www.pmi-agc.

com

GULF PROJECT MAGAZINE

Advancing the project management profession in the Gulf Region
January 2013

King Abdullah
Financial District
Financially green in Riyadh

Establishing excellence

Fostering PMI-AGC standards

across the region
 Contents

Project Management Institute

Arabian Gulf Chapter

2012-2015 Board of Officers 18 Project Report

King Abdullah Financial
District
growing greener

President - PMI-AGC
Hashim M. Al-Rifaai
hrifaai@kockw.com Advancing the Project Management
Profession in the Gulf Region

The Gulf Project Magazine is a professional

magazine published quarterly by the
Project Management Institute - Arabian

President - Bahrain Region

Abdul Majeed Al-Gassab
amalgassab@gmail.com
President - Saudi Arabia Region
Nabilah M. Al-Tunisi
nabilah.tunisi@aramco.com
Gulf Chapter (PMI-AGC). It is circulated
to all PMI-AGC members and about 7000
copies of the magazine are distributed
28 Member Submission
In All Walks of Life
Project Management is
everywhere
42 International
Feature
From Green to Black
Tying sustainability in to
throughout the Gulf region. organizational strategy

PMI-AGC is a non-profit professional

organisation set up to promote project
management in the Gulf region by:
fostering professionalism in the
President - Qatar Region President - Kuwait Region management of projects; advancing the
Dr. Khalid Kamal Naji Wael H. Al-Jasem
kknaji68@gmail.com president@pmiagckw.org quality and reach of project management;
stimulating project management
application to the benefit of the industries,
organisations and the public communities
we serve. Contents
Advertisements
President - Oman Region SVP - Professional Development & Education President’s Message 2 International Feature 42-49
Mohamed Al-Ghanboosi Ibrahim L. Khader We encourage organisations to advertise in
Mohamed.alghanboosi@gmail.com iIkhader@gmail.com
Editor-in-Chief’s Message 3 From Green to Black
this widely-read publication and leverage
News 5-16 Tying sustainability in to organizational strategy
its widespread distribution at a low cost to
gain exposure, increase the reach for their Project Report 18-27 Effectively Handling 50-53
products and services and open new doors King Abdullah Financial Project Issues, Risks and Actions
of opportunity. District (KAFD)
A cleaner, greener financial district Using Social Media - 54-57
SVP - Membership, Marketing & PR SVP - Volunteer Management Advertising rates grows in Riyadh a Strategic Tool for Project
Toufic Halabi Abdullah Al Qaed Inside full page SR6,000 Lessons Learned
taufic_halabi@hotmail.com abdullah.qaed@aramco.com Member Submission 28-31
Inside half page SR4,000
Inside quarter page SR2,500 In All Walks of Life Feature Story
Back cover SR15,000
Project management is everywhere - taking A New Approach for 58-59
it to the schools PMI-AGC’s Talent Management
Inside back cover SR10,000
Initiative
Add Value to your Project 32-33
Editorial & Advertising contact Newly Elected PMI-AGC 60-61
SVP - Admin & Governance Email: pmiagc@hcc.com.bh
Abul Nahid Kamal, MBA, PMP
Adding Value to our 34-35 Board Takes the Reins
abul.n.kamal@gmail.com Phone: +973 17 29 9199 Communities
Taking project management concepts further PMI-AGC People 62-63
www.pmi-agc.com
The Seven R’s of Value 36-41
Engineering Proposals
An attempt to leverage historical value
engineering proposals

Making project management indispensible for business results.

Gulf Project magazine 1
 message

President’s Message Editor in Chief’s Message

New year
New goals
Hashim Al Rifaai
President, PMI-AGC

Dear Members and readers:

I
congratulate all the volunteers and in order to manage the program and work
region leaders who actively participate closely with PMI to bring its benefits to the
in bringing a quality professional doorsteps of our members in all regions.  In
magazine to our members.  the same spirit, PMI-AGC is investing in
Due to active member’s participation Outreach Programs and MOUs to reach out
Abdul Majeed Al Gassab
and a transparent process it is my pleasure to Universities, non-profit organizations, and
President, PMI-AGC Bahrain
to announce the new roles and faces of municipalities to spread the knowledge and
Editor-in-Chief
PMI-AGC officers.   In line with the “role tools of Project Management. 
delineation” study, PMI AGC Board added This year we are giving even more
two new board positions earlier this autonomy to each region to provide

F
year.  The intent is to champion and add flexibility and to allow customized irstly, I would like to wish all our and promote their Project Management
accountability to key strategic areas that was services to fit the member’s needs at a Project Management Professionals expertise to the gulf community. If you’re
lacking our focus.  The two new positions local level.   The chapter is also seeking in- & Members a happy new year. We interested in contributing to the magazine,
are SVP of Membership, Marketing & depth collaboration with PMI Region 12 leave yet another successful kindly forward your articles to Magazine@
Public Relation; and SVP of Volunteer members (KSA, Jordan, Lebanon, etc.) to year behind and look forward to the new pmiagc.bh
Management.   In addition, to supporting share best practices. PMI-AGC’s leadership challenging and hopefully prosperous one. The publishing management will
growth - especially in Jeddah and Riyadh met the with key region 12, and PMI With the first issue of the year 2013, we change starting from the next issue as we
- we have elected a new President of Saudi headquarter, leaders in Dubai on Sept. 22, continue to do our best to provide you with try to further enhance the community’s
Arabia, namely Ms. Nabila Al-Tounsi.   Due 2012 to facilitate better cooperation and extensive resources & articles to enhance experience by shifting the responsibility to
to the largest membership population in service.   The AGC board has formulated your project management skills and to keep another Region. We would like to thank the
KSA, PMI-AGC is gearing up to support its a two year plan going forward.  In short, you abreast with the local news in the field.   publisher for the excellent work that they
members at Eastern, Central and Western the 2 year program will focus on the AGC’s In this issue, The Gulf Project report have done and we don’t hesitate to seek
regions.    Key positions are being appointed 14th Conference, Sharing of Best Practices focuses on the King Abdullah Financial their assistance in similar matters in the
by the leadership in KSA to translate our among the region (Portal, websites, etc.), District in Riyadh as it is the first Middle East future. 
strategy to action in KSA.   The new blood Sponsorship growth and Marketing. financial district to match the major global
and dynamic energy at PMI-AGC is sure to Building on precious gains by other standards of financial centers, in terms of Enjoy the Issue.
elevate our commitment and value to our President, we believe the new Board and scale, regulation and technology. The issue
members. active volunteers will continue to deliver also contains numerous submissions from
Although not part of AGC Board, the highest returns compared to what is our PMI-AGC members that continue to
recent appointment of AGC Liaison to PMI provided by other professional chapters in share their knowledge and expertise.
Education Foundation (PMIEF) is a key middle-east. I would like to thank everyone who
milestone for our Chapter.   PMI-AGC being contributed to the Gulf Project magazine by
the largest donor of PMIEF funds, it was vital Best regards, submitting their content. I continue to stress
that we have direct liaison and representation Hashim the importance of our PMI Members to  share
Emad Naeemi
Assistant editor
Email: emadhn@gmail.com

2 January 2013 Gulf Project magazine 3

 GPM News
News

bahrain

Raising Project Management Awareness

Become a at Youth City 2012

member online!
Applying to become a PMI-AGC member is easier than ever with our online application process.
Follow these simple steps:
1.
Log in to http://www.pmi.org/Membership.aspx

2.
Click on Join/Renew

3.
Choose the PMI Membership USD$129 to join

4.
This should take you to this website:
http://marketplace.pmi.org/Pages/ProductDetail.aspx?GMProduct=00100147500

5.
Before clicking on Add to Cart, click on Chapter. Then choose country under your PMI-AGC, listed as
Qatar, Saudi Arabia, Kuwait, Oman, Bahrain and Yemen. For example, if you choose Qatar, the contact
and chapter charges, US$20 per year, will be listed Guessing games and toothpick introducing the importance of Project
towers, successes and hilarious Management to the youth of Bahrain.
6. failures, PMI-AGC Bahrain’s highly The presentation is one of many
Click on Join informative presentation - Raising conducted as part of the organisation’s
Project Management Awareness, held mandate to increase awareness of
7. on 11th July 2012, was, as one of the project management in general.
Click to Add to Cart 120 young participants said, “It was an The Director of Presentations and
amusing, entertaining and wonderfully Community Relations at PMI-AGC
8. interactive experience.” and Manager of PMO in Tamkeen, Ms.
You will now have both in the cart as separate icons: PMI Joining Fees and AGC Joining Fees (US$129 For the third year in a row, Nada Khonji, along with Mr. Khalid Al
and US$20 respectively, US$149 total the Project Management Institute Marzouqi, PMO Specialist at Tamkeen
9. - Arabian Gulf Chapter (Bahrain delivered the highly interactive session.
Office) - delivered this presentation They included several educational
Click on Checkout games and created an unforgettable students to the Project Management
experience while delivering the serious Institute (PMI) and the Arabian Gulf
10. basics of Project Management skills. Chapter (PMI-AGC) highlighting its
Please complete the application by creating an account, and follow instructions, then pay by credit The 4 hour-session was attended objectives, benefits of memberships
card by more than 120 youth and covered a and the accredited Project Management
wide range of topics starting from the related certifications.
Welcome to PMI-AGC dear member, definition of a project, the difference The participants interacted with
and please do not hesitate to contact PMI-AGC for any queries that you may have. between projects and operations, each other and participated with
concepts of project management, roles enthusiasm and energy during the
and responsibilities of the project session. They also showed a marked
managers, and the project’s life cycle interest in learning more about the
and processes. It also introduced the world of Project Management.

4 January 2013 Gulf Project magazine 5

 GPM News
News

bahrain kuwait

5-day seminar for exam preparation A win-win exchange between PMI-AGC

held by PMI-AGC Bahrain Kuwait & WJO
From the 24-28th June, 2012, the develop a Risk Management Plan, PMI AGC Kuwait was invited by Wafra Joint Operation
Diplomat Radisson Blu Hotel was Undertake Project Risk Analyses - both General Manager Mr. Shabeeb Al-Ajmi to present its
buzzing with delegates who attended Qualitative and Quantitative, Develop services to the WJO projects group. The move was part of
an intensive training programme a Project Risk Plan, and Monitor and a programme to improve on WJO organizational project
to prepare for the Project Risk Control Project Risk. management and enrich the knowledge of its staff as well as
Management Professional (RMP) This intense and in-depth their performance.
Certification Exam held by PMI-AGC curriculum helped the delegates to be PMI AGC Kuwait President Mr. Wael Al-Jasem along
Bahrain. thoroughly prepared for the PMI-RMP The Instructor for the Seminar with PMI AGC Kuwait VP Policy & Governance Dr. Lina
The objectives of the seminar Exam, which they need to take in order was Osama Bakir who has more than Abu Dhier took this opportunity to highlight the services
were to learn how to “minimize the to become certified as PMI Project Risk 25 years of experience in project and benefits that PMI provides to its members and how
risks of not achieving the objectives Management Professionals. They were management with companies such as organizations/entities can benefit from them.
of a project, minimizing the risks for able to master the basic Knowledge Claymore Inc. Consulting, Toronto, Mr. Al-Jasem explained that through the PMI
stakeholders who have an interest in it of Project Risk Management by Canada, PROJACS Middle East, membership, members have access to the latest project
(the project), as well as identifying and learning the overall terms, principles, Riyadh, Saudi Arabia, AT&T and Lucent management international standards as well as the PMI
taking advantage of opportunities that methodology and concepts through a Technologies, VA, USA, and Oman library and bookstore, which contain a wealth of information
may present themselves during that hands-on application of Project Risk Telecom, Muscat, Sultanate of Oman. on projects tools and techniques, case studies, etc. He
time-frame.” Management methods and learnt how Eng. Mr. Bakir is the President and explained that what might be of interest to WJO are the PMI
During the course of the five they work in real-life projects. the CEO of the PMCTQuest; Canadian Communities of Practice where members can network with
days participants learnt, among other In addition to the training Project Management Consulting and project practitioners from all over the world exchanging
critical factors, the importance of materials, each participant also Training Company, and he offers knowledge, lessons learnt and have the opportunity to
project risk management within the received a Certificate of Completion, a project management consulting and discuss common or unique issues.
project life cycle, how to understand valuable textbook on risk management training services in Canada, USA and In addition WJO staff, who are members, can benefit
what is considered ‘project risk - Tricks of the Trade® by Rita Mulcahy almost all the Arabian Gulf Countries from PMI membership through the following:
management best practice’, how to and a Complete Training Manual. in various capacities. 1. Encouraging project management certification for
members working on projects:
SAUdi arabia a. Certified Associates in Project Management (CAPM)® 4. By raising the profile of WJO Leadership who work

PMI-AGC Saudi Arabia: Why Science? b. Project Management Professionals (PMP)®

c. Program Management Professionals (PgMP)®
d. PMI Risk Management Professional (PMI-RMPSM)
on strategic projects, as membership with PMI will
demonstrate commitment to project excellence. (PMI
AGC annual individual membership is a mere USD $140).
In this day and age when science is such e. PMI Scheduling Professional (PMI-SPSM)
an obvious part of our everyday lives, For more details, the following PMI websites may be accessed:
PMI-AGC Western Chapter, Saudi Arabia 2. Participation in PMI Communities of Practice (research www.pmi.org, www.pmi-agc.com or www.pmiagckw.org
threw out the question to the public. best practices, lessons learnt, and article submissions):
And the almost 300 participants who a. Consulting The WJO Project team will have the ultimate opportunity
attended, from practically every industry b. Organizational Project Management to enrich their project management knowledge and have
and nationality in the Kingdom, was c. Project Human Resource Management access to the latest project tools and practices. In addition
evidence that this question is still a hot d. Project Risk Management to the services mentioned, it is well to note that PMI offers
topic. In fact both the subject and the main e. Project Quality Management seminars and conferences throughout the world, year round.
speaker of the event, Dr. Essam Sharaf As a token of our appreciation, PMI AGC Kuwait
- currently the Professor of Highway 3. Targeting one of the under-mentioned PMI project presented the following PMI Standards to Mr. Saad Al-Marie
Engineering, Cairo University and both awards (project managers and teams should comply with Manager Projects & Facilities Engineering at WJO:
a former Prime Minister of Egypt (2011) the awards criteria to improve on their project delivery): 1. A Guide to the Project Management Body of Knowledge
and Minister of transport (2004 – 2005) a. Awards to Honor Project Professionals 2. The Standard for Program Management
– proved to be an immense draw. PMI Eric Jenett Project Management Excellence Award 3. Organizational Project Management Maturity Model (OPM3)
So, on 29th April, 2012 at the its relation to different concepts and at the end of the event, Ambassador Ali PMI Linn Stuckenbruck Person of the Year Award 4. The Standard for Portfolio Management
Radisson Blu Hotel in Jeddah was activities, including: Science and culture, Al-Asheri along with Mr.Hazim Abdul b. Awards to Honor Organizations for Successful Projects
bustling with participants and dignitaries development and competitiveness, Wahid, VP of PMI-AGC Western Region, PMI Distinguished Project Award At the end of the presentation, Mr. S. Al-Ajmi along
such as the Egyptian Consul General in scientific research and technology, presented Dr Sharaf with an honorary PMI Project of the Year Award with his projects team thanked the PMI visitors for their
Jeddah, Ambassador Ali Al-Asheri. Once research and modern transportation, and shield to thank him for putting together c. Awards to Honor Project Management Researchers time and effort in sharing their services with WJO. In turn,
in full swing Dr. Essam Sharaf addressed NGOs. this interesting and thought-provoking and Educators the PMI visiting team thanked WJO management for their
several topics that related to Science and The subject drew much interest and presentation. Project Management Journal® Paper of the Year Award interest and hospitality.

6 January 2013 Gulf Project magazine 7

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oman kuwait

Breaking new ground Making the most of your PMI membership

The Project Management Institute – Arabian Gulf Chapter – Kuwait, May 1st 2012, The Project
Oman Region, organized the first event of its kind in Oman Management Institute - Arabian Gulf
and at no less a prestigious institute than Bank Muscat. The Chapter (PMI-AGC) Kuwait along with
topic covered the “importance in managing projects and the Community of Project Management
holding Project Management Professional (PMP) Certificates (CoPM) and Kuwait Information
in particular’’. It was presented on Tuesday, 10 July 2012 by Technology Society (KITS) conducted a
two key volunteer members of the PMI-AGC GROUP, Oman technical presentation on “Maximizing
Branch, Mohammed Al-Ghanboosi, President of the Oman PMI Benefits”.
Branch and Saleem Rifai, IT expert and volunteer at PMI The informative presentation
Oman region. was conducted by Mr. Wael Al-Jasem,
Mohammed Al-Ghanboosi introduced the two-part President PMI-AGC Kuwait Region
presentation by first expressing his appreciation and thanks and was held at KITS Rawda, Kuwait.
to the management of Bank Muscat for hosting this event, Mr. Al-Jasem, highlighted the many
and then by welcoming the attendees who represented benefits of membership, all designed to
various public and private sector and other organisations support an individual’s career growth
with interests in knowing and improving their knowledge and professional success.
of Project Management and its related activities. After the In addition to the supportive
introductory preliminaries, Mr. Mohammed AL-Ghanboosi PMI-AGC community he pointed out
gave an overview of the Project Management Institute certain benefits available exclusively to
and explained the importance that Project Management, members. These included resources on
as a discipline, is gaining especially under the current PMI.org such as, the digital edition of A
transformation and the various crises that are impacting Guide to the Project Management Body
the global economy. These, he explained, further established of Knowledge (PMBOK). “As members,”
the need for effectiveness and competencies in project he said, “you can download this on your
management, especially those that impact on large sectors computer as part of your membership
in critical areas. Mohammed also pointed out that due to benefits.” The book presents a set of
the high demand for experts, today, getting them to come to standard terminology and guidelines
the region is becoming ever more competitive. And because for project management and has been
of this there is no option for project managers already here recognised by the American National members informed of the latest trends contribute to the community and acquire
but to reinforce their skills through obtaining international Standards Institute. On Amazon, the and news in project management. valuable experience, recognition, as
professional practitioner certificates that are approved and book represents a value of $33. Mr. Al- More than the academic resources, well as satisfaction. He also indicated
recognized globally. Jasem also highlighted other valuable the presentation emphasised that that certified professionals (e.g.
resources such as online access to through the chapter members are able PMP) could earn some Professional
business and other project management to share knowledge, network with other Development Units (PDUs) to maintain
books and articles, access to a library professionals through communities their credentials. The presentation was
of web-inars that showcase project of practice and receive help in getting followed by a question-and-answer
management trends and best practices. certified. Members were urged to take session through which the attendees
In addition, he told attendees that part in PMIAGC Kuwait’s activities learnt more about how to make the most
PMI members receive PM Network, and publications all of which presented of their membership and participation
The second part of the presentation was delivered by a monthly publication that keeps volunteers with opportunities to with the chapter.
Saleem Rifai who gave an overview of the history and the The event, which was well-
importance of the Project Management Professional (PMP) attended by members from PMIAGC,
Certificate and how today, “It has became one of the most KITS and COPM, was concluded by Mr.
recognised International Certificates in the professional Al Jasem thanking Mr. Abdullateef Al-
markets.” He also demonstrated how project management is Abdulrazzaq, Chairman of KITS, for
needed across all fields including Information Technology, their cooperation and collaboration and
Construction, Banking and other sectors that require that by presenting Mr Abdulrazzaq with a
their projects should be managed and work professionally. memento to display PMIAGC Kuwait’s
After that Saleem presented the steps needed to be appreciation. He also mentioned that
taken to obtain the PMP Certificate. He also stressed the the chapter works closely with other
importance and means of maintaining the certificate as per professional bodies for the benefit of
requirements, through continual training, actual practice its members and project management
and volunteering. community as a whole.

8 January 2013 Gulf Project magazine 9

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oman bahrain

PMI AGC Oman Tuned for IT Projects Project Management for Life
presentation for AIESEC

AIESEC is the world’s largest Manage-ment Skills for Life” was responsibilities.
student-based organization present conducted jointly by Ms. Nada Khonji, The session was very interactive
in over 110 countries globally, it PMP - Director of non-technical and engaged the audience in many
provides its members, who are drawn presentations & Community Relations exercises throughout. It also introduced
from universities and educational at PMI-AGC (Bahrain) who is also the the Project Management Institute
institutions with a unique leadership Manager of Project & Performance (PMI) and the Arabian Gulf Chapter to
experience through global internship Office (PMO) in Tamkeen, and Mr. the participants while highlighting its
opportunities, global and national Khalid Al-Marzouqi, PMP - PMO objectives, membership benefits and
forums, and by partnering with specialist at Tamkeen. It briefly events organized to raise awareness of
Because IT projects are more specialised • Success is in simplicity professionals, belonging to PMI AGC, different organizations. introduced Project Management and this profession locally and globally.
and technically inclined, our Project He also gave specific case studies aim to impart skills and knowledge to its As part of our goals and as an its applications to around 30 young Finally, both presenters invited
Management Institute Arabian Gulf and demonstrated how these challenges members. PMI AGC also encourages the extension of PMI-AGC’s mandate, participants on Tuesday 3rd of April, all the young participants to join the
Chapter for the Oman Region developed can be overcome to turn the project into participation and active contribution of the Project Management Institute – 2012 at the AIESEC premises in Hidd. project management family. The merits
and conducted a technical presentation a success story in one’s career. members in these types of presentations. Arabian Gulf Chapter (Bahrain office) In addition to the explanation of doing so were outlined and included
dubbed PM Tuned for IT Projects He also stressed, that although all Presentations like PM Tuned for IT delivered a presentation in which of a project’s life cycle and processes, the ability to contribute, share their
in collaboration with Northwind Projects require attention to detail and Projects prove to be very useful to PMI Project Management was introduced to the presentation covered a wide knowledge and experience through the
Information Systems. The presentation a greater degree of coordination, this Oman members, they also help members the young pioneer members of AIESEC range of topics including what different channels offered by PMI-AGC,
was held in the Caledonian College Of is even more vital to the success of IT remain at par with counterparts in the Bahrain. project management is, who project and enjoy a special student membership
Engineering at Al Khoud, and Mr. Rifai projects. Rifai said, “IT projects, or any other AGC regions. The presentation, “Project managers are, and their main roles and rate that costs only $40 to join.
Saleem of Northwind was the facilitator. project for that matter, can succeed if the PMI continues to accept
The presentation focused on the teams involved are properly coordinated membership in Oman and has a wide
challenges and their causes when it and every task, milestone and activity is range of activities planned for the year
comes to IT projects. These included: documented and communicated.” He including PMP preparation courses,
• Lack of change management also emphasised the need to establish technical presentations and site visits.
• Poor communication realistic timelines and budgets. Those interested in joining may contact
• Insufficient resources A group of skilled and talented us at pmi-agc@pmi-agc.com.
• Poorly defined requirements
• Inaccurate estimates
• Poor risk management
• Poorly defined deliverables
• Over optimism
• No time for management
While discussing the above
challenges usually prevalent in IT
projects Mr Saleem discussed solutions
and methods of addressing these issues
such as the following:
• Getting the requirements right
• Managing the technology risk
• The psychology of signing off the
project

10 January 2013 Gulf Project magazine 11

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bahrain Board

September lecture all about taking PMI-AGC Board Meeting Dubai

strategies forward The 2nd Board of Directors’ meeting
of PMI-Arabian Gulf Chapter took
place in advance of the Annual Region
12 meeting on 21 September 2012 at
Intercontinental Hotel, Dubai Festival
City, in Dubai.
The well-attended meeting saw
active participation by the Region’s
leaders from Saudi Arabia, Kuwait,
Bahrain, Doha, Qatar & Oman.
The Chapter President Mr. Hashim
Al-Rifaai greeted all the Board of
Directors, VPs, Regional Directors and
other volunteers who also participated
in this and other meetings, mainly the
VP Meeting and Region 12 – which
were also held at the same venue on the
following day.
The Board of Directors’ meeting
on 21st September mainly discussed
issues, concerns and proposals
concerning PMI-AGC’s forthcoming
The Project Management Institute – throughout the organization, which is taken, the challenges faced and the 2-Year Plan. The Board members also calendar and is scheduled to take a group lunch and dinner at which
Arabian Gulf Chapter Bahrain at the best of times, a challenging task. benefits reaped from implementing the reviewed the status of the upcoming place on 28-30 January, 2013 at Gulf members mingled and exchanged
organized September’s Wednesday During the seminar, the experience P3O model at BAC. The presentation PMI-AGC 14th International Hotel, Juffair, in the Kingdom of views. The occasion, as always
lecture with a presentation entitled: of Bahrain Airport Company in was concluded with a discussion on Conference, Seminars & Exhibition. Bahrain. presented a good opportunity for
Strategy implementation through formulating and implementing its the key success factors and the lessons This is a major event in the PMI-AC The meeting wrapped up with networking and team building.
Project, Program and Portfolio strategy through the project, program learnt, with some statistics that gave an
Management. The presentation was and portfolio office (P3O) was indication of the achievements made so
delivered at the Bahrain Society presented. It was stated that the P3O far since the concept was introduced Iraq
of Engineers’ Auditorium on 19th
September. The speaker at the event
was Ali Shaikh Ali, Manager, Strategy
model was vital to the very survival
of the company to ensure projects and
programs were delivered efficiently
two years ago.
The audience’s feedback was
enthusiastic with a variety of questions
PMI-AGC Iraq hold seminar on July 14th
Implementation and Business and effectively. BAC recognized and comments that shed more light on A good turnout of professionals from
Improvement at Bahrain Airport project management was a critical the topics discussed. The evening was in and around Iraq attended a seminar
Company (BAC), who has in excess strategic tool, and thus practiced concluded at around 9:30p.m. with the conducted by PMI Arabian Gulf
of 10 years of experience in project project portfolio management to attendees partaking of light snacks and Chapter (PMI-AGC) – Iraq on July
and program management. More select, manage and support a portfolio having more informal discussions and 14th at Nineveh International Hotel –
than seventy project management of projects that had the best chance social interaction. Mosul - Iraq. The two main speakers
professionals attended the fascinating of moving the company forward and PMI-AGC Bahrain is the regional were Mr Hassan Mudhafar and Mr.
lecture and enjoyed an extended keeping it up to date with the operating office of the Arabian Gulf Chapter Mustafa N. Younis Agha, PMI-AGC
Question and Answer session that had environment. of PMI. It represents its members’ Representative in Iraq.
to be wrapped up due to time limitation. The presenter then discussed interests in project management Mr. Hassan Mudhafar is a
The presentation covered an how the strategy of BAC was made by by organising events, conferences, Chemical Engineer and President of
introduction to the various types of examining the emergent schools of workshops, training sessions and other Nineveh Investment Commission as
strategies, their main characteristics, thought on this topic, how the strategy related activities to help members well as the Consultant to the Nineveh
and the situations for which they would was interpreted into programs and keep pace with the developments Governor. He spoke about the many
be most suited. Once formed, a difficult projects, the structure of the PMO at and advancements in the science and benefits of PMI-AGC’s Professional
task in its own right, strategies have to BAC, the role of the PMO in projects practice of project management. This Development Plan. He explained how AGC. All these, he stressed, would, PMI-AGC Representative in Iraq, and
be implemented. And it would be up to and programs governance, and how event allowed the attendees to claim PMI can help individuals to be better “help professionals keep abreast of a Lecturer at the Nineveh Institute of
the management team to choose the portfolio management was adopted for 2 Professional Development Units prepared for the next step in their developments in Project Management Technology also briefed the audience
right delivery vehicle to make these aligning projects with the strategy. The towards keeping their PMI certification careers and also gave a brief outline around the world”. on Project Management and the
strategies work and to implement them presenter then elaborated on the steps current. of the courses available through PMI- Mr. Mustafa N. Younis Agha, benefits of membership in PMI.

12 January 2013 Gulf Project magazine 13

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kuwait bahrain

LOYAC and PMI-AGC sign partnership Business Process Re-engineering:

agreement in Kuwait My Experience!
What happens when a non-profit
organization dedicated to the overall
development of youth and PMI AGC
join hands? A partnership destined to
benefit both parties.
And that was the positive outlook
and mood of the day when LOYAC’S
Founder, Chairperson & Managing
Director Ms Fareah Al Saqqaf and
PMI-AGC Kuwait’s President Wael
Hussien Ibrahim Al -Jasem signed an
agreement on Monday July 30th ‘12 at
LOYAC’S office in Al Qibliya School in The Bahrain division of the Project by PMI, statistics on AGCs current close the gaps and ensure all processes
Kuwait City. Management Institute – Arabian members, and the many benefits of are captured, and analysing and re-
With this memorandum LOYAC Gulf Chapter held a presentation joining PMI. engineering processes.
will now be able to provide a platform It will help the youth by supporting LOYAC is a non-profit organization meeting titled “Business Process Re- After the opening formalities Ms. Al Halwachi then encouraged
of opportunities to Kuwaiti youth who their project management initiatives dedicated to the overall development of engineering – My Experience!” for and broad information, an exciting participants to make this session
are interested in Project Management. through organizing technical youth. It was established in 2002, and its members and others interested and lively presentation followed. The interactive, by inviting the attendees
LOYAC will be in a position to offer presentations and holding field visits provides programmes for youth from in the topic. Ms. Farah Al Halwachi presenter, Ms. Farah Al Halwachi a to join in and share their knowledge
PMI accredited training courses, to major local projects. It will also as young as 6 years old to 28 years. conducted the presentation, which Chemical Engineer, certified Project and experience on the topic. Many
workshops, specialized seminars, work on initiatives wherein Kuwait’s LOYAC has centres in Kuwait, Jordan was held on Wednesday 4th July 2012, Management Professional (PMP) and a insightful questions were asked and
scientific conferences and forums. Project management Professionals and Lebanon. at 7:00 pm at the Bahrain Society of Certified Business Analysis Professional reflected upon during the session – it
The agreement will enable will be motivated to participate in PMI The collaboration with PMI-AGC Engineers in Juffair. The PMI-AGC (CBAP) shared her exciting experience really proved to be a fruitful session
both parties to mutually work on accredited events around the world will support the youth in various ways President Mr. Majeed Al Gassab. gave of implementing a major improvement for both the speaker and participants.
various fields that are of interest to capture the latest trends in Project and will also assist the existing Project the welcome address and following the initiative of Business Process Re- The evening ended with a networking
to both. PMI-AGC will launch a Management. Management Practitioners in Kuwait. welcome note, the PMI-AGC Bahrain engineering (BRP) for a utilities session between the participants,
“Communities of Practice” (CP) for The agreement also integrates with Best of all, it will encourage the youth Region Director of Presentation & company. Her presentation covered and the Q&A session continued over
PMI in LOYAC and it will promote the LOYAC’S vision of putting Kuwait on to learn the art of Project Management Community Relations, Nada Khonji, the understanding of the company’s a light dinner. Talk, discussions and
PMI accredited training courses to the global map of project management based on PMI guidelines from the a certified Project Management current processes, the elements that exchanging experiences flowed freely
raise the competency level of project activities, by nationalizing the experienced mentors of PMI-AGC from Professional (PMP), gave a brief about go into developing both an As-is and in the open and friendly atmosphere
management practitioners in Kuwait. profession in Kuwait. a young age. the Arabian Gulf Chapter. This included Re-engineered Risk Register, the created by Ms Al Halwachi’s
the different certifications provided experience in creating new processes to presentation.

14 January 2013 Gulf Project magazine 15

 GPM News

oman

The benefits of Project Management to

General Management
CALL FOR NOMINATIONS
A Technical Presentation highlighting
the more obvious drawbacks to
management practices that don’t have
the benefit of a Project Management
approach to planning was the main 2013 PMI PROJECT OF THE YEAR AWARD (POY-2013)
subject of PMI-Arabian Gulf Chapter’s
3rd Technical Presentation held on
Saturday 20th October 2012 in Modern Dear Members :
College of Business and Science in I would like to take the opportunity to inform you that PMI Headquarters have posted the information
Oman. for “Call for Nominations – 2013 PMI Project Of The Year Award”.
The presentation began with
a welcome note by Mohammed Al- Information about the program can be found on PMI web site at http://www.pmi.org/About-Us.aspx
Ghanboosi, President of Oman Region- (scroll down to professional awards). The “call for nominations” for all 2013 PMI Professional Awards
PMI AGC, He delivered a brief update opened on 1 November 2012 with the submission deadline for all awards being 1 April 2013. The
to the members regarding the status 2012 award recipients are also listed on this site. All submission/nominee information, evaluations
of PMI community in Oman and and rating sheets are confidential to PMI and will not be disclosed.
briefly highlighted the events that
took place this year and the challenges The PMI Project of the Year Award application, timeline, guidelines, etc. were completely revised
and opportunities facing PMI Oman for the 2013 program. April 1st is now the deadline for all professional awards, including the PMI
community. Project of the Year Award. Information about the 2013 PMI Project of the Year Award can be viewed
He then introduced the key note context. It also demonstrated how the Professionals from several on this web page: http://www.pmi.org/About-Us/Our-Professional-Awards/Project-of-the-Year-Award.
speaker, Mr. Laith Al Harthi who application of Project Management different sectors of industry and aspx Please review the documents located in the box to the right of the page text which are labeled
gave a presentation on “Impact of the Principles and PMI Methodology commerce attended the presentation “Application Forms and Resources”. Below are the hyperlinks below for your convenience.
Project Management Style on General could play a significant role towards and a number of the attendees shared
Management from a local perspective”. narrowing the gap between the existing their experiences on the topic. POY Application Document 2013
The presentation highlighted some management behaviour and that of the The presentation was rounded off POY Application Guidelines 2013
of the most apparent negative Industrial Standards and Recognized with a group dinner and an opportunity POY Application Contact Information 2013
management practices in the local Best Practices. for social interaction and networking. Award Program Release Document 2013
Awards Program Permissions Document 2013

For further information on POY 2013 you may contact

the PMI-AGC Head Office thru e-mail at :
pmi-agc@pmi-agc.com.

Sincerely Yours,

PMI-Arabian Gulf Chapter

E-mail: pmi-agc@pmi-agc.com

Project Management Institute - Arabian Gulf Chapter

(PMI-AGC)
Regions : KSA|Bahrain|Qatar|Kuwait|Oman

16 January 2013 Gulf Project magazine 17

 Project Report

Financially
green in
Riyadh
A greener, cleaner financial district
grows in Saudi Arabia
Gulf Project magazine explores the project in detail.

18 January 2013 Gulf Project magazine 19

 Project Report

G
oing green is the order of As energy performance is most used in the project,” The targetted health risks for construction workers.
the day and the massive critical for LEED requirements, the 20 per cent includes extensive use of The project will also use
1.6 sq.km King Abdullah district aims for a 10 per cent reduction sustainable adhesives, paints, flooring alternative transport systems, and Mr.
Financial District in Riyadh in energy use. According to Mr. Numan, and composite wood all of which are Whysal said, “The KAFD is to have
is at the forefront of a revolutionary several strategies have been introduced expected to ensure that this target is a monorail system with six stations
new way of developing and designing a in order to achieve this and they include reached. that will connect with public parking
project. KAFD is designed by Henning the use of low ultra-violet materials, Other sustainability initiatives areas. Special parking areas have been
Larsen Architects (HLA) who have shading device systems, heat recovery at the project include an erosion designated for bicycles and changing
used a variety of alternative energy systems and efficient light fixtures. sedimentation control plan to reduce rooms have been provided for people
and passive design techniques in order “We are aiming to use at least 50 pollution from dust and to control soil who come to the district by bicycle.”
to win its ‘green’ certification. These per cent of the materials from recycled erosion. One of the simpler measures LEED requirements demand that
include developing several ecosystems, material,” Mr. Numan said. This has taken is land-watering in the project – water consumption must be reduced by
water features and judicious shading involved using recycled steel as well as something that is done each hour and 20 per cent. To achieve this, technology
to mitigate excess solar gain and porcelain. “We are aiming that at least every day. This, along with measures used in the project includes, among
eventually bring the district’s 10 per cent of the total cost will be in the such as controlling traffic speed also other measures, dual-flush toilet
temperature down by an impressive 8 form of recycled material and we could help to control dust coming from systems, low-water flow fittings as well
degrees Celsius. get to 20 per cent and more,” he said. the site. The greening of the project as judicious use of grey water.
Today, over six years since work Building materials have been selected includes diverting at least 50 per cent Various retail, financial,
began on the project, Riyadh’s King which are extracted and manufactured of construction waste from disposal in residential and cultural facilities
Abdullah Financial District (KAFD) is within 500 miles of the project site landfill and incinerators and employing will have green roofs that provide
still arguably the largest “green” project for a miniumum of 10 per cent of the practical ways and means of improving insulation and smart lighting solutions
in the world. It is the brainchild of the cost of the total value of materials the indoor air quality so as to reduce to further ensure that energy use is
Saudi Public Pension Agency (PPA), kept to a minimum.
the land owner and prime developer KAFD will be a pedestrian-
that set up the Rayadah Investment friendly centre in Riyadh with a
Company to oversee the project to monorail and solar powered skywalk
fruition. bridges, facades will include building
The Saudi Binladin Group is the integrated solar cells and as far as
principal design and build contractor possible cladding materials have
on the project and is responsible for been locally sourced – according to Arabia’s Capital Markets Authority centre in the Middle East.
maintaining the project’s aim for World Architecture News – so that (CMA), the Saudi Stock Exchange Key projects currently nearing
Leadership in Energy and Enviromental the project’s carbon footprint will be (Tadawul), the World Trade Centre, completion include the Villas in the Sky,
Design (LEED). According to a MEED further reduced. the GCC Central Bank and the Saudi the Gem Building, Crystal Towers and
report in October, 2012, Mr. Whysal American Bank (Samba) as well as the Mosque all of which individually
Numan, a director for LEED at the The Project several other institutions, service- and collectively are designed to achieve
Saudi BinLadin Group, said that the Described as the most significant oriented companies and suppliers. LEED certification on completion.
drive to achieve the highest standards real estate development in the Kingdom Spread over 1.6million square
in sustainability has involved a wide of Saudi Arabia KAFD is situated on metres, the King Abdullah Financial Villas in the Sky
range of initiatives to lift environmental what was a vacant 160-hectare site in District, on completion, will have 34 The 34-storey Villas in the Sky
standards both during the construction the north-east of Riyadh traversed by towers, 62,000 parking spaces and tower is situated on parcel 2.13 of
process and well after the opening of a wadi. The project was estimated to accommodation for 12,000 residents. the development. It is one of the last
the project, which is scheduled to take cost SR28billion ($10bn) and will soon The KAFD aims to create 44,000 new buildings in the green thoroughfare
place in 2014. be home to the head offices of Saudi jobs and to be the largest financial – the Wadi – and in a transition

20 January 2013 Gulf Project magazine 21

 Project Report

zone between the public square a commercial office area and above transparent glazing oriented towards
and the Wadi. The Tower, a prominent these a dedicated residential space. the ground, while sloping light-
landmark for the district, offers a gross The retail section covers the first three coloured cladding provides shaded
floor area of 41,000 sq.m. storeys that are connected to the Wadi interiors and significantly cuts energy-
The mixed use tower, in keeping at the ground level and by footbrdges – consumption.
with its location, is “an ideal high-rise Skywalks – for easy access at the higher
building” in that its polygonal shape levels. Fourteen floors above this retail Gem Building
with four equal sides allows for highly section are dedicated to office space This relatively small building on
flexible spaces. The upper levels of the while the top twelve floors house 22 Parcel 2.10 is so named because of
tower have shifted plates that create a residential units. The entire tower will its jewel-like scale rising to a mere 15
jagged facade. This unusual treatment be served by 14 elevaors, ten reserved floors. The epithet is further enhanced
creates a visual differentiation of the for residential use, two for retail and by its crystalline form and faceted
various components of the mixed-use two will operate as goods lifts. facades.
building. Other noteworthy design features The Gem has a gross area of
The distinctly different include a curtain-wall glass facade 33,500sq.m and comprises three
components include a retail section, with angled panels that allow the use of separate buildings – a residential block,

an office block and a multi-purpose technology, all go towards supporting side and the Wadi on the other. The
podium with a terrace overlooking the the project’s mandate of sustainability. podium provides a shaded outdoor
garden linked to the green pedestrian meeting area while creating a clear
thoroughfare of the district. Crystal Towers and dramatic entrance to the towers’
The faceted exterior of the This block, consisting of two lobbies. Post-tensioned beams have
building is wrapped in a high-quality towers of 18 and 26 storeys, is located been used to create an impressive 70m
metal-mesh fabric that provides solar between the Financial Plaza – situated span between the towers.
protection and weather-resistance to at the heart of the masterplan – and Decorative recessed scaled
local sandstorms. Additionally, the the Wadi. Together the towers offer crystalline apertures on the towers
geometry and siting of the building a gross floor area of 93,000sq.m.for are designed to minimise solar heat
create shades between the volumes commercial and retail occupation. gain while optimising views to the
and this, along with the KAFD The Towers feature a raised surrounding plaza and landscape.
project-strategy for water-efficiency, podium that permits direct access To root the building in the region
reclamation and energy-efficient to the Financial Plaza on the one and contribute to the ideals of

22 January 2013 Gulf Project magazine 23

 Project Report

We are aiming to use at least 50 per cent

of the materials from recycled material.

the primary Mosque entrance, a small approximately a quarter inch thick. An prestigious building, assigned by • GCC Bank Headquarters: this
portal positioned on axis with the main algorithmic interpretation of the eight- Rayadah Investment Company to state-of-the art office space in the
prayer room on the first level. Once past pointed Islamic star, the designers Gensler and Saudi Binladen Group, heart of the KAFD development
this opening, a central corridor leads created the screen by abstracting a star is 300m tall and is designed to be an is tailored specifically in response
to the prayer hall entrance. Ablution pattern by scaling and superimposing iconic arhitectural landmark within to contemporary workplace and
areas and administrative functions are it upon itself. The screen is supported the district. Located on a prominent environmental demands.
located on both sides of this corridor. by a steel diagrid, a diamond-shaped corner site, the World Trade Centre is It is clad in a distinctive copper and
At the end of the corridor, structural frame that is attached to the organised around the Wadi and will stainless steel shell which is designed
entrance doors open to reveal a double solid stone marble border. The result eventually house more than 5,000 to be both aesthetically pleasing and to
height main prayer room with a central is an active, visually dynamic, porous personnel. protect the interior from solar gain.
mezzanine towards the back serving metal and stone façade.
auxiliary prayer functions. Stair The focal point of the 65-foot x 40-
entrances on either end of a transverse foot main prayer room is the mihrab, a
corridor lead to the mezzanine and roof niche on the west wall that is carefully
levels. aligned with Mecca. The marble wall
The structure is clad in is engraved with verses from the
white marble, a classical material Qur’an. The filigreed exterior screens
traditionally used in mosques to create a play of light and shadow on
symbolise purity. The reflecting pool the Mosque’s interior that constantly
on which the mosque rests is lined with changes with the season and time of day.
sustainability, a light local stone rectangular volume which gently rests polished black marble known for its Illumination is provided by concentric
cladding with a long lifespan and low over a raised pool of reflecting water reflective properties. arrays of lighted orbs suspended from
maintenance costs has been used. – is a contemporary interpretation of The surface treatment of the the ceiling to represent the sky.
traditional Islamic symbolism. The Mosque’s exterior begins at the four
The Mosque district Mosque is precisely oriented corners of the structure. Each façade Other projects
The Mosque is a religious towards Mecca and surrounded on all is faceted, originating from the corner Several other developments
sanctuary on the east end of Parcel 2.14 four sides by water. It is accessed by and bevelling in towards a focal point within the KAFD are at different
and has been built for both visitors and what appear to be floating walkways on each side of the building. The levels of completion. These include the
residents of the King Abdullah Financial that connect at the plaza level via steps facades are covered with patterned following:
District. FXFOWLE’s design – a white, and a ramp. The main walkway leads to metal screens of laser-cut aluminum • World Trade Centre: this

24 January 2013 Gulf Project magazine 25

 Project Report

the world. Each room is also clad in multipurpose hall, restaurants, spa and and-glass curtain wall and features
• Conference Centre: Spread however, belies the high-tech features networked. Other features that set these electrochromic glass which permits rooftop terrace. The 5-star business a wavy facade. This is reflected on
over an area of 28,350sq.m. the Award incorporated into its construction. conference rooms on an altogether new users to change it at will from clear hotel is managed as a Wyndham the south side of the building as well,
Winning Conference Centre – aready Points to look for include flexible status include the incorporation of to opaque glass and so control light property. however here the surface undulations
acclaimed by the New York Chapter conferencing facilities with operable 4-wall video environments with walls levels and ensure privacy. A “media According to the district’s are constructed of a more opaque stone
American Landscape Architects (for walls, a 600-seat auditorium with that contain retractable projection cloud” in the ceiling of each conference construction covenants all buildings surface to mitigate extreme heat. The
unbuilt architecture) reflects the full lecture and cinema support, a screens so users can conduct virtual room permits communication with facing the Wadi must have a multi- east and west sides of the building echo
angularity of a stark desert landscape. digital forum approach that alows all video meetings with other conference attendees’ mobile media devices and faceted facade. Consequently, the the uneven profile with a saw-toothed
The design inspiration of this building, venues to be internally and externally rooms in the centre or elsewhere in also allows for wireless sharing and Wyndham Hotel’s north side is made design with continuous slab edges that,
projection of user content. of a semi-transparent aluminium- while providing visual interest, also
On the sustainability front, the offers shading.
Conference Centre features areas of With contruction going apace
glazing that reduce susceptibility to the and several components of the KAFD
desert sun, a ventilation system that completed or nearing completion,
incorporates a ‘solar chimney’ and uses the King Abdullah Financial District
solar heat to move air through the main has raised the bar for sustainable
atrium spaces. Even the roof contains construction and design. It is years
indigenous desert grasses to minimise ahead of other similar projects both
irrigation requirements. in the region and beyond. As a beacon
• Wyndham Hotel: This 17-storey, for future developments it has led
214-room hotel on Parcel 1.08 is yet the way in its use of materials, green
another architectural marvel. Located measures – during construction and
on the east side of the KAFD alongside post-completion, as well as in its sheer
the Wadi, the hotel – a prism-shaped size and concept.
tower - will have four basement levels, From masterplan to macro-
a three-storey podium and a 9-storey engineering, the Rayadah Investment
opening that divides programmatic Company has worked with ten of the
functions and allows for views and world’s best international architectural
sunlight into the building’s mass. The practices to deliver an environment
podium structure houses the hotel’s that is sustainable, responsible and
amenities – conference facilities, a above all livable.

26 January 2013 Gulf Project magazine 27

 member’s submission

In all
walks
of life
Project Management is everywhere
Mohammed Masood About the author

Mohammed Masood, feels

PMP, ITIL V3 passionately about the
subject of introducing
Project Management
Customer Project/Program Manager.
at school level. To write
this article he undertook
a degree of personal
research and applied his own project-
management approach to life in order
develop a platform which would, he
says, work in the schools. He says, “my
thoughts take me back to my school
days when I did not have a clear vision
about what I was going to do in the next
five years. By introducing the basic
framework at school level a student
can set goals/visions and treat them
as projects and follow the standard
approach that they learn so that they
are guaranteed no less than success.”
This article is an individual opinion, he
hopes that it will promulgate a concept
that is close to his heart.

28 January 2013 Gulf Project magazine 29

 member’s submission

M
ohammed Masood, feels dependent factors we can count here projects one manages and the time examination he or she should only need
passionately about the that are preventing experienced constraints one has. the required experience hours in the
subject of introducing project managers from becoming With the introduction of field of project management.
Project Management certified Project Managers, one of the fundamental project management PMI’s research and work have
at school level. To write this article main factors is that they are missing processes and framework at the school already proved and convinced the
he undertook a degree of personal the fundamental project management level and in the long term (may be in world that the adoption of project
research and applied his own project- training. The other factor, which I less than a decade), PMI will certainly management practices (PMBOK V4)
management approach to life in order noted and which is common in the reap the fruits of and contribution to has, over the years, become the key to
develop a platform which would, he field of project management, is a time young minds of the organized approach the success of projects. By introducing
says, work in the schools. He says, “my constraint. Generally people don’t find towards achieving a better outcome or a similar framework at school level
thoughts take me back to my school the time to study or attend full day result through the application of best with a different terminology such as
days when I did not have a clear vision classes; this is in spite of being support practices. Moreover, the pre-requisite “Management of Visions” or “How to
about what I was going to do in the next by the organization with which they of 35 hours needed prior to filing the set the goals and manage them to get
five years. By introducing the basic work. One only realizes how significant application for certification will not the desirable results”, etc. And, given
framework at a school level a student the personal development is after one be required if a person is a graduate PMI’s track record, introducing the
can set goals/visions and treat them they are eventually looking to join. a graduate, etc. - I have noticed that becomes a certified Project manager and/or has attended a school where project management curriculum at
as projects and follow the standard A step by step approach via a most of them give up on their plans to (PMP). Only then is it understood how this is taught, as by default he or she the school level globally shouldn’t be
approach that they learn so that they fundamental course on project complete the certification. important a role time management would already have the necessary that big a thing. In addition, I strongly
are guaranteed no less than success.” management at the school level would Although there are several plays, irrespective of the number of pre-requisite. And so, to apply for the believe that this approach will be
This article is an individual opinion, definitely help to change the mindset welcomed whole-heartedly.
but he hopes that it will promulgate a of students and assist with overcoming This methodology of shaping
concept that is close to his heart. the vague vision of just passing their the mindset of students as to how to
Adoption of project management exams to a much more focused mind for realize their visions or goals through
practices to any “goal set” or “Vision” gaining knowledge and understanding the application of a PMI recommended
yields a desirable outcome. Let us take how to apply that knowledge to the field framework is sure to be a success,
for example a student, who at an early he or she is studying for. In other words because it is a predictable outcome.
age has a long-term vision to become PMI directly prepares young minds by However, this is not just limited to
an engineer, doctor or an entrepreneur, putting them into a globally accepted the application of school level goals
and wishes to transform that vision framework and proven practices. or visions but rather the practice of
into a reality. The majority of students In today’s environment the best project management will evolve over
strive hard, follow the curriculum and practices of project management time and will work when they are able
study in each academic year with a are greatly needed in any field for to move into real project management
very narrow vision limited to clearing an outcome to be a desirable. The professions with a little or no effort.
or passing the exams irrespective of professional certification in Project Project management exists
knowledge gained as each academic Management then becomes an essential everywhere and in all walks of life, as
year passes. In reality the students qualification to meet and fulfill the it requires a focused mind to observe
never realize that their vision to become market demand – that of applying best all around him, a conscious mind
engineers, doctors or entrepreneurs, is, practices – which then becomes the to visualize goals and act upon it to
in and of itself, a project and that the core requirements for any project. proactively achieve it at some point in
outcome of this project is the vision that In my personal opinion, and time. What is required here is to have
they had envisaged in the early stages from observing and interacting a standard approach or best practices
of their lives. At this stage, the mindset with those in my community and framework to be followed for realizing
of the student is not fully focused as he those whom I come across as casual goals as every vision or goal anticipates
or she just follows the pattern for study acquaintances, I have seen that no less than a good outcome or success.
taught in the school or college. there are many project managers And to achieve this one needs to apply
To develop the immature mind and would-be project managers who proven and best practices. Having this
PMI should consider developing an are interested in becoming certified at the school level means shaping the
introductory, customized, very basic/ Project Managers. However, when mindset to be able to think and apply
fundamental project management it comes to the assessment of pre- all that is learned when it is needed.
course. This could be introduced at qualification requirements - as set out In conclusion, I highly recommend
the school level to assist students and by PMI for PMP Certification – viz. 35 PMI to promulgate this idea,
enable them to construct their own hours of Project management training brainstorm further on the subject
study plan, evaluate knowledge gained + 4500 hours if you are a graduate, matter of this article and take action if
and consider how the knowledge or 7500 hours of Project management this in the wider interest of the PMI
gained will eventually apply to the field training hours needed if you are NOT organization.

30 January 2013 Gulf Project magazine 31

 member’s submission

L
arge projects run for design review can be implemented completed in a phased manner. At
several years and are often relatively easily this helps avoid doing the time the project was designed,
completed in phases. Almost so when the facility is functional. the 1G Network was popular, however
all ICT (Information and Lessons learnt from phase in the subsequent years 10G has
Communications Technology) domains closure process and incorporating the taken its place. Information usage
have a life cycle of 5-8 years and ICT ITS (Information Transport System) has grown immensely and hence its
infrastructure is the most significant advancements include: infrastructure transportation system has to keep pace
as it is designed and implemented at design reviews and consultation with with it. We adapted the change in ITS
the time of construction consuming SMEs (Subject Matter Experts) to requirement and implemented 10G
most of its life cycle time. establish the visibility for subsequent ICT Infrastructure to the rest of the
The ICT industry has experienced phases of the project. This calls for buildings.

Add value to
dynamic transformation with more the project management team to With every passing day, ICT
and more data being transported play a proactive and pivotal role in usage scales up and by putting the
at ever increasing speeds and so enhancing their vision to add value to right ITS infrastructure in place we
has the ITS (Information Transport their projects. The concept of adding can deliver the projected services.
System). It is imperative to revisit value to the project is inevitably Project managers are expected to add
the ITS infrastructure design for important, when it refers to laying ICT value to their project by initiating/
enhancements and necessary infrastructure. recommending/ implementing

your project
inclusions, during the project/phase Prince Mohammad University ITS infrastructure enhancement,
execution in order to do justice to the project began in the year 2006, put forward by Communications
facility’s ICT requirement at a future since then the university campus Infrastructure Designer on board/ on
date. Enhancements resulting from has several buildings that were consultation.

by Mohammed Asgharuddin Ahmed

RCDD, DCDC & PMP

Communications Infrastructure Designer

Prince Mohammad University

32 January 2013 Gulf Project magazine 33

 member’s submission

PMI-AGC Adding Value

to our communities
T
here are around 270 Chapters for local practitioners thus providing Technology Society, Loyac, Ras
serving Project Management our members with opportunities to AlKhaima Government and Hult
Institute (PMI) members and grow, network and earn Professional International Business School.    
communities in more than 70 Development Units to maintain their Furthermore, we are strong
countries around the world and we are credentials. believers in the importance of the
proud to have our chapter, PMI-AGC We are keen to further enhance the internet and online communities.

By taking project management among the top performing chapters

in the world. PMI –AGC has always
services we provide to our community
by increasing the portfolio of services
Therefore, we are planning to venture
into revamping our portal and bundling
focused on adding value and addressing we offer our members in order to help it with exclusive features for members

concepts further the needs of our community. We have

been constantly recognized by business
them with their professional growth.
We want to ensure that organizations
such as a webinars, knowledge base,
articles, case studies, white papers,
organizations and practitioners as a in our geographical coverage obtain discussion forums and blogs. We are
vital contributor that represents PMI in anticipated business results through also looking into providing mobile apps
Toufic Halabi the region and promotes the discipline the application of PMI’s Best Practices. that will keep our members in the know
and profession of our practice. PMI- We are determined to increase of all the events that we are hosting in
, Marketing & PR
PMI-AGC Senior Vice President, Membership AGC over and the course of several our range of partners starting from the region.
years has consistently helped in local entities such as universities,  To better compete and maintain
spreading awareness of PMI and project schools, other PMI chapters and all that elusive edge in our fast paced
toufic_halabi@hotmail.com management by reaching out to leading the way to different complementary competitive market, professionals
organizations in the region, interacting institutes that add significant value need to build their agility and sharpen
with local governments, hosting to our members. Some of our existing their skills. PMI-AGC is committed to
conferences, events, seminars, courses partners include Kuwait Information helping our members in excelling in
their profession by providing adequate
infrastructure to will help them achieve
their goals.

34 January 2013 Gulf Project magazine 35

 member’s submission

The Seven R’s of Value

Introduction • 1998 – The SAVEP was formally established.
Since the establishment of Saudi Aramco’s Value • 1998 – Saudi Aramco adopted the Society of American
Engineering Program, there have been over 250 value Value Engineers (SAVE) International VE methodology.
engineering studies conducted on Saudi Aramco’s capital • 1998 – The VE group was formed.

Engineering Proposals
projects, business processes, standards and procedures. • 1998 – Value Engineering studies (VESs) were facilitated
These efforts have resulted in the development of over by out of company VE consultants for a selected number
3,000 value engineering proposals (VEPs) all of which were of projects.
presented to decision makers for implementation. • 1999 – The first Associate Value Specialist (AVS)
In an effort to leverage this great wealth of value certificate was earned.
engineering (VE) knowledge to benefit current and future • 2000 – The Value Engineering Unit (VEU) was
Saudi Aramco capital projects, 34 VE reports were reviewed established.
and 299 VEPs were analyzed. This resulted in the identification • 2000 – VE implementation criteria were introduced [One
of seven categories of VEPs that can be utilized to improve the VE study for projects > $10 Million (MM) and two VE
An Attempt to Leverage Historical efficiency and effectiveness of value engineering studies.
This article will provide some information on the
studies for projects > $50 MM).
• 2000 – VESs were facilitated by Saudi Aramco VE
current utilization of VEPs in Saudi Aramco projects, the professionals.
Value Engineering Proposals benefits of expanding their use and the study conducted
to identify the seven categories of VEPs: Remove, Replace,
• 2000 – The first Certified Value Specialist (CVS)
certificate was earned.
Reduce, Rearrange, Reutilize, Raise and Relate. • 2003 – VE was first conducted on SA business processes,
Dr. Muhammad A. Al-Ghamdi, Value Specialist standards and procedures.
Saudi Aramco Value Engineering Proposals • 2003 – Saudi Aramco VE guide was issued.
Value Engineering (VE) is used to improve the value of • 2006 – VEU was merged with the Best Practices Unit
Saudi Aramco those Saudi Aramco capital projects that meet Saudi Aramco (BPU) to form the Value Practices Unit (VPU).
VE implementation criteria. This value is further enhanced • 2006 – VE facilitation was outsourced to an approved list
through the implementation of VE on business processes, of out of company VE consultants.
standards and procedures that influence the planning and • 2009 – VE implementation criteria were revised [One
execution of these projects. VE study for projects > $30 MM and two VE studies for
The value can be improved through the incorporation projects > $100 MM).
of Value Engineering Proposals (VEPs) that are accepted for • 2011 – VE facilitation was resumed by Saudi Aramco VE
implementation in the Design Basis Scoping Paper (DBSP) professionals with the support of the approved list of out
and Project Proposal (PP) documents. Currently, the benefits of company VE consultants.
of VEPs are limited to the particular projects for which they • 2011 – The Saudi Aramco Engineering Procedure (SAEP)-
were developed. 367, Value Practices Implementation Requirements, was
issued.
Saudi Aramco Value Engineering Program • 2011 – The Value Practices Management System (VPMS)
The Saudi Aramco Value Engineering Program (SAVEP) was developed.
went through several turning points that shaped its current
form. The main milestones and accomplishments of SAVEP Saudi Aramco Value Engineering Process
can be summarized as follows: Any VES consists of three stages, the pre-VE session,
• Prior to 1998 – VE was implemented sporadically on VE-session and post VE-session. The activities and durations
Saudi Aramco capital projects. of these stages are illustrated in Figure 1.

Figure 1 – Stages, Activities and Duration of a VES

Stages Pre-VE Session VE Session Post-VE Session

Activities Data collection Information Phase VEPs finalization

Models development Functional Analysis Phase VE Executive summary
Team invitation Creativity Phase Implementation meeting
Coordination meeting Evaluation Phase VE report
Session preparation Development Phase Follow on AFS VEPs
Presentation Phase

Durations 1-4 weeks 2-5 days 1-4 weeks

36 January 2013 Gulf Project magazine 37

 member’s submission

Saudi Aramco’s VE process is similar to the presented for implementation and documented in the VE
internationally recognized methodology established by report. A VEP that meets the basic function of the project Figure 3 – Inputs and Outputs of a VEP Implementation Meeting
Saudi Aramco VE International and it is applicable for is considered a value adding proposal when:
capital projects, in addition to business processes, standards - The Life Cycle Cost (LCC) is reduced with increased
and procedures. quality.
Currently, VE is implemented two times on the 90% - The LCC is reduced with maintained quality. A VEPs
DBSP and the 30% PP of projects that have cost estimates - The LCC is reduced with reduced quality, provided
greater than $100 MM. For projects that are greater than that the reduction in quality is less than the reduction VE Executive Implementation Minutes of
VE Session Summsry Meeting AFS VEPs Meeting
$30 MM, it is mandated to be conducted one time at either in LCC.
milestone. - The LCC is maintained with increased quality.
In addition, VESs are being facilitated by Saudi - The LCC is increased with increased quality, provided NA
Aramco VE professionals and out of company approved that the increase in quality is more than the increase in
VE consultants. It is always recommended for VE studies LCC.
to be facilitated by a CVS. However, an AVS with enough • VER is an idea that has been created, evaluated and VE Report
facilitation experience can lead a VE study. developed in a VE session and has the potential for the
value improvement of a future project. It is documented
Deliverables of Value Engineering Studies in the VE report.
The main deliverable of a VES is a VE report that • VEI is an idea that has been created and evaluated in a VE
should provide a firm standing of the implementation status session and has the potential for triggering future VEPs
of the VEPs. In addition, the VE report shall describe Value or VERs. It is documented in the VE report. Implementation of Value Engineering Proposals The Reutilization of Value Engineering
Engineering Recommendations (VERs) and capture Value VEPs are developed in a one-page template to provide By the end of the VE session, a VE executive summary - Proposals
Engineering Ideas (VEIs). VEPs, VERs and VEIs can be details on the base and alternative cases, their LCC estimates that contains the developed VEPs - is sent to decision - Saudi Aramco has a great wealth of VE knowledge,
defined as: and their advantages and disadvantages. VERs are developed makers prior to the VEP’s implementation meeting. The main and there are numerous advantages for the reutilization of
• VEP is an idea that has been created, evaluated and in a paragraph that provides enough detail for their future purpose of this meeting is to finalize the implementation historical VEPs.
developed in a VE session and has the potential for the utilization and VEIs are captured in the VE report as a line status of the VEPs. By the end of the meeting, VEPs will be
value improvement of the value engineered project. It is item. Figure 2 illustrates the deliverables of a VE session. classified as Accepted (A), Accepted for Further Study (AFS) Saudi Armco’s Value Engineering Knowledge
or Not Accepted (NA). Since the introduction of VE in Saudi Aramco, there have
Figure 2 – Deliverables of a VES The VE implementation meetings are attended by been more than 250 VESs. These studies were conducted
decision-makers representing the Project Management Team on projects of different types, sizes and complexities. In
(PMT), Facilities Planning Department (FPD), proponent addition, they were implemented on business processes,
Information Phase and other stakeholder departments, on an as needed basis. standards and procedures.
Scope The meeting is usually coordinated by Planning Engineers There were more than 100,000 man-hours spent by
or Project Engineers with the support of VE facilitators and VE team members representing various Saudi Aramco
attended by some team members who are needed to clarify Departments in addition to contract personnel. There are
issues related to the presented VEPs. more than 3,000 VE proposals resulting from these studies
Functional Analysis Functions (Basic, Secondary, etc.) AFS VEPs are those that are accepted in principle; and representing multidisciplinary based alternatives for
however, more efforts are needed to confirm their the planning and execution of Saudi Aramco capital projects.
magnitude or clarify their implementation requirements
and consequences. Once these efforts are exerted, AFS VEPs Advantages of Reutilizing Historical Value
Creativity Phase shall be finalized as A or NA VEPs and shall be dealt with Engineering Proposals
VEIs VEIs VEIs accordingly. The reutilization of historical VEPs will lead to, at least,
Figure 3 illustrates the inputs and outputs of a VEP the following benefits:
implementation meeting. • Trigger ideas during VE sessions.
• Reduce durations of VE sessions.
Evaluation Phase
VEPs VERs VEIs Utilization of Value Engineering Proposals • Waive some VE studies.
After the issuance of a draft VE report, A VEPs will be • Motivate VE team members to create and develop better
directly reflected in DBSPs or PPs, depending on the project VEPs.
stage at which VESs are implemented. Furthermore, AFS • Facilitate the use of VEPs of previous projects to enhance
Development Phase VEPs shall be finalized as soon as possible by the Planning the value of current and future projects.
VEPs VERs
Engineers or Project Engineers to capture their benefits in • Identify areas for improvement in business processes,
a timely manner. The final VE report shall reflect the final standards and procedures.
status, i.e., A or NA, of AFS VEPs. • Share VE knowledge.
Presentation Phase Currently, the benefits of VEPs are limited to the • Contribute to Saudi Aramco’s Intellectual Capital
VEPs projects for which these proposals were developed. It is not program.
common for VEPs of previous VESs to be utilized for current
or future Saudi Aramco capital projects.

38 January 2013 Gulf Project magazine 39

 member’s submission

The Seven R’s of Value Engineering • “Remove” VEPs

Proposals Definition: Delete or eliminate a scope item. Table 2 – Percentages of VEPs Implementation Decisions vs. VEPs Categories
A study was conducted to leverage some of the historical Example: Eliminate the upgrade of the pre-heater
VEPsc Accepted (%) Accepted for Further Study (%) Not Accepted (%) Total (%)
VEPs. The study resulted in the identification of seven [Budget Item (BI) 10-00040, VEP #1].
categories for the classification of VEPs. • “Replace” VEPs Remove (n=74) 50 9 41 100
Definition: Exchange a scope item with an alternative. Replace (n=68) 43 13 44 100
Data Collection Example: Use waterproofing concrete admixture Reduce (n=44) 52 9 39 100
The reports of more than 183 VESs were collected with instead of painting concrete (BI 10-00081, Rearrange (n=42) 55 7 38 100
the help of VE Subject Matter Experts (SMEs). The review of VEP #7). Reutilize (n=31) 52 26 23 100
these documents underlined the need to enhance the quality • “Reduce ” VEPs
Raise (n=25) 52 4 44 100
and completeness of some VE reports. Definition: Decrease the number, size or area of a scope
Only 25% of the collected VE reports were randomly item. Relate (n=15) 20 13 67 100
selected to pursue this study. It was found that 34 VE reports Example: Optimize the number of Lift Stations from 15
are complete and suitable for use. These reports have a total to 10 (BI 10-00017, VEP #MP16). Example: Use the existing unused transformers 601- • Six of the identified groups have 50% chance of being
of 363 VEPs. The proposals were filtered to 299 VEPs. • “Rearrange ” VEPs A&B located at Substation-260 and change accepted.
Definition: Reorganize the components of a scope item. the configuration (BI 10-00223, VEP #2.11). • Of “Relate” VEPs, 67% were not accepted.
Analysis Example: Connect the fuel oil pressure indicator in • “Raise” VEPs • Of the “Reutilize” VEPs, 26% required further study.
The filtered VEPs were reviewed and this led to the Area-2 to the Area-2 DCS, not to the Utility Definition: Increase the size, number or area of a scope
identification of seven categories that can be used for the Area DCS (BI 10-00156, VEP #A47). item or add a new scope item. Summary
classification of VEPs. For simplicity, these categories were • “Reutilize ” VEPs Example: Install new cable from existing Substation-7 Saudi Aramco has a wealth of Value Engineering
named with titles that start with the letter “R” since most of Definition: Use existing materials, equipment or facilities to new system (BI 10-00478, VEP #B3). knowledge. Hundreds of Value Engineering Proposals can
them do. They are: for the intended scope item. • “Relate” VEPs be leveraged to benefit current and future Value Engineering
Definition: Merge two or more scope items. studies. This article documents an attempt made to leverage
Example: Combine the two material supply offices into this knowledge.
Table 1 – Percentages of VEPs Categories vs. VEPs Implementation Decisions one building at South Dhahran (BI 10-00296, In this article, an overview was given on Saudi Aramco’s
VEP #C21). Value Engineering Program, the Value Engineering process
VEPs Accepted Accepted for Further Not Accepted All The percentages of VEPs categories vs. their implemen- and the deliverables of a Value Engineering session. It also
(n= 144) Study (n= 34) (n=121) (n= 299) tation decisions are presented in Table 1 and Table 2. highlighted the number of developed Value Engineering
Remove (%) 26 21 25 25 Proposals and the benefits that can be reaped from their
Replace (%) 20 26 25 23 Findings reutilization. The article also provided some details on a
Reduce (%) 16 12 14 15 In general, the findings of this study can be summarized study that was conducted to assess some of these proposals.
as follows: The study resulted in the identification of seven categories
Rearrange (%) 16 9 13 14
• Not all VE reports are in the final complete form. of Value Engineering Proposals: Remove, Replace, Reduce,
Reutilize (%) 11 24 6 10
• Most, if not all, VEPs can be classified using the identified Rearrange, Reutilize, Raise and Relate. These categories
Raise (%) 9 3 9 8 seven categories. can be utilized in the various phases of a Value Engineering
Relate (%) 2 6 8 5 • Almost half (48%) of VEPs are “Remove” and “Replace” session to enhance the efficiency and effectiveness of
Total (%) 100 100 100 100 VEPs. developing Value Engineering Proposals.

40 January 2013 Gulf Project magazine 41

 international feature

N
ot so long ago, sustainability projects slowed, stopped and in some “If you reduce your water
was heralded as the new places even reversed, according to the footprint, you can drive sustainability

From GREEN
fixture of “business as 2012 State of Green Business report performance, mitigate risks and pick
usual.” But a funny thing from GreenBiz Group. Among the up significant cost savings, especially
happened on the way to zero emissions: areas showing a drop in interest were: when you look five to 10 years down the
reality, in the form of an economic • Clean technology innovations horizon,” says Joe Rozza, global water
meltdown that spread across almost • Energy intensity resource sustainability manager at
every sector in every major market. • Certifications of energy-efficient Coca–Cola Company, Atlanta, Georgia,

to BLACK
Suddenly, investing in green buildings USA. “It’s this redefined business case
projects wasn’t worth the risk, even • Recycling and decreasing paper use. that drives these investments and
with the potential long-term energy But companies cutting their supports the mainline growth strategy of
savings and public relations boost. sustainability projects may be missing the company.”
Low-carbon projects couldn’t compete out, especially if they equate them just Forward-thinking companies aren’t
with ones promising high growth. with greening their image. They also succumbing to the hangover; they see
In sum, during this so-called need to take a good, long look at the sustainability investments as offering a
“recessionary hangover,” sustainability hard numbers. true edge over rivals.

Even though budgets remain tight, sustainability

projects can survive the ax - but only if they tie to
organizational strategy.

by Sarah Fister Gale

42 january 2013
January 2012 Gulf Project magazine 43
 international feature

“When we talk about aren’t merely implementing individual into black on the bottom line that
sustainability, we see it as a business and initiatives such as lowering carbon will keep projects moving even when Approximately 54.8 billion liters
innovation driver,” says Robert Metzke, emissions or investing in clean budgets are tight. “The best way to The Sustainability Edge
senior director and program manager technologies; they’re changing their approach environmental issues is (14.5 billion gallons) of water At logistics company Performance Team (PT), sustainability
for electronics manufacturer Philips’ operating frameworks and strategies. from an efficiency and value-creation have been replenished in 94 projects are considered a must-have, whether the payoff comes
EcoVision program in Amsterdam, Compared to their more traditional standpoint,” says Peter A. Soyka, in 30 days or 30 years.
Netherlands. counterparts, harvesters are: author of Creating a Sustainable countries through the Coca–Cola “From upper management down to the front lines,
sustainability has become a priority,” says Andy Miller,
Two-thirds of companies see
sustainability as a competitive necessity
• Three times as likely to have a
business case for sustainability
Organization: Approaches
Enhancing Corporate Value Through
for
Company’s Community Water president of retail supply chain at the Los Angeles, California,
in today’s marketplace, according to a • 50 percent more likely to have CEO Sustainability. Partnership projects, representing USA-based company.
2012 survey of 2,800 corporate leaders commitment to sustainability Companies should start by By fostering top-down leadership support, Mr. Miller
by MIT Sloan Management Review and • Twice as likely to have a separate identifying places where environ- 35 percent of water used in the makes the case for sustainable projects to both improve the
Boston Consulting Group. That’s up sustainability reporting process n mental issues intersect with opera- company’s finished beverages. company’s efficiency and increase its growth.
from 55 percent a year earlier. Twice as likely to have a separate tional inefficiencies or innovation Every project plan must have a defined business value
The study also revealed that just function for sustainability opportunities. “Think about the cost Source: Coca–Cola Company, Atlanta, based on hard data. Sometimes that value is financial,
over 30 percent of respondents said • 50 percent more likely to have a of waste consistent with the cost of Georgia, USA sometimes it’s tied to regulatory requirements, and
sustainability is contributing to their person responsible for sustainability material. Those are inputs you pay sometimes it’s designed to meet customer demands for
company’s profits. Dubbed “harvesters” in each business unit for that you are not converting to more eco-friendly services, Mr. Miller says. “Green initiatives
by the report authors, these companies It’s that ability to turn green productive use,” Mr. Soyka says. “If are driving the future of this industry,” he says.
To help ensure that every sustainability project aligns
you can implement a recycling program that with strategic business goals, the project manager meets with
reduces material waste, you drive costs down while a financial analyst during the planning stage to define the
improving your environmental profile. Depending project’s business benefit and establish measurable outcomes.
on what you recover, it is likely that you can offset Upper management then must approve the project plan.
the cost of the recycling activities.” Many projects have obvious demonstrable financial
Asked for their company’s definition of and environmental benefits, Mr. Miller says. For example, PT
sustainability, 53 percent of 232 global respondents is currently partnering with power companies throughout
described a holistic approach combining the United States in a multi-year project to replace metal
economic, environmental and social benefits, halide lights with energy-saving fluorescent fixtures. The
according to a 2012 survey by cloud computing ROI of each site depends on the size of the facility and
company Rackspace Hosting. Only 16 percent whether it’s new construction or a retrofit. But even for the
viewed sustainability primarily as environmental largest buildings, the payoffs come in three years or fewer,
stewardship, the same portion that defined it as Mr. Miller says.
economic prosperity. Other sustainability projects have a less clear
An integrated approach helps keep immediate benefit to the bottom line. For example, this
sustainability projects in the portfolio mix — all year, senior leadership approved a project to install hybrid
sustainability projects need is a champion at the trailer skirts on all of its trucks to improve aerodynamic
starting line. performance and reduce debris being flung into traffic.
And in their port operations, PT has purchased dozens of
Sustainability as Strategy clean-diesel tractors and uses clean equipment in retail fleet
Demonstrating the quantifiable value of a operations.
sustainability project starts with the business case, “There isn’t a clear financial ROI on these projects; it’s
which must outline a measurable ROI that will about our carbon footprint,” Mr. Miller says.
deliver long-term strategic advantage. It’s also about appealing to customers in a still-
Philips’ strategy is addressing key challenges recovering economy. The clean port equipment, for example,
2/3 of companies see sustainability as a that require sustainable solutions, including global means customers won’t have to pay fees at the ports in
competitive necessity in today’s marketplace trends such as aging populations, healthy living, Long Beach and Los Angeles, California, USA through 2015.
climate change/biodiversity and urbanization. “That’s a great selling point for us,” he says. “No one is
Sources: MIT Sloan Management Review “As a company, if we can contribute innovative going to do business with a logistics company unless they
and Boston Consulting Group solutions that address these global issues, we will are willing to support green initiatives. When they see the
be in business for a long time,” Mr. Metzke says. decisions we are making, it builds their trust in us, which
To that end, Philips has three goals for 2015: helps our business grow.”
1. Deliver care to 500 million people with its
healthcare projects that focus on aging, healthy
living and personal well-being

44 January 2013 Gulf Project magazine 45

 international feature

the plants. “We view these sustainability Show and Tell conduct life cycle assessments to
projects as a solution to a business Earning buy-in for sustainability outline with solid numbers the long-
problem,” Mr. Rozza says. projects is no different than on term environmental impact of a
One of the company’s goals is to traditional ones: The stronger the project.
“‘Sustainability’ is a big word, replenish the water it uses through metrics, the stronger the business case. In 2011, for example, EDF Climate
community water partnerships so That can be particularly important when Corps fellows identified energy-
and it means different things that the water returned is equivalent addressing skeptical stakeholders still efficiency projects in 78 organizations
to different people.” to the company’s global production sleeping off their recession hangovers. that would not only cut 600 million
volume by the year 2020. The business “We track and monitor the kilowatt hours of electricity use and
Alison Rowe, Fujitsu, Melbourne, case lays out each project’s ROI in metrics, which is a huge driver of 440,000 metric tons of carbon dioxide
Australia terms of sustainability, productivity, strategic outcomes,” Mr. Rozza says. emissions annually, but would also
and reduced cost of and risk around Building the business case for save US$650 million in net operational
water usage. In addition, a governance basic energy-efficiency projects, costs over the project lifetimes.
committee audits projects to ensure such as changing out light fixtures, is Those first two figures may
they’re delivering the promised usually fairly easy because they have not mean a lot to business-minded
strategic and business goals. an obvious and quick ROI. But as the stakeholders, though, just as the
Along with saving resources and discussion moves into more complex latter won’t necessarily win over those
3. Improve the energy efficiency of he says. “It makes sustainability tangible the main ingredient in most of its money for the company, sustainability projects, assessing profitability over concerned with carbon reduction.
its portfolio by 50 percent for everyone on the team.” 500 brands. “Increasing scarcity and answers another strategic need: the entire life cycle can help business Adapting the value message of these
4. Double the collection and recycling Strategy often comes down to a the rising competition for water is a providing a quantifiable answer to owners build a stronger case. projects to different stakeholder groups
amounts of its products delicate balance of opportunity and significant business risk for us,” he critics in markets where Coca-Cola “These longer-term projects is one of the many ways project owners
The KPIs measure the sustainability risk, of course. And sustainability says. So projects that reduce water use hascome under fire for its water usage. will die if you are always focused can gain buy-in and support.
of every project and new product Philips aspects play a fundamental role in both. also reduce risks across the portfolio. Approximately 54.8 billion liters (14.5 on short-term returns,” says Emily “‘Sustainability’ is a big word, and
delivers, Mr. Metzke says, and project “Risk management is a big part of To reduce its water use, Coca-Cola billion gallons) of water have been Reyna, a San Francisco, California, it means different things to different
teams are expected to factor metrics into sustainability,” Mr. Rozza says. For Coca- has launched projects to retrofit bottling replenished in 94 countries through USA-based senior project manager for people,” says Alison Rowe, global
their project plans from the outset. Cola, those risks often lead to one of their plants, create water treatment systems to the company’s Community Water the corporate partnership program at executive director of sustainability
“If you think about sustainability most significant resources: water. reuse wastewater for landscape irrigation Partnership projects, representing the Environmental Defense Fund, an and international business at Fujitsu,
from the beginning and aim to make it part Water supports the company’s and truck washing, and improve 35 percent of water used in the environmental notfor- profit group. a global IT products and services
of every decision, you get better solutions,” production and operations, and it’s monitoring of water use and efficiency in company’s finished beverages. Instead, companies should provider in Melbourne, Australia.

46 January 2013 Gulf Project magazine 47

 international feature

Tools for Sustainable Decisions

When Ingersoll Rand set out to create a culture more The company also holds periodic “rapid improvement
The best way to change focused on sustainability, it realized that it required a events” where cross-functional teams come together to
behavior is to have dialogue fundamental change in the way its project teams work. And brainstorm innovative solutions for specific products or
the global industrial equipment company knew precisely operations. In 2011, one of these events addressed the
about what you are doing what it had to do to get them there: Break out the tools. company’s Kryptonite locks brand; the team discovered
now. That way, you can think “We are an engineering culture, and our people like
tools,” says W. Scott Tew, executive director for the Center
it could reduce waste, cost and environmental impact by
changing the product’s heavy hard-plastic packing to a
about what to do differently in for Energy Efficiency and Sustainability at Ingersoll Rand, lighter, recyclable one.
Charlotte, North Carolina, USA. “When you give them That resulted in a redesign project in which the team
the future. tools to make decisions, it helps them understand what’s replaced 90 percent of the plastic packaging with cardboard,
— W. Scott Tew, Ingersoll Rand, important.” cutting the carbon footprint of the manufacturing process
Charlotte, North Carolina, USA. Working with the Environmental Defense Fund, Ingersoll and offsetting an 8 percent to 10 percent inflationary cost
Rand’s project teams are performing energy audits of all of increase related to labor, materials and freight.
the company’s manufacturing and operations facilities, and “These rapid-improvement events are about looking for
rolling out projects to cut power use. As part of that process, ways to improve efficiencies and drive out waste,” Mr. Tew
Project owners must put benefits Discovering a New Shade of Green Mr. Tew and his team are implementing several project says. “Sustainability is an integral part of that.”
into the language of their audience. “With Ultimately, building a strategy that management tools to focus project teams on sustainable And just as the project teams rate products on reliability,
the environmental team, we talk about our benefits both the environment and the choices throughout the decision-making process. quality and safety, they use a product-level sustainability
legacy and protecting the planet for future organization requires looking across the When project teams use a template to consider material index report card to rate a project’s environmental outcomes.
generations. With the economists, we talk entire project portfolio through a new lens. options when designing new products, there’s now a prompt These reporting tools help Mr. Tew track the company’s
about sustainable growth,” she explains. “You should always look at your that suggests choosing recycled metals or materials that sustainability progress and can spark conversations about
“And with the businesspeople, we talk projects from all angles. Don’t just do the can help customers achieve points for energy-efficiency where teams might improve on the next project.
about aligning sustainability and strategic obvious; really push to be innovative and standards. “The best way to change behavior is to have dialogue
goals to gain a competitive advantage.” resourceful, and exhaust all avenues,” says “By embedding these prompts into the decision-making about what you are doing now,” he says. “That way, you can
Fujitsu also looks for ways to align John Viera, global director, sustainability process, it asks the right question at the right time,” Mr. Tew says. think about what to do differently in the future.”
sustainability projects with growth and and vehicle environmental matters at Ford
revenue opportunities. Motor Company, Detroit, Michigan, USA.
That focus spurred the product For example, Ford transforms wheat
development group to come up with a straw—the waste byproduct of wheat—into
sustainable data center service, through filling for storage bins. Doing so reduces
which Fujitsu customers can reduce the its petroleum usage by more than 20,000
carbon footprint of their own operations pounds (9,72 kilograms) and cuts carbon
by moving their assets to Fujitsu’s. dioxide emissions by more than 30,000
For each customer, the Fujitsu pounds (13,608 kilograms) every year. Ford
team performs both a cost- and carbon- is now looking for ways to use the waste
reduction analysis, comparing the in-house material in other vehicle components.
data center to Fujitsu’s operation. The The same old take on sustainability
teams develop KPIs, including financial won’t do. “Balancing financial goals with
and carbon achievements, which they track sustainability goals is a given, but the key
across the life cycle of the project. is to have bold and insightful innovators
The results have very real implications on your team,” Mr. Viera says.
for Fujitsu. More than three-quarters of The business case for sustainability is
respondents said sustainability influences often a variation of implementing a
their purchasing decision, according to product or strategy that will reduce
the Rackspace Hosting survey. environmental impact and evolve the
“Innovative sustainable solutions brand, all while still promising profitability.
demonstrate to our customers what we “Consider each of these components when
stand for,” says Ms. Rowe. “We don’t building your business case,” he says, “and
expect to be known for this, but we do you will be able to deliver on what’s most
understand that if we don’t make these important at every level.”
efforts, we will be excluded from doing
business in the future.”

48 January 2013 Gulf Project magazine 49

 international feature

Effectively Handling
Project Issues,
Risks, and Actions
By Richard Bernheim, MBA, PMP, Project Manager, SAP Practice

T
he effective handling of all project issues, issue is defined in A Guide to the Project Management
risks, and actions by a project manager and/ By Richard Bernheim, MBA, PMP, Project Manager, SAP
or project management office (PMO) is one of PracticeBody of Knowledge (PMBOK® Guide)—Fourth
the more important daily responsibilities. Good Edition (Project Management Institute, 2008) as “a point or
performance in this regard is a critical PMO success factor. matter in question or in dispute, or a point or matter that
It is imperative for a PMO to do a thorough job throughout is not settled and is under discussion or over which there
the entire life cycle of a project by helping all of the members are opposing views or disagreements.” Thus, an issue can
of the project team identify, track, and properly dispense impact a project’s schedule, scope, budget, or its resource
with all these pertinent matters. Because of this, I want to allocations and for which project management has the
propose some “best practices” regarding what I believe is the ultimate responsibility. Typically, anyone associated with the
proper handling of all project issues, risks, and actions. It project can raise an issue at any time during the project life
may seem quite clear and obvious what needs to be done, but cycle. Once an issue is raised, it falls on the PMO to process it
I have seen project teams do a very good, to quite poor, job of through to a complete and satisfactory final resolution. Some
handling their issues, risks, and actions. It is for this reason I projects create a template or form to capture the details of
share this important and rather relevant information. each issue, whereas others simply rely on a log to collect this
To begin with, clear definitions are in order. A project

50 January 2013 Gulf Project magazine 51

 international feature

information. The log is usually a spreadsheet that contains should contain the following data columns, which include: • Creates a much longer session
columns regarding all of the specifics associated with an • Assigned action number – by the PMO • Requires greater project team member participation,
issue. These pieces of basic data should include: It falls on the project manager/PMO and • Brief summary, along with a more detailed description although people can come and go throughout but this can
• Assigned issue number – by the PMO • Person(s) who initiated the action be rather disruptive and hard to manage
• Person(s) who initiated the issue
project sponsor to find the right approach • Date action opened • Might be hard to know where to begin – whether to start
• Date issue opened to apply in order to effectively handle all • Person(s) assigned to resolving the action first with issues, risks, or actions, and then what comes
• Brief summary along with a more detailed description of • Date action resolution needed by next
the issue project issues, risks, and actions during • Record of actions taken to date • Multiple sources and timing for weekly project status
• Severity of the issue
• Person(s) assigned to resolving the issue
the entire project life cycle. • Date action closed
The reality of projects is such that these items tend to
reporting
With all this to take into consideration, the PMO
• Date issue resolution needed by be rather dynamic. They can easily move from one category must clearly evaluate the best approach for the project
• Specific closure criteria to another and back again. For example, an issue can later and organization they are involved with. It can vary as the
• Date issue closed an audit trail during, as well as after, project closure. become a risk, or a risk can later turn into an issue. Also, project evolves and as circumstances warrant, but this must
• Escalation level A project risk is defined as an uncertain event or actions can later become either an issue or a risk, and the be a careful and purposeful decision. Typically, issues, risks,
• Record of actions taken to date condition, which if it should occur, could potentially have a opposite (an issue or a risk can turn into an action) is true and actions tend to increase in number once the project gets
• Current status negative effect on the project’s objectives (scope, schedule, as well. Whenever the category changes, this fact must be underway in earnest. Then, as it moves toward closure, the
• Project sub-team or functional/technical area affected budget, or its resource allocations) and goals. Risks need properly noted in all relevant logs and cross-referenced for volume in the activity of these matters tends to wind down
From my many years of experience as an IT/SAP to be identified, analyzed, and then clear plans must be put audit trail and status reporting purposes. considerably.
project manager, I have been able to further determine an in place to prevent or mitigate each and every one of them. The common process for effectively handling project
effective approach for dispensing with all open issues. An All project risks need to fully addressed and constantly issues, risks, and actions is first to collect and record all Conclusion
issues review meeting should be conducted weekly. Who is monitored and controlled throughout the project life cycle. of the relevant data. Then, the PMO regularly reviews any In summary, project issues, risks, and actions have
to be included in this session can vary but, at a minimum, all It is best to conduct a special session to identify project risks subsequent activity and determines that each item gets many things in common, as well as some that are quite
members of the PMO are required. The approach I have used prior to the start of the project. Despite this worthy effort, it assigned to a person(s) who can actually work to resolve it. different. One approach to handling them all might work
for many years has been to clearly define all of the specific is likely that additional risks will be determined later on as Finally, each item gets closed out. This all appears to be rather just fine in one project situation, but not in another. It falls
levels of severity with the project sponsor, in detail up front, the project progresses. Once again, whether a form is used to clear and obvious, but in reality it is not so simple. This is due on the project manager/PMO and project sponsor to find
and prior to the start of the project. Following is an example: collect the initial circumstances of each risk or people enter to a variety of real world factors, including organizational the right approach to apply in order to effectively handle all
• “A or High” issues. These are matters which, if left the details directly into the risk log, the data are of vital politics, the personalities of the people involved, the extent project issues, risks, and actions during the entire project
unresolved, will quickly stop a project dead in its tracks. importance. The typical columns found in a risk log should of executive management involvement in the project, life cycle. Once this is determined, the PMO must properly
They impact the entire project and must be resolved by include: the organizational culture, how formal and informal communicate the process to be used to collect, record,
the executive level of management of the organization. • Assigned risk number – by the PMO communications occur within the organization, and so review, and finalize all of these matters.
Given the nature of this particular severity, a very rapid • Person(s) who initiated the risk forth. These aspects complicate the process, often resulting Procedures incorporated into the Project Management
turnaround time is mandated (e.g., up to 24 hours). • Date risk opened in much slower than expected progress, organizational and Plan document are typically used to inform all appropriate
• “B or Medium” issues. These are issues that impact • Brief summary, along with a more detailed description of project member conflicts, stalemates, or a failure to act. project parties as to what is required of them, when it is
some portion of the project and require the direct the risk A strong and assertive PMO, along with the required, and how it is to be addressed. This information
involvement of a specific set of middle managers within • Severity of the risk project sponsor, must diligently work to overcome these needs to be very clear and complete so that all appropriate
the organization. Such issues will not stop the project • Probability of the risk’s occurrence circumstances or the project will be headed for real parties fully understand what is required of them. Finally,
from moving ahead, but they will delay a certain piece(s) • Risk’s impact and calculated weight failure. None of this is easy, nor is it quick to accomplish. knowing which of these items to periodically communicate
of work. A longer turnaround time is acceptable (e.g., up • Risk’s triggering event(s) Understanding the organization in terms of how things to executive management, the project steering committee,
to 72 hours). • Person(s) assigned to monitor and control the risk operate and how work gets done, helps to pave the way for a the project sponsor, and all the project team members is
• “C or Low” issues. These are matters, which are even • Date risk closed more effective, consistent, and timely outcome. another necessary component to be taken into consideration
more specific within some portion of the project and • Severity level of the risk The project issues, risks, and actions review sessions by the PMO as well. All appropriate periodic project status
typically require key project team member involvement. • Record of actions taken to date should be frequent enough to allow time for people to make reports, along with any other presentation materials, should
An even longer turnaround time (e.g., up to 8 business • Current status some noticeable progress between meetings. Typically, a reflect this determination and also need to be so noted in the
days) is quite normal. • Project sub-team or functional/technical area affected weekly review is appropriate, especially once the project Project Management Plan document.
Regardless of the severity, all open issues must be closed Once again, my experience indicates that a weekly risk preparation phase is over and done with. Whether or not
by the overall project’s closure date, if not much sooner. review session with all members of the PMO, along with any there should be one joint session to cover all open high- About the Author
However, the severity level should drive the weekly issues other required parties, is the best way to stay on top of all severity issues, risks, and actions is another important
review meeting in terms of setting priorities for discussion, project risks. Just as with the issues review meeting, high matter to be determined. The pros of doing so are: Richard C. Bernheim, MBA, PMP, is passionate about project
management. He has over 30 years of business experience,
attendees, and any subsequent required actions. All issues severity and probability risks should get thorough attention • A one and done session, even if it takes a long time
first as a financial and cost accounting manager, then as
are not created equal, so the proper attention in terms of PMO first and foremost, followed by medium, and then low risks. • Items can move from category to category, so this seems
a management consultant, and more recently, as an SAP
time and effort must be directed at the issues that are most A project action is defined as a project to-do item. It to make more sense
consulting project manager. Mr. Bernheim has been part of
severe, down to the least severe. Each issue is to be updated is not a task listed in the project plan, nor is it a personal • One weekly meeting instead of many, on top of all other
over 25 SAP project engagements across a wide spectrum
with a current status, and a history of all actions taken is to project to-do item. It is recorded primarily so that it is project work meetings
of industrial and service organizations in the United States.
be regularly maintained. The issues log is the focal point for neither forgotten, nor neglected. Just as with issues and • One source of information for weekly project status
He is the author of two recent books on the people side of
recording all such activity and information. It further serves risks, the details pertaining to actions can first be noted in reporting project management.
as a project archive for determining lessons learned and as a form or just placed directly into the action log. This log The cons of doing so are:

52 January 2013 Gulf Project magazine 53

 international feature

T
he growth of social media, fueled by advancing following strengths in the context of professional knowledge
Internet technology, has reshaped the ways people transfer:
communicate and network with each other. It • Huge professional communities are already
allows networks to be built with people who would formed: Many social media channels have accumulated
have otherwise not known each other in a physical sense. a large professional audience. For example, more
Based on its degree of interaction, the social media can than 120 million professionals have registered on the
be classified into four categories: (1) private social media, such networking website www.linkedin.com and about
as networking sites; (2) online forums; (3) blogs and mini- 365,000 readers are registered on the knowledge portal
blogs; and, (4) organizational and professional knowledge www.strategy+business.com.
portals, with participative and interactive features. Table 1 • Familiarity: It has become a habit for many people to
illustrates the different features of these four types of social visit social media channels regularly for work and personal
media. purposes, such as networking with others and acquiring
Social media is a powerful source of communication the latest trends and insights into their professions. Also,
and networking, both personally and professionally. It social media has become an increasingly reliable source
also gives rise to new opportunities to foster knowledge for people’s professional growth and knowledge gains.
transfers within many professional arenas, including project • Low barriers to access: The majority of social media
management. Projects-lessons-learned (PLLs) are cases in channels offer free and open access to the general
point. This article describes the power of social media, as a public. In the case of private social media, access is
new means of facilitating communication and interpersonal limited to employees and related employees of particular
interactions, and how such power can be translated into a organizations, but barriers to information within the
knowledge-sharing platform of PLLs. media are free for these members; it helps them yield
similar benefits while not maintaining the security and
The Competitive Edge of Social Media confidentiality requirements of specific industries like
Having grown rapidly over the last few years, defense. This lowers the costs and limitations for sharing
social media has reached the point of enjoying the solid information and participating in other forms of activities.
advantages of being deeply entrenched in the public and • Multi-dimensional interaction: Social media
having an enormous networking capability and high degree enables diversified forms of participation to occur. For
of interaction. In particular, social media brings out the example, members can upload speeches on a networking

Table 1 – Four Types of Social Media Channels

Host versus
Category Major Features Audience Degree of Examples
Relationship Interaction

Social Media
Networking • Update professional and personal status No distinct segregation High Ning;
sites • Form networking connections KickApps;

Using
• Post articles, speeches, presentation SocialGo;
materials, and so forth to share with JomSocial
one’s networks
• Form and participate in virtual groups
• Post and answer discussion topics

as a Strategic Tool for Online

forums
• Post and answer discussion topics
• May support
No distinct segregation Medium–High www.musicnet.co.nz (N.B.:
closed-group forum for
teachers);

Projects-Lessons-Learned (PLLs)
www.pprune.com (N.B.: open
forum for pilots)

Mini-blogs • Post entries Distinct segregation Low–Medium PMI.org blogs;

and blogs • Usually allow limited comments, (N.B.: Hosts are usually Twitter
feedback, and voting from audiences individual persons)
• Bloggers may respond to audiences’
By Franco Shuwing Pang, PMP feedback.

Knowledge • Organization-specific or professional- Distinct segregation Low–Medium www.hbr.org;

portals oriented (N.B.: Hosts are usually www.strategy-business.com
• Publish articles, newsletters, etc. groups of individuals)
• Usually allow limited comments,
feedback, and voting from audiences.

54 January 2013 Gulf Project magazine 55

 international feature

site, update blog entries, contribute articles, and write that fosters discussion and collaborative learning among the media as a knowledge repository, toward more opportunities. In contrast, networking sites can provide
comments on a knowledge portal. Such interactions participants. Second, groups of specific industries (e.g., active interactions among internal staff members or more secure and controlled collaborative learning
help form virtual relationships among members and aviation and defense) and areas of expertise (e.g., quality even external communities. environments for organizations’ members if the nature
participants in the media. management, organizational development, and diversity) • Flexibility for use: The use of social media is aligned of PLLs is sensitive. In fact, secure virtual collaborative
• Rapid dissemination of information: The combined are already clearly formed on the various social media with an organization’s (or a project management groups were set up by Harvard University on www.
power of huge communities in the social media and active channels. Both factors increase the efficiency for PLLs office’s) objectives. facebook.com; such groups require clearer identification
participation among its members result in information to reach their target audience and stimulate additional Therefore, executive managers, PMO controllers, of participants to ensure that the disclosure of PLLs is
and ideas being disseminated easily and rapidly. For exchanges of knowledge. and program, portfolio, and project managers should restricted.
example, a new idea on leadership from J. P. Kotter’s blog • Maturing participatory level on PLLs: Discussions assess the above factors before making decisions on • Open sharing and exchange of knowledge and
can be read by thousands of professionals within a couple about project management experience and insights and how to engage social media on their PLLs strategy. ideas: Certain forms of PLLs are particularly suitable
of days, which in turn fuels people’s participation in social PLLs with fellow practitioners on social media channels • Make PLLs a structural process enabled by social to social media. Focusing on these forms can maximize
media of a similar type. (e.g., online expert groups and blogs) are popular these media: PMO controllers, project, program, and portfolio organizations’ and professionals’ benefits of sharing PLLs
days. What is emerging now is the trend of “knowledge managers should take a proactive approach by making through the media and exchanging experience.
Untapping the Potential of Social Media brokering,” in which professionals make active use of use of the media’s interactive nature and managing the Business cases (mini-business cases) and story-style
on PLLs their extended networks outside their organizational learning experience. The process would be incomplete PLLs are appropriate formats to be shared on social media
The above-mentioned strengths make social media and sector boundaries to look for novel ideas and new if PLLs were only distributed and shared without channels because they provide the audience with sufficient
a suitable platform for project, program and portfolio perspectives to solving problems or issues facing them. proper facilitation of subsequent idea exchange and the specifics for others to understand the lessons’ situations and
managers, project team members, and other professionals For example, if a change manager in charge of a system- management of knowledge gained. stimulate their appetites for thought and discussion. The
to build up and share their PLLs. What is a good fit between related process change program encounters difficulties in Recommended practice, which is worth following is a suggested three-part structure for such PLLs:
the social media and the goal of PLL knowledge transfers? meeting the objective of enhancing local line end-users implementation, includes directing the audience’s (1) backgrounds or circumstances of the project (or event);
We believe that a good fit lies in the following three areas: with new knowledge and skill sets, the manager can seek discussion, conducting regular reviews on the audience’s (2) problems, opportunities or solutions that occurred; and,
• Beyond organizational boundaries: These days, experience from outside his or her industry (e.g., business feedback, updating PLLs with constructive feedback, (3) reflections of what could have been done, what could be
the majority of PLLs are maintained and being referred coaches or even school teachers) for brainstorming possible nurturing unexplored ideas from being discussed and improved, or further recommendations. Apart from more
to within organizations. Significant benefits will be solutions. This example reveals that an extended network is developed, and searching for related PLLs to incorporate comprehensive business cases or story-style PLLs, question-
obtained if portfolios of PLLs can be consolidated and a key ingredient to the successful application of knowledge them into a PLL database. The key principle here is to based PLLs are another format used to draw the attention of
shared through social media, such as expert groups on brokering; therefore, social media becomes a good base for make PLLs an interactive document and PLL-making fellow professionals and can stimulate fruitful discussions
networking sites and knowledge portals. professionals to develop such a network in other subject areas. a lively process. Purely sharing lessons learned and on particular subjects or cases. They help yield hints on
Social media allows project managers and team members then ceasing further reflection is a passive way of lessons that may have not necessarily been learned.
to learn from other organizations’ experiences when their Recommend Practice on the Use of Social transferring knowledge with limited values. Managing
own organizations do not have the necessary expertise and Media on PLLs the subsequent exchanges of ideas is an important value- Conclusion
if an organization or a project team starts a new project in a Social media can be a useful means that fits the purpose added component that must be included in a social media This article reveals how the social media opens up
new country, in a new industry, or is applying a technology of the PLLs to support knowledge transfers. How can deployment strategy. opportunities to enhance integrated learning and knowledge
it is unfamiliar with. Such benefits will be particularly organizations and individual professionals develop better • Select the right social media channels for your transfer in an organized and systematic way. Many individual
significant for smaller organizations in which resources practice in making use of lessons learned? organizations: The various social media channels listed project management practitioners and professionals have
are more constrained in acquiring the additional expertise • Strategic deployment of social media: Social media in Table 1 have different features in terms of participants’ been actively sharing their PLLs on networking sites and
through traditional channels like consultants. can be used by organizations, project management offices relationships and interactions. Matching the right type blogs, but to truly maximize the benefits of social media,
(PMOs), and program and project teams as a strategic of social media with an organization’s needs (or a project larger scale collaborations and clearer strategies are
tool for learning and managing knowledge. team’s needs) is therefore important. For example, necessary.
The following factors determine how social media is boutique practice firms or small project teams with
Social media opens up opportunities deployed, which social media channels should be selected, expertise in a particular area (or a particular industry) About the Author
to enhance integrated learning and what type of content is chosen and how the content is
presented, and what are the best learning and knowledge
may benefit more from focusing their PLLs on specialist
blogs and related expert groups on networking sites so Franco Shuwing Pang is a Project Management
knowledge transfer in an organized and transfer processes (both internally within organizations that they can draw the attention of fellow experts toward Professional (PMP)®, a Six-Sigma Black Belt, and a
Registered Change Management Practitioner. He has
and externally across industries or specialty groups): exchanging experience and expanding connections.
systematic way • Goals of PLLs: Are the goals of PLLs to enrich the project For larger organizations with a presence in multiple
twelve years of experience managing organizational
change and process improvement projects for multi-
knowledge database for supporting future projects; project teams and “areas of practice,” deploying different
national corporations, such as Walmart and P&O
support project managers and team members’ growth; channels provides different benefits. Organization-
Nedlloyd. He obtained a BA (First Class Honours) degree
• Efficient collaborative learning: The largest value of build up networks in corresponding industries or areas specific knowledge portals are more efficient for the
in geography from the University of Hong Kong and an
PLLs is not only the knowledge itself but also the learning of expertise, knowledge-based marketing, or other? maintenance and tracking of PLLs and the monitoring MSc degree in Information Systems Management from
process. Social media is a good medium for facilitating the • Number of tools: Deploy social media as a stand-alone and management of external audience’s responses. An the Hong Kong University of Science & Technology. He
learning process for two reasons: first, it has established tool for recording and transferring knowledge or a part affiliated advantage of such portals is that they attract a can be reached by email at pangsw@graduate.hku.hk or
a huge base of users and audiences with different of an organizational project knowledge database? pool of professionals with interests about the development LinkedIn http://nz.linkedin.com/in/shuwing
backgrounds, which provides a favorable environment • Degree of interaction: From the more passive use of of organizations themselves, which may expose other

56 January 2013 Gulf Project magazine 57

 Feature Story

A new approach for knowledge transfer between the professors and students,
it gives the students the opportunity to challenge their
professors and to apply what they’ve learnt in the classroom
in a practical way.”

PMI-AGC’s Talent
For the moment Mr. Ansari, as PMI-AGC’s spearhead,
is targeting the Electronics Engineering students at the
Bahrain University. But the hope is that SSPS will eventually
be available to all disciplines and all universities. “This first

Management initiative
one is really a pilot,” he explains.
When asked why electronics had been chosen as the
first discipline, he explains, “Electronics as a course of study,
especially in today’s environment, is most likely to evolve
into manufacturing.” In this field, Mr Ansari’s personal
experience is particularly valuable as, in his individual

W
orldwide there is a move towards applying university students and professors, encourage creativity capacity, he is the developer and inventor of the first electronic
Project Management to handling careers and recognise talented students, promote membership into device registered and stamped in Bahrain, A product that
and planning career paths. In fact several PMI with the students and ultimately to contribute to the is today supplied to schools in Bahrain, Kuwait, Oman,
universities and schools have started to community. Yahya also says, “It is the perfect way for students Jordan, Egypt and Qatar. It has won recognition by UNIDO
implement various methods that will help with the overall to actually learn how to apply their classroom knowledge to (United Nations Industrial Development Organisation) and
process of developing, managing, attracting and retaining conceiving, developing and implementing a project, on time, is frequently cited as a success story.
students. An outcome of this is a new attitude towards Talent within budget and up to required standards.”
Management. Here too, PMI-AGC is working towards and The programme is designed to roll out in the period
starting to develop this necessary aspect of an individual’s before the final two semesters, as it will require a two-
life goals at the grassroots level. semester commitment on behalf of the students. This will The students will also benefit from
Mr. Yahya Al Ansari head of exploration for Bapco be handled via advertising and announcements in the
and a PMI-AGC Bahrain Chapter member, has universities. There will be a road-show in which
the tremendous media attention both
invested some serious time in exploring new ways universities will be visited and a presentation selected team will be given the opportunity to participate in locally and regionally through the PMI
of discovering and developing talent management given to the management. A separate introductory a global competition and in the annual PMI Conference.
that is advantageous for both PMI-AGC as well as presentation will also be made to the students. All Through participating in this course students will Magazine. And the organisation will
for academic institutions.
With this as the goal he says, “a Student
this will be prior to receiving applications.
SSPS will cover different disciplines –
acquire the following skills and knowledge:
• Understand the nature of project work
benefit from tapping in to young talent.
Senior Project Sponsorship Program (SSPS) was engineering, business, IT and others. However, • Carry out a detailed project definition
presented to the PMI Board and it was received to start with, the programme will target those in • Properly authorise projects at all stages
very well.” The new training programme he electronic engineering. Once students and their • Learn to apply appropriate controls, tools and techniques It’s the kind of thinking he wants to inculcate in
explains, “will reach out to senior students in projects have been selected, they will be grouped to their projects students. “In this way PMI-AGC will encourage Bahrainis
their final semesters and train them on Project Yahya Al Ansari into teams and be eligible to receive the Project • Produce appropriate reports, plans and other project to break out of the job mould and consider manufacturing
Management at a stage in their academic development when Management training and other forms of sponsorship documentation and working for themselves as an option, in short applying
they need it and will easily adapt it to their future projects including PMI training, project follow-up, technical • Manage change effectively project management principles while applying talent
and in fact their future way of thinking.” support, consultancy, materials, workshop and tools as • Report progress and identify deviations from plan management techniques to their own lives, not only to their
It’s a ‘win-win’ situation he says, as it is in the final well as funding support if possible. Each team will also efficiently professional development.”
year that engineering students are charged with deciding be assigned a mentor with support provided by volunteers • Close a project professionally and learn lessons that
on and completing an engineering project that goes towards from PMI –AGC. will enhance future projects and understand IT options
their final grades and is featured in the Annual Exhibition. However, receiving this sponsorship and recognition available in managing projects
Mr Al Ansari believes that this SSPS programme is aimed will not be easy for the students. The SSPS selection • In addition they will learn to assess, develop and manage
at the right place and time in an engineering graduate’s process includes a review of projects submitted in which their own taents
life. At the same time it will help PMI to discover talented all applications will be evaluated and shortlisted. This will The students will also benefit from the tremendous
people and will eventually develop a strong talent pool be followed with a face-to-face interview before deserving media attention both locally and regionally through the PMI
that will support Bahrain as a nation. “It is important to projects and teams are assigned their mentors. Even Magazine. And the organisation will benefit from tapping in
move towards both an entrepreneurial and manufacturing through the course of the two semesters the projects will to young talent.
culture,” he says. “At present the mind-set of people is to be reviewed periodically to ensure that the student teams Mr Al Ansari also explained that before the programme
study well, go to university, specialise and find a job. With are on track. Eventually there will be final presentations, was developed he personally conducted in-depth research to
a ‘project management’ approach PMI-AGC believes that, reports and assigning of the highly prized PMI logo on the ascertain the need for such a programme. As an occasional
“we could see them also looking at starting their own students’ projects. PMI representatives will attend the final guest lecturer at the University of Bahrain he says, “I sat and
manufacturing business.” presentations and exhibitions at the university and a special talked to the students and the professors and realised that a
The aims of the SSPS project are, to introduce PMI to certificate will be awarded from PMI for the best project. The programme like this will benefit everyone. It will be a 2-way

58 January 2013 Gulf Project magazine 59

 Feature Story

Newly elected PMI-AGC

• Mr. Abdulmajeed Al-Gassab as President, Bahrain Region • Mr. Salim Bhuria – PMI-AGC Head Office
• Dr. Khalid Naji as President, Doha Qatar Region
• Mr. Wael Al-Jasem as President, Kuwait Region These Board officials will guide the regional PMI
• Mr. Mohammed Al-Ghanboosi as President, Oman Region membership which today numbers some 3,731 members in

Board takes the reins

• Mr. Ibrahim Khader as Senior Vice President, Professional PMI-AGC across Bahrain, Qatar, Oman, KSA and Kuwait.
Development & Education They will help us at PMI-AGC achieve those core values
• Mr. Abul Nahid Kamal as Senior Vice President, Admin that are the drivers to our Vision to be recognised as a
& Governance vibrant, “Association and Service Provider of Choice” in
• Mr. Toufic Halabi as Senior Vice President, Membership, the professional practice of Project Management in the
Marketing & PR Gulf Region as well as in our aim to be among the top PMI
• Mr. Abdullah Al Qaed, Senior Vice President, Volunteer Chapters worldwide in terms of activities and quality of
PMI – AGC Board of Officers 2012-2015 Management services.
It is a solemn undertaking and as PMI-AGC members
PMI-AGC Non-Board Officers – 2012-2015 we all dedicate ourselves to assisting our newly elected
CHAPTER PRESIDENT • Mr. Imad AlSadeq as PMI-AGC Representative, to PMI- Board officers in achieving the high standards with which
Educational Foundation we all wish to be associated as proud members of the Project
Hashim M. Al-Rifaai • Mr. Sam Massih as Treasurer Management Institute – Arabian Gulf Chapter.

President – Saudi Arabia President – Bahrain President – Kuwait

Nabilah Al-Tunisi Abdul Majeed Al-Gassab Wael H. Al-Jasem
PMI-AGC Membership & PMP Growth
SVP – Professional
President – Qatar President – Oman
Development & Education
Dr. Khalid Kamal Naji Mohammed Al-Ghanboosi
Ibrahim Khader

SVP Membership, Marketing &

SVP – Admin & Governance Public Relation SVP Volunteer Management
Abul Nahid Kamal Toufic Halabi Abdullah Al Qaed

PMI – AGC Non-Board of Officers 2012-2015

AGC Liaison – PMI

PMI-AGC Head Office Treasurer
Educational Foundation
Salim Bhuria Sam K. Massih
Imad Alsadeq

D
riving forward the PMI mandate as being an • Committee Chairman – Mr. Tofiq H. Al-Gabsani,
advocate for project management in the region President Saudi Refining Inc.,
and promoting our globally recognised standards • Committee Member – Mr. Majid F. Ghaslan, ASC
and credentials is not an easy task. It takes the Manager, Technical Services Dept.
collective will of the membership to set goals and aims • Committee Member – Mr. Darryl R. Wong, Refining
for PMI in the Arabian Gulf region. This is the burden of Engineer (SRI)
responsibility that the newly elected Board of Officers will The following Board of Officers was elected to take
undertake. PMI-AGC forward for the period July 2012 – 2015:
In order to elect the next set of professionals, all
highly experienced and dedicated managers, the Project PMI – AGC Board of Officers 2012-2015
Management Institute – Arabian Gulf Chapter had set in • Mr. Hashim M. Al-Rifaai as Chapter President, PMI-AGC
place a strong Election Nominating Committee in April 2012. • Ms. Nabilah M. Al-Tunisi as President, Saudi Arabia
The election committee consisted of the following members: Region

60 January 2013 Gulf Project magazine 61

 Pmi-agc people

PMI-AGC People
females, in line with the objectives of the Kingdom’s
Supreme Council for Women, which champions the
employment and training of the female workforce.
GPIC has its own Ladies Working Committee,
which it says is a driving force behind the increased
number of women, like Reem, thriving in a world-
class organisation.
Reem says she and her other female colleagues
are additionally motivated to be high achievers
by GPIC president Abdulrahman Jawahery, who
reiterates the Company’s commitment in this
regard. “Female GPIC employees are thoroughly
competent, fill numerous leading positions in the Reem Al Otaibi with Mr. Abdulrahman Jawahery,
Company and are highly reliable in taking up their President, GPIC, Bahrain
duties and responsibilities,” he notes.
She is also a member of the Bahrain Society
of Engineers (BSE), where she describes interaction
“Female GPIC employees are thoroughly and engagement with fellow professionals as
furthering her knowledge horizons, even equipping
competent, fill numerous leading positions her with the confidence to impart her experience
to college students in Bahrain considering an
in the Company and are highly reliable in engineering career.
Reem Al Otaibi taking up their duties and responsibilities” “As a female civil engineer we must prove to
our male peers that we can do a job as competently
— says Mr. Abdulrahman Jawahery, President, GPIC, Bahrain as them. As both a PMI and BSE member I can
hone both my project management and softer skills

Breaking gender moulds GPIC’s support is laying the foundations

for the wider benefit,” she says.
For Reem, the path ahead appears to be
PMI interviews Reem Al Otaibi for what Reem hopes will be a successful PMP bright. As well as developing her career with GPIC
career. She joined the PMI-AGC Bahrain Chapter which could establish her as one of Bahrain’s top
in the year following her graduation and has since female engineers, she is working towards taking

P
MI-AGC Bahrain Chapter member Reem GPIC is renowned locally, regionally and become heavily involved in the Chapter’s activities, her PMP exams in the near future, leveraging her
Al Otaibi is no ordinary civil engineer. An internationally for its commitment to social including assisting with the organisation of PMI experiences with PMI, the BSE and her current and
ambitious graduate (with distinction) from causes. As well as supporting the development of conferences in Bahrain. former work colleagues as a reference point.
the University of Bahrain in her homeland, Bahraini female talent, it frequently spearheads
her embryonic career path – which has included community charity events as well as having strong
stints in both real estate and heavy industry - is environmental credentials.
already studded with notable achievements. “Working in such a potentially hazardous
She is part of a select new breed of Bahraini environment on a complex process plant is a unique
females breaking out of traditional gender moulds challenge,” she admits, adding that it is nonetheless
and attitudes in the engineering and project an excellent and rewarding long-term career option.
management profession and flourishing in what “Safety and environmental issues are at the
remains a male-dominated world. heart of GPIC’s philosophy, and in striving for
As well as being a product of her own talent and excellence in this regard it invests heavily in human
determination, Reem’s career success to date reflects resources,” she explains. “Working for a globally-
the long-term commitment to the empowerment respected petrochemical industry is a source of
of women by Bahrain’s top companies, not least great pride, and I am grateful for the confidence
Gulf Petrochemical Industries Company (GPIC) - a shown by GPIC management in my abilities,” she
leading Middle East petrochemical manufacturer adds.
and local employer - where she is currently According to GPIC, the Company is seeking
receiving specialist industrial training among a to employ a greater number of qualified Bahrainis,
number of other engineers, both male and female, both male and female, in different departments to
from different disciplines. give equal opportunities to all but with emphasis on

62 January 2013 Gulf Project magazine 63

 EMPOWER
the future with project managementTM

SCHOLARSHIPS AND AWARDS

PMI Educational Foundation’s Scholarships and Awards Program supports the development of the best and
brightest future project management professionals worldwide through learning opportunities. Over US$400,000 in
scholarships is available.

Scholarships (due dates vary)

For Students: Academic scholarships for students attending an accredited college or university and studying
project management or a related field. Scholarships are available for bachelors, masters, and doctoral students.
For Teachers: Project management training scholarships for primary and secondary school teachers to help
teachers enhance the learning experience in their classrooms. Two types of scholarships are available: on-site
seminars in select U.S. cities and online courses.
For Nonprofits and NGOs: Project management training scholarships for employees of nonprofit and
nongovernmental organizations to help organizations improve the effectiveness and efficiency of their operations
and ultimately increase their impact on the people and communities they serve.
For Professional Development: Project management training for any professional who wishes to improve their
professional capabilities.

Awards (due dates vary)

The James R. Snyder International Student Paper of the Year (ISPY) Award is available to undergraduate
and graduate students for research papers that advance the concepts, tools, and techniques of managing project
oriented tasks. Awardees receive a US$500 honorarium plus an expenses paid trip to attend the PMI Global Congress
in their region and present his/her paper.
The Donald S. Barrie Award is available to undergraduate and graduate students and practitioners for the
research paper that best advances knowledge in the field of design, procurement and/or construction by providing a
useful contribution to the engineering and construction industry. Awardees receive US$500 and a chance to present
his/her paper at PMI Global Congress – North America. Applications are due mid-December.
The Doctoral Research Grant Program is available to full-time and part-time doctoral students
who are conducting research in the field of project, program, and/or portfolio management.
The Kerzner Award, sponsored by the International Institute for Learning,
Inc., is granted to one project manager each year who most emulates
the professional dedication and excellence of Dr. Harold Kerzner,
PhD, MS, MBA. The recipient of this prestigious award will be given
a voucher worth US$5,000 in IIL training and will receive an all
expense paid trip to be recognized during the PMI® Global
Congress-North America. Applications are due 1 May.
For more information or to apply, visit the ‘Scholarships/
Awards’ section of PMIEF.org or email pmief@pmi.org

14 Campus Boulevard
Newtown Square, PA 19073-3299 USA
Tel: +1 610 356 4600, ext 7117 Fax: +1 610 356 0357
E-mail: pmief@pmi.org • Internet: PMIEF.org

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financial disclosure statement, please visit www.pmief.org.
©2010 Project Management Institute Educational Foundation, Inc. All rights reserved. The Project
Management Institute Educational Foundation (PMIEF) logo and “Empowering the future of project
management” are registered marks of PMIEF. “PMI” is a registered mark of Project Management
Institute, Inc (PMI). For a comprehensive list of PMI and PMIEF marks contact the PMI Legal department.

64 January 2013
Qanbar Dywidag Precast Concrete
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