Given the program’s
shared funding structure,
was crucial for
executing the games’
capital program of new and
renovated facility projects.
structures and lines
It also selected
partners that were
best prepared to
manage the predefined risks. For
example, the team
winters, but it could
hire contractors who
“We looked for contractors who understood
there will be lost days due to weather and who
built float into their schedules,” Mr. Fellen says.
His team then worked with the contractors
THE CYBERTALENT CRUNCH
to create schedules that would get the buildings
enclosed as quickly as possible so they could work
indoors. And when faced with weather delays,
the project team re-sequenced activities from a
sequential to a simultaneous workflow.
After six years of meticulous planning and exe-
cution, project leaders are confident the games will
deliver benefits for both the athletes and the com-
munity hosting them, Mr. Fellen says.
“While the catalyst was the games,” he says, in
the long-term “we’re encouraging recreation par-
ticipation to improve communities and create a
healthier lifestyle.” —Novid Parsi
Cybercriminals surely don’t set out to foster job growth. Still, their actions have inspired
an extraordinary hiring boom in the cybersecurity sector, as organizations worldwide
scramble for project talent that can secure data and thwart hackers. For project managers specializing in cybersecurity or those looking to enter the sector, it’s very much a job
There are 1 million unfilled information security jobs around the world, according to
Cisco’s 2015 Annual Security Report. And an additional 1 million cybersecurity jobs will be
created between 2014 and 2017, according to the International Information System Security
Certification Consortium. “The severity of the shortage is profound,” says Ken Daubenspeck,
founder, Daubenspeck and Associates, a Chicago, Illinois, USA-based executive search firm.
For cybersecurity practitioners, the shortage means their skills are in demand—and
their jobs are more difficult. When organizations have no choice but to hire inexperienced
candidates to fill team vacancies, that puts pressure on project managers, says Peter Tran,
senior director, worldwide advanced cyberdefense, RSA, Bedford, Massachusetts, USA.
“Because there is such a shortage of really good, skilled practitioners, our project man-
agers end up having to bootstrap it,” he says. “They have to become on-the-fly experts just
to get their projects through.”
Given the lack of experienced talent, Mr. Tran’s firm has given project managers broad authority to
keep its initiatives on track.