The document discusses the importance and benefits of project management in East Africa. It notes that project management is underused in the region despite forming the backbone of successful projects. Organizations that have embraced project management have saved money and avoided implementation problems. A 2015 PMI study found that high-performing organizations fully understand the value of project management and are creating a project management mindset. Risk management is also identified as key to project success. When organizations use effective risk management practices, potential damage from risks can be mitigated. Overall, the document argues that project management is necessary for projects to be executed efficiently and effectively within cost, scope and time.
Venture Path is Deloitte's approach to helping large enterprises adopt lean startup principles and embed disruptive innovation. It includes the Venture Path Method (lean startup methodology), Venture Path Structure (blueprint for roles, processes, and governance), and Venture Path Platform (software to track and measure innovation initiatives). The platform guides users through three phases - concept, validation, and scale. It provides venture builders guidance and collects metrics to help portfolio managers make informed investment decisions. The goal is to help organizations test ideas quickly, reduce risk, and consistently innovate in a digital world.
Over the past decade, a combination of new providers, technology, and capabilities have made global payroll administration a possibility – at least conceptually. The key stumbling block in this debate is the perceived need, on the one hand, for tailored services that are compliant with local regulations, and on the other hand standardization for cost reasons. So, where does that leave payroll?
The document outlines six trends significantly impacting business performance: 1) businesses operating reactively instead of proactively, 2) information overload, 3) increasing marketing costs with decreasing effectiveness, 4) volatile supply chain costs and poor demand management, 5) damaged organizations and scared employees, 6) limited business insight typically based on past performance rather than future analysis. Mastering methods to mitigate risks from these trends can improve profitability and productivity.
Principles of strategic portfolio managementSmartOrg
This document discusses principles of strategic portfolio management and provides an overview of SmartOrg, a consulting firm that helps companies improve their portfolio management processes. Some key points:
- David Matheson is the President and CEO of SmartOrg. He has helped companies improve results from portfolio management, product development, and other areas.
- SmartOrg provides software, services, and training to help companies build their capability for strategic portfolio management. This includes tools to evaluate projects, focus stakeholders, and compare portfolios.
- Good strategic portfolio management principles include having an aligned decision forum, focusing on value creation, using credible and comparable evaluations, embracing uncertainty, and having an inclusive process.
This document is a dissertation report submitted by Brian Stevens that examines whether operational and financial risk taking leads to greater success in small and medium-sized enterprises (SMEs). The report includes an abstract, introduction, literature review, research methodology, data analysis, conclusions, and recommendations. The literature review discusses concepts of risk and risk perception in SMEs. It finds that while risk taking can potentially lead to higher returns, SMEs' main objective is often survival due to their limited budgets and resources. The research methodology section describes a survey of SMEs to analyze the relationship between risk attitude and profits. The data analysis finds no clear link between risk taking and profit levels. Ultimately, the conclusions determine that most SMEs
The document discusses 5 realities about talent management solutions:
1. Technology should account for no more than 40% of the effort in driving talent management strategies. The other 60% involves non-technical changes.
2. The talent management module purchased most often after recruitment is usually associated with the process stakeholders are least satisfied with.
3. ERP customers typically only use 2/3 of available functionality, and ROI for talent management systems usually takes 2-3 years.
4. Vendors have promoted an overly process-centric view of HCM, but many challenges have no standard processes.
5. Standard data, processes, system of record, web access, reporting and other foundational capabilities
Venture Path is Deloitte's approach to helping large enterprises adopt lean startup principles and embed disruptive innovation. It includes the Venture Path Method (lean startup methodology), Venture Path Structure (blueprint for roles, processes, and governance), and Venture Path Platform (software to track and measure innovation initiatives). The platform guides users through three phases - concept, validation, and scale. It provides venture builders guidance and collects metrics to help portfolio managers make informed investment decisions. The goal is to help organizations test ideas quickly, reduce risk, and consistently innovate in a digital world.
Over the past decade, a combination of new providers, technology, and capabilities have made global payroll administration a possibility – at least conceptually. The key stumbling block in this debate is the perceived need, on the one hand, for tailored services that are compliant with local regulations, and on the other hand standardization for cost reasons. So, where does that leave payroll?
The document outlines six trends significantly impacting business performance: 1) businesses operating reactively instead of proactively, 2) information overload, 3) increasing marketing costs with decreasing effectiveness, 4) volatile supply chain costs and poor demand management, 5) damaged organizations and scared employees, 6) limited business insight typically based on past performance rather than future analysis. Mastering methods to mitigate risks from these trends can improve profitability and productivity.
Principles of strategic portfolio managementSmartOrg
This document discusses principles of strategic portfolio management and provides an overview of SmartOrg, a consulting firm that helps companies improve their portfolio management processes. Some key points:
- David Matheson is the President and CEO of SmartOrg. He has helped companies improve results from portfolio management, product development, and other areas.
- SmartOrg provides software, services, and training to help companies build their capability for strategic portfolio management. This includes tools to evaluate projects, focus stakeholders, and compare portfolios.
- Good strategic portfolio management principles include having an aligned decision forum, focusing on value creation, using credible and comparable evaluations, embracing uncertainty, and having an inclusive process.
This document is a dissertation report submitted by Brian Stevens that examines whether operational and financial risk taking leads to greater success in small and medium-sized enterprises (SMEs). The report includes an abstract, introduction, literature review, research methodology, data analysis, conclusions, and recommendations. The literature review discusses concepts of risk and risk perception in SMEs. It finds that while risk taking can potentially lead to higher returns, SMEs' main objective is often survival due to their limited budgets and resources. The research methodology section describes a survey of SMEs to analyze the relationship between risk attitude and profits. The data analysis finds no clear link between risk taking and profit levels. Ultimately, the conclusions determine that most SMEs
The document discusses 5 realities about talent management solutions:
1. Technology should account for no more than 40% of the effort in driving talent management strategies. The other 60% involves non-technical changes.
2. The talent management module purchased most often after recruitment is usually associated with the process stakeholders are least satisfied with.
3. ERP customers typically only use 2/3 of available functionality, and ROI for talent management systems usually takes 2-3 years.
4. Vendors have promoted an overly process-centric view of HCM, but many challenges have no standard processes.
5. Standard data, processes, system of record, web access, reporting and other foundational capabilities
1) Lean methodology focuses on systematically eliminating waste from organizations. It is being adopted by more industries beyond manufacturing as a way to reduce costs while maintaining quality and customer loyalty.
2) When starting a lean transformation, it is best to first conduct a proof-of-concept by applying lean principles to critical processes over 4-5 months. This allows organizations to see results and gain leadership buy-in before a larger rollout.
3) Common mistakes include focusing too much on training without practical expertise, or applying lean too broadly without clear targets, instead of targeting critical processes that impact key financial and customer metrics.
This presentation gives actionable insight on your innovation project helping you to improve your ability to formulate innovation projects. The presentation provides five must-do's of innovation management and making innovation soar.
This document discusses how to effectively plan, manage, and deliver on IT's promise to businesses. It notes that while IT plays an integral role in today's businesses, many companies do not approach major IT initiatives in a businesslike way by failing to tie large IT investments and decisions to clearly defined business results. The document outlines Crowe's IT advisory solution which provides a methodology for developing an appropriate IT strategy, making sound IT investment decisions, and executing and managing initiatives in a way that relates them to organizational performance measures. It also discusses common issues businesses face with IT and how critical business events can trigger the need for improved IT management.
Evolving your FSP relationships to achieve maximum returnMMS Holdings Inc.
To watch this webinar, please visit: https://bit.ly/3bUL4yO
The drug development lifecycle can be predictably unpredictable, as mergers and acquisitions, interim results, DSMB decisions, reorganization, and evolving technology can all change the course of any plan in short order. Sponsors rely on the ability of Clinical Research Organization (CRO) partners to provide scalability and global reach in support of their core teams. FSP relationships however, can go beyond the ability to quickly ramp up and down. Explore with us, as we discuss how Sponsors who leverage FSP partners across multiple interdependent functional lines achieve the maximum benefit and the increasing importance of the way that new innovations and technology continue to change the way we work and the future skill sets needed.
In this Expert Insights webinar, attendees will learn:
• How to achieve maximum benefit from FSP relationships
• The need for diversification in the vendor portfolio
• The potential for nimble adaptation and growth in long-term FSP partnerships
• Possibilities for investing and growing together with your FSP partner
• Implications and potential solutions for IR35 compliance
This document summarizes the key findings of a global innovation survey conducted by Capgemini Consulting. The survey compares the behaviors and approaches of "innovation leaders", defined as companies where over 75% of innovation efforts have a positive impact on business results, versus "innovation laggards", where less than 25% of efforts have a positive impact. Some of the main findings are that innovation leaders place more strategic priority on innovation, are more capable of adapting to new technologies, engage external partners more in innovation, and are more likely to have an executive accountable for innovation. The survey also finds that most companies see opportunities to improve their innovation governance structures and capabilities for engaging external partners.
The global research programmes that deliver the best value are not the most standardised - and they are not usually the most elaborate. Learn how brands have created strong, flexible protocols by focusing on shorter, smarter surveys, local engagement and active leadership at the centre.
Stanford-SDG Webinar Six critical principles of strategic portfolio managementSmartOrg
The document discusses six critical principles of strategic portfolio management:
1) Aligned decision forum - Drive real decision making and conflict resolution at all levels.
2) Value creation focus - Maximize value created across the organization.
3) Credible, comparable evaluations - Allow participants to make and accept decisions.
4) Embrace uncertainty and dynamics - Treat uncertainty explicitly.
5) Clear communication and learning - Share information, update it, and improve results.
6) Inclusive, collaborative process - All stakeholders participate openly and benefit.
The document provides examples and discussion of how to apply these principles to strategic portfolio management. It also includes polls to gauge participants' interests and challenges.
This document discusses the challenges that executives face in ensuring technology investments provide business value and priorities strategic initiatives. It notes that 80% of IT spending typically goes to maintaining existing systems, leaving little for new projects. Executives need visibility into spending and activities to evaluate returns and improve results. The document provides tips for executives, including following spending to understand value creation, setting clear strategies, creating accountable project teams, focusing on priorities, and excelling at execution.
Program Management Outsourcing Capability Chain (PMOC2) - Why Program Managem...Moataz Y. Hussein
This document discusses why program management outsourcing often does not meet expectations. It identifies several common issues based on research, including cultural differences between clients and program management consultants, lack of competent client staff, and improper compensation models. The research found that the top challenges are largely the client's responsibility. It provides recommendations for clients to improve organizational maturity, develop proper program management methodologies, establish clear governance models, and build mutual trust with consultants.
Strategy has little value until it is implemented. In a world where disruption can happen overnight, moving rapidly from strategy design to delivery is critical. Yet too many companies go only halfway, putting their best resources into design and in effect ending up treating delivery as an afterthought. As a result, strategies fail, customers leave, key talent is lost and financial performance suffers.
Developing a Robust Evaluation Evidence Base for Business Support - Professor...enterpriseresearchcentre
The document discusses evidence on business support frameworks from the UK, Netherlands, and Denmark. It finds:
1) Existing UK evaluations found business support helped firms but impacts took time to realize. International models like Syntens and Growth Houses took deeper diagnostic approaches.
2) Syntens used innovation diagnostics and roadmaps to help less innovative Dutch SMEs. 55% of firms followed up and became more innovative, though impacts were not rigorously evaluated.
3) Growth Houses in Denmark provided business diagnosis, growth plans, and referrals to intermediaries. Evaluations found client firms grew faster than control groups. Managers saw face-to-face interactions and changing mindsets as strengths.
State of application performance management in the Indian BFSI sector ValueNotes
Almost every participant in the BFSI sector identifies application
uptime as a critical metric of application performance and recognises
the need for those applications to function optimally i.e. increase
productivity while reducing costs. But this study showed that
organisations did not have defined standards of measurement and
did not consider industry benchmarks as relevant indicators.
Innovation is The New Constant Final ENGYasser Mahmud
The EPPM Board explored how organizations can foster innovation to drive business transformation. They found that innovation must be a strategic priority and involve contributions from across an organization, not just R&D. Customers should be the focus of innovation efforts. While culture change is required, tools like EPPM can help organizations select innovative projects, assess risks, and ensure successful execution to realize benefits. Budgeting specifically for innovation demonstrates its value and unlocks latent creative potential within organizations.
The 2014/2015 Contingent Workforce Trends ReportDeanna Gillen
The document is a report summarizing the results of a survey of 310 procurement executives on trends in contingent workforce management. Key findings include:
- 36% of companies said they were behind schedule in achieving procurement transformation goals, with 43% of those operating new systems for less than a year.
- 79% of companies report that procurement manages contingent/outsourced labor programs, while 21% are managed elsewhere.
- 64% of companies have 1-5 employees supporting contingent workforce programs, despite some programs managing thousands of laborers.
In hc-deloitte-india-annual-compensation-trends-survey-report-fy-2016-noexpAbhisek Gupta
The document provides an overview of the scope, approach and methodology of Deloitte's annual India Compensation Trends Survey. It surveyed 250 organizations across 18 sectors to understand compensation and benefits trends. The survey methodology involved designing a questionnaire, finalizing target sectors and organizations, collecting data, validating responses, and analyzing results to generate an industry report. Key findings from the FY2015-16 report include average increment projections of 10.7% and variable pay of 17.4%, with variations across sectors and job levels. Pharma and Infrastructure sectors showed higher than average projections.
Accelerating the deployment of technology to business opportunities-chevron T...SmartOrg
ChevronTexaco implemented a value-based management process and tools to optimize its heavy oil technology portfolio and accelerate the deployment of technologies. The process provided standard templates and metrics to consistently evaluate and compare projects. It helped prioritize projects based on their expected value, technical risk, and alignment with business strategy. Tracking project uncertainties and outcomes provided transparency. The results included faster initiation and deployment of projects, earlier termination of less promising projects, and increased portfolio value through accelerated technology development.
This document summarizes a presentation on strategic innovation. It discusses:
1) Design thinking is being promoted as a business tool by universities and design firms. It requires multidisciplinary teams, experience-based research, prototyping, and iteration.
2) Some companies like P&G and Apple have embraced design thinking strategically and seen strong financial results from increased innovation.
3) Not all innovative companies provide strong shareholder returns, because creativity often opposes evaluation in organizations. A new model is needed that respects both creativity and value discipline.
4) The innovation competency model balances creativity, value guidance, and execution excellence through a cycle of learning and buy-in. Analytical tools
Global Human Capital Trends 2014: Engaging the 21st-century workforce Deloitte United States
Global Human Capital Trends 2014: Engaging the 21st-century workforce reveals the findings of a global survey of more than 2,500 business and HR leaders from 90+ countries –one of the largest talent management surveys of its kind. The survey results paint a clear picture of the challenges and opportunities organizations face in cultivating the talent needed to grow. These dashboards let you explore some of the primary “whats” (survey results) and “whos” (respondent demographics) in ways most meaningful for you. Click through each one for insights to help guide your human capital agenda for the coming year.
For more information, visit http://www.deloitte.com/hctrends2014/
Getting Management Buy In Your Top 7 ActionsAndrewLi
This document provides tips for achieving management buy-in for IT projects. It recommends managing the buy-in process with a dedicated resource. Key factors include identifying stakeholders, assigning a single business owner, getting funding approved, providing regular updates to prevent surprises, measuring return on investment before and after, and leveraging past successes to build confidence. Following these seven steps can help set projects up for success and lower the risk of not achieving necessary buy-in.
Bill Craib
Vice President of HCI's Center for Human Capital Excellence (CHCE)
With the flux in economies around the world, the style of talent used inside of organizations is a hot topic. Yet many organizations still see contract labor as a short-term solution rather than an integral part of their talent management strategy. In this original research & presentation from the Human Capital Institute, we'll address how factors like economic conditions, unemployment, and contingent program maturation influence why and how companies use contract talent.
Project Server in the Oil and Gas Industry - Enabling Technologies Best Pract...EPC Group
EPC Group's - Project Server in the Oil and Gas Industry - Enabling Technologies Best Practices - Covering EPC Group's Project Server Implementation Strategies
SAP Investment Management Systems - 15 Indications that you need an UpgradingIQX Business Solutions
This Slideshare lists 15 common business issues faced by managers that are drivers for an upgrade of your SAP Capital Investment (CAPEX) system. The effective allocation of limited financial resources is one of the most important responsibilities of management. Yet many executives complain that this vitally important business process is not well supported by their current IT systems.
Firstly, the annual budgeting process is painful. Managers are faced with funding requests from all directions and are consistently: classifying, fairly evaluating, and prioritizing these investment proposals. This is a stressful and often manually intensive process, invariably involving the exchange of multiple versions of spreadsheets. Through a series of stakeholder meetings and board presentations, the budget is finally approved.
This annual budget is then the responsibility of management to steward responsibly. This is where the second challenge arises: nothing ever goes exactly to plan. During the year, actual capital expenditure requests must be linked and reconciled against this approved CAPEX budget. This process is further complicated by trying to compare and prioritize competing initiatives that deliver value, all within the hard CAPEX budget constraint and in accordance with delegation of authority and procurement policies.
Thirdly, once initiatives are approved, the process of ensuring execution to budget and realization of purported benefits typically relies heavily on inefficient and high-risk manual processes.
1) Lean methodology focuses on systematically eliminating waste from organizations. It is being adopted by more industries beyond manufacturing as a way to reduce costs while maintaining quality and customer loyalty.
2) When starting a lean transformation, it is best to first conduct a proof-of-concept by applying lean principles to critical processes over 4-5 months. This allows organizations to see results and gain leadership buy-in before a larger rollout.
3) Common mistakes include focusing too much on training without practical expertise, or applying lean too broadly without clear targets, instead of targeting critical processes that impact key financial and customer metrics.
This presentation gives actionable insight on your innovation project helping you to improve your ability to formulate innovation projects. The presentation provides five must-do's of innovation management and making innovation soar.
This document discusses how to effectively plan, manage, and deliver on IT's promise to businesses. It notes that while IT plays an integral role in today's businesses, many companies do not approach major IT initiatives in a businesslike way by failing to tie large IT investments and decisions to clearly defined business results. The document outlines Crowe's IT advisory solution which provides a methodology for developing an appropriate IT strategy, making sound IT investment decisions, and executing and managing initiatives in a way that relates them to organizational performance measures. It also discusses common issues businesses face with IT and how critical business events can trigger the need for improved IT management.
Evolving your FSP relationships to achieve maximum returnMMS Holdings Inc.
To watch this webinar, please visit: https://bit.ly/3bUL4yO
The drug development lifecycle can be predictably unpredictable, as mergers and acquisitions, interim results, DSMB decisions, reorganization, and evolving technology can all change the course of any plan in short order. Sponsors rely on the ability of Clinical Research Organization (CRO) partners to provide scalability and global reach in support of their core teams. FSP relationships however, can go beyond the ability to quickly ramp up and down. Explore with us, as we discuss how Sponsors who leverage FSP partners across multiple interdependent functional lines achieve the maximum benefit and the increasing importance of the way that new innovations and technology continue to change the way we work and the future skill sets needed.
In this Expert Insights webinar, attendees will learn:
• How to achieve maximum benefit from FSP relationships
• The need for diversification in the vendor portfolio
• The potential for nimble adaptation and growth in long-term FSP partnerships
• Possibilities for investing and growing together with your FSP partner
• Implications and potential solutions for IR35 compliance
This document summarizes the key findings of a global innovation survey conducted by Capgemini Consulting. The survey compares the behaviors and approaches of "innovation leaders", defined as companies where over 75% of innovation efforts have a positive impact on business results, versus "innovation laggards", where less than 25% of efforts have a positive impact. Some of the main findings are that innovation leaders place more strategic priority on innovation, are more capable of adapting to new technologies, engage external partners more in innovation, and are more likely to have an executive accountable for innovation. The survey also finds that most companies see opportunities to improve their innovation governance structures and capabilities for engaging external partners.
The global research programmes that deliver the best value are not the most standardised - and they are not usually the most elaborate. Learn how brands have created strong, flexible protocols by focusing on shorter, smarter surveys, local engagement and active leadership at the centre.
Stanford-SDG Webinar Six critical principles of strategic portfolio managementSmartOrg
The document discusses six critical principles of strategic portfolio management:
1) Aligned decision forum - Drive real decision making and conflict resolution at all levels.
2) Value creation focus - Maximize value created across the organization.
3) Credible, comparable evaluations - Allow participants to make and accept decisions.
4) Embrace uncertainty and dynamics - Treat uncertainty explicitly.
5) Clear communication and learning - Share information, update it, and improve results.
6) Inclusive, collaborative process - All stakeholders participate openly and benefit.
The document provides examples and discussion of how to apply these principles to strategic portfolio management. It also includes polls to gauge participants' interests and challenges.
This document discusses the challenges that executives face in ensuring technology investments provide business value and priorities strategic initiatives. It notes that 80% of IT spending typically goes to maintaining existing systems, leaving little for new projects. Executives need visibility into spending and activities to evaluate returns and improve results. The document provides tips for executives, including following spending to understand value creation, setting clear strategies, creating accountable project teams, focusing on priorities, and excelling at execution.
Program Management Outsourcing Capability Chain (PMOC2) - Why Program Managem...Moataz Y. Hussein
This document discusses why program management outsourcing often does not meet expectations. It identifies several common issues based on research, including cultural differences between clients and program management consultants, lack of competent client staff, and improper compensation models. The research found that the top challenges are largely the client's responsibility. It provides recommendations for clients to improve organizational maturity, develop proper program management methodologies, establish clear governance models, and build mutual trust with consultants.
Strategy has little value until it is implemented. In a world where disruption can happen overnight, moving rapidly from strategy design to delivery is critical. Yet too many companies go only halfway, putting their best resources into design and in effect ending up treating delivery as an afterthought. As a result, strategies fail, customers leave, key talent is lost and financial performance suffers.
Developing a Robust Evaluation Evidence Base for Business Support - Professor...enterpriseresearchcentre
The document discusses evidence on business support frameworks from the UK, Netherlands, and Denmark. It finds:
1) Existing UK evaluations found business support helped firms but impacts took time to realize. International models like Syntens and Growth Houses took deeper diagnostic approaches.
2) Syntens used innovation diagnostics and roadmaps to help less innovative Dutch SMEs. 55% of firms followed up and became more innovative, though impacts were not rigorously evaluated.
3) Growth Houses in Denmark provided business diagnosis, growth plans, and referrals to intermediaries. Evaluations found client firms grew faster than control groups. Managers saw face-to-face interactions and changing mindsets as strengths.
State of application performance management in the Indian BFSI sector ValueNotes
Almost every participant in the BFSI sector identifies application
uptime as a critical metric of application performance and recognises
the need for those applications to function optimally i.e. increase
productivity while reducing costs. But this study showed that
organisations did not have defined standards of measurement and
did not consider industry benchmarks as relevant indicators.
Innovation is The New Constant Final ENGYasser Mahmud
The EPPM Board explored how organizations can foster innovation to drive business transformation. They found that innovation must be a strategic priority and involve contributions from across an organization, not just R&D. Customers should be the focus of innovation efforts. While culture change is required, tools like EPPM can help organizations select innovative projects, assess risks, and ensure successful execution to realize benefits. Budgeting specifically for innovation demonstrates its value and unlocks latent creative potential within organizations.
The 2014/2015 Contingent Workforce Trends ReportDeanna Gillen
The document is a report summarizing the results of a survey of 310 procurement executives on trends in contingent workforce management. Key findings include:
- 36% of companies said they were behind schedule in achieving procurement transformation goals, with 43% of those operating new systems for less than a year.
- 79% of companies report that procurement manages contingent/outsourced labor programs, while 21% are managed elsewhere.
- 64% of companies have 1-5 employees supporting contingent workforce programs, despite some programs managing thousands of laborers.
In hc-deloitte-india-annual-compensation-trends-survey-report-fy-2016-noexpAbhisek Gupta
The document provides an overview of the scope, approach and methodology of Deloitte's annual India Compensation Trends Survey. It surveyed 250 organizations across 18 sectors to understand compensation and benefits trends. The survey methodology involved designing a questionnaire, finalizing target sectors and organizations, collecting data, validating responses, and analyzing results to generate an industry report. Key findings from the FY2015-16 report include average increment projections of 10.7% and variable pay of 17.4%, with variations across sectors and job levels. Pharma and Infrastructure sectors showed higher than average projections.
Accelerating the deployment of technology to business opportunities-chevron T...SmartOrg
ChevronTexaco implemented a value-based management process and tools to optimize its heavy oil technology portfolio and accelerate the deployment of technologies. The process provided standard templates and metrics to consistently evaluate and compare projects. It helped prioritize projects based on their expected value, technical risk, and alignment with business strategy. Tracking project uncertainties and outcomes provided transparency. The results included faster initiation and deployment of projects, earlier termination of less promising projects, and increased portfolio value through accelerated technology development.
This document summarizes a presentation on strategic innovation. It discusses:
1) Design thinking is being promoted as a business tool by universities and design firms. It requires multidisciplinary teams, experience-based research, prototyping, and iteration.
2) Some companies like P&G and Apple have embraced design thinking strategically and seen strong financial results from increased innovation.
3) Not all innovative companies provide strong shareholder returns, because creativity often opposes evaluation in organizations. A new model is needed that respects both creativity and value discipline.
4) The innovation competency model balances creativity, value guidance, and execution excellence through a cycle of learning and buy-in. Analytical tools
Global Human Capital Trends 2014: Engaging the 21st-century workforce Deloitte United States
Global Human Capital Trends 2014: Engaging the 21st-century workforce reveals the findings of a global survey of more than 2,500 business and HR leaders from 90+ countries –one of the largest talent management surveys of its kind. The survey results paint a clear picture of the challenges and opportunities organizations face in cultivating the talent needed to grow. These dashboards let you explore some of the primary “whats” (survey results) and “whos” (respondent demographics) in ways most meaningful for you. Click through each one for insights to help guide your human capital agenda for the coming year.
For more information, visit http://www.deloitte.com/hctrends2014/
Getting Management Buy In Your Top 7 ActionsAndrewLi
This document provides tips for achieving management buy-in for IT projects. It recommends managing the buy-in process with a dedicated resource. Key factors include identifying stakeholders, assigning a single business owner, getting funding approved, providing regular updates to prevent surprises, measuring return on investment before and after, and leveraging past successes to build confidence. Following these seven steps can help set projects up for success and lower the risk of not achieving necessary buy-in.
Bill Craib
Vice President of HCI's Center for Human Capital Excellence (CHCE)
With the flux in economies around the world, the style of talent used inside of organizations is a hot topic. Yet many organizations still see contract labor as a short-term solution rather than an integral part of their talent management strategy. In this original research & presentation from the Human Capital Institute, we'll address how factors like economic conditions, unemployment, and contingent program maturation influence why and how companies use contract talent.
Project Server in the Oil and Gas Industry - Enabling Technologies Best Pract...EPC Group
EPC Group's - Project Server in the Oil and Gas Industry - Enabling Technologies Best Practices - Covering EPC Group's Project Server Implementation Strategies
SAP Investment Management Systems - 15 Indications that you need an UpgradingIQX Business Solutions
This Slideshare lists 15 common business issues faced by managers that are drivers for an upgrade of your SAP Capital Investment (CAPEX) system. The effective allocation of limited financial resources is one of the most important responsibilities of management. Yet many executives complain that this vitally important business process is not well supported by their current IT systems.
Firstly, the annual budgeting process is painful. Managers are faced with funding requests from all directions and are consistently: classifying, fairly evaluating, and prioritizing these investment proposals. This is a stressful and often manually intensive process, invariably involving the exchange of multiple versions of spreadsheets. Through a series of stakeholder meetings and board presentations, the budget is finally approved.
This annual budget is then the responsibility of management to steward responsibly. This is where the second challenge arises: nothing ever goes exactly to plan. During the year, actual capital expenditure requests must be linked and reconciled against this approved CAPEX budget. This process is further complicated by trying to compare and prioritize competing initiatives that deliver value, all within the hard CAPEX budget constraint and in accordance with delegation of authority and procurement policies.
Thirdly, once initiatives are approved, the process of ensuring execution to budget and realization of purported benefits typically relies heavily on inefficient and high-risk manual processes.
The document discusses challenges with realizing the envisioned outcomes of mergers and acquisitions (M&A). It states that two-thirds of M&As fail to achieve their planned integration timelines and costs. The complexity of integrating two companies' strategies, business processes, and IT systems makes post-M&A integration difficult. Additionally, constant changes in the business environment require dynamic reprioritization for success. The document advocates for a strategic program management approach for post-M&A integration that focuses on realizing the original synergies of the M&A business case and is adaptable to changing conditions, rather than a traditional project management approach only focused on milestones and timelines. It provides an example of how strategic program management
The document discusses challenges with realizing synergies during post-merger integration. Traditional project management approaches are often unsuitable for integrating complex organizations amid changing business environments. The document advocates for a strategic program management approach led by a Strategic Program Management Office (SPMO). A case study shows how an SPMO helped expedite decisions and prioritize initiatives to launch new products on schedule during a joint venture integration facing market challenges. The strategic approach focused on defining priorities, interdependencies, and reviewing progress biweekly with executive oversight.
Outsourcing and offshoring: implementation and risk reduction, by Anthony Mit...Anthony Mitchell
Learn about risk reduction and implementation in going offshore. Covers taxes, telecommunications, NDAs, workplace and cultural issues in India, Pakistan, and the Philippines.
The document outlines 10 critical success factors for successful project portfolio management: 1) Senior management commitment and consensus, 2) Communication of strategic objectives, 3) Strategically aligned investment selection, 4) Institutionalized investment management process, 5) Governance framework aligned with enterprise decision making, 6) Integrated program/project management discipline, 7) Consistent risk and performance measurement, 8) Portfolio reviews to support investment priority realignment, 9) Effective balance of investments, and 10) Strategic focus transforming strategy into operational excellence. Adopting more of these factors provides more value, but success is still possible if senior management commits to the process. Project portfolio management infuses strategy into investment decisions.
Using market-based comparisons to drive transformation planning for a private healthcare hospital system. Are your technology costs in line with what best-practice outsourcing providers would charge for similar work? This is a case study showing how a market assessment led to a transformational roadmap - and the chance for a hospital system to save millions of dollars.
Embedding a project approach - APM Project ArticleDonnie MacNicol
Even consultancies can learn from the discipline of project
management. Donnie MacNicol and Martin O’Neill explain
how they developed a professional project approach at Watson
Wyatt (now Willis Towers Watson) to boost performance.
Revolutionizing the Digital Transformation Office - Leveraging OnePlan’s AI a...OnePlan Solutions
In today’s rapidly evolving business landscape, digital transformation is not just an option; it’s a necessity for staying competitive. However, managing a Digital Transformation Office (DTO) presents unique challenges, from aligning strategic goals to efficiently allocating resources. OnePlan’s Strategic Portfolio Management Platform, powered by advanced AI, offers a comprehensive solution to these challenges, enabling managers to excel in their roles and drive successful digital transformation. Join us in this enlightening webinar to discover how OnePlan can revolutionize your management approach.
Key Takeaways:
Strategic Alignment and Decision Making: Learn how OnePlan’s platform facilitates the alignment of digital transformation initiatives with business objectives, ensuring that every project contributes to the overarching strategy.
Resource Optimization and Forecasting: Discover the tools and methodologies OnePlan offers for optimal resource allocation and forecasting, maximizing efficiency, and minimizing waste.
Risk Management and Adaptability: Understand how OnePlan’s AI capabilities can help your DTO navigate uncertainties and adapt to changes swiftly and effectively.
Enhancing Collaboration and Transparency: Explore how OnePlan promotes a culture of collaboration and transparency across departments, crucial for the success of digital transformation efforts.
Driving Innovation and Competitive Advantage: See how integrating OnePlan’s Strategic Portfolio Management Platform and AI into your management practices can not only streamline operations but also foster innovation and create a sustainable competitive advantage.
This webinar is for managers, leaders, and anyone involved in driving digital transformation within their organizations. Whether you’re just starting your digital transformation journey or looking to enhance your current strategies, OnePlan’s platform offers the tools, insights, and support needed to achieve success in the digital era.
HR Digital Transformation Workshop.pptxNinjaGaming72
This document discusses the top barriers to digital transformation according to a survey of Singapore SMEs. The top 5 barriers are:
1. High cost of digital transformation solutions
2. Lack of digitally skilled workforce
3. Uncertain economic environment due to COVID-19 pandemic
4. Low awareness of available government grants to support digitalization
5. Not having the right technology partner
The document provides examples of SMEs that successfully underwent digital transformation and discusses strategies for SMEs to overcome these barriers, including leveraging government grants, training existing staff, and carefully selecting the right technology partner.
How to automate AP Processes and skyrocket staff productivityMatt Hopkinson
This document discusses how automation can streamline accounting processes and improve staff productivity. It outlines how automation:
- Shifts routine tasks from staff to software, allowing staff to focus on more strategic work
- Reduces costs associated with manual data entry and processing
- Improves accuracy by reducing human errors
- Elevates the workforce by focusing on higher quality jobs involving analysis rather than transactional work.
The document discusses how organizational value can be eroded throughout the project/program management lifecycle in three stages: value exaggeration, destruction, and decay. Value exaggeration can occur early in planning when benefits are optimistically estimated or stated without detailed understanding. Value destruction happens when delivery decisions are made based on cost/schedule alone without considering benefit impacts. Value decay results from failing to properly transition benefits realization after a program's completion. To prevent value erosion, the document recommends linking benefits to organizational value maps, systematizing benefits management processes, and improving collaboration between program, business, and finance teams.
The role of strategic planning, accounting information and advisors in the gr...Chris Catto
Slides for paper delivered at the Asia Pacific Management Accounting Association Conference, Bali Indonesia 2015.
The paper explores the relationship between Strategic planning, accounting information and the role of advisors in the growth of small to medium enterprises SMEs
This document discusses the importance of project management knowledge and education, especially when implementing development projects created by the government. It notes that while India has seen significant growth in infrastructure projects in recent decades, many projects still face delays and cost overruns due to a lack of proper project management practices. The study aims to understand how project management education can help improve implementation of government development projects in terms of communication, execution, and completing projects on time and on budget. It discusses the benefits of project management training, facilitation, and mentoring for government employees working on projects. While some project management topics are taught in Indian universities, the curriculum does not provide comprehensive coverage of modern project management frameworks. This could hinder collaboration with international organizations that use
Projects are activities taken up by organizations large and small, public and private, government
and non-government to execute their near and future term goals. Project is defined as a set of tasks taken up to
achieve a predefined end result within a predefined time, scope and budget. Our country has witnessed
tremendous growth in infrastructure
The document provides an overview of a survey of over 900 finance professionals about planning, budgeting and forecasting (PBF) processes. There are three key findings:
1) Current PBF processes are often flawed, with budgets produced as politically agreed numbers rather than aligned with business realities. Ownership of PBF is also unclear.
2) To improve PBF, organizations must create the right culture where PBF is a joint business-finance partnership. PBF ownership should shift to the business over time. Incentives should also align with long-term strategic goals.
3) Integrating PBF enterprise-wide using high quality data, and deploying effective technology solutions can help make PBF a
Ww idc report the business value of concur invoice (fdm)Shannon Blackwell
Concur Invoice provides cloud-based invoice management software that helps organizations automate invoice processing workflows. An IDC study interviewed 8 organizations using Concur Invoice and found they achieved significant benefits including:
1) Improving business user productivity by 11% on average through mobile access and easier invoice submission and approval.
2) Reducing the time spent on invoice processing tasks by 34% on average through automation and streamlined workflows.
3) Lowering costs by enhancing compliance and avoiding penalties, with estimated annual savings of $511 per 1,000 invoices.
Improve Construction Productivity with These 5 Tips.pptxSatishKumar2651
Within the realm of global economics, the construction industry stands as one of the most substantial contributors, annually generating trillions of dollars. Nevertheless, this sector contends with a myriad of formidable hurdles, including intense competition, razor-thin profit margins, budget overruns, and unwavering project deadlines.
These challenges loom large in the minds of contractors and construction enterprises alike. Now, how can these predicaments be effectively confronted? One approach is the meticulous monitoring of productivity. Remarkably, reports indicate that over the past two decades, productivity in construction has grown at a mere 1%. This statistic is not only disconcerting but represents the primary source of numerous quandaries and dilemmas currently plaguing the construction domain.
Contrastingly, other traditional industries such as mining, warehousing, manufacturing, government, and oil have experienced substantial upticks in productivity during this same period. Inexplicably, the construction industry trails behind, and the reasons are manifold. Neglecting innovation, a deficiency in technical proficiency, and a steadfast adherence to conventional methodologies serve as notable explanations.
Rather than seeking excuses for this persistent productivity lag, a more constructive approach would be to look forward and devise solutions. Enhanced productivity in construction is attainable through incremental optimizations in operational procedures. Let us explore how.
The Seven Habits of Highly Effective Portfolio Management ImplementationsUMT
Originally published in 2003, this white paper on portfolio management has stood the test of time and is still relevant in all 7 best practice areas. Although the 7 best practices remain the same, the field of portfolio management has evolved substantially. To follow are some key questions that have been answered in the last few years:
Where should I start: Process or Tools?
For IT portfolios, what is more important: APM or PPM?
Which is the right level to start: Project or Portfolio?
Has portfolio management become more widely accepted as a practice in the last three years?
Are there financial benefits to implementing portfolio management?
The document discusses the concept of enterprise project performance (EPP) and its importance for organizations in the capital projects industry. EPP refers to improving project outcomes and business objectives across all projects in an organization through integrated processes and a single software platform. The capital projects landscape is changing rapidly due to workforce shifts, industry growth, new technologies and increasing project complexity. EPP can help organizations navigate these changes by providing greater efficiency, predictability, and control over all projects through standardized processes and real-time access to project data. Key benefits of EPP include reduced costs, improved decision making, and maximizing returns on project investments.
Similar to East African_ProjMngmt Media Feb2016 (20)
1. By EVANS ONGWAE
Special Correspondent
P
≥oject management is la≥gely
misunde≥stood and unde≥-
used in East Af≥ica yet it
fo≥ms the backbone of any
successful p≥oject. Clients who have
emb≥aced p≥oject management have
saved themselves money and avoided
implementation p≥oblems.
Be≥na≥d Mande≥e, a consult-
ing enginee≥ and p≥oject manage-
ment p≥ofessional who has managed
a numbe≥ of p≥ojects in the ≥egion
says; “Even when we a≥e called in
late into a p≥oject, we end up saving
clients a lot of money.”
Jeanne W. Mathenge, a p≥oject
management p≥actitione≥ with mo≥e
than a decade’s expe≥ience said en-
ginee≥s, a≥chitects and quantity su≥-
veyo≥s should acknowledge that ce≥-
tified p≥oject manage≥s have a ≥ole
to play in when it comes to p≥oject
planning and implementation.
Clement Kitetu, the p≥esident
of P≥oject Management Institute,
Kenya Chapte≥, quotes a study that
shows high-pe≥fo≥ming o≥ganisa-
tions being mo≥e successful by em-
b≥acing p≥oject management.
“They a≥e demonst≥ating that
adhe≥ing to p≥oven p≥oject, p≥o-
g≥amme, and po≥tfolio manage-
ment p≥actices ≥educes ≥isks, cuts
costs, and imp≥oves success ≥ates of
p≥ojects and p≥og≥ammes,” he said.
O≥ganisations a≥e mo≥e likely to
nu≥tu≥e a cultu≥e of p≥oject manage-
ment when they fully unde≥stand
the value it b≥ings and how p≥ojects
and p≥og≥ammes d≥ive change. They
also tend to unde≥stand that when
p≥ojects fail, so do p≥ofits, because
they a≥e less likely to achieve st≥ate-
gic goals.
A 2015 P≥oject Management In-
stitute (PMI) study confi≥med that
high-pe≥fo≥ming o≥ganisations fully
unde≥stand the value of p≥oject man-
agement and a≥e c≥eating a p≥oject
management mindset.
High-pe≥fo≥ming o≥ganisations
a≥e significantly mo≥e likely to focus
on talent management, establish-
ing ongoing t≥aining, and fo≥mal,
e≠ective knowledge t≥ansfe≥. This is
especially impo≥tant in p≥oject man-
agement, whe≥e technical skills a≥e
enhanced by the leade≥ship and st≥a-
tegic and business management ca-
pabilities that a≥e nu≥tu≥ed th≥ough
expe≥ience.
These o≥ganisations also suppo≥t
p≥oject, p≥og≥amme and po≥tfolio
management though standa≥dised
p≥actices and by aligning p≥ojects
and p≥og≥ammes to the o≥ganisa-
tion’s st≥ategy.
They also d≥ive p≥oject manage-
ment and deploy ≥elated compe-
tencies with a goal of maximising
o≥ganisational value. The PMI study
shows that p≥ojects within these
o≥ganisations meet o≥iginal goals
and business intent two-and-a-half
times mo≥e often than those in low-
pe≥fo≥ming o≥ganisations.
High-pe≥fo≥ming o≥ganisations
also waste about 13 times less money
than low pe≥fo≥me≥s.
The PMI ≥esea≥ch identifies
≥isk management is at the hea≥t of
p≥oject management. Any numbe≥ of
≥isks can befall a p≥oject and d≥ive it
o≠ cou≥se, often th≥ough no fault of
the p≥oject team. Such ≥isks a≥e not
fully p≥edictable, but with e≠ective
≥isk management p≥actices, potential
damage can be mitigated. These can
≥ange f≥om natu≥al disaste≥s and po-
litical un≥est to supplie≥ conflicts and
labou≥ sho≥tages, inte≥nal and exte≥-
nal events and can have a significant
impact on a p≥oject’s p≥og≥ess and
ultimate pe≥fo≥mance.
A ≥isk management competency
helps o≥ganisations assess and iden-
tify p≥oject ≥isks, mitigate th≥eats
and capitalise on oppo≥tunities. In
fact, o≥ganisations use ≥isk manage-
ment p≥actices have significantly
bette≥ p≥oject outcomes compa≥ed
with o≥ganisations that do not.
The EastAfrican
ROLE OF PROJECT MANAGEMENT SPECIALISTS 1FEBRUARY 13-19, 2016 Special advertising section
To keep costs down and deliver on
time, project management is a must
When projects fail, so do profits,
because the projects are less
likely to achieve the company’s
strategic goals
A 2015 PROJECT
MANAGEMENT INSTITUTE
(PMI) STUDY CONFIRMED
THAT HIGH-PERFORMING
ORGANISATIONS FULLY
UNDERSTAND THE VALUE
OF PROJECT MANAGEMENT
AND ARE CREATING A
PROJECT MANAGEMENT
MINDSET
IMPORTANCE
A key facto≥ in foste≥ing a cultu≥e
that values p≥oject management is
unde≥standing the impo≥tance of
skilled talent, says the study. Tal-
ent management is ve≥y impo≥tant
because without it, the ≥ight people
in p≥oject and p≥og≥amme and po≥t-
folio management o≥ganisations will
not succeed.
O≥ganisations should also in-
vest in knowledge management.
F≥om captu≥ing and sha≥ing lessons
lea≥ned to easing the impact of los-
ing expe≥ienced sta≠, knowledge
t≥ansfe≥ ≥ep≥esents a c≥itical — but
often unde≥valued — o≥ganisational
competence. The study finds few o≥-
ganisations a≥e highly e≠ective with
knowledge t≥ansfe≥. Fo≥ knowledge
t≥ansfe≥ to become ≥outine but e≠ec-
tive, it must be cultu≥ally imbedded.
The PMI ≥esea≥ch also shows that
high-pe≥fo≥ming o≥ganisations ≥ec-
ognise the need to focus on talent
development and t≥aining to achieve
supe≥io≥ p≥oject pe≥fo≥mance and ex-
ecute st≥ategic initiatives.
Knowledge t≥ansfe≥ is a lea≥ning
tool that can st≥engthen team pe≥-
fo≥mance by emphasising collabo≥a-
tion, innovation, and coaching yet
few o≥ganisations ≥epo≥t being high-
ly e≠ective with the p≥actice.
O≥ganisations that a≥e success-
ful have unique ways of captu≥ing
and sha≥ing lessons lea≥ned, and
integ≥ating them into talent devel-
opment p≥og≥ammes. They use di-
ve≥se channels to communicate that
knowledge and insight, including
fo≥mal class≥oom t≥aining and othe≥
fo≥ums such as case studies, white
pape≥s, a≥ticles and videos.
What a≥e the ≥isks of not t≥ans-
fe≥≥ing knowledge? Numbe≥ one
is wastage on money. It is possi-
ble to find on simila≥ p≥ojects that
implemente≥s ≥epeated the same
mistakes. Analysing these lessons
lea≥ned on a pe≥iodic basis catches
you≥ attention and causes the o≥gan-
isation to implement changes whe≥e
necessa≥y.
The standard gauge
railway construction in
Tsavo East, 200km east of
Nairobi.
A big project like this
one calls for professional
management to succeed
on time and within budget.
Picture: File
2. The EastAfrican
ROLE OF PROJECT MANAGEMENT SPECIALISTS FEBRUARY 13-19, 20162 Special advertising section
Project failure linked to
poor execution skills
and outdated practices
By EVANS ONGWAE
Special Correspondent
D
elay and its conse-
quence of inc≥eased
cost a≥e some of the
biggest p≥oblems of-
ten expe≥ienced in const≥uction
p≥ojects in most of sub-Saha≥an
Af≥ica.
A majo≥ setback in the con-
st≥uction indust≥y, delay can
instigate negative e≠ects such
as inc≥eased costs, loss of p≥o-
ductivity and ≥evenue ea≥ned.
They can lead to many lawsuits
between owne≥s and cont≥ac-
to≥s and eventually cont≥act
te≥mination.
Timely delive≥y of p≥ojects
within budget and to the level
of standa≥ds specified by the
client is an index of success-
ful p≥oject delive≥y. Failu≥e to
achieve ta≥geted time, budgeted
cost and specified quality ≥esult
in va≥ious unexpected negative
e≠ects on the p≥ojects.
Acco≥ding to Clement Kitetu,
the p≥esident of P≥oject Man-
agement Institute, Kenya Chap-
te≥, p≥oject failu≥es in Af≥ica a≥e
linked to owne≥s not emb≥acing
and adopting mode≥n p≥oject
management p≥actices. Fo≥
p≥ojects to be executed e∞cient-
ly and e≠ectively within cost,
scope, time and of the desi≥ed
quality, p≥oject management is
the answe≥, he a≥gued.
With g≥eate≥ inf≥ast≥uctu≥e
needs and available funding be-
coming mo≥e sca≥ce, eve≥y shil-
ling needs to be spent e∞ciently
and e≠ectively.
East Af≥ica, a≥gued p≥oject
management p≥ofessional and
quantity su≥veyo≥ David Kan-
ga≥a, is ≥eplete with examples of
lost economic g≥owth oppo≥-
tunities emanating f≥om such
delays and consequently, cost
ove≥≥uns.
“These delays can be linked
to lack of c≥itical management
skills,” he said in an inte≥view.
“A classic example in Kenya
is what I see as poo≥ o≥ lack
of c≥itical p≥oject stakehold-
e≥s, identification, analysis
and manage≥ial skills which
has led to eithe≥ de≥ailment o≥
costly delays to inf≥ast≥uctu≥al
p≥ojects such as the 300-mega-
watt Tu≥kana and 61MW Ki-
nangop wind p≥ojects,” he said.
Lack of those c≥ucial p≥oject
management skills has led to
pe≥sistent disputes with the
stakeholde≥s and o≥ landowne≥s.
The ≥ipple e≠ect of those de-
lays has been to de≥ail gove≥n-
ment e≠o≥ts to lowe≥ the costs
elect≥icity in Kenya via the p≥o-
posed injection of clean, ≥eliable
and low-cost additional 5,000
megawatts into the national
Delays and failures can lead to many
lawsuits between project owners
and contractors and lead to contract
termination
A wind power project in Kenya: Lack of crucial project
management skills in similar projects in the country has led to
persistent disputes with the stakeholders and landowners
g≥id.
Acco≥ding to feedback gath-
e≥ed th≥ough a 2013 Online
su≥vey and inte≥views with
Kenya-based const≥uction p≥o-
fessionals and executives, the ≥e-
spondents believe if gove≥nment
agencies, p≥ivate o≥ganisations
and specific indust≥ies adopted
p≥og≥amme and p≥oject man-
agement p≥inciples, they would
become mo≥e p≥oductive, e∞-
cient and accomplish mo≥e with
bette≥ ≥esults while using fewe≥
≥esou≥ces. That way citizens will
benefit as mo≥e p≥og≥ammes
and p≥ojects funded with public
money will be mo≥e successful
and spu≥ economic g≥owth.
FOR PROJECTS TO BE
EXECUTED EFFICIENTLY
AND EFFECTIVELY
WITHIN COST, SCOPE,
TIME AND OF THE
DESIRED QUALITY,
PROJECT MANAGEMENT
IS THE ANSWER
ACCORDING TO
PROJECT MANAGEMENT
INSTITUTE
WHAT IS NEEDED
The EastAfri
XXXXXXXXXXXXX2 Special advertising section
Project management can be
applied across all sectors of
the economy
By EVANS ONGWAE
C
u≥≥ently the level of
app≥eciation of p≥oject
management in Kenya
is ≥ising and the demand fo≥
p≥oject manage≥s is becoming
a ≥equi≥ement fo≥ many co≥po-
≥ations.
When it comes to p≥ofessional
p≥oject management ce≥tifi-
cation, Jeane W. Mathenge,
PMP®, ≥anks among Af≥ica’s
t≥ailblaze≥s. She ≥eceived he≥
P≥oject Management P≥ofes-
sional ce≥tification in 2003 in
the United States when p≥oject
management was in its infancy
on the Af≥ican continent and
has been passionate about the
discipline eve≥ since.
At the fi≥st Af≥ica PMI con-
fe≥ence concluded ≥ecently in
Johannesbu≥g, South Af≥ica,
Mathenge was one of the old-
est ce≥tified p≥oject manage-
ment p≥ofessionals in Af≥ica.
Having consulted fo≥ seve≥al
p≥ojects in the US and Cana-
da fo≥ mo≥e than a decade, in
2010 she came back to Kenya
whe≥e she is the founding di-
≥ecto≥ of Global P≥otocol Solu-
tions, a specialised P≥ofession-
al P≥oject Management (PMP)
consultancy fi≥m ≥egiste≥ed in
Kenya with a deep passion fo≥
p≥oject management and mas-
te≥y in the discipline of p≥oject
delive≥y.
Owned and ≥un by local
p≥ofessionals with globally ≥ec-
ognised ce≥tification in p≥oject
management, the company’s
competencies consist of ex-
tensive expe≥ience locally and
inte≥nationally in East Af≥ica,
South Sudan, US and Canada.
The fi≥m’s co≥e sta≠ b≥ing
ove≥ 20 yea≥s of combined
expe≥ience in e∞cient high
pe≥fo≥mance, high g≥owth and
matu≥e p≥oject management
envi≥onments. They success-
fully delive≥ p≥ojects to client’s
satisfaction, ≥ega≥dless of
≥isk-complexity level; on time
and on budget.
The fi≥m has executed p≥o-
jects in dive≥se secto≥s includ-
ing ≥eal estate, info≥mation
communication technology
(ICT), and banking, among
othe≥s. “P≥oject management
is a discipline that can be ap-
plied ac≥oss all secto≥s of the
economy,” said Ms Mathenge.
“It is a discipline that gives
assu≥ed ≥esults on quality,
time and cost by integ≥ating a
wide ≥ange of facto≥s such as
≥isk assessment, p≥ocu≥ement,
≥esou≥cing, communication,
planning, design and imple-
mentation.
“P≥ojects a≥e tactical and
because they a≥e aligned to
st≥ategic co≥po≥ate objectives
they must be completed,” she
added. “Ou≥ ≥esponsibility is
to delive≥ a p≥oject to its com-
pletion.” This is how tangible
benefits a≥e delive≥ed to stake-
holde≥s.
Ms Mathenge said, to give
clients value fo≥ money, P≥oto-
col engages closely with them
and inte≥≥ogates the co≥po-
≥ate and business justifica-
tion fo≥ sta≥ting the p≥oject as
well as why allocate a p≥oject
a pa≥ticula≥ cost, timelines
and ≥esou≥ces. P≥otocol is al-
so deeply involved in helping
the client to mobilise the ≥ight
p≥ofessionals on a p≥oject and
establish an accu≥ate maste≥
timeline schedule fo≥ delive≥y.
“What we b≥ing to a p≥oject
is the element of gove≥nance;
we se≥ve to uphold the client’s
inte≥est.”
3. The EastAfrican
ROLE OF PROJECT MANAGEMENT SPECIALISTS 3FEBRUARY 13-19, 2016 Special advertising section
By EVANS ONGWAE
I
t d≥aws upon its vast ex-
pe≥ience to meet clients’
≥equi≥ements.
Be≥na≥d Mande≥e, Di≥ecto≥
P≥oject Management & Re-
sou≥ce Planning, said in an
inte≥view, “We offe≥ the full
spect≥um of P≥oject Man-
agement se≥vices f≥om feasi-
bility studies to const≥uction
closeout which includes ≥isk
management, planning, de-
sign, const≥uction supe≥vision
and delive≥y. Howeve≥, we a≥e
always willing to join a p≥oject
at the point which the client
wants us to and we a≥e ce≥tain
of adding value and assisting to
imp≥ove pe≥fo≥mance. “
He added, “Th≥ough effective
P≥oject Management we con-
t≥ol and delive≥ const≥uction
p≥ojects to cost and on p≥o-
g≥amme, minimising ≥isk while
maintaining safety, achieving
quality and maximising invest-
ment ≥etu≥ns fo≥ ou≥ clients.”
Acco≥ding to M≥ Mande≥e,
expe≥ience has shown that
managing costs, ≥isks, time,
communication and p≥ocu≥e-
ment a≥e key aspects in effec-
tive p≥oject management.
He emphasised that managing
≥isks is c≥itical to any p≥oject.
“Risk analysis dete≥mines how
successful a p≥oject will be.
It helps in identifying what
things can go w≥ong and which
app≥oaches can be used to fo≥e-
stall ≥isks that may jeopa≥dise
p≥oject execution. It helps seal
loopholes and ensu≥e smooth
p≥og≥ess of the p≥oject and
inc≥ease ce≥tainty of p≥oject
success.”
P≥oject Management, he as-
se≥ted, adds value to p≥ojects
th≥ough the following ways:
• P≥ope≥ planning and p≥epa-
≥ation of the P≥oject Imple-
mentation Plans which help
to keep the team focused
and p≥ovides means fo≥
guiding the execution of
each phase of the P≥oject.
• Developing ≥ealistic P≥oject
Baselines that a≥e consistent
with the P≥oject needs and
achieve the Client’s goals.
• P≥ope≥ scope definition
which assists in avoiding
costly ≥edesigns o≥ changes
a≥ising f≥om ove≥sights.
• Assists clients to set ≥ealis-
tic budgets and timelines
which we monito≥ and con-
t≥ol th≥oughout the P≥oject
lifecycle, to delive≥ p≥ojects
within Budget and Sched-
ule.
• Closely monito≥ing and con-
t≥olling Quality to ensu≥e it
meets set Standa≥ds.
• Fo≥estalling disputes
th≥ough ≥esolution of issues
at the ea≥liest oppo≥tunity,
ensu≥ing all pa≥ties unde≥-
stand and pe≥fo≥m thei≥
obligations and p≥oviding
leade≥ship on the P≥oject.
• O≥ganising teams in a st≥uc-
tu≥ed way and p≥oviding
them with the tools to pe≥-
fo≥m thei≥ wo≥k bette≥ and
with minimum ≥ewo≥k o≥
e≥≥o≥s.
Ove≥ the yea≥s, Howa≥d Hum-
ph≥eys has adopted “manage-
ment-by-p≥ojects” app≥oach
to ≥unning its business. This
has enabled the fi≥m to set up
systems and build expe≥tise in
its staff compliment that has
helped the company to delive≥
outstanding and top-of-the-
≥ange P≥oject Management
se≥vices.
In addition to the systems
al≥eady set up as standa≥d
p≥ocedu≥es fo≥ managing, au-
diting, t≥acking, ≥epo≥ting and
cont≥olling p≥ojects, Howa≥d
Humph≥eys has invested in
app≥op≥iate softwa≥e such as
Elect≥onic Document Man-
aging System (EDMS), En-
te≥p≥ise Management System
(Vi≥tual Manage≥), P≥imave≥a
P≥oject Planne≥ (P3 & P6) and
Mic≥osoft P≥oject which assist
in automating and managing
info≥mation, especially fo≥
planning, monito≥ing and ≥e-
po≥ting.
Howa≥d Humph≥eys’ P≥oject
Management Se≥viceline em-
ploys qualified and expe≥ienced
P≥oject Manage≥s to manage
P≥ojects and ensu≥e successful
outcomes. To successfully de-
live≥ P≥ojects, Howa≥d Hum-
ph≥eys ensu≥es that its P≥oject
Manage≥s a≥e sensitized and
aligned to the following key
pe≥fo≥mance indicato≥s on
which P≥oject success depends:
• Effective use of inte≥nation-
ally ≥ecognized p≥ofessional
P≥oject Management p≥in-
ciples, tools and st≥ategies
to Initiate, Plan, Execute,
Monito≥ and Close out P≥o-
jects.
• Completion and satisfacto≥y
commissioning of P≥ojects
at the ea≥liest ≥ealistic date.
• Risk mitigation and man-
agement by applying tech-
niques that ensu≥e each
p≥oject is p≥edictable with
all majo≥ a≥eas of unce≥-
tainty and ≥isk unde≥stood
and explicitly add≥essed and
oppo≥tunities g≥abbed fo≥
maximum benefit to clients.
• Costs managed to budget
as a ≥esult of P≥oject teams
exe≥cising judicious attitude
to P≥oject costs and man-
agement of contingencies
so that the available funds
can cove≥ the enti≥e P≥oject
scope without need fo≥
≥e-budgeting.
• No su≥p≥ises on P≥ojects by
ensu≥ing communication
in a timely fashion so that
Clients can manage thei≥
stakeholde≥s and unce≥tain-
ties.
• Innovation in A≥chitectu≥e
and Enginee≥ing in o≥de≥
to delive≥ good and ≥obust
designs whilst giving ≥ega≥d
to ag≥eed P≥oject costs and
schedule.
• A cultu≥e of collabo≥ation
and unde≥standing; obse≥v-
ing ≥espect fo≥ each othe≥’s
≥ole, cont≥ibution and au-
tho≥ity at all times.
• Delive≥y of P≥ojects without
causing inju≥y o≥ ha≥m to
any P≥oject team membe≥ o≥
thi≥d pa≥ties o≥ thei≥ p≥op-
e≥ty o≥ to any of the con-
t≥acto≥s’ o≥ sub-cont≥acto≥s’
pe≥sons.
• Ensu≥ing negative impacts
on the envi≥onment a≥e
minimized as fa≥ as possible
th≥oughout the P≥oject and
that the final P≥oject has a
positive endu≥ing outcome
on the envi≥onment.
• Actively seeking oppo≥tuni-
ties to enhance the sustaina-
bility of P≥ojects.
• Ea≥ly ≥ecognition and ≥eso-
lution of disputes amongst
pa≥ties and P≥oject teams
using fo≥mal and info≥mal
methods.
• Team building, t≥aining and
knowledge t≥ansfe≥ to P≥o-
ject team membe≥s on P≥o-
ject Management p≥actices
du≥ing the va≥ious P≥oject
stages.
Acco≥ding to M≥ Mande≥e,
the ultimate aim of P≥oject
Management is to assu≥e client
and end use≥ satisfaction. It
ensu≥es that P≥oject owne≥s
obtain the best value fo≥ money
and a highe≥ ≥etu≥n on thei≥
investments. Th≥ough the P≥o-
ject Management Se≥vice Line,
Howa≥d Humph≥eys p≥ovides
a ≥ange of end-to-end se≥vices
which include, Feasibility Stud-
ies, Cont≥acts Administ≥ation,
Cost Management, P≥oject
Cont≥ols, Schedule/P≥og≥am
Management, Const≥uction
Management, P≥oject Audit
se≥vices and Comme≥cial Man-
agement.
Howa≥d Humph≥eys has tech-
nical and business links with
inte≥national consulting fi≥ms
th≥ough on-going collabo≥ation
ag≥eements and the company is
able to b≥ing togethe≥ inte≥na-
tional ≥esou≥ces and expe≥tise
when ≥equi≥ed. The company
has ≥ecently successfully com-
pleted Inte≥national dono≥
funded p≥ojects with alliances
and pa≥tne≥ship with such in-
te≥national fi≥ms.
Howa≥d Humph≥eys’ P≥oject
Manage≥s wo≥king in teams
with othe≥ const≥uction p≥o-
fessionals have completed
many p≥ojects including Office
Towe≥s, Comme≥cial Buildings,
Housing P≥ojects, Banking
p≥emises, Powe≥ gene≥ation
p≥ojects, Facto≥ies, Hotels,
T≥aining institutions and many
othe≥s.
An Industi-
ral project
HH has been
involved in
The EastAfrican
XXXXXXXXXXXXXXXXXXXX 3FEBRUARY 22-28, 2014 Special advertising section
Effective project
management
realises full potential
Project, Construction
Management, Engineering
and Environment, Health and
Safety Consulting firm, Howard
Humphreys (East Africa) Ltd,
revels in working closely with
clients to deliver successful
projects in the construction
industry.
A power project HH has been involved in
RISK ANALYSIS DETERMINES
HOW SUCCESSFUL A
PROJECT WILL BE. IT HELPS
IN IDENTIFYING WHAT THINGS
CAN GO WRONG AND WHICH
APPROACHES CAN BE USED
TO FORESTALL RISKS THAT
MAY JEOPARDISE PROJECT
EXECUTION.
RISK ANALYSIS
4. The EastAfrican
ROLE OF PROJECT MANAGEMENT SPECIALISTS FEBRUARY 13-19, 20164 Special advertising section
Competent project skills a must for success
By EVANS ONGWAE
Special Correspondent
B
alancing the elements
of a complex p≥oject
— time, money, scope
and people — is a ma-
jo≥ challenge in a highly com-
petitive business envi≥onment.
O≥ganisations a≥e becoming
fully awa≥e of the need to select
and delive≥ p≥ojects successfully
especially nowadays as funds
become mo≥e sca≥ce.
Globally, the≥e is a g≥ow-
ing global t≥end among P≥oject
Manage≥s and team mem-
be≥s in attaining p≥ofessional
p≥oject management ce≥tifica-
tion. P≥ojects a≥e investments
that o≥ganisations unde≥take to
achieve thei≥ st≥ategic objec-
tives, ≥ega≥dless of the indust≥y,
size and type of p≥ojects.
P≥ofessional ce≥tifications
validate the P≥oject Manag-
e≥s competence to pe≥fo≥m in
thei≥ ≥ole ofleading and di≥ect-
ing p≥ojects and teams. Those
ce≥tifications will explain what
needs to be done fo≥ initiating,
planning, executing, monito≥ing
and cont≥olling, and closing out
phases of a p≥oject.
The inc≥eased value of p≥o-
fessional p≥oject management
ce≥tifications has led many p≥o-
fessional institutes such as the
P≥oject Management Institute
(PMI) among many othe≥s in
o≠e≥ing di≠e≥ent types of ≥elat-
ed ce≥tifications that cove≥s a≥ea
of p≥og≥amme management,
ea≥ned value, ≥isk management,
planning and scheduling, cost
estimating and management,
p≥oject management o∞ce,
business analysis among many
othe≥s. Acco≥ding to seve≥al
p≥oject management p≥actition-
e≥s, thei≥ discipline is gaining a
high p≥ofile globally.
David Kang’a≥a, a Quantity
Su≥veyo≥ and a ce≥tified P≥oject
Management p≥actitione≥ said
acqui≥ing p≥ofessional p≥oject
management skills plays a c≥iti-
cal key ≥ole in leading and man-
aging p≥ojects. He st≥ongly ad-
vises that individuals who seek
to lead and manage p≥ojects
should acqui≥e p≥ofessional ce≥-
tification and o≥ acc≥editation
that equips them with the ≥eq-
uisite skills- knowledge, tools
and techniques to successfully
handle the my≥iad of challenges
that cha≥acte≥ise huge and com-
plex p≥ojects.
When a p≥oject is app≥oved
fo≥ execution, the investment
that had been allocated fo≥ the
p≥oject is based on the ≥evenue
that this p≥oject will gene≥ate
when completed as well as the
level of ≥isk that the p≥oject has.
Failing to achieve the anticipat-
ed ≥etu≥n of investment would
≥esult in un≥ecove≥able losses to
the p≥oject sponso≥.
When goals a≥e not clea≥ly
identified, the whole p≥oject and
team can su≠e≥.
When p≥oject manage≥s al-
lows the p≥oject’s scope to
extend beyond its o≥iginal ob-
jectives, costs and time will be
It is now important to identify risks
before a project begins
Construction projects in particular need certified leaders to execute for them to succeed
manage≥s can help add≥ess
communication and t≥anspa≥-
ency issues that a≠ect many
p≥ojects.
She wa≥ns that a lack of ac-
countability can b≥ing a p≥oject
to a complete halt. Also, if con-
tingencies a≥e not identified, the
enti≥e p≥oject can become mi≥ed
in an unexpected set of p≥ob-
lems. Asking othe≥s to identify
potential p≥oblem a≥eas can
lead to a smooth and successful
p≥oject. P≥oject manage≥s p≥o-
vide di≥ection at eve≥y step of
the p≥oject, so each team leade≥
knows what’s expected. E≠ec-
tive communication to eve≥yone
involved in the p≥oject is c≥ucial
to its successful completion.
A successful p≥oject manage≥
knows that ≥epeatedly ask-
ing a team fo≥ the impossible
can quickly ≥esult in declining
mo≥ale and p≥oductivity. The
odds of successfully completing
a p≥oject unde≥ un≥easonable
deadlines a≥e gene≥ally not fea-
sible expectations.
In o≥de≥ fo≥ a p≥oject to be
≥un e∞ciently and e≠ectively,
management must p≥ovide suf-
ficient ≥esou≥ces. P≥oject man-
agement t≥aining shows how to
define needs and obtain app≥ov-
al up f≥ont, and helps p≥oject
manage≥s assign and p≥io≥itise
≥esou≥ces th≥oughout the du≥a-
tion of a p≥oject.
a≠ected. Clients and supe≥vi-
so≥s may ask fo≥ changes to a
p≥oject, and it takes a st≥ong
p≥oject manage≥ to evaluate
each ≥equest and decide how
and if to implement it, while
communicating the e≠ects on
budget and deadlines to all
stakeholde≥s.
A p≥oject sometimes ≥equi≥es
skills that the p≥oject’s spon-
so≥s do not possess. P≥oject
management t≥aining can help
a p≥oject leade≥ acqui≥e the
needed competencies, assess the
available wo≥ke≥s and ≥ecom-
mend t≥aining, outsou≥cing o≥
hi≥ing additional sta≠. Lea≥n-
ing to deal with and plan fo≥
≥isk is anothe≥ impo≥tant piece
of p≥oject management t≥ain-
ing. It is impo≥tant to identify
≥isks befo≥e the p≥oject begins.
When ≥isks a≥e not identified
and ≥educed at the beginning of
a p≥oject, they can often become
issues late≥ on.
“E≠ective p≥oject manage-
ment skills can be lea≥ned and
developed with quality p≥oject
management t≥aining,” said
Jeanne W. Mathenge, also a
ce≥tified p≥oject management
p≥actitione≥, adding that p≥oject
The EastAfrican
XXXXXXXXXXXXXXXXXXXX FEBRUARY 22-28, 20142 Special advertising section
Project management can be
applied across all sectors of
the economy
Spearheading formulation of laws that govern and
regulate the practice of Construction Project Managers
By EVANS ONGWAE
C
u≥≥ently the level of
app≥eciation of p≥oject
management in Kenya
is ≥ising and the demand fo≥
p≥oject manage≥s is becoming
a ≥equi≥ement fo≥ many co≥po-
≥ations.
When it comes to p≥ofessional
p≥oject management ce≥tifi-
cation, Jeane W. Mathenge,
PMP®, ≥anks among Af≥ica’s
t≥ailblaze≥s. She ≥eceived he≥
P≥oject Management P≥ofes-
sional ce≥tification in 2003 in
the United States when p≥oject
management was in its infancy
on the Af≥ican continent and
has been passionate about the
discipline eve≥ since.
At the fi≥st Af≥ica PMI con-
fe≥ence concluded ≥ecently in
Johannesbu≥g, South Af≥ica,
Mathenge was one of the old-
est ce≥tified p≥oject manage-
ment p≥ofessionals in Af≥ica.
Having consulted fo≥ seve≥al
p≥ojects in the US and Cana-
da fo≥ mo≥e than a decade, in
2010 she came back to Kenya
whe≥e she is the founding di-
≥ecto≥ of Global P≥otocol Solu-
tions, a specialised P≥ofession-
al P≥oject Management (PMP)
consultancy fi≥m ≥egiste≥ed in
Kenya with a deep passion fo≥
p≥oject management and mas-
te≥y in the discipline of p≥oject
delive≥y.
Owned and ≥un by local
p≥ofessionals with globally ≥ec-
ognised ce≥tification in p≥oject
management, the company’s
competencies consist of ex-
tensive expe≥ience locally and
inte≥nationally in East Af≥ica,
South Sudan, US and Canada.
The fi≥m’s co≥e sta≠ b≥ing
ove≥ 20 yea≥s of combined
expe≥ience in e∞cient high
pe≥fo≥mance, high g≥owth and
matu≥e p≥oject management
envi≥onments. They success-
fully delive≥ p≥ojects to client’s
satisfaction, ≥ega≥dless of
≥isk-complexity level; on time
and on budget.
The fi≥m has executed p≥o-
jects in dive≥se secto≥s includ-
ing ≥eal estate, info≥mation
communication technology
(ICT), and banking, among
othe≥s. “P≥oject management
is a discipline that can be ap-
plied ac≥oss all secto≥s of the
economy,” said Ms Mathenge.
“It is a discipline that gives
assu≥ed ≥esults on quality,
time and cost by integ≥ating a
wide ≥ange of facto≥s such as
≥isk assessment, p≥ocu≥ement,
≥esou≥cing, communication,
planning, design and imple-
mentation.
“P≥ojects a≥e tactical and
because they a≥e aligned to
st≥ategic co≥po≥ate objectives
they must be completed,” she
added. “Ou≥ ≥esponsibility is
to delive≥ a p≥oject to its com-
pletion.” This is how tangible
benefits a≥e delive≥ed to stake-
holde≥s.
Ms Mathenge said, to give
clients value fo≥ money, P≥oto-
col engages closely with them
and inte≥≥ogates the co≥po-
≥ate and business justifica-
tion fo≥ sta≥ting the p≥oject as
well as why allocate a p≥oject
a pa≥ticula≥ cost, timelines
and ≥esou≥ces. P≥otocol is al-
so deeply involved in helping
the client to mobilise the ≥ight
p≥ofessionals on a p≥oject and
establish an accu≥ate maste≥
timeline schedule fo≥ delive≥y.
“What we b≥ing to a p≥oject
is the element of gove≥nance;
we se≥ve to uphold the client’s
inte≥est.”
CONSTRUCTION PROJECT
MANAGERS AND CON-
STRUCTION MANAGERS
“DRAFT Bill” 2012
Int≥oduction
T
he Institution of Con-
st≥uction P≥oject
Manage≥s of Kenya
(ICPMK) has been spea≥head-
ing in fo≥mulation of laws
that will gove≥n and ≥egulate
the p≥actice of Const≥uction
P≥oject Manage≥s (CPM) and
Const≥uction Manage≥s (CM).
ICPMK developed a “D≥aft
Bill,” that may be downloaded
f≥om www.icpmk.co.ke, in
pu≥suance of this objective.
ICPMK joins othe≥ like-
minded in the sensitization of
the public towa≥d the ≥ealiza-
tion of t≥uly p≥ofessional se≥-
vices f≥om CPM and CM.
The Backg≥ound of Const≥uc-
tion P≥oject Management
P≥actice in Kenya
ICPMK was founded in 2004
but ≥egiste≥ed on 26th
Octo-
be≥, 2006. ICPMK’s main aim
being to p≥omote the gene≥al
advancement, develop stan-
da≥dized body of knowledge,
set ≥egulations and cont≥ol
Tom O. Oketch, BA (Hons)
Build Econ., MA (Constr.
Mngt.) MAAK (QS), FIQSK,
MCIArb., FICPMK,
CHAIRMAN
Claire K. Anami, BSc.
(Cum Laude) Construction
Management
HON. SECRETARY
Jackson W. Waihenya,
B.A. (BLDG ECONS), HONS
R.Q.S, M.I.Q.S.K/Corporate
Member, (I.C.P.M.K),
Associates of: CIArb(k),
M.A. Construction Project
Management (U.O.N.),
PhD Project Management,
J.K.U.A.T (s), Director
Quantyman Associates
Limited HON. REGISTRAR
standa≥ds of the p≥actice of
const≥uction p≥oject man-
agement. The A≥chitectu≥al
Association of Kenya sta≥ted
a Chapte≥ of Const≥uction
P≥oject Management in 2002.
The Minist≥y of Land, Hous-
ing and U≥ban Development
(MLHUD) acknowledged the
≥elevance of the p≥ofession
and substituted the title of
‘Depa≥tmental Rep≥esenta-
tive’ (DR) fo≥ P≥oject Manage≥
in the const≥uction cont≥act
documents. The Public P≥o-
cu≥ement and Asset Disposal
Bill 2014 ≥ecognize the ≥ole
of the CPM and has inco≥-
po≥ated the position in thei≥
standa≥d fo≥ms of const≥uc-
tion cont≥acts. The p≥ivate
secto≥ in the const≥uction
indust≥y has not been left be-
hind, as inc≥easing numbe≥ of
p≥ojects a≥e headed by CPM.
The Need fo≥ P≥oject and
Const≥uction Manage≥s’ Leg-
islation
The Boa≥d of Regist≥ation of
A≥chitects and Quantity Su≥-
veyo≥s (BORAQS) ≥egulates
the p≥actice of A≥chitectu≥e
and Quantity Su≥veying un-
de≥ CAP 525 while the Engi-
nee≥s Act (CAP 530) does the
same fo≥ enginee≥s. It neces-
sa≥y fo≥ the p≥ofession of CPM
and CM to ‘stand-alone’ f≥om
the p≥ofessions of A≥chitec-
tu≥e, Quantity Su≥veying and
Landscape A≥chitectu≥e so as
to enhance the e≠ectiveness of
the manage≥ial function, pa≥-
ticula≥ly in la≥ge and complex
const≥uction p≥ojects. This is
the p≥actice in the mo≥e devel-
oped count≥ies such as South
Af≥ica, Aust≥alia and UK. The
CPM and CM “D≥aft Bill” will
facilitate e≠ective ≥egulation
of const≥uction p≥oject man-
agement p≥actices.
Challenges and const≥aints
facing the p≥oject and con-
st≥uction manage≥s in Kenya
Const≥uction management
p≥ofession has not taken ≥oot
in Kenya because of the fol-
lowing challenges:
• Lack of legislation to ≥eg-
ulate const≥uction man-
agement p≥ofession
• Const≥uction manage-
ment se≥vices being ca≥-
≥ied out by pe≥sons who
a≥e not ≥elevantly and ad-
equately t≥ained
• Lack of awa≥eness and
app≥eciation of the con-
st≥uction management
p≥ofessional se≥vices
• Lack of const≥uction pol-
icy to ancho≥ some of the
se≥vices of the const≥uc-
tion manage≥
• Fo≥ the g≥aduate con-
st≥uction manage≥s:
o They face the challenge
of not being ≥egiste≥ed as
the≥e is no p≥actice stan-
da≥d
o Lack of legal p≥actice doc-
uments that enume≥ates
the engagement te≥ms
with clients and how
much to cha≥ge fo≥ se≥vice
≥ende≥ed and the ≥espon-
sibilities and duties to un-
de≥take and fo≥ what fees.
o They easily fall at ≥isk of
being unde≥ paid o≥ being
wiped out financially be-
cause of claims by client.
The fo≥mulation p≥ocess
In Ma≥ch 2012, unde≥ the di-
≥ection of the then Ministe≥
fo≥ Public Wo≥ks, ICPMK was
invited as a key stakeholde≥ in
developing sepa≥ate ‘Bills’ fo≥
A≥chitects, Quantity Su≥vey-
o≥s and Landscape A≥chitects,
as sepa≥ate p≥ofessional en-
tities as opposed to lumping
the th≥ee p≥ofessions togethe≥.
Va≥ious consultative meetings
we≥e held unde≥ the auspices
of BORAQS, it was found
necessa≥y fo≥ the p≥ofession
of CPM and CM to ‘stand-
alone’ f≥om the p≥ofessions
of A≥chitectu≥e, Quantity
Su≥veying and Landscape A≥-
chitectu≥e.