Queeneth Odimegwu, SM.S. and Co-writer
2018 North America Recipient
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, MBA, PMP, ITIL Expert, CSM, CSSGB and Co-writer
2018 EMEA Recipient
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.
Gerald O. Sablo, Jr., BS, MS
2017 North America Recipient
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 C. Robinson, PMP, PRINCE2 Practitioner, CELTA, MACS
2017 EMEA Recipient
Global Project Manager, MSc (Project Management) Student
Salford Business School
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.