Past Recipients


2017 Recipients

Gerald Sablo headshot

Gerald O. Sablo, Jr., BS, MS

2017 North America Recipient


Paper Title
Project Ethics: The Promise and the Reality

The journey to project management excellence is fraught with dangers of all types. Traveling between Scylla and Charybdis, project managers must navigate carefully or else project success can easily become a lost opportunity. This paper is a fictional case study consisting of four vignettes of how Contract Project Management, Inc., trained in the Project Management Institute’s Code of Ethics and Professional Conduct, deals with a variety of questionable ethical behaviors found on one particular project undertaken by contract. The Code's aspirational and mandatory sections for Responsibility, Respect, Fairness, and Honesty present a modern-day document designed to overcome ethical monsters found lurking everywhere. Group Five maintains that, with specific training in the Code, project managers and their teams can avoid and bypass such ever-present ethical unattractiveness, while simultaneously providing a sterling example of positive ethical behavior capable of being emulated. 

Neil Robinson headshot

Neil C. Robinson, PMP, PRINCE2 Practitioner, CELTA, MACS

2017 EMEA Recipient

Global Project Manager, MSc (Project Management) Student

Salford Business School


Paper Title
Life is a Project: Project Management as an Enabling Life Skill

"To awaken quite alone in a strange town is one of the pleasantest sensations in the world. You are surrounded by adventure" (Stark, 2011, p.11). Individuals make cross-cultural transitions to new locations for many reasons. Like British travel writer, Freya Stark, they may be motivated by a desire for adventure and discovery. Others undertake these transitions as longer-term sojourns or migration for a variety of economic, political, social and environmental motivations (Dontsov & Zotova, 2013). In all cases, these transitions present the newcomer with practical and social challenges. This paper introduces the concept of teaching basic project management skills as a useful tool for empowering newcomers with greater capability to define, plan and achieve personal objectives in a culturally challenging environment.


2016 Recipients

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Trenese McNealy

2016 North America Recipient

Doctoral (DBA) Student - Project Management

Clayton County Public Schools Walden University

Hampton, Georgia


Paper Title
The Implementation of a Knowledge Management System

Knowledge management systems (KMSs) are important for sharing and managing knowledge throughout an organization. The purpose of this paper is to explore the effectiveness of KMSs for producing and managing the flow of knowledge in project-based organizations (PBOs). The specific business problem is that many project managers are utilizing KMSs within their organizations, but there is still a limit on knowledge sharing. KMSs are important in PBOs because these systems allow knowledge to flow between project teams and project managers; thus, implementing a process for knowledge management (KM). 

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Saadi Adra

2016 EMEA Recipient

SKEMA Business School, Lebanon


Paper Title
The Integrated Life Cycle Management Framework

Business Development (BD) is a permanent organizational functional business unit that captures new business opportunities and manages proposals to turn them into actual contracts. Project Management (PM) is usually utilized to execute the contracts successfully, hence earning the full revenue and making profit for the organization. Winning proposals and then implementing them successfully makes clients happy and wanting to return, but to get the shareholders to be happy requires profit generation. The lack of collaboration and cooperation in a timely manner during the inception phase of projects is critical and might cause the organization to win rather non-profitable projects. Organizational leaders might be paying for the same mistake more than once. This research was conducted using a qualitative method, which is Classical Grounded Theory (CGT), which lead to the discovery of the Integrated Life Cycle Management Framework (ILMF). In it, the BD life cycle is integrated with the portfolio management life cycle from inception, capture, proposal development, contract award, project execution, and handover until operations. The factors necessary for the success of the ILMF include a Management Governance Framework as the main driver, in addition to business and organizational culture, competency and knowledge management as internal factors. Supply and demand are economical external factors that affect the balance between BD and PM. The ILMF bridges the gap between different business units and functionalities, enhances synergy and collaboration and ultimately can help the organization to increase its profits.


2015 Recipient

Linda Agyapong

Linda Agyapong

2015 North America Recipient

Capella University: Ph.D. candidate - Concentration: Project Management

Impact of Quality and Risk Management on Information Technology Project Success


2014 Recipient

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Andre Arrivabene

2014 North America Recipient

Harvard Extension School: Master of Liberal Arts candidate –- Concentration: General Management

The Earned Risk Management Method


2013 Recipients

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Chui Ha Ng

2013 Asia-Pacific Award Recipient

Doctor of Project Management, RMIT University: Doctor of Project Management

IT Project Management Capabilities Enhancement in Contingent Employment Context

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Lisa Repp

2013 North America Award Recipient

University of Wisconsin-Platteville: Master of Science in Project Management

Factors that Influence Critical Chain Project Management Implementation Success

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Werner Meyer

2013 EMEA Award Recipient

SKEMA Business School: Ph.D. candidate - Concentration: Strategy, Programme and Project Management

The Critical Point – The Psychology of Project Termination