Past Recipients


2019 Recipients

Adrien Vives headshot

Adrien Vives

2019 North America Recipient


Adrien Vives obtained his Master of Science International Business from Skema Business School. After his first class of project management, he was fascinated by this discipline and decided to get more involved by volunteering in his local PMI chapter in Raleigh, North Carolina. He is now working in Paris, actively contributing to the development of the sense of touch in the next generation of human machine interfaces. 

Mr. Vives is receiving this award for his paper titled The Development Process to Acquire the Core Competencies of a Successful Project Manager. In this paper, he examines project manager competencies to determine which skills have the highest impact on project success and how those skills can be acquired. In this context he also focuses on agile project management and skills are important to increase agile project success.  

As the award is named for a founder of PMI, James Snyder, it is quite fitting that it focuses on the people behind project management and the qualities required that would indicate success in the field. Since this research paper award recognizes not only the research, but also the creative efforts towards advance the concepts, tools and techniques of managing project-oriented tasks, it is very fitting to highlight the people who perform those tasks. 

Hentrick Eveluck headshot

Hentrick Eveluck

2019 Asia Pacific Recipient


Hentrick Eveluck currently resides in Barrigada, Guam. He is program manager and lead grant writer for Guam Power Authority. He holds a Master’s degrees in Business Administration and in Public Administration from the University of Guam. 

This research paper award recognizes excellence in student development of original concepts in project management. Papers are selected based upon the research and creative effort that are best directed toward advancing the concepts, tools and techniques of managing project-oriented tasks. The award is named for James Snyder, one of PMI’s founders. Mr. Everluck’s paper titled Enhancing Reduction in Dependence on Off-island Fuel and Cost of Electricity Project: Electric Vehicle (EV) Infrastructure Development Pilot Project, has also been presented for consideration by the Guam Power Authority to the US Department of the Interior Office of Insular Affairs.  

In this paper, advanced research has been combined with Mr. Everluck’s own creativity, forward-thinking and ingenuity to use project management as the platform for offering this energy-based efficiency solution. This paper is truly representative of the ideals of the award.  


2018 Recipients

Queeneth Odimegwu headshot

Queeneth Odimegwu, SM.S. and Co-writer 

2018 North America Recipient


Paper Title
Mandatory Integrity Statement for MSPM Multi-site Project Management (MSPM) Team Project

This paper focused on the integration of all project management skills that were applied in the construction of a library in Nigeria. The project background was illustrated, followed by a comprehensive description, requirements, assumptions, constraints, boundaries, work breakdown structure, project control and management. The project cost was considered and the two authors identified the pricing system in Nigeria and ran an analysis to foresee future financial constraints and how to minimize them. This project was successfully executed while maximizing resources and minimizing cost. 

Taiwo Abraham headshot

Taiwo Abraham, MBA, PMP, ITIL Expert, CSM, CSSGB and Co-writer

2018 EMEA Recipient


Paper Title
PMO Longevity: Implementation Phase Inputs and PMO-Operations Management Integration

Mr. Abraham was supervised by Professor Jung of the University of Texas Rio Grande Valley. The coauthors focused on helping organizations understand the various project management office (PMO) implementation decisions that may have a significant influence on the longevity of their PMOs. The research adopts a unique view premised on the existing findings on organizational knowledge management, competence retention and popular learning curve theory to argue for the need for PMO longevity and integration with operations management. The authors explore a likely explanation for the typical short life span of PMOs by scrutinizing some inputs of the PMO implementation phase.


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.