ASIA PACIFIC PROJECT MANAGEMENT CONGRESS 2013 · ASIA PACIFIC PROJECT MANAGEMENT CONGRESS 2013 ......

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Project Management Institute Hong Kong Chapter ® ASIA PACIFIC PROJECT MANAGEMENT CONGRESS 2013 1-2 November 2013 Venue: Cyberport Rising to the challenge - Leading through innovation and sustainability July - Oct 2013 Issue 18 Address: Room 403, 4/F, Park Tower, 15 Austin Road, Tsim Sha Tsui, Kowloon Tel: (852) 2784 1880 | Fax: (852) 2784 1616 | Email: [email protected]

Transcript of ASIA PACIFIC PROJECT MANAGEMENT CONGRESS 2013 · ASIA PACIFIC PROJECT MANAGEMENT CONGRESS 2013 ......

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Project Management InstituteHong Kong Chapter

®

ASIA PACIFICPROJECT MANAGEMENT CONGRESS 2013

1-2 November 2013Venue: Cyberport

Rising to the challenge - Leading throughinnovation and sustainability

July - Oct 2013Issue 18

Address: Room 403, 4/F, Park Tower, 15 Austin Road, Tsim Sha Tsui, KowloonTel: (852) 2784 1880 | Fax: (852) 2784 1616 | Email: [email protected]

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Our Chapter’s biggest and most important event of 2013, the Asia Pacific Project Management Congress and Workshop is just around the corner, on 1st and 2nd of November.  The theme, “Rising to the Challenge – Leading through innovation and sustainability”, is one that we no longer can ignore.  We have seen long standing institutions, such as the Kodak, the pioneer of film photography, rise and fall.  What can we all learn from these events?  Would putting their focus on innovation and sustainability have saved them?

 To discuss how organisations can thrive through innovation and

sustainability,   PMI Hong Kong Chapter is proud to present a strong line-up of local and industry leaders and members of the legislative council, to discuss how organisations can thrive and rise to the challenge, through innovation and sustainability.  It is our privilege to have Mr Tai-Chong Chew, Projects Director, MTR Corporation as our Congress Chairman. Our Guest of Honour is Mr Michael Lynch, CEO West Kowloon Cultural District Authority. There  also will be a Panel Discussion with guests from the Hong Kong Legislative Council, Hon Chung Kai Sin, Hon Charles Mok and Hon Dr. Elizabeth Quat. Refer to Day1 programme for details.

 I strongly urge our readers and members to register now for the

Congress and find out how you can get ready individually, and help your organization to stay ahead going forward.  I look forward to welcoming you at this year’s Congress at Cyberport.

Rossana HoPresident, PMIHK

President’s Message

Asia Pacific Project Management

Congress 2013

Program event - May 2013

Program event - June 2013

Program event - July 2013

Volunteers Report

Member's Contribution

President’s Message

CONTENT

Acknowledgementnnn

Editor: Keen Lam, VP PublicationContributors:

Cary Lam, VP Volunteer Development and Community ServicesAnthony Tsui, VP ProgramsVarun Razdan, Publications sub-committee member

Publications sub-committeeVarun Razdan & Raymond Kwok

AdministrationShirley Wong, PMIHK Administrator

Reviewer

Christine Yau, Executive VP, Externalnnn

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1  &  2  November,  Cyberport

Project  Management  Institute  Hong  Kong  Chapter  is  proud  to  host  this  year’s  Asia  Pacific  Congress  and  workshop  on  1st  and  2nd  November  respectively.    The  Congress  will  be  held  on  Friday,  to  encourage  corporations  to  send  their  employees  to  attend,  followed  by  the  training  workshops  on  Saturday;  to  facilitate  individuals  to  attend  the  training  workshops  on  a  weekend.

Rising  to  the  challenge  –  Leading  through  innovation  and  sustainability

This  year’s  theme,  is  especially  relevant  in  the  ever  changing  and  challenging  world  we  live  in.      In  the  last  couple  of  years,  we  have  seen  the  seemingly  invincible  companies  and  organisations  face  bankruptcy,  while  others  have  overcome  huge  challenges  and  thrived.  

Closer  to  home,  Hong  Kong  will  be  facing  tough  competition  from  Shanghai  with  its  newly  found  free  trade  zone  status.    To  compete  with  Apple,  Samsung  and  Google,  Microsoft  has  recently  taken  over  Nokia  and  introduced  their  Surface  2  tablets.

The  message  is  clear;  there  is  genuine  need  for  organisations  to  rise  to  the  challenge  and  lead  through  innovation  and  sustainability.  

The  Program:  Features  prominent  local  and  international  leaders  from  industry  to  speak  on  leading  through  innovation  &  sustainability

We  are  honoured  to  have  Mr  Michael  Lynch.  CEO West Kowloon Cultural District Authority, to be our Guest of Honour and opening speaker.

Mr  Lynch  joined  the  Authority  in  July  2011.  He  had  a  long  and  distinguished  career  in  arts  administration,  serving  as  Chief  Executive  of  the  Sydney  Opera  House  from  1998  to  2002  and  then  led  the  rejuvenation  of  London’s  Southbank  Centre  where  he  was  Chief  Executive  from  2002  to  2009.    Mr  Lynch  was  awarded  an  Order  of  Australia  (AM)  in  2001  and  made  a  Commander  of  the  British  Empire  (CBE)  in  2008.  

Under  Threat Realising  Opportunities/Innovators

Kodak  under  Chapter  11  in  2012 Fuji  is  one  of  the  market  leaders  with  their  X  digital  camera  range

Blackberry  total  sales  fell  45%  in  2013  results Apple’s  dominance  with  its  iPhone  and  iPad

Detroit  City  under  Chapter  11 Shanghai’s  free  trade  zone  launched

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Register NOW and join our panel of industry leaders who will share their experiences in leading through innovation and sustainability - Earn 16 PDU's for both days

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Honorary  Guest  Speakers

Other  honorary  speakers  include  Mr  Colin  Murphy  –  Senior  Manager  ,  Rio  Tinto,  Mongolia;  Simon  Tam,  Co-­‐founder  &  CEO,  Academy  of  Innovation,  ;  Mr  Tsion  Gonen  –  Chief  Strategy    Officer,  Safenet  Inc;  Vincent  Hui,  General  Manager  &  Head  of  Personal  Banking  Division;  PMI  Leaders  from  Japan,  Korea,  Taiwan,  China  and  Mongolia.  Stay  tuned  for  more  details!

Of  special  interest  to  the  Hong  Kong  audience,  will  be  the  Panel  discussion  with  honourable  guests  from  the  Hong  Kong  Legislative  Council  ,  Hon Chung Kai Sin, Hon Charles Mok and Hon Dr. Elizabeth Quat, to discuss the future of Hong Kong.

The  breakout  sessions  will  feature  honorary  speakers  from  a  range  of  industries  including  Education,  Financial  Services,  Technology  and  Mining  Resources

     

!Mr  TC  ChewChairman  of  Congress  Organizing  CommitteeProjects  Director  MTR  Corporation

Mr  Chi  Hing  KeeChair,    Fullness  Social  Enterprises  Society

Mr  Michael  LeungDeputy  Chief  Executive  &  CIO,  China  Construction  Bank  (Asia)

Mr  Paul  PoonManaging  Director,  CLP  Power  Hong  Kong

Dr  William  A  Moylan  2013  PMI  Board  of  Directors

Time 1  November  2013  –  Congress  Programme 8  PDU’s

08:45  –  12:30

Morning  Session

RegistrationRegistration

08:45  –  12:30

Morning  Session

Opening  Ceremony  &  Welcome  Speech:  Mrs  Rossana  Ho,  President,  PMI  HKOpening  Ceremony  &  Welcome  Speech:  Mrs  Rossana  Ho,  President,  PMI  HK

08:45  –  12:30

Morning  Session

Guest  of  Honour::  Mr  Michael  Lynch,  CEO,  West  Kowloon  Cultural  District  AuthorityGuest  of  Honour::  Mr  Michael  Lynch,  CEO,  West  Kowloon  Cultural  District  Authority08:45  –  12:30

Morning  Session Keynote  Address:  Dr  William  Moylan,  PMI  Board  of  DirectorsKeynote  Address:  Dr  William  Moylan,  PMI  Board  of  Directors

08:45  –  12:30

Morning  Session

Keynote  Address:  Mr  Michael  Leung,  Deputy  Chief  Executive  &  CIO,  China  Construction  Bank  (Asia)Keynote  Address:  Mr  Michael  Leung,  Deputy  Chief  Executive  &  CIO,  China  Construction  Bank  (Asia)

08:45  –  12:30

Morning  Session

Keynote  Address:    Mr  Tai-­‐Chong  Chew,  Projects  Director,  MTR  CorporationKeynote  Address:    Mr  Tai-­‐Chong  Chew,  Projects  Director,  MTR  Corporation

12:30  –  14:00 LunchLunch

14:00  –  18:00

Afternoon  Session

Breakout  Session  –  Education  Industry:  Simon  Tam,  Co-­‐founder  &  CEO,  Academy  of  InnovationBreakout  Session  –  Education  Industry:  Simon  Tam,  Co-­‐founder  &  CEO,  Academy  of  Innovation

14:00  –  18:00

Afternoon  Session

Breakout  Session  -­‐  Financial  Services  Industry:  Vincent  Hui,  General  Manager  &  Head  of  Personal  Banking  DivisionBreakout  Session  -­‐  Financial  Services  Industry:  Vincent  Hui,  General  Manager  &  Head  of  Personal  Banking  Division

14:00  –  18:00

Afternoon  Session

Breakout  Session  -­‐  Mining  Resources  Industry:  Colin  Murphy,  Senior  Manager,  Rio  TintoBreakout  Session  -­‐  Mining  Resources  Industry:  Colin  Murphy,  Senior  Manager,  Rio  Tinto

14:00  –  18:00

Afternoon  Session

Keynote  Address:  Mr  Chi-­‐Hing  Kee,  Chair,  Fullness  Social  Enterprise  SocietyKeynote  Address:  Mr  Chi-­‐Hing  Kee,  Chair,  Fullness  Social  Enterprise  Society14:00  –  18:00

Afternoon  Session Keynote  Address:  Mr  Paul  Poon,  Managing  Director,  CLP  Power  Hong  KongKeynote  Address:  Mr  Paul  Poon,  Managing  Director,  CLP  Power  Hong  Kong

14:00  –  18:00

Afternoon  Session

Panel  Discussion:  PMI  Region  9  LeadersPanel  Discussion:  PMI  Region  9  Leaders

14:00  –  18:00

Afternoon  Session

Panel  Discussion:  HK  Legislative  Council  -­‐  Hon  Chung-­‐Kai  Sin,  Hon  Charles  Mok,  Hon  Elizabeth  Quat.  Panel  Discussion:  HK  Legislative  Council  -­‐  Hon  Chung-­‐Kai  Sin,  Hon  Charles  Mok,  Hon  Elizabeth  Quat.  

14:00  –  18:00

Afternoon  Session

Lucky  Draw  &  Closing:  Mrs  Rossana  Ho,  President,  PMI  HKLucky  Draw  &  Closing:  Mrs  Rossana  Ho,  President,  PMI  HK

(Note  the  above  programme  may  be  subject  to  change  at  the  discretion  of  PMI  Hong  Kong  Chapter)(Note  the  above  programme  may  be  subject  to  change  at  the  discretion  of  PMI  Hong  Kong  Chapter)(Note  the  above  programme  may  be  subject  to  change  at  the  discretion  of  PMI  Hong  Kong  Chapter)

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World  Class  Congress  Workshops

There  will  be  3  separate  full  day  workshops,  on  i)  Leadership,  ii)  Innovation  and  iii)  Corporate  Sustainability.    To  provide  a  full  learning  experience,  two  of  the  workshops  will  be  split  into  2  sessions:

★Morning  session:  formal  training  format  run  by  renowned  MBA  program  professors  and  professional  trainers★Afternoon  session:  industry  experience  training:  experience  sharing  by  industry  senior  executives

Profiles  of  Workshop  Trainers:

     

Prof  Karen  LeeProgram  Director,  Global  Business  Program,  HKUST

Karen  has  been  a  business  practitioner  with  over  20  years  of  experience  in  investment  banks  and  supply  chain  management.    In  her  13  years  with  the  financial  industry,  she  focused  on  project  finance  with  high  profile  international  financial  institutions..

Karen   has   been   teaching   at   HKUST  since  September  2008,  and  is  currently  an   Adjunct   Associate   Professor   with  the  Department  of  Management.    She  was   voted   as   Best   Ten   Lecturers   at  HKUST   in   2010   and   2011,   and   was  awarded   the   Franklin   Teaching   Prize  for   the   year   2010   (organized   by   the  HKUST   School   of   Business   and  Management).    

Karen  received  a  BA  (Economics)   from  the  University  of  California  Berkeley,  a  MBA  from  the  University  of  New  South  Wales,   Australia   and   a   DBA   from  University  of  Newcastle,  Australia.    

Dr.  Jeevan  JaisinghAssociate  Professor  of  Business  Education,  HKUST

Jeevan   is   an   Associate   Professor   of  Business  Education  at   the   Hong   Kong  University  of  Science   and  Technology.    He   has   taught   at   the   MBA,   Masters  and   Undergraduate   level   at   the  university   for   the   past   10   years,  i n c l ud ing   cou r se s   on   p ro j e c t  management  and  innovation.  

Dr   Jeevan   obtained   his   PhD   in  Management   Information   Systems  from  Purdue  University.    Prior   to  this,  he   worked   in   the   Information  Technology   consulting   industry,  working   on   projects   for   clients   in  shipping,  banking  and  airlines.

Dr.  Peter  LiuDrucker  Academy

Dr.   Peter   Liu   is   the   Vice-­‐Dean  of   the  Peter  F.  Drucker  Academy  where   he   is  responsible   for   academic  matters  and  course  development  and  operation.  An   educator   at   heart,   Dr.   Liu   has  taught   at   the   Hong   Kong   Polytechnic  University   as   an   Associate   Professor;  Adjunct   professorship   at   The   Chinese  University  of  Hong  Kong  and  at  Central  South  University  of  China.  He   has  also  served   as   an   advisory   committee  member   of  The   Hong   Kong   University  of  Science  and  Technology,  The  Baptist  University,   The   Chinese   University   of  Hong   Kong,   and   The   Hong   Kong  Polytechnic  University.He   also   served   as   Acting   Executive  Director  and  an  advisor  to  The  Oak’s,  a  non-­‐profit  organization  that  trains  and  mentors  the  owners  and  executives  of  small   to   medium-­‐sized   enterprises   in  Hong   Kong.   Dr.   Liu   received   his   Ph.D.  in   E lectr ica l   Engineer ing   f rom  McMaster   University,   Hamilton,  Canada.

Time 2  November  2013  –  Full  Day  World  Class  Workshops2  November  2013  –  Full  Day  World  Class  Workshops 8  PDU’s8  PDU’s

08:45  –  09:00 Registration

09:00  –  13:00 LeadershipDeveloping  Leader  in  YouProf.  Karen  Lee,  Program  Director,  Global  Business  Program,  HKUST

Managing  Innovative  ProjectsDr.  Jeevan  Jaisingh,  Associate  Professor  of  Business  Education,  HKUST

Corporate  SustainabilitySustainabilityDr.  Peter  Liu,  Drucker  Academy

13:00  –  14:00 Lunch  Break

14:00  –  18:00 LeadershipDeveloping  Leader  in  You  Prof.  Karen  Lee

InnovationIndustry  experience  sharingMr.  Colin  Murphy,  Co-­‐founder  and  inaugural  General  Secretary,  PMI  Mongolia  Chapter

Mr.  Roger  Seshadri,  CIO,  City  of  Dreams

Corporate  SustainabilityIndustry  experience  sharingMr.  Kee  Chi  Hing,  Chair,  Fullness  Social  Enterprises  Society  Limited

Dr.  Peter  Liu

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PMIHK May 2013 SeminarPROBLEM SOLVING – APPLICATION OF A SYSTEMATIC APPROACH TO PROJECT MANAGEMENTBy Anthony Tsui, VP Programs and Keen Lam, VP Publications

The  evening’s  seminar  was  jointly  presented  by  Mr  Anthony  Tsui,  VP  Programs  and  Mr  Keen  Lam,   VP   Publications,   who   are   both   PMP   Certified   and   very   experienced   IT   project  managers.

Anthony   is   a   seasoned   IT   Project   Manager   &   Consultant   with   extensive   experience   in  leading  projects  in  the  IT,  Telecommunications,  Airlines  and  Financial  Services  industries.    In  addition,  he  also  served  as  Content  Committee  Member  for  the  PMBOK  Guide  5th   Edition.    Keen  is  also  an  IT  Project  Manager  &  Consultant,  with  extensive  experience  in  leading  major  ERP   system  projects   in   the   food   industry   and   manufacturing   industries   across  the   Asia  

Pacific  region.

Problem  solving  skill  is  one  of   the  essential  skills  that  today’s  project  managers  must  possess.     To   ensure  consistent  and  effective  results  and  outcomes,  a  systematic  problem  solving  approach  is  critical  and  the  good   news  is  that  this  is  a   skill  which  can  be  learned  and  improved  upon.  

After  having  the  audience  complete  a  warm  up  exercise  and  a  problem  solving   self-­‐assessment  questionnaire,  Anthony  and  Keen  introduced  a  systematic  problem  solving  approach,  with  examples   of   best   practices  and   common   techniques.     The  SIMPLEX   approach   was   developed   by   Prof   Basadur  

(McMaster   University)   and   is   a  3   phase,   8   steps   approach.     This   approach   tackles   the  problem  solving  from,  initially  identifying  and  defining  a  problem  through  to  the  execution  of  its  solution.

The  presenters  went  on  to  explain  the  purpose  of  each  of  the  8  steps  and  introduced  some  widely  acknowledged  best  practices  and  techniques  using  practical  examples  from  their  individual  project  experiences.  Refer  to  the  table  below  for  examples  of  the  techniques  presented:

In  summary,  a  systematic  problem  solving  process  which  addresses  a  problem  from  “problem  finding”  to  “Action”,  is  recommended  to  achieve  consistency  and  effective  results.    And  once  the  action  is  successfully  implemented,  one  should  not  forget  to  celebrate  the  successful  achievement.    The  audience  happily  took  away  from  the  seminar  a  useful  list  of  problem  solving  techniques  that  they  could  apply  to  their  daily  work  environment.

1) Problem  Formulation  1. Problem  Finding2. Fact  Finding3. Problem  Definition  

2) Solution  Formulation4. Idea  Finding5. Evaluate  &  Select

3) Solution  Implementation6. Plan  7. Acceptance  8. Action

Phase/Step Techniques1.  Problem  Finding PESTEL  Analysis,  Risk  Analysis,  Cause  &  Effects  Analysis,  CATWOE,  Prioritisation,  Pareto  Analysis2.  Fact  Finding Interview,  Survey,  Benchmarking,  Observations,  Simulations,  5  Whys3.  Problem  Definition Root  Cause  Analysis,  Cause  &  Effects  Analysis,  Flow  Charts/Swim  Lane  Diagrams,  Documentation4.  Idea  Finding Brainstorming,  Reverse  Brainstorming,  6  Thinking  Hats,  Story  Boarding5.  Evaluate  &  Select Decision  Tree  Analysis,  Pared  Comparison  Analysis,  Grid  Analysis,  6  Thinking  Hats,  NPV  and  IRR6.  Plan Scope,  Schedule,  Cost,  Quality,  Human  Resource,  Communication,  Risk,  Procurement,  Stakeholder7.  Acceptance Individual  &  Group  Feedback,  Facilitation  &  Consensus,  Presentation,  Business  Case,  Voting,  Report8.Action Management  of  Knowledge  areas  such  as  Scope,  Schedule,  Cost,  Quality,  Human  Resource,  

Communication,  Risk,  Procurement,  Stakeholder

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PMIHK June 2013 SeminarATTITUDE VS APTITUDE – LEADING AND BUILDING EFFECTIVE TEAMSBy Keen Lam, VP Publications

The   evening’s   distinguished   guest   speaker,   Mr   Jonathan   Lui,   presented   the     above-­‐mentioned  topic.  Mr.  Lui  is  a  director  of   Inspearit  (HK)  Ltd,  Hong  Kong  and  holds  a  BSc  from  Queen’s  University  and   a  MBA   from  the   University  of   Oxford.   He   has  very  rich  experiences  in  the  international  consulting  industry.

After  defining  attitude  as  “a  settled  way  of  thinking/feeling   about   something”   versus   aptitude   as   “a  natural  ability/tendency  to  do  something”,  Jonathan  posed   the   question;   which   is   more   important,  attitude  or  aptitude?

Whilst   the   constant   focus   on   aptitude   and  achievement   in   academic   and   individual   sporting  pursuits   is   well   recognised   especially   in   Asian  cultures,   the   importance   and   concept   of   attitude  and  its  ability  to  make  a   difference   in  performance  is   not   so   well   documented.     Jonathan   went  on   to  introduce   a   framework  for  analysing   teams,  where  both  aptitude  and  attitude  come  into  play  in  driving  

team  effectiveness.

The  manager’s  role   is  to  manage   all   the   elements  within  the   framework  to  create   an  effective   team   to  deliver  the   tasks  assigned  to  the   team.    Below  is  an  overview  of   the  elements:

To   summarise,   teams   are   capable   of   delivering   better   solutions   than   individuals  and  perform   effectively  by   stretching   individuals’   performances   and   bonding   individuals  effectively  into  a  cohesive  team.    One’s  ability  to  manage  and  lead  teams  effectively  will  greatly  enhance  the  individual’s  career.

For  more  information,  please  contact  PMIHK  administration  at  [email protected]

Elements DescriptionsContext Environmental  factors  such  as  national  culture,  technology,  formal  organisational  structure,  

etc

Team  and  task  design Nature  of  goals  (tactical,  problem  solving  and/or  creative),  task  interdependence,  required  team  cohesiveness  &  collaboration,  etc.    Factors  to  consider  for  team  composition  include,  skills/ability,  personality,  size,  etc.

Team  support  structure  &  agenda

Motivational  design  (incentives),  team  building,  monitoring  &  reporting  systems.

Team  process  &  culture Information  exchange,  distribution  of  power,  influence,  decision,  level  of  conflict

Team  effectiveness Output  meets  standards,  contributing  to  members’  well-­‐being  and  development,  enhances  team’s  capabilities  in  future  assignments

Managing  the  team’s  boundaries

Team  leader’s  role  is  in  understanding  the  competitive  environment  and  managing  the  external  relationships

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PMIHK July 2013 SeminarSTAKEHOLDER MANAGEMENT VIA CONSULTATIVE APPROACHBy Keen Lam, VP Publications

1.  Getting  Esteem 2.  Gathering  Needs

3.  Go  to  Show 4.  Going  into  Partnership

PMI  members  should   now  be   aware   that  a   new  separate   chapter  13  has  been  devoted  to  Project  Stakeholder  Management,   in   PMBOK  Guide   5th   Edition.     PMI   Hong   Kong   is   honoured   to   have   Mr   Alex   Sin   speak   to   the  evening’s  audience  on  “Stakeholder  Management  via  Consultative  Approach”,  a  topic  that  is  particularly  relevant  to  this  knowledge  area.

Alex  Sin,  the  founder  of  Rabbi  Consulting  Limited,  comes  with  more  than  26  years  of  IT  experience  with  expertise  in  Consulting,  Project  Management  and  Training.    He  has  conducted  training  on  management  subjects  including  negotiation,   consulting,  management  development  and  renowned  stakeholder  analysis  tools  such   as  MBTI  and  DISC.    Alex  graduated  from  the  University  of  Toronto,  with  a  major  in  Computer  Sciences  and  Mathematics.

PMI’s  definition  of  Project  Management  states  that  project  activities  are  performed  in  order  to  meet  or  exceed  stakeholder   needs   and   expectations   from   the   project.     The   authors   behind   PMBOK   Guide   5th   edition   have  highlighted   the   importance   of   stakeholders   by   introducing   a   separate   chapter   on   Project   Stakeholder  Management,  with  4  formalized  processes.

Alex   explained   that   a   consultant  working   in   project  management  need  both   “hard”   technical   skills  and   “soft”  people   skills.     In   order   to   achieve   the   objective   of   meeting   or   exceeding   the   expectations   of   management  stakeholders,  the  consult  needs  to:

 Understand  the  challenges  facing   the  executive  stakeholder  such  as  increasing  competition,   drive   for  flexible  lower  cost,  increasing  operating  costs,  etc,  and

 How  these  translate  into  stakeholder  expectations  such  as,  delivering  quality  business  solutions  rather  than  technology,  being  cost  effective,  etc

One  of  the  tools  that  Alex  brings  to  the  consultative  approach,  is  his  4G  methodology,  being:

In   order   to   go   into   Partnership,   the   consultant   needs   to   work   closely   with   the   stakeholder   which   means  understanding  the  personality  traits,  accepting  them  and  applying   the  right  set  of   soft  skills  to  help  achieve   the  stakeholder  expectations.

Alex   used   animal   characters   to   categorize   personality  types,   an  approach  which  the   audience  can  easily  relate  to.    

To  demonstrate  each  animal  type,  Alex  got  the  audience  to  do  a   questionnaire  to  work   out  which   animal  personality  they  relate  to.    He  then  grouped  them  into  the  four  animal  groups,   who   enthusiastically   participated   in   a   series   of  scenario  questions,  whose  responses  were  amazingly  close  to   the   personality   types   of   each   group.     The   audience  thoroughly   enjoyed   their   evening’s   interaction   and   came  away  with  the  key  message,  that  in  applying  a  consultative  approach   to   manage   stakeholders,   a  consultant   needs   to  understand  their  expectations  and  gain  their  “Acceptance”.

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Volunteers ReportPMI HK VOLUNTEER GROUP – ETHICAL CONSUMPTION TOUR, 21 SEPTEMBERBy Cary Lam, VP Volunteer Development and Community Services

Have  you  heard  of   Friends  (有情有意)  or  RWB330   (紅白藍330)?  These  are   some   of  the   social   enterprises  in  Hong  Kong  who  are   promoting   fair   trade   whilst   helping  the  underprivileged  groups.      On  21-­‐Sep,  a   group   of   PMIHK   volunteers   joined   a  tour   of   4   enterprises   organized   by   the  Fullness   Social   Enterprises   Society  (FSES).   Here   is   a   summary   of   ethical  enterprises  “mystery”  tour.

We   started   our   “ethical   consumption”  tour  with  a  nice  lunch  at  Friends  (有情有意),   where   we   were   served   by   very  friendly   waiters   who,   by   the   way,   are  “hearing  impaired”.  Ted  Kwan,  one  of   the  organizers  of  the  event,  also  gave  us  a  brief  introduction   on   the   background   and  mission   of   the   restaurant.     The   restaurant   is  located  next  to  Hung  Hom  and  provides  job  opportunities  and  training  for  the  hearing  impaired.

After  lunch,  we  boarded  our  tour  bus  to  the  RWB330,  a   gift  shop  next  to  the  Flower  Market   in   Prince   Edward,   which   sells  handmade   gift   items  such   its   signature   red/white/blue   (hence   RWB  )   nylon   bags,   miniature   “dim  sum”   and  almost  real  egg   tart  plastic   look-­‐alikes,   etc.   Some   of   the   items   are   designed   by   local   artists   including  Stanley  Wong  and  Prudence  Mark.

As  the  min-­‐bus  weaved  through  the  heavy  traffic  to  a  ladies’  fashion  shop,  Dr  Tracy  Ng,  our  esteemed  guide,  gave  us  an   informative   insight   into   how   these   social  enterprises  are  run   and   supported   by  volunteers  and  the  Hong  Kong  government.     The  shop  is  run  by  LMC,  which   stands   for   Love  Multi   Culture   and   sells   ladies  garments  and  accessories  of   South  Asian  origin.     One  participant   even   had   her   arm   ornamented   with   a  colourful  Indian  motif.

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Volunteers Report

TPassion,   our   last  stop  of   the  trip,   is  a  w h o l e s a l e r   o f  garment  and  textile.  Mr   Tong   Yeung,   its  d i rector ,   shared  w i t h   u s   t h e  company's   vision   on  

fair  trade  and  farming  cotton  in  an  environmentally  friendly  and  socially  responsible  way.  

A   point  of   interest;  one  of   the  products  made  is  customized  printed  T-­‐shirts  printed  by  mega-­‐sized  ink  jet  printer.

It  was  a  really  fun  and  informative  afternoon  for  the  participants.    If  you  would  like  to  join  us  in  future  events,   please  leave  your  personal  details  at  http://www.pmi.org.hk/home/joinvolunteer.aspx.     For   more   information,   please   feel   free   to   contact   Cary   at  [email protected]

More  information  on  FSES:  

Dr.   Tracy   Ng   was   our   guest   speaker   at   PMIHK   Sep   seminar,   “Case   studies   –   Project  Management  in  social  good  projects”.    If  you  are  interested  in  this  topic,  join  our  PMI  2013  Congress  to  hear  Mr.  Kee  Chi  Hing,  Chairman  of  FSES,  talk  about  sustainability  of  NGO.

FSES  will  run  a  campaign  called  “Ethical  Consumption  Month”  in  Nov-­‐Dec  2013,  in  which  PMIHK  is  a  supporting  organization.  If  you  would  like  to  learn  more,  please  visit  https://www.fses.hk/  .  

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Introducing Critical Chain Project Management (CCPM)By Varun Razdan (PMP, PMI-ACP, PRINCE2, 6σBB, ITIL)

FIGURE  1  ACTIVITY  ESTIMATES  CURVE

Member's Contribution

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The  use  of  GANTT   charts,  Program  Evaluation  Review  Technique  (PERT)   and  Critical  Path  Method  (CPM)  has  been  widely  recognized  and  used  by  Project  Management  professionals  as  scheduling  management  tool  and  technique.  Are  there  other  tools  &  techniques?  The  answer  is  yes.  Another  approach  that  has  been  recognised  by  PMBOK  Guide  5th  Edition  is  Critical  Chain  Project  Management.  (CCPM)    

Originally  developed  by  Dr  Eliyahu  Goldratt  and  published  in  his  1997  book  Critical  Chain,  this  methodology  has  been  adopted  by  US  government  departments  (such  as  US  Navy)  and  major  enterprises  (such  as  HP,  Boeing,  Procter  &  Gamble,  Seagate  and  IBM).    This  article  will  take  a  closer  look  at  this  methodology  and  describe  how  in  practice  it  may  be  best  put  to  use.  

Instead  of   seeking  an  optimal  solution,  CCPM  focuses  on  determining  the  “good  enough”  estimate   for   the   activities   to   be   scheduled.   The   rationale   is   that,   the   real   world  environment  makes  it  unrealistic  and  difficult  to  determine  an  optimal  solution.  In  order  to  overcome  this,  overestimation  of   the  activity   duration  has  traditionally   been  conducted.  However  there  is  empirical  and  anecdotal  evidence  that  this  tendency  may  often  still  result  in  these  activities  not  being  able  to  be  completed  on  schedule.  A  plausible  explanation  for  this  lies  in  the  recognition  of   (i)  Parkinson’s  Law  which  states  that  work   fills  to  meet  the  time  allocated  and  (ii)   the  student  syndrome  which   dictates  that  work  on  a  task  with  a  deadline  is  unlikely  to  start  until  the  last  possible  moment.    

CCPM  works  around  these  issues  by  obtaining  a  good  enough  50/50  likelihood  estimate  for  all  activities  (fig  1).    After  creating  a  schedule  of   activities  and  their  dependencies  (much  like  a  typical  GANTT),  feeding  buffers  are  added  preceding  the  critical  path)  and  then  one  large  “project”  buffer  added  at  the  end  of   the  network  itself.    The  feeding  buffers  aim  to  protect  the  critical  chain  from  variation,  while  the  project  buffer  is  in  place  to  protect  the  project   from  any   variation  within  and   outside  the  critical   chain.     The  project   health   is  monitored  according  to  rate  of  buffer  consumption  vs.  progress  made.  

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FIGURE  2  CCPM  PROGRESS  REPORTING

The  reporting   in  CCPM  is  becomes  simpler  and  more  realistic  as   it  recognises  real-­‐world  variation,  and  encourages  the  team  to  investigate  the  root  cause  of  deviation  from  planned  estimates,  if  the  buffer  is  being  consumed  faster  than  the  activity  is  being  delivered  (fig  2).  

One   advantage   is   that   this   method   of   buffer   management   provides   early   warnings  applicable  to  all  possible  causes  for  a  delay  instead  of  just  focusing  on  the  defined  activities  themselves.  With  regard  to  risk  management,  CCPM  also  assists  in  the  earlier  detection  of  risks  and  to  trigger  for  proactive  mitigation  of  these  risks.    

Also  worthy   to  note   is  that   under  CCPM,   the  bottleneck   resource  is  recognized   and   all  projects  are  scheduled  around  the  availability  of   this  resource.    Non-­‐bottleneck  resources  are  kept  busy  as  necessary  to  support  the  activities,  but  they  are  not  fully  utilized  as  doing  so  would  not  add  any  benefit  to  the  project,  and  in  fact  could  hinder  it.

In  summary,  CCPM  factors  in  human  resource  constraints  including  resource  levelling,  risk  management  and  real  world  variation  into  one  methodology.         Its  application  has  been  formally  recognized  by  government  organizations  such  as  the  US  Navy  and  manufacturing  and  construction  industries  which  continue  to  adopt  its  practices.

If  you  would  like  to  have  more  details  on  CCPM,  please  contact  PMIHK  administration  at  [email protected]

Sources

Interventions.org  http://www.interventions.org/pertcpm.html

Theory  of  Constraints  Handbook  –  Dr.  Eliyahu  Goldratt

Advanced  Portfolio  Management  and  The  PMO–  Gerald  I  Kendall  and  Steven  C  Rollins

McKinsey   and   Company   http://www.mckinsey.com/insights/business_technology/delivering_large-­‐scale_it_projects_on_time_on_budget_and_on_value

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Member's Contribution