PM Network - January 2017

Source: The State of Project Management, Annual Survey 2016, Wellingtone Project Management

Zhangjiajie Grand Canyon
Glass Bridge

;e world’s longest and tallest glass-bottomed bridge opened to great fanfare in August—but three months late. Excessive rains and government inspections extended the construction phase, and after the CNY403 million project ended, a new challenge appeared: overwhelming demand.

Operators of the bridge hanging above Zhangjiajie Grand Canyon in Hunan province closed the facility after just 13

days, noting that daily demand was 10

times capacity limits. Project manager Guo Kun’s e;orts to allay earlier concerns about safety apparently did the trick. He gave media interviews assuring the public there was “no need to worry” and invited tourists to hit the bridge’s ;oor with sledgehammers and then drive a car over it.

;e 984-foot (300-meter) high bridge re-opened in late September, upgraded with turnstiles to count how many people are on it at one time.

57%

of U.K. project professionals say their organization recognizes their project management office, or PMO, as a “value add business partner.” But

only 29%

say their
PMO has a
clearly defined
strategy. Shilinxia Glass Viewing Platform

;e team behind this scenic overlook, perched above a 1,300-foot (396-meter) gorge in Jingdong Stone Forest outside of Beijing, was thinking about ;ying saucers during the design phase. And safety: Super-strong titanium alloy is integrated into the circular structure, which is held up partially by cable stays. It opened in April.