Data Dont Lie

8/13/2019 Data Dont Lie

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MP NETWORKMAKING PROJECT MANAGEMENT INDISPENSABLE FOR BUSINESS RESULTS.

AUGUST 2013VOLUME 27, NUMBER 8

BIGDATA:

FUELING GOVERNMENT EFFICIENCY

MOBILE GAMING RACES AHEAD

OUTSOURCING PMO COMPETENCIES

KEYS TO MANAGING TOP TALENT

RECOVER FROM PROJECT FAILURE


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40The Value Proposition

Every project is differ-ent, but organizations

must look at eachthrough a shared lens:

business value.by Matt Alderton

LeaAUGUST 2013 | VOLUME 27, NUMBER 8

Elizabeth Virdin,PMP, CatholicHealth Initiatives,Englewood,Colorado, USA

PHOTO BY JESSYEL TY GONZALEZ


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FeaturesAUGUST 2013 | VOLUME 27, NUMBER 8

Data Doesnt LieBig data can help government agencies

cut costs, slash bureaucratic layers andimprove transparencyif they can get buy-in.

By Sarah Fister Gale

Run Like the Wind

DONG Energy leveraged lessons learnedto manage unexpected risks on Denmarkslargest wind farm project to date.

By Clay Dillow

Sticking PowerMoney may attract a star project manager,but it will rarely keep one around.

By Lillian Cunningham

The Future Is NowPrepare for a career move by sharpening theskills needed for tomorrows project, today.

By Cindy Waxer


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2629 July 2014 | Portland, Oregon, USA

Call for submissions openfrom 1 August 15 December 2013The conference will feature a variety of formats, including paper presentations,

symposia and poster presentations. PMI is seeking conceptual, empirical or

theoretical papers/symposia on topics including:

Works-in-progress are also welcome.

Change management

Decision making in projects and programs

Engaged scholarshipEvidence based project management

Lessons learned

New teaching cases in project management

Project management curriculum development

Risk and uncertainty

Theory building and adaptation

Submission guidelines atPMI.org/REC2014Submit

Share your insight at the

PMI Research & Education Conference
http://www.pmnetwork-digital.com/pmnetwork/201308/TrackLink.action?pageName=4&exitLink=http%3A%2F%2FPMI.org%2FREC2014Submithttp://www.pmnetwork-digital.com/pmnetwork/201308/TrackLink.action?pageName=4&exitLink=http%3A%2F%2FPMI.org%2FREC2014Submithttp://www.pmnetwork-digital.com/pmnetwork/201308/TrackLink.action?pageName=4&exitLink=http%3A%2F%2FPMI.org%2FREC2014Submit


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DOWNLOAD THE PM NETWORK APP and read the magazine on youriPad,iPhoneoriPod Touch, or Android device.

A sAUGUST 2013 | VOLUME 27, NUMBER 8

MAKING PROJECT MANAGEMENTINDISPENSABLE FOR BUSINESS RESULTS.

THE EDGE

10 Navigating the Minefield Mining projects find a new

homeand outspokenneighborsin Latin America.

13 Anchoring Projects

to Strategy PMI-sponsored research

reveals three ways to achievestrategic alignment.

13 Smog Casts Shadow OverRailyard ProjectA skeptical public puts acontroversial rail project at risk.

15 Stalled Projects ErodePublic Trust

Three hamstrung Germanprojects highlight the need forproper planning.

16 Colombia Targets Tech Colombia invests in project

training and infrastructure todevelop its IT industry.

17 Talent No-Show BRIC needs project talentbut

has a tough time finding it.

VOICES

20 Inside Track The Game PlanKynan Woodman,Electronic Arts, Melbourne,

Australia

22 In the TrenchesCommunity Consolidation

By Daniel Messinger; Capt.Elizabeth Booth Myhre, NurseCorps, U.S. Navy; Col. JohnBulick, U.S. Air Force; andRobert Silverman

24 Project Toolkit On the Rebound

COLUMNISTS

26 Career Q&ATemp to Hire

By Lindsay Scott

27 Take the Lead Triple Threat

By Roberto Toledo, MBA, PMP,Contributing Editor

28 Inside the PMO Hired Help By Abid Mustafa

ALSO IN THIS ISSUE

7 Feedback

What word describes yourproject management style?

19 Metrics Natural gas projects are

on the riseand so aretheir risks.

61 Special AdvertisingSection

Education and training

68 MarketplaceBridging the gap between

strategy and projects71 Directory of Services Project management

resources

72 Closing Credit A project team faces a

cliffhanger.

10

17

24

28
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Gary R. Heerkens, MBA, CBM, PMP,Management Solutions Group Inc.

Sheilina Somani, FAPM, RPP, PMP,Positively Project Management

Roberto Toledo, MBA, PMP,Alpha PM Consulting

2013 PMI BOARD OF DIRECTORS

ChairDeanna Landers, MBA, PMP+1 303 378 8459,[email protected]

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Secretary-Treasurer and Chair,Performance Oversight CommitteeZbigniew J. Traczyk, MSc, MBA, PMP+48 601 606729,[email protected]

Chair, Strategy Development OversightCommitteeSteve DelGrosso, MSc, PMP+1 919 848 6986,[email protected]

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President & Chief Executive OfficerMark A. Langley+1 610 356 4600,

[email protected]
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9/76 AUGUST 2013PM NETWORK 7

LINKEDINPMIS CAREER CENTRAL GROUP ON LINKEDIN

Volunteer State

Olga Brouckova, PMP, asks: What are the most inter-

esting volunteer activities to maintain a PMI credential?

Cynthia (Cindy) Berg, PMP, responds:Ive been a

PMI member and volunteer since 1991. I initial ly

focused on the local chapter as the vice president

of communications, education and programs.

In 1995, I volunteered on a global level by working on A Guide t o the Project

Management Body of Knowledge (PMBOK Guide).

Volunteering always has been interesting, and its a great way to become im-mersed in the discipline of project management.

VOICES ON PROJECT MANAGEMENT BLOGIn Making Earned Value More Valuable, blogger Kevin Korterud says: If a project

manager does not measure and then present earned value metrics properly to

project sponsors, the numbers can produce unpleasant mood swings, premature

celebrations and raging arguments.

Luis Berrios, PMP, adds: More and more, our project management office is being

challenged with earned value. In many cases, the expectation is that we provide

information on progress down to the US$0.00001, which can be overwhelming.

BE HEARD

Want to shareyour thoughts

on project management?Look for discussion topicsposted on PMIs Career Cen-tral LinkedIn Group by edi-tors of PMI publications. Yourresponse could be publishedin a PMI publication.

FACEBOOK

Word Play

PMI asked project practitioners: What word describes your

project management style? The most popular answers were:

Communicative25

Collaborative11

Leadership8

Facilitative5

Agile4

Proactive3

Disciplined 3

Flexible3

Integrative2

Persistent2

Progressive2

Structured2

Effective2
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10/76

RESIDENCE INNBY MARRIOTT

TOWNEPLACE SUITESBY MARRIOTT


11/76


12/7610 PM NETWORK AUGUST 2013 WWW.PMI.ORG

50%of global mining investments

between 2012 and 2020 will bemade in Latin America.

US$300billion

Projected Latin American mininginvestment in 2020

25%of global mining investments in

2012 were made in Latin America.

t eEdWhen the Argentine government declinedits request for tax breaks, mining companyVale SA walked away from the RioColorado potash mine (pictured below).

PHOTOCOURTESYOFAGNCIAVALE

Sources: Inter-American Mining Society,Metals Economics

Group,BNamericas
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Navigatingthe MinefieldThe global hunger for metals and minerals has companies heading to

Latin America. But along with all the copper and gold, theyre also dis-

covering dissent among local stakeholders.

Discovery rates for most base and precious metals have fallen to

historic lows, says Christopher Welch, a mining analyst at natural-

resources brokerage Ocean Equities in London, England. Tis has

driven resource companies to explore in new countries.

Latin America offers areas that combine moderate-to-low geopoliti-

cal and operating risk with good infrastructure and fantastic geological

prospects, says Mr. Welch.

But local stakeholders are proving a formidable risk factor, stalling

several high-profile mining projects to harvest everything from copper

to potash, an in-demand potassium-based fertilizer.

After the budget on Vale SAs Rio Colorado potash project in Argen-

tina nearly doubled to US$11 billion, the Brazilian company requested

US$2 billion in tax breaks to offset unforeseen costs stemming from

Argentinas rising inflation and exchange rates.Te project includes a potash mine, 800 kilometers (500 miles) of new

and upgraded railway, and a loading termi-

nal. Yet even with 45 percent of the project

completed, Argentina refused to grant the

companys request. So in March, Vale shut the

project down. Te next month, the Argentine

government agreed to let Vale walk away, and

announced Chinese and Indian companies had

expressed interest in the project.

Such conflicts with local governments

are one of the biggest obstacles for miningprojects, says Mr. Welch. Nationalization or

expropriation remain threats in large parts of

the Latin American region as governments

look to increase their share of the profits that

come from mining their countrys natural

resources, he says. Its the main thing that

keeps investors awake at night.

Signing a Social License

Mining projects can be a substantial revenue source for communities,

but local stakeholders are increasingly pushing back.

ge

Nationalization

or expropriationremain threatsin large partsof the LatinAmericanregion.Christopher Welch, Ocean

Equities, London, England



Social license to operate, meaning the firms negotiations

with local communities, is becoming more difficult in countries

throughout the region, says Risa Grais-argow, an analyst

specializing in Latin America at Eurasia Group in Washington,

D.C., USA.As countries become more developed, local communities

surrounding projects have become both more concerned about

their quality of living and the environment, and better able to

mount legal challenges to mining projects, she says. Tese con-

cerns are most evident in Chile.

In May, the Chilean government officially halted the Barrick

Gold Corp.s US$8 billion Pascua-Lama mine project, which had

been temporarily suspended since April. Critics of the Canadian

companys project contend construction dust has settled on

three nearby glaciers, causing them to retreat. Stakeholders also

charge the project threatens the Estrecho River, which supplieswater to a tribe downstream.

Because more than 70 percent of Pascua-Lamas reserves lie in

Chile, a governmental ban could kill the whole project.

But it might not come to that, according to Andy Kaplowitz, an

analyst at Barclays Capital. Given that Barrick has already spent

US$4.2 billion on the project ... and construction is 40 percent com-

plete, we think there is a strong incentive for the developer to press

forward with only minimal delays, he wrote in a research note.

Barrick is making an effort to engage, releasing an 18-month

plan to meet the Chilean governments requirements for infra-

structure to prevent water pollution. Construction will not be

allowed to continue without approval from Chilean regulators.

Barrick and other mining giants must convince stakeholders

theyre looking out for the communitys interestsor else.

Where stakeholders fears cannot be allayed, there is potential

for severe reaction to planned developments, says Mr. Welch.In other words, project owners can expect more of the sameso

they may want to pull in skeptical stakeholders right from the start.

Since opposition often comes from communities that are not

originally included in negotiations but feel affected by projects,

firms can avoid conflicts by going through an extensive consulta-

tion process and including communities farther afield from the

project who may also be affected, says Ms. Grais-argow.

When Perus government requested Newmont Mining Corp.

suspend its US$5 billion Minas Conga gold and copper mining

project in November 2011, the U.S. company complied and built

new reservoirs for water from lakes displaced by the project.It was enough to convince Perus government to allow the

project to resume operations in June 2012. But it wasnt enough to

placate local stakeholders. In June 2013, locals staged a protest at

one of the lakes scheduled to be displaced, prompting Newmont

to issue a statement pledging to complete an intensive public

involvement process with neighboring communities.

Effective stakeholder outreach can be the difference between

a mining company holding onto its social license and losing

it, says Mr. Welch. And the latter, he says, can mean the

end of a projectno matter how large or high-grade it may be.

Emma Haak

D

C

B

A

Becausemore than

70percentofPascua-Lamasreserves lie inChile, a govern-mental ban couldkill the wholeproject.

heEdge

The project: Vale SAs

US$11 billion potash mine,

Rio Colorado, Argentina

The holdup:When the

Argentine government re-

fused to grant the company

US$2 billion in tax breaks,

Vale called it quits.

The project: Newmont

Mining Corp.s US$5 billion

gold and copper mine,

Minas Conga, Peru

The holdup: Newmont

temporarily suspended the

project after protesters

alleged pollution of local

waters.

MINE MAP

The project: Barrick

Gold Corp.s US$8 billion

gold mine, Pascua-Lama,

Chile

The holdup:Responding to

concerns about water pollu-

tion, the Chilean govern-

ment halted the project.

The project: Southern

Copper Corp.s planned

US$1 billion copper mine,

Arequipa, Peru

The holdup: Local activists

concerned about pollution

brought mine construction

to a standstill.

A C

B D
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ANCHORING PROJECTS

TO STRATEGYIf every project is a ship, strategy is the lighthouse that guides it to harbor. But get-

ting projects to port means making sure theyre seaworthy from the start.

We need to prioritize projects and focus on the ones that really deliver value,

says Valrio Murta, head of Latin America and CaribbeanGeo South (Brazil, Argen-

tina, Peru, Chile and Uruguay) customer delivery, MasterCard, So Paulo, Brazil.

Nearly 90 percent of organizations ranked implementing projects that

deliver strategic results as essential or very

important in Why Good Strategies Fail: Lessons

for the C-Suite, a 2013 PMI-sponsored survey

of 587 senior executives by the Economist Intel-

ligence Unit (EIU). PMIsPulse of the Profession

survey echoed the sentiment, showing that high-

performing organizations employ project, program

and portfolio management practices strategically

to reduce the risk of wasting money. On average,

90 percent of projects run by high performers meet

original goals and business intent.

Yet the EIU study also found that only 46 percent

of organizations are excellent or good at suc-

cessfully executing initiatives and projects to deliver

strategic results.

Strong executive involvement can help organizationsbridge the gap between strategy and implementation.

Involve executives who understand, or at least recognize, the importance of

change the business competencies, and how those differ from run the business

activities, says Michael Cooch, PMP, director of global portfolio and program

management services, PwC Consulting, a PMI Global Executive Council member in

London, England.

To keep projects and programs in line, organizations should take a three-

pronged approach:

1. Follow the Captains Orders

Every ship needs its captain: Executives cite leadership buy-in and sup-port as the top reason strategic initiatives succeed, according to the

EIU survey. Yet 28 percent admit that high-priority strategic initiatives

typically lack sponsorship support from senior leadership.

You need sponsors, says Orlando A. Serani S., vice president,

global business services, customer and logistics services, Johnson &

Johnson Health Care Systems Inc., Piscataway, New Jersey, USA. But

you have to be careful. Sometimes, we have a tendency to over-involve

executives, thinking their presence alone is going to add value.

Instead, Mr. Serani suggests putting the focus on meaningful

executive involvementbringing them in with a deliberate purpose

and role. Senior managers remind you what business objectives youre

Sometimes

we have atendency toover-involve

executives,thinking their

presence aloneis going to add

value.Orlando A. Serani

S., Johnson & Johnson

Health Care Systems Inc.,

Piscataway, New Jersey, USA

SMOG CASTSSHADOW OVERRAILYARD PROJECT

Its touted as the greenest railyard in the country,

but the US$500 million project is being blasted for

making the notoriously polluted air of Los Angeles,

California, USA even worse.

Supporters claim the upgrade is needed for the

ports of Long Beach and Los Angelestogether

the worlds sixth-busiest harborto remain com-

petitive when the expanded Panama Canal debuts

in 2015.

Designed to streamline transfers between

port and rail, the yard would handle up to 2.8 million

shipping containers a year by 2035, with some 5,500

trucks passing through each day. The complex is

slated to create thousands of jobs and has backing

from a wide range of business and civic organizations.

Project sponsor Burlington Northern Santa Fe

Railway is selling the ports sustainable elements,

maintaining the complex will reduce emissions by

cutting the distance trucks travel from port to rail

by 20 miles (32 kilometers). Trucks and equipment

will face strict emissions standards, and many will

run on liquefied natural gas.

But neighbors say port-induced pollution hascaused asthma and lung cancer. And theyre mak-

ing themselves heard at community meetings and

through environmental organizations, including the

Natural Resources Defense Council, which is threat-

ening to sue. Despite the detractors, the 153-acre

(61.9-hectare) facility was approved by the local

city council in May. Margaret Poe

IMAGECOURTESYOFPORTOFLOSANGELES
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trying to achieve, he says. Tey ask, Why are we

doing this? Constantly having that voice brought

back into projects is one of the healthiest things

you can do.

2. Run a Tight Ship

Executives alone cant guarantee alignment. o

ensure implementation stays in sync with strategy,

organizational processes have to be shipshape.

Value stream mapping and other standardized

methodologies make tactical workflows and com-

munications more efficient. And that can allow

resources to focus on strategic thinking and big-

picture planning.

o the degree that it commoditizes the

mechanics of running a project, standardization

creates bandwidth to have more meaningful con-

versations, Mr. Serani says.

Yet the EIU study found that only 41 percent of

organizations cite developing detailed processes for

strategy implementation as a very high or some-

what high priority.

o implement more standardized processes in

an organization, Mr. Serani recommends focusing

on value, particularly how it frees up resources to

those areas of the business that need differentiation

to be competitive.

3. Batten Down the Hatches

While the captain sets the course and the light-

house guides the way, a solid crew is needed to

steer the ship to port.

As previously noted, leadership buy-in and sup-

port is the top reason strategic initiatives succeed.

Senior executives cited skilled implementation as

the second-highest factor. Yet only 41 percent of

organizations reported having sufficiently skilled

personnel working on those initiatives.

And alignment requires more than just figuringout who has agile skills or who knows metrics.

You have to consider what the project requires

in terms of business and technical knowledge, but

also in terms of the project managers personal

characteristics, says Mr. Murta. Each project may

demand a different type of person.

o pair the right people with the right project,

Mr. Cooch recommends a standardized talent

development program. Because even if the talent is

there, it still needs to be harnessed to reach its full

potential.

heEdge

TAKE THE HELM

Source: Why Good Strategies Fail: Lessons for the C-Suite, 2013, The Economist Intelligence Unit Ltd.

9in 10

1 in4

organizations say successfully executingprojects to deliver strategic results is

essential or very important.

executivessay projects

to implementstrategy lack

senior backing.

46%of organizations are

excellent or good atexecuting strategically

aligned projects. 2 5inorganizationsreport having

sufficientlyskilled personnel

working onstrategic

initiatives.

Organizations need to understand their current talent pool, iden-

tify the gaps and then understand how they need to develop internal

candidates, use external partiesor both.

In short, strategically aligned projects keep organizations afloat.

Matt Alderton
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Stalled Projects ErodePublic TrustGermanys reputation for efficiency is being threatened by large-scale projects that demonstrate

a clear lack of it.

In the past year, three major public schemes have gained worldwide notoriety for poor manage-

ment, disastrous cost overruns and missed deadlines.

A Bumpy Ride

Te most high-profile of the three, the Berlin Brandenburg Willy Brandt Airport, was initially

heralded as a world-class global travel hub that would replace three smaller airports. Instead, its

become a symbol of inept project management.

When construction began in 2005, the airport was scheduled to open five years later. But

technical problems involving the wiring system, fire alarms and lighting caused it to miss that dead-

lineand several others. Meanwhile, costs more than doubled from 1.7 billion in the original plan

to 4.3 billion in 2012 due to scope creep that involved the addition of a shopping mall and hotel.

And theres no end in sight, as officials have refused to set a new opening date.

Its unfortunate, says Cathy Buyck, a Brussels, Belgium-based aviation industry expert and

senior editor ofAviation Weekmagazine. Tis is an important public project for Germany and the

largest airport project in Europe.

A lack of transparency on project progress has only added to its woes, Ms. Buyck says. Unaware

that key deadlines would be missed until weeks before the publicized opening in June 2012, airlines

were forced to reorganize flight schedules and individually notify passengers of airport changes on

their itineraries.

We have to work around the change of plan, which presents us with a huge challenge, former

Air Berlin CEO Hartmut Mehdorn said about the delay. It presents immense logistical problems

for all involved and will also cause additional costs which have yet to be calculated.

Better stakeholder management could have eased such conflicts, Ms. Buyck says. ransparencyand permanent cooperation is so important on these projects. When there is no trust, there can be

no cooperation.

Trouble on the Tracks

A high-speed rail project might be going off the rails. In

southern Germany, opponents have committed to blocking

the Stuttgart 21 rail-line project by hosting massive protests

that have drawn thousands of people. Te protesters believe

the plan is overpriced, diverts funds from other infrastruc-

ture initiatives and will cause too much environmental

damage, all while failing to solve the regions traffic issues.Project owners have done little to win the support of

these citizen stakeholders. In 2010, they even tried to disperse

protesters by firing water cannons at them. Small surprise:

Tat just made people angrier.

When there is no trust, therecan be no cooperation.

Cathy Buyck,Aviation Week, Brussels, Belgium

The target completion date for the Stuttgart21 rail project has been pushed back three

years, partly due to public protests.

Contract negotiationshave more thandoubled the cost ofthe Elbphilharmonieconcert hall in

Hamburg, Germany.

IMAGECOURTESY

OFALDINGER+WOLF



Meanwhile, building contracts have cost more than

expected, ballooning the project budget from 2.6 billion to

an estimated 6.8 billion. And the target completion date has

been pushed to 2022, three years later than originally planned.

Project owners can learn from the projects troubles,

said Britta Baumgarten, PhD, a research fellow at Lisbon

University Institute who has studied the publics reaction

to Stuttgart 21.

One lesson to be learned from S21 is the importance of

investing more resources to involve citizens in the decision-

making process and to discuss multiple alternative solutions,

she said in an interview with the Partnership with Africa Foundation e.V.

Out of Tune

A modern glass edifice would rise from Hamburgs waterfront, and the Elbphilharmonie con-

cert hall would become the worlds preeminent orchestra hall. Just as soon as it opened in 2010.

Fast forward to 2013, and its doors remain shut, largely due to inadequate planning. Te

government approved the original 204 million budget based on incomplete design plans.

Since then, scope creep and contract renegotiations have increased the cost to 575 million

with a new deadline of October 2016.

One of the primary conflicts has revolved around the Elbphilharmonies steel saddle

roof, which needs to support 4,000 tons. Construction company Hochtief argued the plans

it received from the architectural firm were unsafe, even though the design was certified by

both an independent safety engineer and the Hamburg building control authority.

Hochtief certainly has problems building the roof and therefore tried to place the responsi-

bility for the delay on the City of Hamburg, Karl Olaf Petters, an Elbphilharmonie spokesman

toldArch Dailyin late 2011, after construction ground to a halt while the parties worked to

resolve the dispute.In April 2013, the teams reached an agreement to place the burden of all future construc-

tion and planning risks firmly on Hochtiefs shouldersin exchange for a steep one-time

increase in costs.

Te new contract, which was approved by the Hamburg parliament in June, will

allow construction to move forward.

Political Intrigue

Public stakeholders on these types of projectsin Germany and elsewhereconsis-

tently and purposely underestimate costs early on to push the plans through, says

imo Klein, senior economist for IHS Global Insight in Frankfurt, Germany. Politi-

cians want to appear cost-conscious so they can win approval, he says.It becomes more important than assessing whether the cost and timetables are realistic.

And if problems arise later on, it is likely their successors who will have to deal with it.

But such manipulation ultimately impedes the project plan, and costs end up

higher than they might have been with proper planningand expert advice. For

instance, on the airport project, Mr. Klein notes, Berlin authorities tried to cut costs

by coordinating all of the contractors themselves, rather than hiring a project man-

agement team to oversee the work. Tey made a big mess of things by not having

sufficient expertise to make decisions.

As a result, a lot of work was done two or three times to correct mistakes that

had repercussions down the line, he says. It is always cheaper to take the time and

resources up front for planning than to fix things later on. Sarah Fister Gale

heEdge

COLOMBIATARGETSTECH

Colombia is staking its claim as an

IT project hotspot with a burst of

investment in web connectivity,

tech start-ups and training.

The country is looking to dou-

ble IT revenue between 2010 and

2014, according to BNamericas.

And to make money, its spending

money: The Colombian Ministry

of Information and Communica-

tions Technologies plans to invest

US$51.9 million on 32 local tech

projects this year.

But cash alone wont anoint

Colombia the new tech royalty.

The country also needs trained

project professionals, so its

launching education programs,

including one on agile. Another

government program is teaching

more than 21,000 Colombians

to code.

The governments cashinfusion for tech training and

infrastructure has reaped

rewards: Colombias IT market

is expected to hit COP6 trillion

in 2013, a 10.5 percent jump

over 2012, according to Business

Monitor International. Colombia

also increased its Internet con-

nections from 2.2 million to 6.2

million in the last two and a half

years, according to the WorldEconomic Forum.

The goal, according to

Colombia IT minister Diego Mo-

lano Vega, is for the country to

become internationally recog-

nized as the place where [digital]

applications for the developing

world are being developed,

he told The Atlanticearlier this

year. Thats where the money

is. Margaret Poe

Stuttgart 21sbudget hasballoonedfrom

2.6 billionto anestimated6.8 billion.
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19/76 AUGUST 2013 PM NETWORK 17

TALENT NOSHOWThe BRIC project powerhouse of Brazil, Russia, India and China remains

strong, accounting for more than a quarter of global output last year. But the

four countries have one big Achilles heel: talent.

More than half of organizations in Brazil, Russia and India, and three of

four in China, say they currently have positions for which they cant find

qualified candidates, according to a 2013 CareerBuilder survey. And the report

says this dearth of talent hurts business performance, work quality, morale

and employee retention.

In what remains a fragile economy, theres certainly no shortage of people

looking for a job. Still, its not enough just to fill the empty seats. o be successful,

organizations need people with the right skills.

In the past, project owners could make up for poor quality labor by adding

more people, but that method no longer works, says Jeffrey A. Joerres, CEO

of multinational human resources consulting firm ManpowerGroup, Milwau-

kee, Wisconsin, USA.

As these four countries hit their stride, they need talent with the skills to

handle megaprojects laden with risk and complexity. A snapshot of some of

the current projects says it all:

nChina: Fueled by a booming population, China is making serious invest-

ments in infrastructure and energy. Te Shuangjiangkou hydropower project

on the Dadu River, for example, is a 10-year, CNY24.7 billion initiative to

construct the countrys tallest hydroelectric dam.

nIndia:Research company Gartner predicts Indias I services market will

reach US$10.2 billion this year, fueled by major initiatives such as the high-

profile unique identification program that aims to digitally document all citi-zens. Te country is also planning one of its most ambitious infrastructure

projects to date: A US$100 billion industrial corridor that would cover 555

square kilometers (214 square miles) between

New Delhi and Mumbai. Te project aims to

significantly reduce travel time between the two

cities, facilitating faster exports by 2025.

nRussia:o offset its economys heavy reli-

ance on natural resource exports, the coun-

try launched a project to build Skolkovo, a

400-hectare (988-acre) science-based city aimed

at ushering in a new era of tech-driven innova-

tion. In June, the country also unveiled a US$14

billion infrastructure program, including a high-

way and two ambitious rail upgrades.

nBrazil:Along with massive oil exploration

projects and a booming I sector, the country

is currently working on dozens of stadium and

infrastructure projects for the upcoming World

Cup and Olympics.

Brazils surge in projects as it preps to host

the two mega sporting events makes it particu-

larly difficult to find skilled project and program

managers, says Alex Julian, PMP, senior program

manager at Citibank, a Global Executive Council

member in So Paulo, Brazil.

More than two in three Brazilian leaders

reported trouble filling key positions, with engi-neers ranking among the most difficult slots to

fill, according to a 2013 ManpowerGroup survey.

Nearly 80 percent of Brazilian respondents said

the talent shortage had a high or medium impact

on their ability to meet client needs.

Companies are searching for senior project

and program managers to drive the higher priority

programs, Mr. Julian says, but there is a lack of

skilled professionals to fill these roles.

Practitioners with strong leadership, commu-

nication and conflict management skills are espe-cially hard to secure, he says.

People Plan

o minimize the damage from skills shortages

in BRIC countries, project planners should first

define their talent strategy and the related risks.

Its not enough to build a 10 percent premium

into your talent budget, Mr. Joerres says. You

have to be able to say why its 10 percent and what

happens if you cross that financial threshold. He

envisions two options:

Skolkovo, a tech city being builtoutside of Moscow, Russia, aims to

usher in a new age of innovation.

PHOTOB

YEDREEVECOURTESYOFADJAYEASSOCIATES
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20/76

heEdge

1. If a project demands highly skilled, difficult-to-source talent, team leaders should focus on offering

higher salaries, career paths toward leadership roles and training opportunities for key roles.

2. If an organization is ready and willing to accept high turnover as a talent strategy, project own-

ers should implement knowledge-sharing mechanisms to ensure information doesnt walk out

with the employee.

Both talent management approaches are viable, as long as you have a plan in place to support

them, Mr. Joerres says.

Organizations should also consider candidates who may not have all the necessary skills, but could

be developed with the proper training and mentoring. Figure out what gaps you can tolerate, he says,

then find good people who you can get up to speed.

o recruit and retain good project talent once a solid hire is made, Mr. Julian suggests organiza-

tions based in BRIC countries look beyond cold, hard cash.

Making a job look appealing isnt only about money, Mr. Julian says. It is about what the job can

offer in terms of challenging the program or project manager. When interviewing candidates, he rec-

ommends emphasizing the experience and opportunities the project or program will provide.

Whatever techniques they opt for, organizations must focus on getting the right people on the

right projects to maintain the BRIC economic juggernaut.

alent management is just as important as supply chain planning or engineering to the project

plan, but it often doesnt get as much attention, Mr. Joerres says.

Yet the rewardsand risksare real.

Tose who pay attention to talent management will gain a competitive advantage, he adds. For

those who dont, buyer beware. Sarah Fister Gale

Talentmanagement is

just as importantas supply chain

planning orengineering to the

project plan, butit often doesnt

get as muchattention.

Jeffrey A. Joerres, ManpowerGroup,

Milwaukee, Wisconsin, USA

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To bring this workshop to your location,

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EXPANDING GASESIn the 1970s, scientists predicted an approaching drop in the supply of natural gasandan abrupt halt to natural gas projects. But the gas was there, waiting for technology thatcould find it. That technology has finally arrived.

Around the world, proven natural gas reserves have expanded rapidly:

The discovery of these vast resources has led to a boom in high-budget natural gas projects:

And the timelines for extraction projects keep

getting shorter:

Thats a big reason natural gas prices are

fallingshooting demand through the roof.

US$7.3 billionThe budget for a state-run liquefied natural gas (LNG)project in Vladivostok, Russia, expected to start operationsin 2018

US$10 billionThe budget for an LNG plant project in Hackberry, Loui-siana, USA, run by Sempra Energy, GDF Suez, Mitsubishiand Mitsui and scheduled to launch next year

Sources:Bloomberg;The Economist;The Guardian;New Technology for Old Fuels,Manhattan Institute, April 2013;Risk Management on Gas-Related Construction Projects,Navigant

Consulting, November 2012;U.S. Energy Information Administration;U.S. Department of Transportation;The Wall Street Journal

The price of naturalgas per million

British thermal unit

But the rewards still come with risks.

The most significant risks faced on suchprojects are extended delays to projectcompletion and runaway cost overruns.

Risk Management on Gas-Related ConstructionProjects , Navigant Consulting, November 2012

The average time neededto drill on a shale gas wellproject in Oklahoma, USA

2008 2013

Africa: Up 23%to 515 billion cubic feet(14.6 billion cubic meters)between 2003-2013

Middle East: Up 43%to 2,823 trillion cubic feet(80 trillion cubic meters)between 2003-2013

United States: Up 63%to 304.6 trillion cubic feet(8.6 trillion cubic meters)between 2003-2011

18monthsLength of a 2011-2012U.K. ban on hydraulic

fracturing following two drilling-induced earthquakes

93.6millionThe estimatedamount drilling

platform-operator Total lost due to

a 52-day gas leak in the North Sea

DAYS2007 2012

THE LATESTSTATISTICS, SURVEYSAND STUDIES
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When global video game developer Electronic Arts (EA)releasedReal Racing 3in February,

it became the most-downloaded free app on Apples iOS platform in 90 countries. In just one

week, the smartphone- and tablet-optimized simulation game surpassed the total number of

downloads of the first two iterations combined.

Producing this type of blockbuster hit requires understanding how the mobile gaming

industryand the project parameters for game developersare changing, says Kynan

Woodman, development director and project manager at EA. As many titles transition

from a pay-to-play model to a free-to-play paradigm, project managers are also updating

the way they prepare a title for launch.

Tese free-to-play games, which offer in-game purchases, encourage new user growth,

but also require ongoing updates to keep users coming back for more. Understanding the

business strategy behind this shift allows project managers to deliver the most valuable

end project, says Mr. Woodman. And it helps them plan for the fact that the work no

longer ends after the games release.

Avoiding PotholesWhats the biggest challenge of managing game development projects?

Identifying what makes people play a game and making those elements a priority. Tere

are thousands of apps that arent getting played, and we dont want to be one of them. It

sounds obvious, but this is one of the hardest things to do.When youre trying to create a game that people cant resist downloading, you can

end up with an extravagant list of features. o make sure we dont push the schedule too

hard, we constantly review the features list and evaluate how long each will take to finish.

Tis means we arent able to deliver every great feature, but we deliver the most impor-

tant onesand it shows when we look at game reviews.

Free RidesHow has the transition from pay-to-play to free-to-play changed the project man-

agement process and overall business strategy?

Now thatReal Racingis free-to-play, it changes which customersand featuresyou focus on. With

a paid game, youre trying to entice new customers. With a free game, you have to build in new fea-tures for existing customers.

With pay-to-play models, we used to spend a lot of time creating features that would generate

marketing opportunities because our revenue came from new users. Te shift to free-to-play has

allowed us to be more structured with our update plan, rather than trying to catch a marketing wave.

Finish Line in SightWhat helps keep projects on target when requirements are constantly evolving?

Its one of my toughest battles. Something that has been working for us is to separate parts of the

schedule that are knowable, like creating a car or a track, from others that carry more risk, such as

new game modes. Tis ensures you have a mix of safe and riskier objectives, and it keeps the overall

risk in a safe place. PM

The Game Plan

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23/76 AUGUST 2013 PM NETWORK 21

Small Talk

Are you left- or right-brained?

I have to make more of an effort to turn proje

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