Professional Documents
Culture Documents
INSIDE
O
Agile Transformation for 3 rganizations
Organizations and Projects deal with
Foundation Supports Disaster 11 constant
Management Through change, uncertainty and
Innovative Philanthropy instability every day. Yet
Events Calendar 16 many are caught unprepared for the which foster innovation and fuel better
Chapter Links 18 effects of change. To avoid a potentially project outcomes to deliver maximum
PMI China News: Project 24 disastrous outcome, high-performing business value.
Management in the Internet Era organizations build the capability and Continued on page 6
capacity to change and adapt quickly
SPECIAL SECTION: to shifting market conditions and
competitive pressures. They create
Verifying Translations high levels of organizational agility,
of PMI Standards
See page 7
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Agile
Thomas Walenta,
Dipl.Math, PMP,
PgMP, PMI Fellow Transformation
FOR
Organizations
Projects
AND
Some companies chose radical miserably, as requirements were floating wave planning is applied or phases
approaches to become agile. A good and technology was changing rapidly. are planned as agile scrum sprints.
example is the Dutch bank ING, which So, they decided to try an agile approach This is an example where a mix of
changed its culture and organization using Scrum, and were successfully rolling life-cycle models within a single
dramatically to become more adaptive out product versions every few weeks, project is applied—in other words, a
and organic, from the top down. In 2015, getting feedback from customers that hybrid project approach. Dr. Boehm’s
ING changed its whole organization transformed into new requirements—and spiral model is an example of an
of 3,500 employees to a flat structure built a sophisticated website over time. iterative approach and is applicable
organized in squads and tribes to serve They became able to adapt to emerging to high-risk situations.
customers better. They embedded requirements and changing technology
PMI’s research shows that
IT into business, and changed the driven by digitization.
organizations with high agility rely on
mindset of how to manage people and
This company extended the agile employing project professionals with
collaborate to one based on knowledge,
approach to other areas and now has a the skills to apply a variety of project
not hierarchy. Yet, for many established
hybrid approach to managing projects, management approaches (88 percent
organizations, there is no driver yet to
with about 80 percent of projects still versus 13 percent of organizations
make that immense change. They start
following traditional approaches. This with low agility), establishing the
to implement agility with bottom-up
does not mean they are following pure agile project leader as a formal
solutions or in separate units.
waterfall life cycles, though. Most role (77 percent versus 13 percent
According to a recent European survey projects just have a budget limit, three- of organizations with low agility)
with 902 participants (Study Status Quo to-four milestones to achieve over 12 and fostering peer-to-peer internal
Agile 2016/17, Komus et al.), only 20 months, a sequence of logical phases to training programs (82 percent versus
percent of surveyed organizations follow follow and a rough understanding about 5 percent).
a top-down or purely agile approach. the scope when they start. Details are
PMI’s Code of Ethics and Professional
Sixty-eight percent have hybrid or developed as progress is made through
Conduct is based on the four values
selective approaches for a mix of agile the phases, like in a rolling-wave planning
of respect, responsibility, honesty and
and traditional concepts, and 12 percent approach. Contractors deliver predefined
fairness. These values promote the
stick to waterfall. work packages according to contractual
agile mindset through a collaborative
obligations, which means fixed milestones
From this survey, it seems to be clear that team environment and a focus on the
and committed cost estimations.
agile approaches to project management contributions of each team member.
Integration and testing is done at the end
are mainly complementing traditional For example, respect refers to
of the project. Customer staff is involved
approaches and contributing to hybrid acknowledging every team member’s
mainly in the testing phase.
projects. The main driver for using agile role and participation, responsibility
in projects is reducing time to market In some of these projects, project leaders leads to commitments, honesty to
(61 percent), followed by improving take a hybrid approach by using agile openly sharing information, and
quality (47 percent) and reducing risk components such as daily stand-ups, fairness enables trust within the team.
(41 percent). Seventy-one percent say kanban walls, retrospectives and even These values also support the values
that it is not possible to work consistently development sprints. stated in the Agile Manifesto.
in agile due to the working environment
Competencies for Becoming Agile The PMI Talent Triangle® structures
(e.g., fixed budgets and fixed targets).
As project managers, we are here to the skills needed for agile project
Agile Approaches Can Help make dreams a reality. We must choose managers: technical (process)
Some Projects the best way to accomplish this and skills and business acumen must
One of the specific problems the therefore should understand a wide range be complemented with leadership
organization I worked for faced was of options and concepts, including the skills to enable servant leadership,
to develop a new web-based interface continuum of life-cycle approaches from collaboration and openness to change.
for their customers. Business functions predictive to iterative, incremental and Project managers who continuously
and IT worked together to identify agile. The waterfall model is used for a develop these skills will drive cultural
requirements, design a solution, strictly predictive life cycle and is used in change needed by the organization to
implement and test it. The project failed different rigor, for example when rolling- become more agile.
becoming the only Brazilian to work on and works in the Brazilian Association Sixth Edition. He was a member of the
every Portuguese translation. of Standards as well. He is a founding Translation Verification Committee
member of an ISO technical group on (TVC) for the fifth edition as well.
He was also a volunteer on the
vocabulary for project management. Mr. Baek says that “Volunteering for
core team for the original PMBOK®
PMI is always an honorable opportunity
Guide text in English. Mr. Valle is the K.G. Baek, MBA, PMP, PgMP,
for me. Especially, being the member
Brazilian delegate to the International volunteered for the verification of the
of the TVC is an even more honorable
Organization for Standardization (ISO) Korean translation of the PMBOK® Guide –
chance to be representing my country
and my language.
“Even though the translation service
company has enough capability for
the translation itself, finding out tiny
differences between the words is a
totally different story. That’s why the
volunteers’ contributions are valuable.
“I started my volunteer career in 2006,”
he concluded. “It is a great opportunity
for me to share my professional
knowledge and to meet new friends
from all over the world.”
Yasuji Suzuki, PMP, was a volunteer
on the Japanese TVC. “We, the
Japanese group, 10 in total, adjusted
from the convenience of our own
work and participated for a change
as volunteers….There was a [learning
curve] as we [worked to validate] with
suitable Japanese sentences, but
several meanings in original sentences
[were unclear].…This proved that
our own learning and growth could
be achieved simultaneously with the
quality-first principle.
“Additionally, networking with members
of each country, including exchanges
with the staffs of PMI and [the
translation vendor] was very helpful
for further activities.”
Osman Elhassan, MBA, PMI-RMP, PMP,
a member of the Arabic TVC, called the
PMBOK® Guide – Sixth Edition “a real
international book. [Participating] was
an amazing experience. I believe PMI
ensured the best-ever quality of the
PMBOK® Guide. The Arabic group was
from five different countries, and where
Lisbon meeting of the translation verification groups.
Laura Lazzerini Neuwirth, PMP, parts of the world, all of us face almost “Usually project managers are used to
volunteered to be in the Italian the same problems in the daily work. working with teams but they rarely
translation verification group. “I think work in a team almost composed of all
“It was also
that volunteering with PMI is always project managers.”
interesting from
an amazing experience and this, in
a psychological Guangcheng (Andy) He, PMP, from
particular, was very special from both a
point of view and the Chinese verification group, said the
professional and a human point of view,”
it turned out to presence of all the different languages
she said. “I had the opportunity to meet
be a completely created discussion that helped the
a number of highly professional project
new experience,” volunteers understand project manage-
managers coming from all over the
Ms. Lazzerini ment concepts more deeply and assisted
world and to discover that, even though
continued. Laura Lazzerini the groups in validating translations
we are located in completely different Neuwirth, PMP accurately. “Also, if we have any
questions for PMI terms or definitions,
we got answers immediately,” he
continued. “That saved a lot of time
from communicating through email.”
Within his group, Mr. He noted that
“Differences mean improvement,
which make us discuss further to
reach an agreement. Face-to-face
discussion was really helpful in
validating the translation.”
Olivier Lazar, PMP, PgMP, PfMP, of the
French group, said his group “set itself
up in a kind of agile auto-organized
mode, leadership passing smoothly
Continued on page 10
The Italian verification group in Lisbon.
The Portuguese verification group in Budapest. Frankfurt meeting of the translation verification groups.
Foundation Supports
Disaster Management Through
Innovative Philanthropy
T he devastating consequences
of disaster touch the PMI
global community regardless
of geography, even as disaster
management is undeniably pivotal
that training to the unique challenges
each identified in its grant proposal. The
task team helped to review and to vet
proposals, with more than US$300,000
in grants awarded to three agencies:
Capacity, Supports and Sustainability”
in Copenhagen, Denmark. At
this meeting, influential disaster
management practitioners and experts
gathered in a two-day roundtable that
before, during and after a crisis occurs. American Red Cross, CARE USA, and fostered an interactive exchange about
For these reasons, the PMI Educational Plan International. applying project management in diverse
Foundation (PMIEF) has examined Each grantee implemented its grant- hazard contexts and disaster settings.
how best it can support the disaster funded initiative while remaining This included preparedness, relief and
management sector by leveraging committed to building and exchanging response, recovery and rehabilitation.
project management for social good. knowledge with one another. In addition, The roundtable permitted an
PMIEF initiated these efforts in PMIEF engaged a technical adviser examination of DMGI—including
2012, chartering a global task team and an external evaluator to support lessons learned and their implications—
composed of PMI volunteers to grantees’ application of their project from the perspectives of participating
help. In 2013, the foundation and management training and to collect data agencies, PMIEF, the technical adviser
task team invited representatives of about their experience doing so. and the external evaluator. It also
agencies, colleges and universities, promoted meaningful dialogue among
In 2016, PMIEF hosted “Project these and other attendees to generate
and research institutions working in Management in the Disaster
disaster management to Washington, Management Sector: Integration, Continued on page 12
D.C., USA to identify key functions
and capabilities that are critical to
success, yet frequently problematic
in their formulation, execution and
sustainability. The goal was to deepen
an understanding of the sector and to
begin to ideate how to pragmatically
support it.
A second meeting with a broader range
of actors and professional communities
in London, England in 2014 further
probed these topics, resulting in the
development of PMIEF’s Disaster
Management Grants Initiative (DMGI)
the following year. Through DMGI, the
foundation invited a select cadre of
agencies to apply for funding to receive
project management fundamentals
training as well as to thoughtfully apply
new ways of thinking on how project Columbia University’s National Center strategic planning and is a legitimate,
management can continue to add value on Disaster Preparedness, Harvard leadership-approved framework for
to the disaster management sector. In University’s Humanitarian Initiative and project work. Furthermore, they report
addition to DMGI agencies, roundtable Inter-American Development Bank. that DMGI provided training that is
participants included representatives of According to early evaluation findings, imperative, yet not typically grant-
the African Centre for Disaster Studies, DMGI grantees find that project funded. Of particular importance was
Asian Disaster Preparedness Center, management better enables their also the realization that disasters create
Volunteers Increase the World of PMI Standards in Russian Continued from page 10
compulsory iterations of reviewing
the consistency and correctness of
translation, the standard was not
published until 2011.
New Translation Project
After a year of work and weekly virtual
team meetings, some of the 10 team
members were so excited by the
process and results that they expressed
interest in a new translation. The Project
Management Competency Development
Framework (PMCDF) – Second Edition
was chosen as the next standard for
translation in 2012. The team now
consisted of 12 persons, including
seven with the Project Management
Professional (PMP)® certification.
During this translation, many issues
about correct usage of terms were solved
by the team after thorough investigation
of specialized literature, as well as state
and industry regulations. Every member
Konstantin Trunin, PMP (left) and Alexander Revin, PMP.
of the team gained a deep understanding
of project management terms in Russian,
including a lot of areas of ambiguity. one Certified Associate in Project of experts with experience of previous
But to solve many translation issues, Management (CAPM)® living in various PMBOK® Guide translation verification
the team turned to the previous Russian cities and even sides of the globe. The processes was desired. That is why some
translation of the PMBOK® Guide. Its verification project took a year and a of the previous team members applied
glossary was mandatory for other half of intensive effort for the virtual again to participate in the translation
standards translations. team, with regular weekly meetings. validation and some of their applications
This verification project was so tough were approved.
In March of 2012, Mr. Trunin saw that after publication of the translated
opportunities to chair and become a PMI created a very effective mechanism
PMBOK® Guide, it looked like the
member of the Russian TVC for the of developing and updating standards.
volunteers did not have the energy to
PMBOK® Guide – Fifth Edition posted The wide range of standards developed
think about translating other standards.
on PMI.org. The underlying challenge and supported by PMI are based on
was clear: If the team is able to deliver a Making the Effort real-life practices and generally accepted
quality translation of PMI standards, why Despite this, Mr. Revin, as project knowledge. That is why translation
not use the gained expertise to make a manager of these translation projects, of PMI standards to local languages
better translation of the most known regularly received questions about the can help get out a useful set of locally
PMI standard? possible start of other translations. acceptable standards much faster than
The Standard for Program Management developing the standards from scratch in
Mr. Revin, appointed TVC chair, was acknowledged as the most specific countries.
promoted the idea to other PMCDF interesting for the next translation.
translation project team members, The volunteers involved in these projects
In June 2016, translation began.
and fortunately four of them were also believe that providing the Russian-
Soon after that, information about
chosen for the new team. This time, speaking community with translated
PMBOK® Guide – Sixth Edition
the TVC volunteer team consisted of versions of PMI standards makes project
translation validation process was sent
nine PMP® certification holders and leaders more efficient and successful.
out. It was evident that participation
A Multi-Million-People-Impact Translation
By Cristian Soto, MPM, LIMC, PMP
Events Calendar
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