INBRIEF SEPTEMBER 2010
28 PLAYING IT TOO SAFE?
* Even in risk-averse times, organizations should build a culture that encourages new ideas and allows for occasional failure.
Extra stage-gate reviews, systematic due diligence and cross-functional teams can help reduce project risk.
Incorporating cutting-edge solutions into conventional projects can help secure funding and executive buy-in.
38 EQUAL GROUND?
* The number of women in project management is growing, but they still face gender-related obstacles.
Across the board, female project professionals earn less than their male counterparts. Women can overcome discrimination by maintaining a professional demeanor and docu- menting results.
44 BACK IN THE SADDLE
* After being unemployed for an extended period, project managers often fixate on past mistakes and must work hard to boost their confidence.
* To make a positive impression once they land a job, project managers should familiarize themselves with business processes and new colleagues.
Project management styles differ from company to company, requiring new hires to remain flexible.
50 TOWER OF BABEL
* Standard Bank launched a project to extend its ATM and point-of-sale terminals throughout South Africa to accommodate the influx of Chinese tourists.
The project not only let the bank gain new customers but was also designed to forge stronger ties to China’s only national debit card organization.
* The dispersed teams had to contend with language barriers and differing IT systems and requirements.
54 HIDDEN DEPTHS
* Project team members possess useful skills that aren’t always listed on their résumés. Team-building activities can help project managers uncover people’s interests, background and untapped talents.
58 DESPERATELY SEEKING TALENT
* Organizations are starting to hire again, but they’re realigning with the changing market, and project managers must adapt their skills accordingly.
Financial savvy, collaboration skills, sector-specific expertise, and knowledge of risk management and change management are the must-have skills today’s market.
* Just managing a project isn’t enough: Candidates must be able to think strategically and improve end-to-end solutions.
62 THE BEST OF THE BEST
* The three finalists competing for the 2010 PMI Project of the Year involved construction of the world’s largest domed stadium, a new hospital and a facility to help advance the science
of nuclear fusion.
* The 2010 Project of the Year will be revealed at PMI Global Congress 2010—North America, to be held 9–12 October in Washington, D.C., USA.
>“In today’s economy, you have to create a
culture where it is okay
to try new things and
look to the future. And
the only way to do that is
through strong management support.”
—PG. 33, FLAVIO CAMPOS, DELPHI SOUTH
AMERICA, SÃO PAULO, BRAZIL
THE AVERAGE AMOUNT
THAT MALE PROJECT
MANAGERS IN SAUDI
OVER THEIR FEMALE