Evolving Landscape: The Future of Project Management in the Financial Industry (AI, Emerging Trends, and Tools)
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The Family Blueprint: The Ultimate Life Project through the Lens of Project Management
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EDITORIAL MESSAGE
All industries incorporate project management in their operations, whether it is se ing a schedule, creating a budget, or determining who needs to work a shi .
The 22nd issue of Morgan State University’s Project Management magazine, developed by graduate students in the Master of Science in Project Management program, explores various fields such as finance, education, information technology, and family planning.
Our capstone students include Sharon Awotimiro, Michael Gills, and Adaora Ikekopara. This small but dynamic team has selected authors to discuss blockchain, negotiation, and strategies for use in governmental contexts. The feature article addresses project management and the speed of thought, offering critical insights for navigating stakeholders in any industry. Additionally, the sub-features focus on artificial intelligence, current trends, tools, and project management in family dynamics—this diverse range of articles benefits seasoned project managers and novices starting their careers. As you explore the information, take what you need from it, and as always, please enjoy our magazine.
PM Magazine CONTENTS
Message from the Editor Dr. Monica Kay, PMP
Message from Contributing Authors
Sharon Awotimiro, Michael Gills, PMP, Adaora Ikekopara, PMP
The Customer Success Challenge: Insights on Enhancing Quality through Stakeholder Management for Federal Customer So ware Solutions – Judi Johnson
Dr. Monica N. Kay, PMP
Adjunct Professor, Morgan State University Editor-in-Chief, 22th Edition MSU PM Magazine
MESSAGE FROM CONTRIBUTING AUTHORS
Thank you for preparing to indulge in the 22nd edition of MSU PM Magazine! As we approach the completion of our Master of Science degree in Project Management at Morgan State University, we are excited to offer you insights and knowledge that will not only enhance your understanding of the discipline but also spark your curiosity. We sincerely thank our instructors, staff, administrators, and faculty at the Earl Graves School of Business and Management, along with everyone who has contributed to our successful matriculation.
Our magazine theme, “Project Management Unboxed: Strategies and Insights for Success Across Industries,” seeks to engage your thinking in exploring the tools, techniques, and methodologies that project managers (and leaders) use to succeed in different environments. We have published a magazine that serves as a comprehensive guide, offering valuable insights from various industries, including information technology, the federal sector, education, finance, social service, and more. We ensured that the content diversity makes the magazine more engaging and useful to a broader audience, from students to seasoned professionals. Finally, we hope you recognize the emphasis on the adaptability of project management and the knowledge needed to succeed in any environment.
Earl G. Graves, Sr. (Graves, Sr., 1998), an illustrious business titan for whom our business school is named, once said, “Excelling in business goes hand in hand with excelling at creating opportunities for others. Any entrepreneur can make money. The very best make a difference.” We hope the insights shared in this PM Magazine inspire you to unlock your full potential and create a positive impact in your endeavors, helping you make a meaningful difference.
Reference:
Graves,
2 1 3 4 6 7 8 9 5 10
Project Management: The Key to Information Technology Training Launch and Success at Hicom Royal Technologies – Julius Aderonmu
Evolving Landscape: The Future of Project Management in the Financial Industry (AI, Emerging Trends, and Tools) – Abidemi A. Omopariola, PMP, CSM, FCIHRM, FCA
The Definition of Done: Navigating Challenges and Strategies for Project Management Excellence in Higher Education – Dr. Monica T. Hutchins
Project Management at “The Speed of Thought” – Joseph Reddix, FAA
The Act of the Deal: Mastering Project Management Negotiation Strategies – Dr. Donald L. Buresh, Esq.
The Family Blueprint: The Ultimate Life Project through the Lens of Project Management – Chinelo Melissa Ikeokpara, CSM
Blockchain Integration in IT Project Management: Transforming Security, Transparency, and Collaboration – Victor Ibosiola, PMP, CISM
Creating Sustainable Project Solutions: Integrating Strategies and Management Practices in Public Sector Consulting – Martina Harris, PMP
Biographies
Graphic Design, Contributing Authors and Student Biographies Photos by Sydney Nicole Kay
Sr., E.G. (1998). How to Succeed in Business Without Being White: Straight Talk on Making It in America. New York, New York: Harper Business.
Judi Johnson Senior Customer Success Account Manager
Microsoft
THE CUSTOMER SUCCESS CHALLENGE: INSIGHTS ON ENHANCING QUALITY THROUGH STAKEHOLDER
MANAGEMENT FOR FEDERAL CUSTOMER SOFTWARE SOLUTIONS
Picture this scenario: You are the customer success manager brought in and tasked with managing a failing federal customer support contract. You have never dealt with this customer before. Still, you get started turning around their slow responses to support tickets internally and getting their existing stalled projects performing more positively. It is time to start talking to the customer to let them know how you want to restore trust, increase value and success, and expand their contract for more activities to support their visions and goals.
However, you hit a roadblock. When trying to engage the stakeholders, you experience a situation where customers disregard you and avoid meeting with you. You struggle to secure time on their schedules for crucial discussions about the future directions of their projects. Moreover, you do not get any responses to your numerous emails, especially when discussing issues and paths forward. You are not alone if you have had any of these experiences. Several underlying reasons contribute to why this may happen, especially when managing customer success for Federal customers. With an understanding of some basic essential management principles, including three valuable pillars: stakeholder management, time management, and communication management strategies, customer success leaders can get more customer engagement, leading to enhanced customer success.
“ Identifying the key federal stakeholders and team resources, internally and externally responsible for the programs, is critical to your success in determining value for the customer.“
Customer success ensures customers achieve their desired outcomes while using a company’s product or service and being trusted advisors who build strong customer relationships. We also provide advice, solve business issues, and manage resources/projects to increase overall user adoption of the products or services, which is sometimes challenging for federal customers due to ever-changing objectives and budget constraints.
At Microsoft, as a Senior Customer Success Manager managing some of these federal government support contracts, I have learned how to get more engagement from my customer stakeholders using these three fundamental management pillars to solidify objectives and align Microsoft products and services. I oversee the reactive support for Microsoft products and services, ensuring engagement and value from the resources provided for each customer. I am also the trusted advisor, providing resources and solutions to business issues while matching their goals, missions, and objectives. According to Nicastro (2020), understanding the customer and their missions is crucial; applying these principles enables me to deliver value and achieve success.
“ Integration management is implicit when discussing how to align customer missions and goals with the project’s objectives. This aligns with PMI’s focus on integration management to ensure that project elements are coordinated efficiently.“
The first pillar to discuss is managing the stakeholders, or they will disengage and not support efforts that lead to success. Identifying the critical federal stakeholders and team resources, internally and externally responsible for the programs, is essential to your success in determining value for the customer (Gitman et al., 2024). Not interacting with the right personnel at the right time will lead to wasted effort, scope creep, and not completing projects on time, leading to a lack of realized value (Project Management Institute, 2021). Secondly, it is essential to define objectives and missions and how to accomplish them together with buy-in; commitment or value will not be seen. If these areas are not discussed thoroughly and clearly, you risk misunderstanding their needs and priorities and delivering the wrong efforts, ultimately diminishing value for the customer. Effectively managing expectations is crucial to communicating progress and providing clear and timely updates on defined goals and objectives. Not doing so will lead to separate agendas and confusion, which could jeopardize success (Nicastro, 2020).
The second pillar of focus is time management, which must be respected to resolve issues promptly and execute projects/efforts according to customer expectations (Haupt & Azevedo, 2022). If this fails, the customer’s importance and expectations devalue, leading to diminished success. One way to safeguard against this is to discuss methods to prioritize their tasks and issues to ensure timely resolution. This ties back to the discussion and buy-in of the defining of the customer’s objectives and mission, completion timelines, update reporting, and communication of issue mitigations. All these areas must be agreed upon so that expectations are respected. Failure to do so negatively impacts and disrespects the customers’ time, leading to a loss of value. Also, setting realistic and achievable deadlines explains to the customer that you understand their goals, and getting commitments from all parties involved (external and internal teams) fosters the trust relationship between you and the customer (Project Management Institute, 2021). If this breaks down, so does the trust and competence belief of the customer. One way to combat this is to introduce tools and tracking techniques to understand task complexities better and set realistic deadlines (Accenture, 2022).
The last pillar is the foundation to support all the other prior principles: communication management. If this fails, all areas will fail, and there will be no success at all, leading to a loss of trust in the customer. Communication must be built effectively and match the stakeholders’ and teams’ styles to ensure trust and transparency and to provide value and trust (Haupt & Azevedo, 2022). Therefore, the proper communication style, frequency, and audience must be defined and agreed upon to maximize communications (Project Management Institute, 2021). Also, clear, concise, and honest messaging needs to be provided to avoid misunderstandings, confusion, and disrespect to the customer and their goals and objectives. Lastly, this communication must be regular, timely, and transparent, especially in progress updates with truthful follow-up expectations defined. Providing such communication cultivates trust and speaks to the importance of the shared partnership in achieving the customers’ goals.
Understanding and aligning these three basic essential management principles, stakeholder management, time management, and communication management strategies can help increase value for the customer, leading to success. As you can see, there are many overlaps of these principles with each other, with the base foundation of communication being the lynchpin for the success of any effort. There are different techniques, but I have found that using these principles will help get the maximum engagement with any customer, which helps build the foundations of trust, leading to increased value and customer success.
So, the next time you cannot get customer engagement, remember to institute these three principles to alleviate engagement roadblocks. This will pave the way for building a successful partnership with the customer, built from foundations of trust and value, leading to increased customer success.
References:
Accenture. (2022, December 6). Collaborative approaches to federal customer experience. Accenture. https://www.accenture.com/us-en/insights/us-federal-government/ government-people-2022
Gitman, L. J., McDaniel, C., Shah, A., Reece, M., Koffel, L., Talsma, B., & Hyatt, J. C. (2024). Introduction to business. Pearson. Haupt, B. C., & Azevedo, L. (2022). Crisis communication planning and strategies for nonprofit leaders. Taylor & Francis.
Nicastro, D. (2020, October 6). How the U.S. federal government can execute great customer experience. CMSWire. https://www.cmswire.com/customer-experience/how-the-us-federal-government-can-execute-great-customer-experience/ Project Management Institute. (2021). A Guide to the Project Management Body of Knowledge (PMBOK Guide) - Seventh Edition. Newton Square: Project Management Institute.
Julius Aderonmu Chief Executive Officer
Hicom Royal Technologies
PROJECT MANAGEMENT: THE KEY TO INFORMATION TECHNOLOGY TRAINING LAUNCH
The launch of information technology (IT) training at Hicom Royal Technologies marks a pivotal moment for the company, aiming to enhance the technical proficiency of the people they train. In 2007, Hicom Royal Technologies began as an information technology services and supplies company in Lagos, Nigeria. Over the years, the company established itself as a reliable provider of IT solutions, catering to businesses and individuals alike. However, in 2022, a new chapter began for Hicom Royal Technologies as it ventured into the world of IT training, specifically focusing on data analysis, which is one of the fastest-growing and most in-demand skills in today’s digital age. This expansion was a bold move in a competitive market, but its success was far from accidental. The secret behind this new arm’s seamless and efficient launch can be attributed to the strategic implementation of project management principles specifically those rooted in Agile practices. The decision to bring a project manager on board was pivotal for Hicom Royal Technologies. Project management was often underappreciated in many business transformations and, it was vital to ensure that the company’s transition into IT training was smooth and highly successful. From recruitment to infrastructure setup, the impact of effective project management in this phase cannot be overstated.
“The decision to bring a project manager on board was pivotal for Hicom Royal Technologies. Project management, especially when following Agile methodologies, enables organizations like Hicom Royal Technologies to align their IT training objectives with overall corporate goals.“
Planning and Strategy: Building the Foundation Project management, especially when following Agile methodologies, enables organizations like Hicom Royal Technologies to align their IT training objectives with corporate goals. Agile emphasizes collaboration with key stakeholders to assess skill gaps iteratively, set training objectives, and refine the implementation plan over time. This approach allowed for flexibility and responsiveness to change, ensuring the project aligned with market needs (Project Management Institute, 2017).
For an organization like Hicom Royal Technologies, launching a new business division involves significant planning, a task expertly handled by the project manager. The first major objective was to create a structured training program for aspiring data analysts. The project manager worked closely with company leadership to define this new endeavor’s scope, timeline, and goals. This planning phase was crucial, providing a clear roadmap for the tasks ahead.
A key factor in the expansion’s success was the identification of core needs such as human resources, technology infrastructure, and market analysis. The project manager outlined every stage, from recruiting expert tutors to setting up a robust contact center for student inquiries. By creating a flexible project plan, risks were identified early, and contingency plans were implemented, ensuring that obstacles were managed efficiently.
AND SUCCESS AT HICOM ROYAL TECHNOLOGIES
Resource Allocation and Team Building: Securing the Right Talent
Effective resource management is a primary advantage of project management in implementing IT training programs. According to the PMBOK Guide, Project managers are responsible for effectively allocating human and financial resources to fulfill project requirements (Project Management Institute, 2021). For Hicom Royal Technologies, this involves acquiring competent trainers, choosing suitable Learning Management Systems (LMS), and confirming the availability of essential IT infrastructure. The most significant task was the recruitment of skilled tutors who would be responsible for delivering high-quality data analysis training.
The project manager did not just recruit trainers for technical expertise but iterated on the recruitment strategy to ensure trainers were equipped with teaching skills and the ability to adapt training methods to student needs. This aligns with the Agile focus on building cross-functional teams capable of handling varying responsibilities and changing requirements (Project Management Institute, 2017). It was essential for Hicom Royal Technologies to build credibility in its new venture by selecting the right talent for this critical role.
Equally important was establishing a contact center where prospective students could easily reach out for inquiries or assistance. The project manager also ensured that the contact center was equipped with both human and technological resources, allowing the team to respond effectively to student inquiries and issues, creating a positive and adaptive learning environment.
Execution and Coordination: Bringing Vision to Life
The launch of a new business division requires more than just planning; Agile-based execution is where project management truly shines. Agile project management, which focuses on collaborative, crossfunctional teamwork, was critical for coordinating diverse teams within Hicom Royal Technologies, including IT, marketing, training, and customer service, ensuring that every team worked in sync to meet deadlines and stay within budget.
A core part of the project manager’s role was establishing timelines and monitoring progress to ensure that key milestones were achieved. Regular check-ins with different teams allowed the project manager to identify and address potential bottlenecks before they escalated into larger problems. This level of oversight ensured that the training program was launched on time and met the high-quality standards that Hicom Royal Technologies had set.
Adaptability and Problem-Solving: Overcoming Challenges
No project is without challenges, and Hicom Royal Technologies’ expansion was no exception. However, the project manager’s expertise in problem-solving
helped the company navigate any unexpected hurdles during the process. Whether there were delays in recruiting the right tutors or technical issues with the training infrastructure, the project manager addressed these challenges swiftly and efficiently.
One of the most crucial attributes of a successful project manager is adaptability. PMI Agile Practice Guide’s emphasis on adaptability was critical in maintaining project momentum, even when unforeseen challenges arose (Project Management Institute, 2017)
In the case of Hicom Royal Technologies, the project manager demonstrated this by adjusting plans as needed without losing sight of the overall objectives. This ability to pivot while maintaining control over the project’s trajectory ensured that setbacks did not derail the larger vision.
“Project
management was often underappreciated in many business transformations, and it was vital to ensure that the company’s transition into IT training was smooth and highly successful.“
The Measurable Impact of Project Management
The success of Hicom Royal Technologies’ IT training division can be directly traced to the foundational work laid by the project manager. Thanks to their diligent efforts, the company launched a fully operational and highly regarded training program. The division has since grown steadily, attracting a wide range of students eager to gain expertise in data analysis and enhance Hicom’s standing as a versatile IT firm.
Moreover, the project manager’s contribution went beyond just ensuring the smooth start of the training arm. By creating efficient processes, implementing best practices, and establishing a culture of continuous improvement, the project manager has laid the groundwork for sustained success. This solid foundation will allow Hicom Royal Technologies to adapt and grow, scaling the training program as demand for data analysis skills increases.
The Value of Project Management in Business Growth
I would like to conclude by stating that the expansion of Hicom Royal Technologies into IT training is a testament to the critical importance of project management in business growth, especially Agile-based project management. From the initial planning stages to execution and problem-solving, the project manager’s role was instrumental in transforming an idea into a thriving business division. As companies look to expand and diversify, the lesson from Hicom’s experience is clear: investing in skilled project management is not just a strategic decision, but a necessity for success.
In a rapidly changing and competitive business environment, the ability to manage projects effectively can make the difference between growth and stagnation. For Hicom Royal Technologies, project management has proven to be the driving force behind its latest achievements, paving the way for future innovations and successes.
References:
Project Management Institute. (2021). A Guide to the Project Management Body of Knowledge (PMBOK Guide) - Seventh Edition. Newton Square: Project Management Institute.
Project Management Institute. (2017). Agile Practice Guide. Project Management Institute.
Abidemi A. Omopariola, PMP, CSM, FCIHRM, FCA
Accountant
State of Maryland
Division of Financial
Services
EVOLVING LANDSCAPE: THE FUTURE OF PROJECT MANAGEMENT IN THE FINANCIAL INDUSTRY(AI EMERGING TRENDS AND TOOLS)
According to (Tornjanski, 2022), project management emerged in the 1950s, drawing on Kurt Lewin’s work on planned change management. The field expanded notably in the 1980s, incorporating organizational theory, HR management, and leadership, formalizing its structure with input from both researchers and practitioners. However, “in the 2000s, project management shifted toward soft skills, risk management, stakeholder engagement, and comprehensive project evaluation”, crucial for financial institutions navigating regulatory and market challenges. (Tornjanski, 2022, p 176).
“ The future of project management in finance will be defined by new methodologies, increased technology adoption, and the development of tools that enhance efficiency and collaboration.“
Project management in the financial industry has always been essential for executing large-scale initiatives, ensuring regulatory compliance, and driving business growth. Whether implementing new financial products, upgrading legacy systems, or complying with regulatory frameworks, project managers coordinate crossfunctional teams, manage risks, and deliver results on time and within budget.
Recently, project management in the financial industry is undergoing a transformative shift driven by technological advancements, changes in work environments, and evolving industry demands. The future of project management in finance will be defined by new methodologies, increased technology adoption, and the development of tools that enhance efficiency and collaboration. As financial organizations strive to remain competitive in a rapidly changing business landscape, project management professionals must adapt to these changes to deliver successful projects. The PMBOK® Guide (7th Edition) emphasizes the need for agility and innovation in response to the dynamic nature of modern industries (Project Management Institute, 2021).
Artificial Intelligence (AI) in Project Management
The increasing complexity of financial markets, along with the rising volume of data and regulatory scrutiny, has pushed traditional project management methodologies to their limits. The need for faster decision-making, greater efficiency, and reduced operational risk has prompted financial institutions to explore advanced technologies, particularly AI-driven tools. AI’s ability to analyze data, predict trends, and automate tasks is transforming project management, improving decision-making, risk management, and resource optimization, which are essential for managing investments, loans, and compliance efforts.
AI Applications in Financial Project ManagementEmerging Trends
Several emerging trends are shaping the future of project management in finance, driven by digital transformation, globalization, and a shift toward agile practices. The PMBOK® Guide recognizes that staying updated with current trends is essential for successful project delivery in the financial industry.
Below are some of the key emerging trends influenced by AI in financial project management:
1. Predictive Analytics for Risk Management: AI enables project managers in finance to analyze past project data to forecast outcomes and identify potential risks in projects, such as compliance breaches, market volatility, or operational delays. According to the PMBOK® Guide (7th Edition), forecasting and risk management are critical elements of project planning. AI improves accuracy by using machine learning models to predict project timelines, costs, and risks based on historical data, which is especially beneficial when managing regulatory compliance or financial restructuring projects (Project Management Institute, 2021).
2. Automation of Routine Tasks: AI-driven tools can automate mundane project management activities such as task scheduling, status updates, and resource allocation. This frees up time for project managers to focus on more strategic decision-making, like navigating complex regulatory changes or managing mergers and acquisitions. As noted in the PMBOK® Guide, efficiently managing resources is key to delivering successful projects in the highly regulated financial industry (Project Management Institute, 2021).
3. Cybersecurity: For projects involving sensitive financial data, AI can detect anomalies or threats in real-time, providing an additional layer of security. AI-driven cybersecurity tools help protect project data and ensure compliance with industry regulations.
4. Natural Language Processing (NLP) for Communication: AI-powered chatbots and virtual assistants are becoming popular in project management. These tools help project managers interact with stakeholders, track updates, or send reminders, making communication more seamless across teams.
5. Increased Focus on Agile Practices: Agile project management continues to gain popularity, especially in financial sectors that require frequent adjustments and rapid responses to market changes. As highlighted in the PMBOK® Guide, Agile methodologies promote continuous improvement, stakeholder collaboration, and incremental delivery, making them ideal for fastpaced projects like fintech innovation or regulatory updates (Project Management Institute, 2021).
“ AI’s ability to analyze data, predict trends, and automate tasks is transforming project management, improving decision-making, risk management, and resource optimization.“
Emerging Tools for Project Management in the Financial Sector
As the project management landscape evolves, new tools are being introduced to assist in the management of complex financial projects. These tools not only help streamline project processes but also align with the core principles outlined in the PMBOK® Guide.
1. AI and Machine Learning (ML): AI-driven tools like Jira Align, Asana, and Monday.com provide predictive insights, automate tasks, and optimize resource allocation, helping financial project managers forecast outcomes and manage risks.
2. Blockchain Technology: RTools like Hyperledger and Asana Blockchain Integration offer secure,
transparent project management, particularly useful for multi-party projects where data security and trust are essential. According to the PMBOK® Guide, transparency in reporting and communication is crucial to project success (Project Management Institute, 2021).
3. Cloud-Based Tools: Platforms such as Microsoft Project Online, Trello, Slack, and Microsoft Teams enable remote teams to collaborate, and share documents efficiently, offering enhanced data security and real-time access to project data.
4. Agile Project Management Tools: Tools like Scrumwise and Wrike support the financial industry’s shift to Agile methodologies, allowing teams to adapt quickly to changing market demands.
5. Robotic Process Automation (RPA): Tools like UiPath and Blue Prism automate repetitive tasks, reducing manual errors and improving efficiency in financial workflows.
Conclusion
Before the COVID-19 pandemic, the financial project management landscape was already transitioning from traditional methodologies to those embracing digitization, but the pandemic accelerated this change. Emerging trends are now driving financial project management toward a new paradigm, one that incorporates the foundational elements of Industry 4.0 and the advancing innovations of Industry 5.0 (Tornjanski 2022). This shift is reshaping the field, integrating digital tools and technologies that enhance project efficiency, adaptability, and responsiveness in an increasingly complex financial environment
The future of financial project management relies on AI and cutting-edge tools, requiring project managers to adopt new technologies and methodologies to stay competitive. While the PMBOK® Guide provides a robust foundation, staying competitive demands a forwardthinking approach that leverages AI for collaboration, and risk management. By staying ahead of these trends and utilizing AI-powered solutions, financial project managers will be well-prepared to navigate the complexities of future projects, ensuring success in an ever-evolving landscape.
References:
Project Management Institute. (2021). A Guide to the Project Management Body of Knowledge (PMBOK Guide) - Seventh Edition. Newton Square: Project Management Institute. Tornjanski, V. (2022). Towards sustainability: Shaping the project management landscape in the context of Society 5.0. ResearchGate. Retrieved from https://www.researchgate.net.
Academic Advisor
THE DEFINITION OF DONE: NAVIGATING CHALLENGES AND STRATEGIES FOR PROJECT MANAGEMENT EXCELLENCE IN HIGHER EDUCATION
Higher education institutions are revising their strategic goals and priorities to meet the everchanging needs of students enrolling at their college institutions. However, managing the number of campus-wide initiatives becomes exceedingly difficult when there are changes in leadership, poor communication management, a lack of stakeholder management among faculty and staff leadership, and constrained resources available on campus to support the proposed initiatives. Applying project management approaches such as communications and stakeholder management to prioritize the college’s initiatives and promote a project-centric culture in higher education are critical given the various governance and management oversight levels, including the Board of Trustees, President, Assistant Vice Presidents, Department heads, administrators, faculty, and staff. The multitude of ongoing and new initiatives resulting from these stakeholders can cause conflict in completing these initiatives to benefit the student body and the institution. So, what is the Definition of Done (DoD) for higher education? The Project Management Institute (PMI) states that the DoD (2021) is when all conditions or acceptance criteria that a product or service must satisfy are met and ready to be accepted by a user, customer, team, or consuming system (p. 21). Project Management can be applied to the ever-changing landscape of higher education. Higher education is a business with many projects and initiatives that need monitoring. To use it successfully, many challenges will need to be resolved. Let us highlight three challenges facing higher education and then offer some recommendations that can help.
The Great Resignation Impacts to Sustaining Project Management Discipline
The Great Resignation is still impacting higher education institutions. According to the United States Bureau of Statistics (Maryland State Department of Education, 2022), “The rising number of resignations in education services has continued to trend upwards, as evidenced by the 68,000 resignations recorded in April 2022, an increase of nearly 26% from the previous year” (p. 1). Higher education institutions are experiencing high turnover rates as staff resign from their positions. The support staff members are not the only individuals resigning; mid-level leadership officers to the President are resigning for various reasons. According to Kezar (2017), “A primary reason for the change is leaders are resigning or taking on new employment opportunities that consider competitive tenure track positions. Thus, leadership roles change the name or titles, and the leader who vacates the position takes their initiatives into action or is not completed” (p. 1). The initiative then becomes abandoned or rewritten to meet the leadership style of the new administrators, presidents, or board of trustees.
Kezar (2017) illustrated, “When stakeholders in higher education are aware of other projects that vie for resources and attention with theirs, the competition to move their issue up in the pecking order can lead to “project paralysis”, especially as leadership turns over and priorities change. However, administrators, faculty, and staff are often unaware of the various initiatives on their campuses. When taking the number of resignations of staff members and important college leadership, departments cannot meet student demand, programs are inadequately staffed, and the quality of service can significantly decline.
Communication Management: A Required Project Management Tool
The lack of communication management regarding the project or initiative is another barrier to practical project management application and getting to the DoD in higher education institutions. Academic advisors serve as front-line administrators who provide all prospective and currently enrolled students with supportive learning experiences as they assist students in choosing a college major, registering for classes, and transferring to fouryear colleges. Academic advisors should be viewed as vital members of their institutions for communication. Advisors meet with various student populations daily to discuss educational, financial, career, and college-
specific concerns. When initiatives are discussed, academic advisors better understand which policies or initiatives are suitable to implement since they are staffed to meet students at the front line.
An example of an initiative for improving advising services was assigning students to an academic advisor or faculty member from their degree program. It may be challenging to accomplish this task depending on the size and number of academic advisors staffed in an advising department to accommodate the number of degree programs and students. Advisors have been given a new directive for data reporting tasks, case management of various student populations, and carrying out prior initiatives advising increased numbers of students. When reviewing project management responsibilities, this task is considered out of scope. The scope is described by PMI (Project Management Institute, 2021) as the project’s objectives are achieved within the constraints of available resources and timelines. The primary services to accommodate students are to assist them and not use little time available to run data when staff lack skills for conducting assessments effectively. The college will need to allocate additional college funding to acquire new advisor positions or provide additional funding for faculty advising. Unfortunately, this is not readily available, and managing large student caseloads makes it challenging to meet student needs. Many college initiatives are quickly implemented when additional input is needed. Steele & White (2019) indicated that “a core problem with these “improvement strategies” is that they rely on the misconception that students are customers, and academic advising is a transactional service, rather than an educational relationship. Academic advisors should consistently understand what academic advising entails if they are to inform higher education leadership about policies.” (p.5).
“Applying project management approaches such as communications and stakeholder management to prioritize the college’s initiatives and promote a project-centric culture in higher education is critical given the various governance and management oversight levels.“
Engagement of Faculty and College Administrators in the Project Management Lifecycle
College faculty are essential members of the college that should be included in the communication and stakeholder management of initiatives and new policies. Faculty are implementing new teaching pedagogies for integrating Diversity, Equity, and Inclusion (DEI) into their programs and acquiring tenure by developing new curriculum improvements. Unfortunately, their efforts are also parallel with other college initiatives that were created. Faculty will need to be included in the initiative conversations. In addition, college leaders will need to prioritize the initiatives that are especially needed to promote student learning. Faculty must be well-informed and included in discussions on college students’ education. Project managers may see this as an opportunity to institute strategies for project resource management where a
team will need to identify among the faculty and college leaders according to their skills to monitor the project till its completion.
Project management discipline, including stakeholder communications, could be applied to new state legislations such as the Blueprint for Maryland’s Future, which aims to ensure that all Maryland public school students are College and Career Ready (CCR) before graduation, thus signifying an ability to transition successfully to postsecondary coursework at a two- or four-year institution or to the workforce. Once a student meets or exceeds the CCR standard, they will pursue college and career pathways. High school students can enroll in collegelevel courses while also in high school. The initiative has resulted in a shortage of staff and faculty at community colleges to meet their enrollment and education needs. The number of enrolled students has increased, and the number of staff that must accommodate the new initiative has decreased. Communication strategies should be revised to ensure adequate personnel with an expectation for project management rigor to manage the new student caseloads from the county, and ample faculty will be staffed to teach additional college courses.
Recommendations to Foster the Project Management Discipline in Higher Education
Project management in higher education involves several key points:
1. Interdisciplinary Collaboration: Successful projects often involve multiple departments and disciplines (e.g., academic and student services). Encouraging collaboration among different academic areas can lead to innovative solutions and enhance learning outcomes.
2. Use of Technology: Integrating technology, such as project management software and online collaboration tools, can streamline project planning and execution, making it easier for teams to communicate, seamlessly share information, and stay organized.
3. Focus on Skill Development: Faculty and staff should be equipped with essential skills, such as leadership, communication, time management, and critical thinking, to prepare them for managing projects.
4. Assessment and Feedback: Continuous project assessment and feedback incorporation can improve the learning experience and outcomes. This includes evaluating the process, final deliverables, and lessons learned.
5. Networking Opportunities: Building relationships with industry professionals can provide faculty and staff with mentorship and networking opportunities, enhancing their understanding of real-world project management challenges. This is in keeping with the (Project Management Institute, 2021) description of project stakeholder management, which includes “the processes required to identify the people, groups, or organizations that could impact or be impacted by the project; to analyze stakeholder expectations and their impact on the project, and to develop appropriate management strategies for effectively engaging stakeholders in project decisions and execution” (p. 503).
In conclusion, project management in higher education is essential for preparing personnel for the complexities of the modern workplace. By fostering an environment of disciplined communication management, stakeholder management, and continuous improvement, educational institutions can increase the probability of completing initiatives and enhance teaching and learning outcomes.
References:
Kezar, A., & Holcombe, E. (2017). Shared Leadership in Higher Education: Important Lessons from Research and Practice. Washington, DC: American Council on Education.
Maryland State Department of Education. (2022, August). Blueprint for Maryland’s Future: College and Career Readiness 2022. Retrieved from Blueprint for Maryland’s Future: https://blueprint. marylandpublicschools.org/wp-content/uploads/sites/20/2022/12/ CCRReport_December2022_A.pdf
Project Management Institute. (2021). A Guide to the Project Management Body of Knowledge (PMBOK Guide) - Seventh Edition. Newton Square: Project Management Institute.
Steele, G., & White, E. (2019). Leadership in Higher Education: Insights from Academic Advisors (Vol. 21). The Mentor: Innovative Scholarship on Academic Advising.
Dr. Monica T. Hutchins
Frederick Community College
Joseph Reddix, FAA President and Chief Executive Officer
The Reddix Group
PROJECT MANAGEMENT AT “THE SPEED OF THOUGHT”
Q: Can you summarize your project management career journey and how the leadership process you have taken has provided you with the insight to help other organizations build project management as part of their culture?
A: I am originally from Gary, Indiana, attended Indiana University, Purdue, and The University of Phoenix, and have been in IT since 1967. My project management career spans over 50 years, working with companies like American Express and United Airlines. My interest in project management stems from a desire to understand how things work, which is essential in this role. Project management is intensive and heavily relies on interpersonal skills and team building. Throughout my career, I have learned that each industry has distinct project management requirements. For instance, managing projects in a nuclear utility differs significantly from those in airlines. Moreover, project management practices can vary regionally; for example, approaches in the Midwest differ from those in the District Maryland and Virginia (DMV) areas. A key element of effective project management is understanding the environment and engaging in continuous learning (Reddix, 2024). My role involves significant research to stay updated on various topics, and right now, I am focused on emerging technologies like artificial intelligence (AI) and quantum computing, which play a central role in project management today. Leadership is crucial; good project management is about leading teams effectively (Project Management Institute, 2021). Engaging stakeholders early in the process and maintaining open dialogue is vital for project success. In my experience, a good project manager adapts to different environments and continually focuses on developing their skills. This adaptability, combined with strong leadership, helps build a project management culture within organizations.
“Adaptability is the cornerstone of project management success, for those who continuously learn and evolve their leadership skills will drive the future.“
Q: How do you think AI and quantum technologies will reduce the administrative burden on project managers’ roles, and how do you envision the role of a project manager evolving in terms of stakeholder management and leadership, as that applies to AI and quantum technology?
A: I have been testing Microsoft ’s Copilot and other AI tools, focusing on their accuracy and ability to deliver information quickly. In project management, AI acts like a co-pilot, helping to synthesize vast amounts of information that a project manager cannot manage alone. It aggregates decades’ worth of data from various sources, significantly enhancing research capabilities (Reddix, 2024). AI can help project managers identify risk factors for projects, like those related to the Department of Defense, by providing insights based on past projects, ultimately saving time. The goal of AI and quantum technologies is to enhance the project manager’s role, not replace it. However, if used correctly, there is a risk of project managers being replaced, as companies often seek to reduce payroll costs. Project managers must tailor their prompts when interacting with AI to get the most accurate information. This interaction allows project managers to refine their knowledge and improves the AI’s responses. Quantum technology adds speed to data processing, helping project managers optimize projects, resources, and risk assessments (Reddix, 2024).AI can also highlight potential problems, such as predicting issues related to supply chain logistics, allowing project managers to incorporate these factors into their planning.
It provides valuable documentation and data for reports to stakeholders, ensuring accuracy and validation. Project managers need to adopt a holistic perspective on AI and quantum technologies, recognizing their integration into various tools beyond just project management software. AI can assist in creating concise reports for leadership while also supporting detailed analyses in real time across multiple levels of a project (Reddix, 2024).
Q: According to Antonio and Ricardo (2023), only 35% of projects are completed successfully, and that is a low number. You also discussed how AI and quantum technologies could directly increase project success rates. It all comes down to customer satisfaction. That is kind of what the project’s success is. How would AI and quantum technologies directly increase or impact customer satisfaction versus being a better project manager?
A: AI and quantum technologies can significantly enhance customer satisfaction by acting as valuable tools in the project management process. For instance, when I used AI to create a one pager about my background, it gathered information from my website and presented it clearly, and engagingly much better than I could have done on my own. This capability makes it easier to communicate effectively with stakeholders, as they see AI as a forward-thinking solution that can improve outcomes. Additionally, AI serves as a sounding board for project teams, providing diverse insights based on different team members’ inputs. This collaborative aspect enhances project quality by allowing team members to compare AI-generated responses, which can lead to more informed decisions. For example, AI can offer budget forecasts, indicating whether costs may be lower or higher based on various variables. According to the PMBOK® Guide, transparency helps manage stakeholder expectations and reduces surprises, ultimately leading to higher customer satisfaction (Project Management Institute, 2021). By fine-tuning project details and providing precise feedback, AI helps project managers deliver more successful outcomes, thus positively impacting customer satisfaction compared to traditional project management methods (Reddix, 2024).
Q:With the fusion of AI and quantum computing ushering in Industry 4.0, could you elaborate on the industries you believe will benefit the most and, how do you see this changing the landscape of project management across IT and manufacturing industries?
A: The aerospace industry is set to benefit greatly from AI and quantum technology, particularly in drone advancements. As an FAA-Part 107 certified commercial Small Unmanned Aircraft System (sUAS) pilot, I see significant potential in AI enabling autonomous drone operations for tasks like agricultural spraying and forest fire monitoring, improving efficiency, safety, and resource management. Industry 4.0, with its focus on automation, is transforming IT and manufacturing, allowing machines to take on tasks traditionally performed by humans, boosting production rates, and optimizing processes. This shift is not about replacing humans but enhancing efficiency, whether through simulating new cancer treatments or improving production lines. In project management, AI and quantum computing enable faster, more accurate simulations, deeper insights into risk management, and improved project timelines. Effective project management will require balancing the benefits of AI with the need for human oversight, ensuring that AI serves as a tool that enhances rather than replaces human capabilities.However, as technology evolves, project managers must stay ahead of technological trends and ensure alignment with teams and stakeholders to fully leverage these advancements (Reddix, 2024).
Q: According to research by the Project Management Institute (2024), AI’s impact on project work execution and the role of the project manager will only continue to grow. This raises the question: How do project managers successfully implement these technologies without disrupting the current way of doing business or these cynics?
A: The first thing I would say is that the world is moving at the speed of light, and project managers need to recognize that. AI is not a distant future; it is happening now. For instance, research from PricewaterhouseCoopers (2017) predicts that the global economic value added from AI could reach around “$15.7 trillion by 2030 or 2035, with China alone projected to capture about 41% of that value”. If we do not embrace AI, we are losing out on significant economic opportunities (PricewaterhouseCoopers, 2017. p. 1). Countries like China and India are leading the way in integrating AI into their
“AI and quantum technologies are not here to replace project managers but to enhance their ability to lead, optimize, and deliver greater value in real-time.“
manufacturing and engineering sectors. They are investing billions in AI technology, and this investment is being translated into better products and solutions for emerging markets. The U.S. has foundational knowledge in AI, thanks to institutions like The Defense Advanced Research Projects Agency (DARPA), and we have the potential to lead in this area (Reddix, 2024). Leadership and policy are crucial in this transition. Project managers may not need to be AI experts, but they must recognize the immense value AI brings to their work, including improved efficiency and potential financial rewards. Project managers need to understand that resisting AI is counterproductive. Those who ignore its benefits will fall behind in terms of competitiveness and economic value, as AI is set to become an integral part of project management.
Q: What advice would you give project management practitioners on how to stay engaged in the project management industry so that it increases focus on the need for training in the discipline but also encourages an increase in the number of applicants to project management programs at higher education institutions, such as Morgan State University?
A: The key to staying engaged in the project management industry is passion. I have a deep passion for project management and integrating emerging technologies. It is essential to keep learning and to have a diverse toolkit. This means continuously seeking out new experiences that enhance your knowledge. Leadership in project management plays a significant role in giving back to those just starting in the field. Sharing knowledge and experiences can inspire others and increase interest in project management programs at institutions like Morgan State University. Engaging with emerging trends, such as artificial intelligence and quantum technologies, can also keep practitioners motivated and relevant. I have had the opportunity to contribute to discussions at prominent levels, including providing insights to the White House about these technologies. This involvement keeps my passion alive and demonstrates the impact that project management can have in various fields. Education is crucial; I graduated with honors from the University of Phoenix, which taught me the importance of teamwork and collaboration. Project management can be enjoyable and fulfilling if you approach it with the right mindset. Most of my projects finish on time and within budget, and I believe that leveraging advancements in AI and quantum technologies will only elevate the quality of project management in the future. Encouraging more individuals to enter the field requires demonstrating the value and satisfaction that comes from project management (Reddix, 2024).
References:
Antonio & Ricardo. (2023). How AI will transform project management. https://hbr.org/2023/02/how-ai-will-transform-project-management
PricewaterhouseCoopers. (2017). Sizing the prize: What’s the real value of AI for your business and how can you capitalize? PwC. https://www.pwc.com/gx/en/issues/analytics/assets/pwc-aianalysis-sizing-the-prize-report.pdf
Project Management Institute. (2024, June). Reimagining the role of the project manager. https://www.pmi.org/blog/role-of-the-projectmanager
Project Management Institute. (2021). A Guide to the Project Management Body of Knowledge (PMBOK Guide) - Seventh Edition. Newton Square: Project Management Institute. Reddix, J. (2024).
THE ACT OF THE DEAL: MASTERING PROJECT MANAGEMENT NEGOTIATION
Introduction
This essay discusses negotiation dynamics in project management, focusing on the information technology (IT) industry. In any negotiation, it is presumed that each side wants to win and may or may not be concerned with whether the other side wins. Under a win-win strategy, the idea is to find a win-win scenario acceptable to both sides. The more issues the parties can agree on, the higher the probability of a win-win outcome. If the parties are unwilling to compromise, the likelihood of a successful negotiation is dim. Getting to a win-win outcome can be challenging but worth the effort.
Challenges with a Win-Win Strategy in Negotiations
Many excellent texts proclaim the virtues of the win-win strategy (Karrass, 1970; Ury et al., 1992; Cohen, 2003). A win-win is a good result for all parties involved in a given negotiation. However, problems with the win-win strategy need to be discussed. According to the PMBOK® Guide, maintaining a clear vision that clients agree on involves challenging negotiations (Project Management Institute, 2021). A client purporting to promote a win-win strategy can change during the negotiations and revert to a win-lose, a lose-win, or a lose-lose strategy.
Although a client may claim to adhere to a win-win strategy, the truth is that the project manager is put in a difficult position when faced with a client who has shifted their negotiation strategy. Suppose a project manager maintains a win-win strategy in the face of an alternative strategy. There is a distinct probability that the project manager will lose because the client is no longer interested in—or perhaps never was—pursuing a win-win outcome. This means that it is imperative for the project manager to periodically query the client regarding whether they are still dedicated to a win-win (Voss & Raz, 2017).
Testing the Client’s Negotiation Strategy
Testing a party’s current negotiating strategy depends on the negotiation details. Individual negotiations demand creative ways to verify that clients adhere to their declared win-win strategy (Nierenberg, 1986; Buresh, 2022). Suppose a project manager ignores this issue, and the client changes their strategy. In that case, a project manager will likely be unaware of the change, giving the client a tactical advantage. Thus, it is essential for a project manager to periodically check with the client for a win-win. What should an IT project manager do if the client deviates from a win-win strategy?
Below are three possible strategies a project manager can employ to respond effectively:
Maintaining the Win-Win Strategy - A project manager can maintain a win-win strategy regardless of the strategy used by the client (Ury et al., 1992). This option is risky because it does not consider the client’s strategy. It should be remembered that a client may advocate a win-win strategy but promote a win-lose strategy. Also, the client may construe that the project manager is weak because they ignored the client’s position.
The client may exploit this weakness to gain a more significant advantage over the project manager and the project. The project manager can attempt to work with the client to bring them back to a win-win (Buresh, 2022). However, even if the client does decide to return to a win-win strategy, there is no assurance that the returning win-win strategy will be like the original one. The two win-win strategies can be dramatically different, sometimes as dissimilar as night is to the day. When the project manager realizes that the client has changed their strategy from a win-win to a win-lose strategy, the project manager could also engage in a win-lose strategy. The timeframe in which the project manager decides to either remain with a win-win strategy or change their strategy to one of the three other possibilities depends on the negotiations’ circumstances and the project manager’s commitment to their original win-win strategy (Buresh, 2022).
Changing to a Win-Lose Strategy - A win-lose occurs when one party’s gain results in the other party’s loss. Both parties typically compete to take away or claim the most value from the negotiation. A win-lose can be viewed as a “fixed-pie” situation where only a limited amount is distributed among the negotiating parties (Negotiation Experts, n.d.). In game theory, a win-lose is also known as a zero-sum game (Kenton, 2020). In engaging in a win-lose strategy, the project manager should recognize that the client has betrayed their confidence by reverting to a win-lose strategy (Frank, 2004). This betrayal should alert the project manager that even if the client returns to a win-win strategy, there is little reason to believe that
STRATEGIES
the client will stay with its revised win-win strategy for the remainder of the negotiations (Frank, 2004). In essence, by changing their negotiating strategy, the client has breached the trust of the project manager, and trust, once breached, is challenging to restore, if at all (Olekalns & Smith, 2007).
Going with a Lose-Win Strategy - A client could select a lose-win strategy in which they are the loser, not the winner. According to Warschaw (1980), a party employing a lose-win strategy procures what it wants by losing. A client who uses a lose-win strategy is likely a passive negotiator who does not desire to dominate because the thought of winning frightens them. In an IT negotiation, a client involved in a lose-win strategy may not necessarily be acting in their best interest; if they are negotiating from an inferior societal or business position, which may be in their best interest. When analyzing the effectiveness of a client’s lose-win strategy, it is presumed that the project manager is engaged in a win-win strategy (Buresh, 2022). When advocated by a client, the issue with the lose-win strategy is that the client wants to lose, and the project manager wants to win. If this situation occurs, a project manager can think that the client is giving the project manager manna from heaven. After all, the client wants to lose. Why not take advantage of the situation where the project manager eagerly embraces their win? If a client selects a lose-win strategy, it is probably better for a project manager not to express too much enthusiasm, if only because such behavior could be perceived at best as gloating or at worst as stomping on an underdog. The project manager’s preferred course of action is to ask the client why they are engaging in a lose-win strategy or accept the client’s decision and acknowledge the project manager’s superior position.
Navigating the Dynamics of a Lose-Lose Strategy
A lose-lose is a bad result for all parties involved in a negotiation. It is also known as a no-win strategy. A loselose strategy is like a win-win strategy because multiple lose-lose strategies exist (Spangler, 2013). A lose-lose strategy is a challenging negotiating strategy because most people detest losing. Most individuals will not even consider a lose-lose strategy because it is repulsive (Buresh, 2022).
The classic example of a lose-lose strategy is the “prisoner’s dilemma,” where two prisoners decide whether to confess to a crime. Neither prisoner knows what the other prisoner will do in the prisoner’s dilemma (Investopedia Team, 2024). For a lose-lose strategy to be effective against a client dedicated to employing a win-lose strategy, a project manager must have nerves of steel and be willing to lose not only something but everything. The project manager must inform the client that if the project manager loses, the client will suffer greater losses than the project manager. The success of the lose-lose strategy rests on the premise that the client may be unwilling to lose everything or at least more than what the project manager will lose.
Negotiation in an IT Project
Consider a scenario where a project manager is overseeing a software development project. The project is progressing smoothly, with the application expected to be completed on time, within budget, and meeting the predefined quality standards. However, about a month before the end of the project, the client realizes that the final product does not possess the functionality that the market desires. The marketing department has just obtained pre-release survey results indicating that additional functionality is desired. The client is adamant that the functionality can be enhanced without additional expenditure or schedule changes. The project manager revises the project schedule based on the newly desired functionality, adding two months and thousands of dollars. This is a lose-win or even a lose-lose situation where the project manager loses because they will not likely bring the software application in on time. The client loses because the project will likely be late and cost more money.
There are several things an IT project manager can do to restore the project to a win-win:
• Propose a Future Release: The project manager could suggest that additional features be implemented in a future software release, allowing the current project to be completed on time, within budget, and at the original level of quality.
• Negotiate the Changes: The project manager might evaluate the requested changes and recommend only implementing those that do not adversely impact the schedule or budget.
• Implement the Changes with a Caveat: The project manager can implement the desired additional functionality but point out the losses that the client will incur.
“Although a client may claim to adhere to a win-win strategy, the project manager can face challenges when the client’s negotiation strategy shifts unexpectedly. Thus, it is essential for a project manager to periodically check the negotiation dynamics for a win-win.”
Conclusion
Negotiation in project management is a delicate balancing act, requiring vigilance, strategy, and adaptability. While the ideal scenario is to achieve a “win-win” outcome that benefits all parties, this is not always straightforward, because clients may shift from collaborative to more self-serving strategies such as (lose-win), presenting new challenges for the project manager. Therefore, a project manager must stay alert, consistently evaluating whether the client remains committed to a fair outcome and ensuring clients do not capriciously change their negotiation strategy.
Successful negotiation requires more than persistence, it demands insight, emotional intelligence, and a readiness to act decisively under changing circumstances (Voss & Raz, 2017). A project manager’s ability to stay adaptive amid negotiation dynamics is key to securing the best possible outcome, even in the most challenging situations. In the end, achieving the desired project goals may require compromise, strategic alignment, or recalibration, ensuring the negotiation remains purposeful and productive.
References:
Buresh, D. L. (2022, March). Practical suggestions for win-win, win-lose, lose-win, and lose-lose strategies in mediation or arbitration. Journal of Human Psychology 1(4), 24-34. DOI: 10.14302/issn.2644-1101.jhp-22-4129.
Cohen, H. (2003). Negotiate this! By caring, but not t-h-a-t much. Warner Business Books. Frank, M. A. (2004). When you have been betrayed, Excel at Life. https://www.excelatlife.com/articles/betrayed.htm.
Investopedia Team. (2024, June 16). What is the prisoner’s dilemma and how does it work? Investopedia. https://www.investopedia.com/terms/p/prisoners-dilemma.asp.
Karrass, C. I. (1970). The negotiating game. Thomas Y. Crowell Publishers. Kenton, W. (2020, December 28). Zero-sum game. Investopedia.https://www. investopedia.com/terms/z/zero-sumgame.asp.
Nierenberg, G. I. (1986). The complete negotiator. Barnes & Noble Books. Olekalns, M. & Smith, P. (2007, December 5). Preventing betrayal and promoting trust: A social exchange analysis of strategic focus in negotiation, IACM 2007 Meetings Paper. https://papers.ssrn.com/sol3/papers.cfm?abstract_id=1038221. Project Management Institute. (2021). A Guide to the Project Management Body of Knowledge (PMBOK Guide) - Seventh Edition. Newton Square: Project Management Institute.
Ury, W. L., Fisher, R., & Patton, B. (1992). Getting to yes: Negotiating agreement without giving in. (2nd ed.). Houghton Mifflin Harcourt Publishers.
Voss, C., & Raz, T. (2017). Never split the difference: Negotiating as if your life depended on it. Voss/Raz Publishing.
Warschaw, T. A. (1980). Winning by negotiation. McGraw-Hill Publishers. Negotiation Experts. Win-lose negotiation. (n.d.). Retrieved from https://www. negotiations.com/definition/win-lose/.
CSM
Family Consultant
Childcare Development Clinic
THE FAMILY BLUEPRINT: THE ULTIMATE LIFE PROJECT THROUGH THE LENS OF PROJECT MANAGEMENT
In today’s dynamic and fastpaced world, the concept of family building transcends traditional notions, evolving into what can be considered one of life’s most intricate and rewarding projects. Like any complex endeavor, it demands comprehensive planning, adaptive execution, and continuous improvement— qualities that align with both traditional and Agile project management methodologies.
This article delves into the parallels between building a family and the structured project management approach, emphasizing nuclear families, and parenting. These are the foundations of the concept of “family,” regardless of how it is defined, formed, or structured.
“ Parenting is a series of related jobs with different role performances and work experiences.“
Laying the Foundation
PMI’s PMBOK Guide (2021) defines the initiation phase in project management as “processes performed to define a new project and securing the necessary authorizations to proceed” (p.171). Initiating a project cannot take place without the stakeholders, just as starting a family cannot happen without “parents”. When you look up the word “parent,” you will find that it has various meanings, but generally, it refers to a “person who gives birth to an offspring and brings up and cares for a child” (Ryder & Decker, 2015, p. 15).
In the context of family building, the initiating phase begins with critical discussions between partners about their vision for the future. These conversations mirror the processes of developing a project charter, where the scope and objectives of the family are defined. This stage is crucial as it sets the vision and lays the foundation for what will come.
In Agile terms, this initiation phase aligns with establishing the Product Vision, which drives the product roadmap—a long-term goal that guides the family’s journey (PMI’s Agile Practice Guide, 2017). Just as a clear but adaptable vision guides Agile projects, family goals should be flexible, allowing for adjustments as circumstances change. Scope management, a key knowledge area, plays a pivotal role in ensuring that the family’s vision remains focused yet adaptable.
Crafting a Comprehensive Family Blueprint
The planning phase is where the blueprint for the family is meticulously crafted. In family building, this phase can be seen as creating a comprehensive plan that includes financial stability, child-rearing philosophies, time, cost, and risk management strategies.
Agile planning introduces the concept of a product backlog, which is a dynamic list of evolving priorities (Cobb, 2015). For families, this translates to setting short-term goals
and regularly revisiting and revising them. For instance, parents might prioritize early childhood education in one iteration and then shift focus to extracurricular activities as their children grow. This iterative planning reflects the adaptive nature of Agile methodologies, where plans are continuously refined based on feedback and changing circumstances.
Time management and cost management are crucial at this stage. Effective time management within a family involves creating routines and schedules that balance work, school, and leisure, ensuring every activity is prioritized in alignment with the family goals. Cost management, on the other hand, entails budgeting for both current and future family expenses, from everyday living costs to longterm investments in education and so on. Families that excel in these areas often have detailed financial plans and emergency funds, which serve as buffers against unforeseen circumstances, reflecting risk management’s importance in project management and family life.
Parenting as Iterative Development, Tools and Skills
During the project execution phase, plans turn into actions, and activities are carried out according to the schedule. Parenting is an ‘act’’, and in this phase, it encompasses the daily responsibilities of raising a child, and running a household to adopt an agile framework, where value is delivered in increments, and feedback is continuously gathered and applied.
“ Building a family is a lifelong endeavor. While project managers may have the option to close a project, resign, or retire from a job, parents do not have that choice.“
A key knowledge area here is resource management. For families, resources such as time, money, and energy must be allocated wisely. Referring to my parents’ strategy, (see, chart 1), which visually demonstrates how a typical family might allocate their financial resources across major categories like housing, education, and more. It helps illustrate the importance of managing finances effectively to avoid over-committing in one area and neglecting another.
Proper resource management ensures that the family’s financial and emotional resources are not overstretched. Communication management is also essential in this phase, as it ensures that all stakeholders are informed, engaged, and aligned with the family’s evolving goals. Tools like regular family meetings or discussions function similarly to Agile’s sprint reviews, where progress is assessed.
For example, a family might regularly revisit their approach to discipline, education, or extracurricular activities based on the child’s development and feedback from teachers or coaches. This continuous iteration and adaptation embody Agile’s core principle of “responding to change rather than strictly adhering to a plan” (Project Management Institute’s Agile Practice Guide, 2017. p. 8).
Chart 1 - Family Resource Allocation
Ensuring Steady Progress
In project management, the monitoring and controlling phase involves tracking performance and making necessary adjustments (Project Management Institute, 2017). In family life, this phase is reflected in the ongoing efforts to assess and improve the family’s well-being, including the physical, emotional, and social health of each member.
In this phase, quality management becomes a vital component as it focuses on creating a supportive and nurturing atmosphere that fosters growth and happiness. Just as Agile teams conduct regular retrospectives to identify areas for improvement, families should hold regular check-ins to evaluate the emotional, social, and academic development of each member. These retrospectives allow parents to adjust their strategies, ensuring that they remain aligned with the family’s goals and values. Good quality management ensures risks are managed efficiently. Families are constantly exposed to risks, financial issues, health concerns, or unexpected events. Identifying these risks early and developing mitigation strategies is essential for the family’s longterm success.
Transitioning and Maintaining Family Bonds
Managing human resources is one of the most challenging aspects of any project. While project managers may have the option to close a project, resign, or retire from a job, parents do not have that choice. In this context, the closing phase is less about concluding the project and more about transitioning to the next stage of life, such as when children leave home.
In this phase, parenting shifts from active management to an advisory role, ensuring that the “product”, which is the children, continues to thrive independently, even after the project (active parenting) is complete. This mirrors Agile’s focus on sustainable development, where the family unit remains effective as roles and responsibilities evolve.
Conclusion
Building a family blends the principles of traditional project management with the adaptability of Agile methodologies, requiring parents to continuously evolve their roles and skillsets. The parallels between project management and parenting underscore the structured yet evolving nature of building a family. This makes it one of the most dynamic and rewarding life projects, and parents, most consistent project managers, hence “Parenting is often called a career, where each stage brings new challenges, responsibilities, and growth opportunities” (Ryder & Decker, 2015, p. 15). By embracing these project management principles and phases, parents can approach the complexities of family life with greater clarity, purpose, and effectiveness.
References:
Cobb, C. (2015). The Project Manager’s Guide to Mastering Agile. Hoboken: Wiley
Ryder, V., & Decker, C. (2015). Parents and Their Children (8th edition). Tinley Park: Goodheart-Wilcox.
Project Management Institute. (2021). A Guide to the Project Management Body of Knowledge (PMBOK Guide) - Seventh Edition. Newton Square: Project Management Institute.
Project Management Institute. (2017). Agile Practice Guide. Project Management Institute.
Chinelo Melissa Ikeokpara,
Victor Ibosiola, PMP, CISM IT Project Manager Mariner Finance
BLOCKCHAIN INTEGRATION IN IT PROJECT MANAGEMENT:
TRANSFORMING SECURITY, TRANSPARENCY, AND COLLABORATION
Blockchain technologies have made a new generation of project management systems possible, giving project managers access to various capabilities, functions, and features that will help them in their work as they take on more complicated tasks and projects. Businesses are becoming more projectized in the 21st century, as flexible and agile organizational structures are increasingly necessary for dynamic, technologically led markets (Lundin et al., 2015). As an evolving discipline, project management combines several related domains, such as organizational studies, management science, psychology, governance methodology, politics, risk management, behavioral studies, and information technology. Project managers and business executives are leaning towards soughtafter technologies like blockchain to enhance their data integrity and security. The primary benefit of blockchain is its ability to create secure project records from potential tampering, hidden from unauthorized access, and reduce the risk of data errors and manipulation.
“Blockchain provides an open, traceable system where all stakeholders can access the same project data, improving transparency and accountability throughout the project lifecycle.”
A blockchain is a distributed ledger technology (DLT) that provides a foundation for creating decentralized, secure, and dependable activities (Pop et al., 2020). The advantages of this technology include transparency, openness, and traceability by joining several computer science disciplines such as cryptography, data structures, and consensus algorithms (Narayanan, 2016). Additionally, blockchain seeks to establish a creditworthy ecosystem among its participants
in today’s environment of sensitivity and highsecurity requirements (Li, 2019). The primary blockchain infrastructure can provide sufficient creditworthy data-level storage and operations (Froese, 2010). Technology also enhances transparency among all stakeholders and streamlines the scheduling activities of different supply chain partners (Yang, 2019).
The decentralized nature of blockchain offers enhanced security by reducing reliance on central authorities and ensuring that all data is encrypted and tamper-proof. This improves security in project management, especially in sectors like finance and supply chain management, where secure communication is critical and immutability is guaranteed. The Project Management Body of Knowledge (PMBOK) provides guidelines to assess blockchain’s traceability, transparency, and security in project management areas such as contract, finance, asset, inventory, and purchase management (Project Management Institute, 2021). It also facilitates transparency by allowing all stakeholders access to the same data, making tracking project progress easier and ensuring accountability. This transparency is crucial for improving trust and collaboration across supply chains and industries (Yang, 2019). At its core, blockchain networks provide a new operating system infrastructure layer for the Internet that is ideal for handling applications where trust for data and transaction integrity are crucial. Blockchain can automate project workflows by utilizing innovative contracts, ensuring that different stakeholders adhere to agreed-upon processes without manual intervention. This has been shown to boost collaboration and decision-making in industries like construction and manufacturing (Gupta & Jha, 2023).
Blockchain technology is poised to transform project management and business operations significantly soon, reminiscent of the impact of the Internet in the 1990s. As an emerging technology, its potential to address challenges such as smart contracts and supply chain tracking in portfolio and program management and inter-business transactions and enhance current business practices has prompted substantial investment from prominent organizations, including IBM
and significant financial institutions. However, organizations considering adopting blockchain to manage their projects must navigate several critical challenges, including regulatory compliance, security and privacy considerations, integration complexities, and cultural acceptance. By effectively addressing these challenges, blockchain can fulfill its potential as a robust value system, offering considerable advantages to organizations that embrace this innovative technology.
“In practice, project managers and business executives are turning to sought-after technologies like blockchain to enhance their data integrity and security.”
Blockchain represents a transformative technological advancement that presents significant potential and opportunities for organizations. One example is the application of blockchain in supply chain management, particularly demonstrated by Walmart’s use of the technology to trace the origins of food products. The success of companies in this area will be contingent upon the risks they are willing to embrace, as well as the agility with which they make decisions and act. The firms that will thrive in this blockchain integration with project management will be those that can effectively differentiate themselves and excel compared to their competitors. The initial focus for implementing blockchain technology should be identifying how it can be integrated with current enterprise systems and project management software. This approach will foster a greater collective understanding of technology while simultaneously establishing a pathway that minimizes disruptions and facilitates the rapid adoption of blockchain within enterprises. Blockchain-based project management must be well-organized, scalable, secure, and reliable.
References:
Froese, T. M. (2010). The impact of emerging information technology on project management for construction. Automation in construction, 19(5), 531-538.
Gupta, P., & Jha, K. N. (2023). A decentralized and automated contracting system using a blockchain-enabled network of stakeholders in construction megaprojects. Journal of Management in Engineering, 39(4), 04023021.
Li, Y. (2019). Emerging blockchain-based applications and techniques. Service Oriented Computing and Applications,13(4), 279-285.
Lundin, R. A. (2015). Managing and working in project society. Cambridge University Press.
Narayanan, A., Bonneau, J., Felten, E., Miller, A., & Goldfeder, S. (2016). Bitcoin and cryptocurrency technologies: a comprehensive introduction. Princeton University Press.
Project Management Institute. (2021). A Guide to the Project Management Body of Knowledge (PMBOK Guide) - Seventh Edition. Newton Square: Project Management Institute.
Pop, C., Cioara, T., Anghel, I., Antal, M., & Salomie, I. (2020). Blockchain-based Decentralized Applications: Technology Review and Development Guidelines.
Yang, C. S. (2019). Maritime shipping digitalization: Blockchain-based technology applications, future improvements, and intention to use. Transportation Research Part E: Logistics and Transportation Review, 131(1), 108-117.
Zhao, H., Zhang, Y., Peng, Y., & Xu, R. (2017). Lightweight backup and efficient recovery scheme for health blockchain keys. 13th International Symposium on Autonomous Decentralized System (ISADS), 1(1), 229-234.
Martina Harris, PMP Founder and President Scire Strategies, LLC
STRATEGIES AND MANAGEMENT PRACTICES IN PUBLIC SECTOR CONSULTING
Did you know that an estimated “65% of projects fail”? (Project Co., 2023). When translating project failures’ impact into dollars, Business Wire (2018) noted that PMI’s survey revealed that roughly 1 million dollars are wasted every 20 seconds by organizations worldwide due to poor project management practices. In the federal government consulting space, I have observed a mindset of “If we build it, they will come,” which has led to numerous solutions being completed on time, within budget (almost) and scope, and then collecting dust after delivery. We have all seen this occurrence. For instance, implementing a multimillion-dollar information technology (IT) solution resulted in only a handful of users who log in quarterly to keep their accounts active and rarely use the application. Why does this happen? One question is whether projects succeed if the product or output fails to serve its purpose beyond project closeout.
Project managers in the public sector are often tasked with initiating and closing out a project without guidance on its objectives and needs so that it becomes a sustainable solution and is not just deemed a completed project. Silvius and Schipper (2014) state that a sustainable project refers to the planning, monitoring, and controlling of project delivery and support processes, considering the environmental, economic, and social aspects of the life cycle of the project resources (Silvius & Schipper, 2014). Successful project integration management in the public sector necessitates a cohesive approach encompassing each project lifecycle phase. By focusing on sustainability, functionality, and stakeholder engagement, project managers can ensure that their projects do not just conclude but deliver lasting value to their customers.
As project managers, we know a project’s accurate and simple definition is having a well-defined start and finish. However, how we define the success of a project should extend beyond the finish date, and it should reflect the value that the project delivers after it is completed. This means that the sustainability of the product or output must be considered throughout the project life cycle. I believe the best opportunity to maintain a top-of-mind focus on delivering sustainable value versus getting to the finish line lies within the PMBOK’s knowledge area of Project Integration Management (Project Management Institute, 2017).
Understanding Project Integration Management
So, what is Project Integration Management? The Project Management Institute (PMI) describes project integration management as integrating project processes and making choices about allocating resources, choosing among competing demands, tailoring processes to project objectives, and managing dependencies among the project management knowledge areas (2017). These activities are performed continuously throughout the project phases (i.e., initiation, planning, execution, monitoring
and controlling, and closing). When proper integration is present, projects can succeed in delivering sustainable solutions supporting long-term goals.
“ Success is not just delivering on time and within budget; it is delivering sustainable value that serves long-term goals.“
Let us explore a few examples.
• Sony Betamax: Betamax (The National Interest, 2021) was a superior technology. It was first to market, the physical size was more compact, and it had better video quality and bookmarking capabilities. But it failed miserably. Its competition, JVC’s Video Home System (VHS), entered the market at a lower price point for tapes and players and had a run-time of more than twice as long (The National Interest, 2021).
• Water Sanitation and Hygiene (WASH) Projects, United Nations Development Programme (UNDP): Water Governance Facility/UNICEF reports that “as many as 30-50 percent of WASH projects fail after two to five years” (UNDP Water Governance Facility/UNICEF, 2015, p. 4), requiring the intended beneficiaries to revert to previous practices or leave them in worse conditions than they were initially. Many of these projects fail because the resources to establish and maintain the systems are through donors, not end users.
• Government Data Sharing Project (DSP): A federal government agency created a data-sharing platform for agencies to share information. Data providers appreciated the security of the platform and the ability to limit access to only verified users with a “need to know” (UNDP Water Governance Facility/UNICEF, 2015, p. 8). Consumers of the information appreciated having access to the data but were frustrated by the process of accessing it. In response, the DSP implemented a simplified registration process with an application nearing the end of life. This resulted in data providers not trusting the security of access to their data and removing data from the system.
Each of these examples has a crucial disconnect between successful project delivery and a successful project. Numerous sources cite anywhere from the “Top 7” to the “Top 12” reasons why projects fail. Reasons which run the gamut of missteps that even skilled project managers would encounter within their careers. This is due to a lack of sponsorship, clarity, funding, scope changes, missed requirements, and internal team conflicts. In my opinion, these all boil down to a simple concept of defining and managing value delivery. A critical misconception in project management is that the project parameters are etched in stone once the charter is signed. This could not be further from the truth in the practical execution of successful and sustainable projects. In my experience, projects that lead with the following pillars for integration activities are likely to deliver long-term solutions.
Pillars for Successful and Sustainable Projects
1. Understand the Value and the Stakeholder: PMI (2017) accurately reflects the breadth of what value means: “Value. The worth, importance, or usefulness of something. Different stakeholders perceive value in different ways…” (p. 22). Project managers must ensure that the primary stakeholders and their perceived value are understood up front and that the project team considers what it takes to sustain their value. This should be defined at the start of the project, within the charter, and followed throughout planning considerations, solution development, project execution, and part of the project closeout activity. In the Betamax example above, the consumers valued the cheaper price and the ability to record an entire baseball game. Sony’s delivery of a technically superior product was not enough.
2. Keep a Pulse on the Environment: Unless the project is created and executed in a controlled environment (i.e., bubble), one thing that project managers can be sure of is change. Effective integration requires observing and assessing the shifts within the areas of the project’s scope, monitoring the external signals that can influence any aspects of the project, and then determining whether there is an impact on the perceived value. Continuous scans of the internal and external environment enable project managers to readily identify and manage potential risks to the project and monitor and control the shifts effectively. The DSP team unknowingly implemented an end-of-life solution for user registration and login to address the consumers’ concerns, but this resulted in a significant decrease in support from the data providers. In the end, this unanticipated risk was realized when data providers no longer provided any data to consume.
3. Architect the Information Exchange: Active project integration management hinges upon establishing and managing expectations with all project stakeholders throughout the project’s life. It is crucial for project managers to meticulously architect channels for informationsharing and feedback loops that amplify the voices of the right stakeholders and adequately inform the decision-makers and project teams. This information must flow swiftly and predictably and translate what it means for the recipient. This is the crux of the change management component of the project life cycle and a vital role for the project manager. Consider the WASH projects, often led by donors who do not need or experience the solution. How different would the outcome be if the end users were engaged in designing and delivering their clean water systems?
“ Sustainable solutions are born from continuous alignment with stakeholder needs, not just meeting deadlines.“
The Path to Sustainable Solutions
Our responsibility is to view the project’s success as a sustainable solution that extends beyond the project closeout phase. Project managers must develop the capability to expertly balance the competing demands of cost, scope, schedule, and quality, all in pursuit of value creation. Applying project integration management is the source of adaptability and the arbiter of variability in projects, and if performed well, it can ensure a sustainable solution.
References:
Business Wire. (2018, February 15). $1 million is wasted every 20 seconds by organizations around the world. Retrieved September 30, 2024, from https://www.businesswire.com/news/ home/20180215005610/en/1-Million-Wasted-Every-20-Secondsby-Organizations-around-the-World
Project Management Institute. (2017). A Guide to the Project Management Body of Knowledge (PMBOK Guide) - Sixth Edition. Newton Square: Project Management Institute. https://www.pmi. org/pmbok-guide-standards/foundational/pmbok
Project. Co. (n.d.). Project management statistics: Trends and insights for 2023. Retrieved September 30, 2024, from https://www. project.co/project-management-statistics/
Silvius, A. G., & Schipper, R. (2014). Sustainability in project management: A literature review and impact analysis. Social Business, 4.
The National Interest. (2021, February 5). Betamax vs. VHS: Why Betamax could not compete. Retrieved September 30, 2024, from https://nationalinterest.org/blog/techland/betamax-vs-vhs-whybetamax-could-not-compete-178275
UNDP Water Governance Facility/UNICEF. (2015). WASH and accountability: Explaining the concept. Accountability for Sustainability Partnership: UNDP Water Governance Facility at SIWI and UNICEF. Stockholm and New York. Available from http://www. watergovernance.org/
TEAM Biographies
Sharon Awotimiro
MSPM c/o 2025
Sharon Awotimiro is an accomplished professional with a diverse educational and career background. She completed her undergraduate degree in English and International Studies at Osun State University in Nigeria in 2016. She proceeded with her studies by obtaining her first Master’s degree in Strategy and International Security in 2022 at the University of Hull, England. In 2023, she moved to the United States of America to study for her second Master’s in Project Management at Morgan State University. Sharon gained valuable knowledge in the banking industry and worked with a health maintenance organization. After her master’s degree in the United Kingdom, she gained valuable experience working at the National Probation Service (NPS) and the Department of Works and Pension (DWP) within the United Kingdom’s civil service.
Sharon is a member of the Project Management Institute (PMI), and she plans to take her Project Management Professional certification examination before her graduation in May 2025. Currently, Sharon is applying her skills as an Intern with the Maryland Department of Transportation at the Office of Maintenance. Sharon, with her extensive experience, plans to delve into consulting after graduation with the sole aim of advising companies on global expansion, strategic growth, and operational efficiency, all geared toward effective management processes.
Michael Gills, PMP, CSM MSPM c/o 2024
Michael Gills graduated from the University of Maryland at College Park, obtaining a Bachelor of Arts degree in Criminal Justice and Law Enforcement Administration. As a dedicated professional committed to fostering the next generation of management consulting talent, Michael is pursuing a Master of Science degree in Project Management from Morgan State University. He is a certified Project Management Professional (PMP) and Certified ScrumMaster (CSM).
With a distinguished career over three decades, Michael has solidified his position as a seasoned management and technology consultant in the homeland security market. His extensive experience at top-tier global consulting firms has equipped him with a deep understanding of complex business challenges and a proven ability to deliver results. Michael’s expertise extends across various areas, including information technology implementations, acquisition management, capability development, and stakeholder management. His ability to effectively navigate the intersection of business acumen and technical proficiency has earned him recognition and respect from clients and colleagues. Beyond his professional accomplishments, Michael is known for his exceptional interpersonal skills. His ability to listen attentively and mentor others with compassion and understanding is a testament to his genuine care for the development of others. His empathetic nature and insightful guidance have made him an effective leader and a trusted confidant to those around him.
Upon graduation, he plans to establish a consulting firm that empowers new graduates and veterans to thrive in management and technology consulting careers. By bridging the gap between their skills and industry demands, Michael aims to impact aspiring consultants’ professional development significantly.
Adaora Ikeokpara, PMP, CSM
MSPM
c/o 2024
Adaora Ikeokpara earned a Bachelor of Science in Education Chemistry with honors from Imo State University, Nigeria, in 2011. Shortly after, she joined Q-Tec Engineering Company in Lagos as an Assistant Project Manager. Within six months, her exceptional contributions led to her promotion to Operations Manager after successfully securing two major contract deals that boosted the company’s income by 70%. This marked the start of her professional ascent in project management and operations, building on her longstanding interest in management.
At 15, she launched Extra-Moral Classes, provided church counseling, and worked as a site supervisor at her father’s quarry. In 2014, she partnered with the United Nations on Millennium Development Goals, organizing wellness seminars for teens across 20 schools and three communities, earning the United Nations “Service to Humanity Award.” She also founded successful logistics and fashion companies, solidifying her role as an entrepreneur and community leader.
Currently, Adaora is serving as an Assistant Project Manager intern at IIU Consulting Incorporated while pursuing a Master of Science in Project Management at Morgan State University’s Earl G. Graves School of Business and Management, with plans to graduate in December 2024. She is a member of Beta Gamma Sigma (BGS), The International Business Honor Society, and the Project Management Institute (PMI) and is deeply committed to academic and professional excellence. Upon completing her degree, Adaora plans to utilize her expertise to drive organizational improvement in the field of project management, engage in community development initiatives, and continue expanding her entrepreneurial ventures.
Dr. Monica N. Kay, PMP
Adjunct Professor
Dr. Monica Kay, a dedicated educator and professional, holds a Bachelor of Science in Accounting from the University of Maryland Eastern Shore, a Master of Business Administration from the University of the District of Columbia, and a Doctorate in Business Administration from Wilmington University. She also possesses a Project Management Professional (PMP) certification from the Project Management Institute. Monica’s commitment to education is further demonstrated in her role as an adjunct professor at Morgan State University and Chesapeake Community College, where she teaches for the Master of Science in Project Management program and English as a Second Language, respectively.
With over 25 years of business and project management experience, Monica has worked extensively in the private and public sectors. The federal government employs her at the Centers for Medicare and Medicaid Services (CMS), Department of Health and Human Services. Her role includes overseeing the Division of Investment Oversight and Governance, where she manages the Health Federally Funded Research and Development Contract (Health FFRDC) and coordinates contracts related to Section 508 Accessibility and Office of Inspector Audit Resolution. She has led numerous high-profile projects, such as the New Medicare Card Project, the implementation of the Affordable Care Act, and Agency-wide initiatives aimed at improving accessibility. Monica is passionate about cross-agency coordination and developing key metrics to measure the success of legislative initiatives and reduce costs while strengthening beneficiary health.
Monica aspires to continue leveraging her project management expertise to make a significant impact within the federal government and beyond. She is committed to fostering high-performing project teams, advancing program management practices, and developing educational programs to train the next generation of project managers. Through her work, Monica aims to continue driving cost efficiencies and enhance the quality of services for beneficiaries, ultimately improving outcomes across the healthcare sector.
Apply for Master’s Admission at: https://morganstate embark com Growing the future Excellence | Integrity | Respect | Diversity | Innovation | Leadership Annual Deadline: Fall Semester - March 15 | Spring Semester - Oct 1
MS Project Management
The Graves School of Business and Management (GSBM), Master of Science in Project Management (MSPM) is a traditional as well as online only (MSPM-O) program, designed for the needs of working professionals or those seeking a career change, who are interested in Project Management in various fields. The Graves School's MSPM & Post-Baccalaureate Certificate in Project Management prepares students for success on the PMP or CAPM exams The MSPM provides the tools and training you need to achieve project success no matter of the size of the project or level of complexity
MSPM @ Graves School Program Objectives
GAC and AACSB accredited
Combination of Theoretical, Case Based and Practical "Real-World" Learning
Customized Professional Development and Career Coaching
Develop effective leadership & teamwork skills
Data analysis for effective business decisions
Technology training for professional growth
Understand the global competitive marketplace
Expose students to executive mentoring network
Specialization
Information Systems
Accounting or Finance
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Human Resources
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