Construction Quotient Ltd., a contracting and consulting firm in Lagos.
The situation is further exacerbated
by the lack of opportunities for professional development and knowledge
exchange. An insufficient pool of professionals makes it difficult to influence
government decision-makers on project
management issues, he explains.
AFTER THE EARTHQUAKE
Despite a massive tragedy just months
ago, Chile remains one of the strongest
of the Latin American pack. It ranked as
one of the top 30 countries on the
World Economic Forum’s Global
Competitiveness Report, ahead of its
regional rivals, including even the
Part of the credit goes to the municipal leaders.
“Chile has probably one of the cleanest, most transparent governments in
Latin America,” says Charles Spencer,
general manager, Spencer Global Chile,
a legal, relocation and investment firm
The government will clearly have its
work cut out as it tries to recover from
the 8.8-magnitude earthquake that devastated the country in February. The
Ministry of Public Works estimates
rebuilding the decimated infrastructure
will cost US$20 billion to US$30 billion and will take at least two years.
The government had already committed to spend US$12 billion to revamp the
national infrastructure, particularly roads
and power plants. Plans include implementing the ministry’s strategy to grant
concessions to companies that finance
public-works projects. The companies
will be responsible for operations and will
retain profits for up to 50 years.
Along with all the infrastructure
opportunities, portfolio and program
managers could also strike gold in the
mining sector. The country is already
the world’s biggest copper producer—
accounting for about 35 percent of
global output—and mining giant BHP
Billiton has several multimillion-dollar
projects underway. Plus, Chile also
intends to triple its gold production
over the next five years.
Despite all the initiatives, the project
management profession has yet to gain
full respect in the country.
“Project management as a discipline
is growing in interest and importance in
Chile,” says Eduardo Rodríguez Pinto,
project director, Heredia y Santana
Project Management, a consulting com-
pany in Santiago. “But often for top
managers, project management as a dis-
cipline is a low priority to implement
due to a perceived substantial time and
effort commitment and a lack of inter-
nal skills to support it.”
Project managers in Chile must seek
to improve handling of control, timing,
budget and environmental issues, espe-
cially in mining and energy projects,
says Mr. Rodríguez Pinto.
At the same time, the demands on
project managers are growing as projects
become more sophisticated.
“Complex projects integrate many
different skills and knowledge,” Mr.
Rodríguez Pinto says. In mining and
energy projects, for example, teams might
consist of civil structural and chemical
process engineers, as well as IT staff. And
they all “need to speak and work as a
team aligned to project objectives and
planning,” he adds.
in Nigeria aren’t
aware of best
practices, and even
with those that are,
there’s often a lack
of executive buy-in.
—Kayode Adeniyi, PMP,
Construction Quotient Ltd.,