging,
SensoryGen
Researchers at the University Dr. O’Neill says. “As a result, we have to keep revising
of California, Riverside in our projects’ scope to match our available resources.”
the United States are aiming For example, it’s difficult for teams to determine
to devise a safe, naturally how many weeks of releases will be required for
occurring scent that repels
successful deployment of a technology at a given
mosquitoes. Last year, the team
developed artificial intelligence location, he says. As a result, some locations might
software that analyzes half a million not need to release as many mosquitoes as expected
potential chemical compounds and while others might require more than originally
identifies natural chemicals that both planned. “So with a fixed amount of money for a
repel mosquitoes and please humans. project, the land area we can cover needs to be con-
tinually assessed and reassessed,” he says.
AGS-v Vaccine
Typically, vaccines target For the UCI MI team, the growing public interest
specific viruses carried by in these tech-driven projects means it has to spend
mosquitoes. But there is no more time and effort on stakeholder management.
widely available vaccine for “The primary risk at this point is public perception,”
malaria. The AGS-v vaccine
Ms. Eubanks says. “There are people [from nongov-
triggers an immune response
to mosquito saliva to prevent ernmental organizations] attempting to shut down
infection from whatever virus the the science because they don’t like genetically modi-
mosquito happens to contain. A trial fied things, much less mosquitoes.”
study of the vaccine is expected to To address such skepticism, she crafted a com-
be completed by the end of 2019. munications plan that identifies the team members
who can respond to various queries and situations.
It also involves a slew of materials, such as a website

The team at Debug Fresno,
a project from Verily
Life Sciences, in Clovis,
California, USA
buy-in, the team uses lessons learned from

previous projects to identify possible sched-
ule obstacles, Dr. Logan says. The team
translates the strategy into work pack-
ages that assess frequency of engagement,
set key performance indicators to ensure
engagement is satisfactory and establish “There are
indicators for when it’s time to move to the people
next step, she says. attempting
and brochures, that accessibly convey the project’s “Every project needs some flexibility, and as proj- to shut down
objective and process to the public. Moreover, the ect manager, the important piece is understanding
the science
team actively engages public stakeholders, offer- the steps that need close monitoring and feedback
ing them tours of the UCI MI lab. The team will from those carrying out the work packages to
because they
continue that work in the field, providing tours to ensure everything stays on track,” Dr. Logan says. don’t like
African schoolchildren. Yet having to take a flexible approach, whether genetically
“We want to be open and transparent to every- to schedule or scope, doesn’t mean doing away modified
one,” Ms. Eubanks says. “If people see the process with a planned approach. The Target Malaria team things,
for themselves, they know there’s nothing to fear.” works on a five-year plan with 12-month rolling much less
FLEXIBLE FOUNDATION
cycles involving regular reports on project progress,
Dr. Logan says. For parts of the project that can’t
mosquitoes.”
—Sentelle Eubanks,
As a result of such extensive community engagement, be controlled or influenced, the team has to be
University of California,
project managers have to take a flexible approach to satisfied with time estimates—and convey that to Irvine Malaria Initiative,
their schedules. “It’s very difficult to put the regula- project sponsors and key community stakeholders Irvine, California, USA
tory and stakeholder engagement on a Gantt chart in a way that maintains their confidence, she says.
because the length of time people need to absorb “We’re going slowly because we know that’s what
and be comfortable with the technology drives the we need to do, and that’s the pace the project needs.
project’s schedule,” Dr. Logan says. “We can’t move But it’s one of the things we struggle with the most,
forward until stakeholder acceptance is adequate.” because people living with malaria rightly want
In addition to analyzing local feedback to gain solutions and want them now.” PM

“Two Lamps” by Jeroen
Henneman. At right,
“Absorbed by Light” by
Gali May Lucas

BRIGHT
IDEA T A festival project team
hough Paris, France lays claim to the nick-
name “City of Light,” for 53 days each year,
Amsterdam, the Netherlands finishes a close
second. Featuring nearly 30 original installations
crafted by artisans from around the world, the
Amsterdam Light Festival illuminates the water-
helped residents and ways and pedestrian pathways of the country’s capi-
tal during the otherwise cold and gloomy months of
tourists see Amsterdam November, December and January.

“We wanted to enlighten the canals, to do some-
in a different light. thing for the people of Amsterdam during this dark
period,” says Peter Duwel, CEO of festival founding
BY JEN THOMAS partner Canal Tours Amsterdam, part of tourist
company Stromma Netherlands, Amsterdam, the
Netherlands. Canal Tours Amsterdam is one of sev-

“Desire” by UxU
Studio. Below,
“Shadow Scapes” by
Marcus Neustetter
eral companies that offers boat tours that pass along managing director, Amsterdam Light Festival,
the artwork during this period each year. Amsterdam, the Netherlands. “So we continuously
The annual festival, which debuted in 2012, keep working on the technical quality of the art-
requires more than a year of project planning. The works and keep improving this year after year. From
most recent festival project spanned 15 months to the visitor’s side, we received very good references
commission, create, install and maintain the mas- on the artistic quality. We’re very happy.”
sive light displays. Stakeholders include festival
“We wanted
organizers, artists, technical producers, canal tour- BEST-LAID PLANS to enlighten
ing companies and the municipality itself. An ad hoc art installation would almost guarantee the canals, to
Even with six successful projects under its belt, failure. Instead, the project team’s quality control do something
however, the festival team must revisit the risk begins long before plug ever meets socket. After for the
register anew each year. That’s because each of the selecting a theme (the most recent was “The Medium people of
light installations is a one-of-a-kind commission,
installed exclusively at that year’s festival. There’s
Is the Message”), the team creates a 20-page call for
submissions, detailing everything from the festival’s
Amsterdam
also Amsterdam’s notoriously fickle weather, which route and submission selection details to technical
during this
can wreak havoc on the intricately designed, open- lighting specifications and itemized budgets. dark period.”
air displays. Once the 30 concepts by national and interna- —Peter Duwel, Canal Tours
“Two years ago we had very heavy rainfall and tional artists are chosen, the project team pairs Amsterdam, Amsterdam,
the Netherlands
snow, which had a great impact on the condition of each with a lighting designer and technical pro-
the artworks,” says Frédérique ter Brugge-Drielsma, ducer. This arrangement ensures that each artist’s

“Parabolic Lightcloud” by
amigo & amigo
Guiding
Lights
August 2017:
Project team holds
kickoff meeting for
the seventh annual
Amsterdam Light
Festival. The meeting
is three months be-
fore the sixth edition
of the festival begins.
October 2017:
Project team settles
on a theme and be-
vision is brought to life in a way that meets the assistance. In the weeks leading up to the festival,
PHOTOS BY JANUS VAN DEN EIJNDEN/COURTESY OF AMSTERDAM LIGHT FESTIVAL
gins to solicit global

project’s technical and safety criteria. “The artist, the team was able to draw upon its contingency submissions.
lighting designer and producer start a co-creation funds in order to request heavy-duty machinery April 2018: Co-
phase, which can last close to eight months,” says to support the artwork’s weight and achieve the creation phase
Ms. ter Brugge-Drielsma. “Moving from a concept intended angle. begins, with 30
on paper to an artwork that is ready to be lit is a “This is a good example of a detail that few visi- international artists
tors noticed, I’m sure, but for our curatorial team each paired with a
challenging phase.”
lighting designer and
To mitigate the risk that its largest and most it was really important to realize the original effect
technical producer.
complicated artworks will go awry during installa- of the artwork,” says Ms. ter Brugge-Drielsma. “It
November 2018:
tion, the team uses a rolling schedule. Roughly three really shows our level of internal quality control.”
Project team begins
weeks before the festival opens, the most complex on-site installation.
designs are slated for installation, allowing ample COURSE CORRECTION Festival begins 29
time in the schedule for site testing and tweaking. Individual artworks aren’t the only project elements November.
It’s an approach that proved prudent for the most susceptible to snags during the festival lead-up. January 2019:
recent festival. For the piece “Parabolic Lightcloud,” Sometimes the entire route needs to be rethought. Festival ends on 20
created by the design team amigo & amigo, the bulk For example, just three weeks before the most January. Installations
are removed, and
of the light display was constructed in Australia. recent festival opened, the municipality notified
project team gath-
When it was shipped and placed on-site, the team festival officials that one of their prime placements ers retrospectives
realized that the piece weighed so much it couldn’t had to be moved because the bridge supporting it to inform the next
be tilted at the specified angle without mechanical wasn’t structurally sound. festival project.

TALENT SPOTLIGHT
Frédérique
ter Brugge-
Drielsma,
managing
director,
Amsterdam
Light Festival
Location: Amsterdam,
the Netherlands
Experience: 27 years
Main motivation:
My passion for art and
artworks
Career lesson learned:
Involve the people you
manage in your vision. “Waiting” by
If they understand the Frank Foole.
At right,
bigger picture—and “ARCHEStextures
how their tasks or PORTAM
responsibilities connect CIVITATIS” by
to that—the project Peter Snijder
goes more smoothly.
“The whole dynamic of the exhibition would

change if we moved that large artwork,” says Ms. ter
Brugge-Drielsma. “But we had to do it.”
Rather than scrap the piece, titled “SPIDER on
the Bridge” and designed by Groupe LAPS, the
team quickly convened to reconsider all of its
placements. By swapping some installation sites,
they realized, the festival could still include the
original piece and safely skirt the failing bridge,
which had to undergo immediate repairs. “That
“SPIDER on the Bridge”
designed by Groupe LAPS. meant two weeks before the festival was slated
Below, “Mr. J.J. van der to open, we had to call those artists and tell them
Veldebrug” by Peter Vink
about relocating their artwork,” she says. “Our
whole technical team started running then and
had to make drawings again and reshuffle the exhi-
bition. It was quite intense.”
Canal Tours Amsterdam ran into a similar site
problem when its main departure location for canal
cruises had to be relocated because of construction
in front of Amsterdam’s Central Station, a major
international railway hub. The logistics of choosing
a new departure location were pretty straightfor-
ward, says Mr. Duwel, but communicating that

prey to a number of
risks, including inclem-
ent weather and human
intervention. (No
amount of signage is
enough to deter all visi-
tors from trying to climb
on the installations, she
says.) The festival has
two teams in place to
troubleshoot: a daytime
team that makes larger
repairs and a nighttime
emergency team that
makes smaller, more
urgent fixes.
To track and priori-
tize pressing technical
problems, the team uses
change to local residents and tourists was a more a custom-designed project dashboard that allows
complicated endeavor. “It’s kind of a mess in front
“Moving for remote monitoring of the installations. “We
of Central Station during this period of building from a can also look into how many boats are passing the
construction,” he says. “Knowing how people will concept on exhibition at the same time, see how busy it is, and
walk through the city and through Central Station paper to turn on signal lights to manage speed and ensure
is a complicated matter.” an artwork a smooth passage,” says Ms. ter Brugge-Drielsma.
The festival organization initially planned to
that is ready The two troubleshooting teams also use the dash-
rely on signage to guide visitors toward the festival board to talk to each other about specific repairs
route. But almost immediately, it became clear that
to be lit is a or project updates.
signage alone wouldn’t cut it. So the team used con- challenging During the festival, the teams keep detailed
tingency funds to hire stewards who would stand phase.” logs and notes for each installation. The notes are
on the street and direct pedestrians. Although the —Frédérique ter documented in a digitized system, which festival
new line item bumped the project budget slightly, Brugge-Drielsma, organizers review after the project’s close to glean
Amsterdam Light
it proved crucial to ensuring the festival actually lessons learned for future projects.
Festival, Amsterdam,
achieved its goal, says Ms. ter Brugge-Drielsma: to the Netherlands As part of the project’s retrospective, “we evalu-
be seen and enjoyed by Amsterdam’s pedestrians. ate and discuss every artwork with all the technical
people,” says Ms. ter Brugge-Drielsma. Many of
UP AND RUNNING those lessons learned are geared toward future incar-
While preparation for the festival consumes the nations of the festival. Yet the talks have an ancillary
majority of the project’s timeline, the final phase of benefit for individual pieces as well: Many of the
maintenance is just as important to the overall suc- Amsterdam Light Festival artworks enjoy a second
cess, says Ms. ter Brugge-Drielsma. life as touring pieces, displayed everywhere from
The elaborate and expensive artworks can fall Baltimore, Maryland, USA to London, England. PM

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GOOD READS FROM PMI
Irene Didinsky, MBA, PMP
The Practitioner’s Guide

to Program Management
Programs serve as a crucial link between strategy and business results. Organiza-
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Organizational project manage-
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and portfolio management practices with organizational from organizational strategy through project
strategy and objectives. The new Standard for Orga- deliverables that contribute benefits. Yet accord-
nizational Project Management (OPM) spans the value ing to PMI’s 2018 Pulse of the Profession® report,
delivery landscape and can be used with all approaches only 1 in 3 organizations report high benefits
to project delivery—including waterfall, agile, hybrid and realization maturity.
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Although useful for any organization that is seeking look at the topic of benefits realization in portfo-
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PMN0519 e-Back.indd 71 4/8/19 11:37 AM

CLOSING THOUGHTS
Kannan Sachidanandam,
PMP, PgMP
Location: Singapore
Title: Project manager
Organization: DBS Bank
Sector: Financial services
What’s the biggest chal-

lenge in your current
Have a broad
project? picture of
Resources are often tied up the project,
in multiple tasks, and this and identify
requires close monitoring.
how your
What do you know now contribution
that you wish you’d known adds value.
on your very first project?
How to respond to risks
effectively. What’s the best project
management advice you’ve
What famous person received?
would you want on a If you don’t know, find out.
project team?
Legendary author Ken How do you explain your
Blanchard—to enhance my role to friends?
leadership skills. I align objectives with the
organization and create value
What advice do you have to the end users by deliver-
for new project managers? ing benefits through digital
Have a broad picture of the projects and programs.
project, and identify how your
contribution adds value.
PMI is celebrating its 50th anniversary. What project in

the past half-century has inspired you?
The Mars Orbiter Mission, launched by the Indian Space
PHOTO BY DANNY SANTOS II
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■ Know anyone who should be featured on this

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PMN0519 e-Back.indd 72 4/8/19 11:40 AM

Lifelong learning.
For what’s ahead.
Make this the year that you enhance your knowledge

and increase your opportunities for success.
Visit PMI.org/events for the full event calendar

©2019 Project Management Institute, Inc. All Rights Reserved. “PMI” and the PMI logo are registerd marks of Project Management Institute , Inc.

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MAY 2019 VOLUME 33, NUMBER 5

MAKING PROJECT MANAGEMENT INDISPENSABLE FOR BUSINESS RESULTS.®

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Features MAY 2019 | VOLUME 33, NUMBER 5

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Download free episodes

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Bookstore: bookstore@pmi.org Chair, Compensation Committee

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