We currently find ourselves in a world characterized by both remote and face-to-face interactions. Project management challenges that were simpler in co-located settings are now more complex as we navigate the realms of onsite, virtual and hybrid work environments, incorporating multi-generational workers from Baby Boomers to Gen Alpha. With constant changes driven by technological advances, evolving needs, and an increased emphasis on continuous communication, what are project managers to do?
The 21st issue of Morgan State University’s Project Management Magazine, developed by graduate students in the Master of Science in Project Management program, addresses this challenge. It provides substantive help and insights on navigating these complexities through advanced strategies in our ever-evolving world of project management.
This semester’s capstone students, Clayton Corley, Russell Geater, De’Juan Hicks, Joseph Harmon, and Al Zain Zee Al Zain, form an all-male team that has tackled the challenge of bringing forth concepts such as establishing a digital project management office to enhance oversight, reviewing projects through a risk management lens, and exploring how cross-cultural collaboration can impact projects both positively and negatively. They also present an article on the increasingly popular role of artificial intelligence as a game-changer in the project management arena. The feature article addresses the realism of project management professional certification and what it truly means to hold one, directly from one of the founders of the certification from the Project Management Institute (PMI). This semester’s authors provide key insights useful for project managers at the beginning, mid-level, or even those well-established in their careers. As you absorb the information, take from it what you need and as always, please enjoy our magazine.
Dr. Monica N. Kay, PMP
Adjunct Professor, Morgan State University Editor- in-Chief, 21st Edition MSU PM Magazine 2 1 3 4 6 8 9 10 11 5
MESSAGE FROM CONTRIBUTING AUTHORS
With spring comes the start of a new chapter in project management’s adventure, Morgan State University’s Project Management (PM) Magazine’s Spring 2024 edition is an intricate tapestry woven together of wisdom, courage, and ingenuity as we navigate modern project management’s complex maze.
“Navigating Complexity: Advanced Strategies for Modern Project Management” is not simply a theme in this issue; it encapsulates our journey toward mastering the art of adapting and thriving in today’s professional environments. Each article in this issue illuminates our path toward excellence, exploring topics ranging from agile methodologies to stakeholder engagement in our multifaceted world.
This edition, packed with insights and strategies, is the result of curated insights from industry professionals, and the principles governing modern project management. It is an invitation to discover new frontiers, adopt advanced strategies, and prioritize inclusivity when undertaking any endeavor. As you turn the pages, we invite you to delve deeper into modern project management. Join us on this voyage of discovery as each article presented offers new insight into navigating today’s workplace with confidence and ease.
Message from the Editor
Dr. Monica Kay, PMP
Message from Contributing Authors Clayton Corley, Russell Geater, De’Juan Hicks, Joseph Harmon, Al Zain Zee Al Zain
The Evolution of the Project Manager Role in a Complex and Changing World
– Priscila Z. Vendramini Mezzena, PMP, PMI-ACP, MBA, CSM
The Digital PMO: Leveraging Technology for Enhanced Project Oversight – Nikisa George, Ph.D.
Big Data Analytics: Transforming Decision Making in Projects – Lukman Olanrewaju, MS-CSIS
Creating Value Through Modern Risk Evaluation and Management
– Matthew Snyder, MBA, PMP, CISA, CRISC
Unleashing AI in Project Management: A Strategic Game Changer – Soumya Ghatak, MBA, PMP
Common Sense: The Antidote for Complexity in a Modern Project Management World – Lee R. Lambert, PMP
Cross-Cultural Collaboration: Navigating Global Project Challenges – Tara Jabbaar-Gyambrah, Ph.D.
The Power of Milestones: Tracking Progress and Maintaining Momentum – Stephanie Kehinde, CSM, ITIL
Agile Mastery: Beyond the Basics – Kristen Barr, PMP, CSM, ICPACC
Project Management
Leadership: A Continuum from Biblical Times to Today – Sophia Subero, PMP
Graphic Design, Contributing Authors and
Student Biographies Photos by Sydney N. Kay Cover Art by Jalen Corley
Priscila Z. Vendramini
Mezzena, PMP, PMI-ACP, MBA, CSM
Project Manager and Product Owner
PMI São Paulo Chapter
THE EVOLUTION OF THE PROJECT MANAGER ROLE IN A COMPLEX AND CHANGING WORLD
This article delves into the evolution of the project manager role amidst historical, technological, and methodological shifts. It underscores the necessity for adaptation and innovation to tackle the increasing complexity of projects and emphasizes the importance of evolving skills in a rapidly changing world.
Project Management Over Time
Lina Bo Bardi, a visionary Italian architect, once remarked, “Linear time is a Western invention. Time is not linear; it is a marvelous entanglement, where at any moment, points can be chosen and solutions invented without beginning or end.” (Crimmins, 2023). This statement mirrors the evolution of project management. This discipline has historically intertwined with the demands of large-scale projects, technological advancements, military needs, societal shifts, and evolving work and personal relationships.
From constructing the Egyptian pyramids over four millennia ago to the space race’s technological marvels, humanity has consistently sought methods to organize and deliver monumental achievements. The 20th century saw the development of pivotal project management tools, such as Gantt Charts in 1910 and PERT diagrams in 1958 (Max, 2023).
The founding of the Project Management Institute (PMI) in 1969 marked a significant milestone, establishing a reference point for the discipline. At that time, the global socioeconomic landscape was very different. Companies in the technology sector did not yet dominate the market, and none of the current five most prominent companies in the world by market cap even existed (Hoover, 2023). In 1984, when the Project Management Professional certification was created, predictive project management approaches were dominant.
The late 1990s technology boom necessitated new approaches to address the sector’s unique challenges, leading to the Agile Manifesto in 2001 (Beck et al., 2024)
“ Project Managers are now architects of adaptability, requiring a vast tapestry of skills that range from servant leadership to advanced technological proficiency.“
and the subsequent rise of adaptive methodologies. Later, PMI’s Pulse of the Profession 2024 report highlights the growing prominence of hybrid approaches, reflecting ongoing debates around methodological adequacy (PMI, 2022).
The transition from Volatility, Uncertainty, Complexity, and Ambiguity word to a Brittle, Anxious, Nonlinear, and Incomprehensible world, exacerbated by the COVID-19 pandemic to the advent of ChatGPT in 2022, expanding the horizons of learning, innovation, and productivity, which are the components of this dynamic scenario. Throughout this intricate timeline, the project management profession has evolved, embracing various tools, techniques, methods, best practices, knowledge bases, professional certifications, and approaches. Consequently, the project manager’s role has significantly transformed, necessitating a broad spectrum of skills, competencies, and attitudes to navigate varying complexities.
The Project Managers of Today
The professionalization of the project manager role, catalyzed by the establishment of PMI, has significantly influenced the evolution of project management standards and certifications. The latest iteration of the Project Management Body of Knowledge (PMBOK), version 7, published in 2021, marks a paradigm shift towards a principle-based and domain-knowledge approach, aiming to deliver value across various project management methodologies.
Along with project management transformations, the role and challenges of the Project Manager have evolved, too. The PMI Talent Triangle (PMI, 2024), updated in 2022, encapsulates the essential skills of modern Project Managers into three categories: Power Skills, Ways of Working, and Business Acumen. This framework underscores the multifaceted nature of the role. In
addition, the strategic leadership significance of project managers currently transcends beyond project confines, as explored in this PMI blog post “Project Managers as Strategic Leaders in the C-suite and Beyond” (Manh, 2023).
The project manager’s leadership profile has also changed within the context of skills. For example, from the previous command-and-control leadership, today’s project managers are expected to embody servant leadership, facilitating team success through situational leadership and effective communication, increasingly aided by artificial intelligence (AI) tools.
The breadth of knowledge required for the profession spans various domains, and Project Managers must be tireless learners. They must be able to navigate business-specific knowledge, different types of project management approaches, tools, methods, and techniques, and also a broad range of topics including, but not limited to, new technologies (such as AI), sustainability and social responsibility (such as environmental social governance, green algorithms (Nieto-Rodriguez & Vargas, 2023) or green coding (Education, 2023)), legal and regulatory compliance (such as data privacy and protection regulations) and data analytics.
Additionally, considering the demands of these varied knowledge domains, project managers must seek to expand and nurture professional networks, bringing diverse and enriching perspectives to contribute to their projects’ objectives.
The Evolution of Project Management
The evolution of the project manager’s role mirrors the dynamic shifts of a world in flux. Some of the competencies now demanded—resilience, emotional intelligence, continuous learning, and versatility— underscore the adaptive significance of this role in navigating complexities. Project Managers with a holistic vision and leadership capabilities remain pivotal in realizing strategic objectives amidst uncertainty.
References: Beck, K., Beedle, M., Bennekum, A. V., Cockburn, A., Cunningham, W., Fowler, M., Grenning, J., Highsmith, J., Hunt, A., Jeffries, R., Kern, J., Marick, B., Martin, R. C., Mellor, S., Schwaber, K., Sutherland, J., & Thomas, D. (2024). Manifesto for Agile Software Development. Agile Manifesto. https://agilemanifesto.org/
Crimmins, P. (2023, January 29). ‘Bo Bardi-mania’: British artist Isaac Julien returns to Philly ‘entangled’ in a Brazilian architect. WHYY. https://whyy.org/articles/exhibition-isaac-julien-lina-bo-bardi-philadelphia-museum-of-art/
Education, I. C. (2023, January 9). Why Green Coding is a Powerful Catalyst for Sustainability Initiatives. Retrieved February 23, 2024, from https://www.ibm.com/blog/ green-coding/
Hoover, G. (2023, August 3). America’s Most Valuable Companies 1995-2023. American Business History Center. https://americanbusinesshistory.org/americas-most-valuable-companies-1995-2023/
Manh, P. L. (2023, September 18). Project Managers as Strategic Leaders – in the C-suite and Beyond. Project Management Institute. Retrieved February 23, 2024, from https:// community.pmi.org/blog-post/75347/project-managers-as-strategic-leaders---in-the-csuite-and-beyond
Max. (2023, April 18). The History of Project Management: Planning the 20th Century. Management Library. Retrieved February 19, 2024, from https://management.org/ history-of-project-management#:~:text=Modern%20project%20management%20is%20 considered%20to%20start%20in,1910%20and%20administrative%20work%20on%20the%20Manhattan%20Project
Nieto-Rodriguez, A., & Vargas, R. V. (2023, October 27). The Opportunities at the Intersection of AI, Sustainability, and Project Management. Harvard Business Review. Retrieved February 23, 2024, from https://hbr.org/2023/10/the-opportunities-at-the-intersection-of-ai-sustainability-and-project-management
Project Management Institute, Inc (2022). Pulse of the Profession. Project Management Institute. Retrieved February 23, 2024, from https://www.pmi.org/learning/thought-leadership/pulse
Project Management Institute, Inc (2024). Plan Your Development to the PMI Talent Triangle. Project Management Institute. Retrieved February 23, 2024, from https://www. pmi.org/certifications/certification-resources/maintain/earn-pdus/plan-development-talent-triangle
Artwork by Jalen Corley
Nikisa George, Ph.D. Senior Project Leader
The Aerospace Corporation
THE DIGITAL PMO: LEVERAGING TECHNOLOGY FOR ENHANCED PROJECT OVERSIGHT
The general phases of project management have remained the same. First there is the initiation phase where the project is clearly defined. The planning phase follows where a complete plan is created before any tasking, or activities are kicked off. This is where the scope of the project along with schedule, budget, and associated resources are determined. This phase is critical and should be allotted sufficient time to ensure that the next phase of project management, execution, is successful. The execution phase follows where planned activities are executed according to the determined timeline. Once all execution is complete, there is a transition to the monitoring and control phase where the project progress and performance are measured and adjusted. The final phase is closure, where the project is completed and evaluated (Atlassian, 2024). It is critical to complete the first four phases appropriately to adequately succeed and excel at a project. The last phase is essential to gather lessons learned that can be implemented for future programming. Many successful programs that demonstrated exceptional project management have followed this general process. Some that come to mind include significant space-based missions, such as NASA’s Apollo (first time humans landed on the Moon) and the Mars Rovers (i.e. Curiosity and Perseverance; greatly expanded our understanding of the Martian environment) programs. Project management played a major role in these programs where activities of thousands of engineers, scientists, and technicians across multiple organizations were required to achieve the program objectives. Of course, there are more programs that demonstrate exceptional project management that extend beyond the scope of the space-based science missions mentioned, but these are a few of my favorites that are worth mentioning.
“The Digital PMO is about harnessing the synergy between technology and traditional project management wisdom to enhance oversight, streamline processes, and ensure that every project milestone is a step towards strategic success.“
The Benefit of Technology to Project Management Offices (PMO)
With the advancement of technology and the accessibility of newly available tools, the PMO has been afforded the opportunity to streamline and simplify processes, improve communication, and hit important business goals. Tools for task management, document management, collaboration/communication, resource management, project planning and scheduling are frequently used with the intent to help aid the leader to successfully meet or exceed project goals. This article, while not comprehensive, provides a very high-level review regarding how PMOs are incorporating some of these digital tools and platforms to support and streamline business objectives. Mainly:
1. Tools to support project planning, scheduling, and financial tracking to hit project milestones while remaining within schedule and on budget.
2. Software tools to ensure adequate collaboration/ communication.
3. Tools to manage priorities that support the agile framework or agile development teams. Microsoft Project, one of the oldest project tools on the market, has been used to track schedules and associated resources. It is particularly useful to track schedule dependencies and costs; this is quite advantageous for projects with significant complexity. A popular view in Microsoft Project is the Gantt chart view that lists project tasks on a timeline with dependencies and associated linkages. A resource planning capability is also available within Microsoft Project to make sure resources are loaded appropriately to the tasking to meet project needs. The project lead can use these capabilities to help ensure that the project is progressing appropriately and that key milestones are being met. More recently, PMOs have been using new tools, such as Monday.com to support project planning and scheduling. Monday. com is an affordable visual tool that offers intuitive and
customizable dashboards to simplify task tracking and delegation. It also integrates with multiple tools and allows the PMO to immediately gauge project status. Monday.com is a cloud-based tool that subsequently has expected limitations, such as requiring connectivity to the internet for full functionality along with some data security concerns. Additionally, regarding tools to support project planning, scheduling, and financial tracking there is Tableau, an analysis tool for large data sets (Batt, 2020). This tool has been leveraged by the PMO to track project financials. Tableau has been useful to automatically simplify raw data into easy to comprehend visualizations. It allows the PMO to interact with the visualizations and to quickly spot patterns/trends (i.e. financial surges or down trends). Tableau also supports predictive analytics; another utility within the suite of capabilities to enable the PMO to streamline their financial tracking process.
Effective Communication and Collaboration Through Technology
Communication and collaboration are extremely important when managing a project and subsequently the teams that support the project. Enhanced communication enables effective collaboration. Many companies often turn to the Microsoft Office suite to facilitate such communication and collaboration. One tool typically leveraged includes Microsoft Teams. Microsoft Teams is used to support team collaboration (Poston, 2020). This is particularly useful through the“teams” and “channels” functionality within the software that can contain files, conversations among other artifacts, providing a centralized hub for teamwork and information sharing. Microsoft Teams also enables the project team to schedule and go on video calls with the capability to record meetings. Other features include interoperability with other Microsoft software, top notch security and compliance, along with mobile accessibility. Some considerations include cost and platform dependence (designed for Windows operating systems; performance may vary on other platforms). SharePoint is another Microsoft utility; it is an intranet-based tool that can be used to support document management and collaboration efforts across organizations and between teams. Like Microsoft Teams, SharePoint integrates with Microsoft 365. Users can quickly find and collaborate on content to boost efficiency. Recently, Google Workspace is being used more and more by many large organizations, including government agencies to support project communication and collaboration. The Google Workspace includes a set of communication and collaboration apps, such as Gmail for email and Google Meet for virtual meetings. The workspace has other tools to facilitate collaboration via Google Drive where Jamboards and Google Forms/Surveys could be leveraged to support interactive real-time collaborations with team members. In general, the Google Workspace has been known to be great for productivity, is affordable (especially for non-profit organizations), and is easy for file sharing. However, some opportunities for improvement include strengthening security (enhancing privacy). Additionally, the suite is not efficient for offline work.
“In the realm of project management, agility is key; leveraging tools like Jira and ClickUp, PMOs are transforming the agile landscape, ensuring that adaptability is not just a concept, but a consistently delivered outcome.“
Leveraging Technology to Benefit Agile Methodologies
Approaching project management via an agile perspective to better manage and monitor priorities is also very helpful for the present day PMO. The “agile” framework has been tremendously popular. It had been initially demonstrated for software development teams. It is a great framework to allow teams to prioritize and assign tasks to team members along with executing on sprints to streamline the development process; quickly allowing teams to apply lessons learned to make improvements. Some tools that can be leveraged to support Agile development teams include Jira and ClickUp. Jira has been around for several decades. It is a tool that enables teams to dynamically plan, track and manage their workflows and projects. Capabilities include creating sprints for scrum management that contain agile boards like Kanban (visually depicts work at various stages). Some key benefits of using Jira are flexibility, ability to customize, issue tracking and management along with visibility into task progression to enable quick removal of bottlenecks. However, Jira can be complex for a novice user and may require dedicated administrative support to appropriately configure Jira to align with team processes and workflows. ClickUp, which is good for Agile development teams, is a more recent comprehensive utility that is being used in the PMO office. ClickUp is a platform that enables organization and tracking of tasks with a robust suite of tools. It is suitable for a wide variety of applications beyond Agile. Some benefits of ClickUp include its integration with multiple platforms and services. It is cost effective and offers automation features to enable the team to automate repetitive tasks and streamline workflows. However, some drawbacks in using this utility are that it offers limited storage in the free plan. Additionally, various features to aide flexibility in the utility can be initially overwhelming for the user.
Choosing the Right Tool for the Right Project PMOs have used tools from the Microsoft Office suite that have been proven to be beneficial for productive management and oversight. More recently, there have been web based and cloud related tools, such as those listed in this article that include Monday.com, Google Workspace, and ClickUp (to name a few) that are being leveraged to streamline processes, enhance communication, and ensure project alignment with business goals. Many have been shown to have significant benefits. However, there is always an opportunity for improvement. This is particularly true as more capabilities move online and into the Cloud. Moreover, tool applicability varies among the type of project teams; it is important that the appropriate tools are leveraged to support teams. This is especially true when considering Agile development teams. As technology continues to develop and evolve the PMO will have more opportunities to leverage.
References: Atlassian. (2024). A guide to the project life cycle: Exploring the 5 phases. https:// www.atlassian.com/work-management/project-management/project-life-cycle#:~:text=There%20are%20typically%20five%20project,scope%2C%20budget%2C%20and%20 timeline
Batt, S., Grealis, T., Harmon, O. R., & Tomolonis, P. (2020). Learning Tableau: A data visualization tool. The Journal of Economic Education, 51(3–4), 317–328. https://doi.org/1 0.1080/00220485.2020.1804503
Poston, J., Apostel, S., Richardson, K., & Bellarmine University. (2020). Using Microsoft Teams to Enhance Engagement and Learning with Any Class: It’s Fun and Easy. Pedagogicon Conference Proceedings 2019. https://core.ac.uk/download/pdf/323028119.pdf Sutton, Brian. (2017). Army Implements New Fitness Standards. Retrieved from: http:// ftmeadesoundoff.com/communitynews/news/army-implements-new-fitness-standards/ Artwork by Jalen Corley
Lukman Olanrenwaju, MS-CSIS
Data
Engineer
DbConn
BIG DATA ANALYTICS: TRANSFORMING DECISION MAKING IN PROJECTS
Data is a compilation of individual facts or statistics, including text, observations, figures, images, numbers, graphs, or symbols. Though “datum” is the singular form, it is not commonly used. On its own, data is raw knowledge and lacks inherent significance; it requires interpretation for meaning. It may seem simple or even irrelevant until it undergoes analysis, organization, and interpretation to unveil meaningful insights and purpose. For example, data might include individual prices, weights, addresses, ages, names, temperatures, dates, or distances.
Evolution of Data – how has data evolved?
The evolution of data, particularly in terms of size, has been remarkable and is often described in the context of the following stages.
• Manual Data Handling: In the early stages, data was primarily handled manually.
• Punch Cards and Early Automation: With the advent of punch cards and earl automation in the mid-20th century, data processing became more efficient. Organizations used punched cards to input and store information. In terms of size, punch cards are more scalable than manual methods, the overall size of datasets remained constrained by the capacity of punch cards and early electronic storage devices.
• Electronic Databases: The introduction of electronic databases in the late 20th century marked a significant shift. Datasets were now stored electronically, allowing for faster retrieval and manipulation of information. In terms of size, the electronic era saw a notable increase in data size, but storage capacities were still limited compared to modern standards.
• The Internet Age: The proliferation of the internet and digital technologies in the late 20th and early 21st centuries led to an explosion of data creation. Online activities, social media, and digital transactions contributed to the generation of vast amounts of data. The size of datasets grew exponentially, with organizations and individuals producing and storing large volumes of digital information.
• Big Data Era: In recent years, the term “Big Data” has gained prominence. It refers to datasets that are so large and complex that traditional data processing applications are inadequate. The size of datasets in the Big Data era is massive, often measured in terabytes, petabytes, or even exabytes. Technologies like Hadoop and distributed computing enable the storage and processing of such extensive datasets.
• Cloud Computing and Scalability: The advent of cloud computing has further transformed data handling. Cloud platforms offer scalable storage solutions, allowing organizations to flexibly manage their data requirements. Data size is no longer a major constraint for many organizations, as cloud services provide virtually unlimited storage capacity.
• IOT and Edge Computing: The rise of IoT has introduced a multitude of devices generating data at the edge of networks. Edge computing enables processing data closer to its source (PMI, 2017). The variety and sheer volume of data generated by IoT devices contribute to an ever-expanding dataset landscape.
Types of Data
• Quantitative data - is provided in numerical form, like the weight, volume, or cost of an item. For instance, in software development, it plays a pivotal role in bug tracking, optimizing resource allocation and enhancing the development process (Fullstory, 2021).
• Qualitative data - is descriptive, but non-numerical, like the name, sex, or eye color of a person. For example, in a marketing project aimed at launching a new product, qualitative data plays a crucial role in understanding stakeholder perceptions and refining the campaign strategy (Fullstory, 2021).
Data in Project Management
Data in project management refers to the collection of raw facts, statistics, or information relevant to a project (Sirianni, 2023). It can take various forms, including text, numbers, images, or any other details that contribute to understanding and managing project-related aspects. Data performs a variety of critical roles in project management. Some of these roles are highlighted below.
• Informed Decision-Making: Data provides the foundation for informed decision-making throughout the project lifecycle. Project managers use historical project data to assess risks, make resource allocation decisions, and choose strategies based on past successes or challenges.
• Risk Management: Data helps identify and assess potential risks, allowing project managers to develop effective risk management strategies. For instance, historical data on project delays or budget overruns can inform risk mitigation plans and help avoid similar issues in future projects.
• Performance Monitoring: Data allows project managers to monitor and evaluate project performance against established goals and milestones. Key performance indicators (KPIs) derived from data help track progress, identify deviations, and implement corrective actions when necessary.
• Resource Allocation: Data aids in optimizing resource allocation, ensuring that resources are utilized efficiently to meet project objectives. Resource utilization data helps project managers allocate personnel, budget, and materials effectively, preventing bottlenecks and optimizing workflows.
• Project Planning and Scheduling: Data-driven insights contribute to more accurate project planning and scheduling. Historical data on task durations and dependencies inform project schedules, allowing for realistic timelines and better planning for future projects.
• Stakeholder Communication: Data supports effective communication with project stakeholders by providing transparent and evidence-based information. For example, reporting project progress using data ensures that stakeholders have a clear understanding of achievements, challenges, and future expectations.
• Continuous Improvement: Data facilitates a culture of continuous improvement by providing insights into areas where processes can be refined. Post-project analysis of data helps identify areas for improvement, allowing project managers to implement lessons learned in subsequent projects.
• Budget Management: Data-driven budget management ensures that projects stay within financial constraints. Such as, tracking expenses against the budget using real-time financial data helps prevent cost overruns and allows for effective financial planning.
• Quality Assurance: Data supports quality assurance efforts by providing metrics for monitoring and enhancing project deliverables. For instance, metrics derived from data help ensure that project outputs meet predefined quality standards, contributing to overall project success.
“Harnessing the transformative power of data analysis tools propels project management from the mundane to the extraordinary.”
Utilizing Data Analysis Tools in Project Management
In project management, the integration of analytical tools has become essential for unraveling complexities and guiding informed decision-making. These instruments empower project managers to extract valuable insights, discern patterns, and employ data-driven strategies that enhance project outcomes. This article explores the transformative impact of assimilating analytical tools into project management methodologies, showcasing their critical role in optimizing efficiency, addressing risks, and guiding projects toward triumphant success. Benefits of using data analysis tools
Integrating data analysis tools into project management practices brings forth a multitude of benefits, revolutionizing the way projects are planned and executed. These tools offer the capability to streamline decision-making processes, enhance accuracy, and uncover actionable insights from complex datasets. From mitigating risks to optimizing resource allocation, the adoption of data analysis tools ensures that project managers can navigate challenges with precision, resulting in more efficient and successful project outcomes.
“Data is the thread that weaves through decision-making, risk management, and continuous improvement.”
This article delves into the advantages of incorporating these tools, shedding light on how they empower project teams and elevate project management practices to new heights.
Popular data analysis tools in project management
Embarking on successful project management journeys often involves harnessing the capabilities of popular data analysis tools. From the versatile Microsoft Excel to specialized solutions like Tableau and Power BI, these tools serve as indispensable assets for project managers. This article takes a closer look at the landscape of widely adopted data analysis tools, identifying unique functionalities, and illuminating how their integration elevates project management practices. Discover the transformative potential of these tools as they pave the way for enhanced decision-making, insightful analytics, and ultimately, successful project outcomes.
Navigating Data Challenges in Project Management
Overcoming data quality issues
In project management, the pursuit of impeccable data quality presents a significant challenge in the realm of data-driven initiatives. This article delves into the encountered hurdles and provides effective best practices to overcome these issues. From resolving data inconsistencies to implementing rigorous validation processes, project managers gain valuable insights into navigating the intricate terrain of data quality challenges. Discover how a dedicated commitment to data integrity not only mitigates obstacles but also becomes the linchpin for informed decision-making, heightened project outcomes, and the overall triumph of data-driven initiatives in project management.
Ensuring data security and privacy
The imperative of ensuring robust data security and privacy takes center stage in the age of data-driven initiatives. Emphasizing the intricate complexities of protecting sensitive information and presenting effective best practices for risk mitigation. From the implementation of encryption protocols to the cultivation of a data-aware culture, project managers gain valuable insights into navigating the multifaceted landscape of data security challenges. Explore how an unwavering commitment to data protection not only fortifies project information but also instills trust, ensures compliance, and propels the overall success of data-driven initiatives in project management.
In project management, the integration of data-driven decisionmaking processes introduces a dynamic interplay of challenges and strategic opportunities by identifying many of the obstacles faced and illuminating best practices to seamlessly incorporate these transformative approaches. From instilling a culture centered around data to adeptly navigating organizational changes, project managers gain insights into the intricacies of this impactful shift. Explore how strategically embedding datadriven decision-making not only optimizes project outcomes but also fosters a culture of innovation, adaptability, and success in the ever-evolving landscape of project management.
The Pivotal Role of Data in Project Management
In conclusion, this article explores the pivotal role of data in project management, covering its definitions, evolution, and types. It emphasizes data’s crucial contributions in decision-making, risk management, and continuous improvement. The integration of data analysis tools is highlighted for its transformative impact. The conclusion underscores the strategic importance of understanding and leveraging data for success in modern project management
References: Fullstory. (2021, October 6). Qualitative vs. Quantitative Data in Research: The Difference Fullstory. Retrieved April 10, 2024, from https://www.fullstory.com/blog/qualitative-vs-quantitative-data/
Project Management Institute [PMI]. (2017, May 1). Beyond the Cloud: Edge Computing is the New Frontier in Data Processing. Project Management Institute. Retrieved April 21, 2024, from https://www.pmi.org/learning/library/beyond-cloud-edge-computing-newfrontier-data-processing-10751
Sirianni, A. (2023, December 22). The importance of data and information in business. DCODE GROUP: Custom Software Development - Melbourne, Australia. https://dcodegroup.com/blog/the-importance-of-data-and-information-in-business Artwork by Jalen Corley
Matthew Snyder, MBA, PMP, CISA, CRISC Chief Risk Officer
CareFirst
BlueCross BlueShield
CREATING VALUE THROUGH MODERN RISK EVALUATION AND MANAGEMENT
In a world where the pace of change continues to accelerate, evaluating and managing risk for major organizations has become more of a challenge than ever before. The healthcare industry is no exception, whether those risks come from unforeseen health crises like the COVID-19 pandemic, or the continuing adjustments needed to successfully serve customers in the digital space.
As the Chief Risk Officer at CareFirst BlueCross BlueShield, I lead a team that handles traditional risk management and compliance duties, as well as important internal controls and investigative functions. The healthcare industry is highly regulated, and making sure our business succeeds within those parameters is always paramount.
However, as both internal and external expectations for us change faster than ever, our team must take a more strategic and proactive approach to managing risk.
In today’s environment, risk must be embraced rather than rebuffed. The strategic priorities of any organization must fully consider the challenges and opportunities inherent in any decisions to be made, in the short term and long term. Indeed, that should be the case within any project in the organization, as project managers should consistently focus on risk areas with a different mindset.
The role of risk management, then, cannot be to eliminate risk, and leaders must recognize that risk management does not exist to “fix” or eliminate risks. The modern attitude toward engaging with risk, and one that works best with a growth mindset, is a holistic attempt to understand risks and opportunities, to best interpret them, and to then determine how much focus an organization should give to them.
“ In today’s environment, risk must be embraced rather than rebuffed. The strategic priorities of any organization must fully consider the challenges and opportunities inherent in any decisions to be made, in the short term and long term.“
“ In a world filled with uncertainty, there are likely to be more risks and challenges than ever before. While it might be impossible to create value from all of them, the sheer amount of opportunity to do so should be a strategic focus for companies of all sizes.“
The ”Fire Suppression System”
Enterprise Risk Management (ERM)—looking at risk strategically from the perspective of an organization as a whole—is best suited to the response needed in today’s environment. The Project Management Institute defines ERM as, “a coordinating and coordinated activity that takes place across the entire organization and brings together all risk management activities in an appropriate framework” (Boukhari, 2013). Teams and individual contributors often talk about “putting out fires,” but an actual fire provides a good analogy. At the business area level, a division or team may have good firefighters to fight a blaze. A more important goal, however, is for company leadership to develop an excellent fire suppression system.
Part of developing that system is closing gaps. Our “One Company, One Team” motto applies to all that we do at CareFirst, including how we handle risk. That is certainly a challenge in a large and diverse organization, but it is one we must be committed to meeting based on the expectations of our stakeholders in today’s fastpaced atmosphere.
Internally, one aspect of that challenge is the language surrounding risk management. That language—how risks are documented and verbalized—can be different throughout an organization. Terms that mean one thing in one business area have a different meaning elsewhere, and attitudes about project risks can be equally contrasting.
Our goal, and one that should be a focus for risk management leaders, is to create a consistent vocabulary around risks and opportunities, one that can allow for better communication about risk across teams and divisions. Because the appetite for risk in any specific project or effort can differ across the company, being able to determine and communicate a common message can be vital.
At CareFirst, our not-for-profit mission can intersect with projects involving significant financial risk. Our commitment to our business is not simply about the bottom line, and we cannot and will not ever change that model. That expectation of corporate responsibility is only increasing in today’s world, and we must be committed to dealing with that risk both inside and outside the organization in ways that serve that mission.
Creating Value Through Risk Management
Most organizations can easily recognize risk, whether in the present or in the future. Many of those organizations can develop good plans to handle present-day issues and to mitigate risk in a future state. The best organizations determine how to create great value despite risks—they make themselves better in addition to protecting what they have always been.
In a world filled with uncertainty, there are likely to be more risks and challenges than ever before. While it might be impossible to create value from all of them, the sheer amount of opportunity to do so should be a strategic focus for companies of all sizes.
At a relatively large company like CareFirst, with over 8,000 employees, getting our associates on board with value creation is important and requires an organized internal communications function to work best. With all that those 8,000 employees are thinking about and doing every day, that is not easy.
That is why, on an enterprise level, it may be best to focus on 3-5 areas and/or projects where risk is a priority in decision making, and where the most value can be created within each project. In other words, developing a focus and strategy surrounding those areas gives a company the chance to become a higher performing organization.
Conclusion
Whether it is the challenges of the digital revolution, a skyrocketing level of expectation from external stakeholders, or many other areas, it is likely that the need for critical risk management decisions will increase. Events that in the past may not have required elevated levels of engagement—even the company’s response to a social media post or current event—must become part of the strategic response to risk management.
Having the risk management function as part of executive-level strategy and decision making is a good start. That allows for consistent discussion about emerging and potential risks as well as dialogue about efficiencies for managing all aspects of the company’s response to those risks. Just as importantly, it can lead to thought leadership that turns risk into opportunity in the right cases.
Any organization, no matter the industry, will be best served by creating a higher level of education about risk across the board, from the C-suite down. While risks may vary from one team to the next, the understanding of how the organization approaches risk should be standardized throughout all divisions.
An increasingly complex environment awaits risk managers, and they must become more collaborative with leaders across their organizations to best respond to that environment. Greater understanding of risk and opportunity across divisions will ultimately lead to better results and better service to customers and stakeholders.
Reference: Boukhari, M. (2013). Enterprise risk management application implementation case study. PMI Global Congress—EMEA.
Artwork by Jalen Corley
Soumya Ghatak, MBA, PMP Director of Growth & Strategy EduHubSpot
UNLEASHING AI IN PROJECT MANAGEMENT: A STRATEGIC GAME CHANGER
Forget spreadsheets and Gantt charts! The future of project management is here, powered by the extraordinary potential of Artificial Intelligence. This is not just about automation; it is about unlocking a new era of strategic decision-making, proactive risk mitigation, and lightning-fast issue resolution. Buckle up, project managers, because we are about to embark on a journey that will transform your game.
In the fast-paced world of project management, where success often hinges on quick decisionmaking and adept handling of complex variables, the integration of artificial intelligence (AI) stands out as a transformative force. Imagine a scenario where AI not only aids in identifying root causes of issues but also predicts potential risks before they materialize, revolutionizing the way projects are managed. From automating repetitive tasks to providing invaluable insights, AI has the potential to elevate project management into a strategic game changer.
John, a seasoned project manager, faced a crisis when a client reported a critical application failure. Does this problem sound familiar?
The Problem
We all know the pain. Projects were derailed by unforeseen glitches, missed deadlines, and frustratingly inaccurate cost estimates. According to The Standish Group, only 31.1% of projects will be canceled before they ever get completed (The Standish Group, 1995). That is a staggering amount of wasted time, money, and resources.
The Solution: Enter Artificial Intelligence (AI). Imagine a world where:
• PM: Fortunately, he has no more frantic calls to fix bugs. AI pinpoints the culprit, analyzes root causes, and even suggests fixes in seconds, saving his reputation and his client’s.
• Data: No longer lies in a chaotic mess. AI cleanses, structures, and analyzes project data, revealing hidden patterns and correlations that humans would miss.
• Decisions: No more guesswork. AI tools predict project success before they even start, based on historical data and current trends.
• Risks: No longer a looming threat. AI proactively identifies and mitigates risks before they become problems, ensuring smooth sailing.
With AI-powered diagnostics, John swiftly identified the root cause, which originated from a missed performance test. Despite the absence of the responsible team member, AI facilitated a timely fix, salvaging both reputation and project integrity. This anecdote underscores the realworld impact of AI in project management, where agility and precision are paramount.
Traditionally, project management methodologies have grappled with challenges such as resource allocation, risk mitigation, and stakeholder management. AI injects a new dimension into these processes, offering predictive analytics, sentiment analysis, and automated decision-
“With
AI, project management transcends traditional limitations, turning potential project pitfalls into opportunities for proactive excellence and strategic foresight.”
making. By leveraging AI tools adeptly, project managers can navigate complexities with greater efficiency and foresight.
The Role of AI: Empowering Project Managers
The application of AI in project management extends across various phases, from initiation to closure. By analyzing past project data, AI can anticipate potential pitfalls, optimize resource utilization, and enhance decision-making accuracy. Moreover, AI-driven sentiment analysis enables proactive stakeholder management, ensuring smoother project execution.
Sample Tools Aimed At Unleashing The Power Of AI Towards Project Success:
• AI Project Success Predictor:Identify doomed projects before they start, saving resources and preventing headaches.
• Stakeholder Sentiment Analysis:Understand your stakeholders’ personalities and predict their reactions, ensuring smooth communication and collaboration.
• Automated Issue Resolution:Identify and fix bugs, glitches, and roadblocks in real-time, keeping your project on track.
Future Prospects and Challenges:
As AI continues to evolve, its potential to revolutionize project management remains immense. According to Gartner, by 2030, 80% of the work of today’s project management discipline will be eliminated as AI takes on traditional project management functions (Costello, 2019). However, challenges such as data quality, algorithm bias, and integration complexity persist. To fully harness AI’s capabilities, organizations must invest in robust data management practices, ethical AI frameworks, and ongoing skill development for project teams.
The How-To:
• Start small, scale smart:Do not try to revolutionize everything at once. Choose tools that address specific pain points and integrate them seamlessly.
• Data is king: Clean, structured data is the fuel for AI’s magic. Invest in data management and analytics to unlock its full potential.
• Embrace collaboration: AI is not here to replace you, it is here to empower you. Partner with your team, stakeholders, and IT to maximize the benefits.
This is just the beginning. Imagine AI-powered project management as a living, breathing entity. Learning from every project, adapting to changing circumstances, and anticipating problems before they arise. As portrayed by Nieto-Rodriguez and Vargas, the project manager of the future will need to cultivate strong soft skills, leadership capabilities, strategic thinking, and business acumen (Nieto-Rodriguez & Vargas, 2023). It is a future where project managers become strategic leaders, not just taskmasters, and project success becomes the norm, not the exception.
Are you ready to take the leap? Join the AI revolution and transform your project management into a game-changing force to be reckoned with as you work on your projects.
References: Costello, K. (2019, March 20). Gartner Says 80 Percent of Today’s Project Management Tasks Will Be Eliminated by 2030 as Artificial Intelligence Takes Over. Gartner. Retrieved February 12, 2024, from https://www.gartner.com/en/newsroom/press-releases/201903-20-gartner-says-80-percent-of-today-s-project-management
Nieto-Rodriguez, A., & Vargas, R. V. (2023, February 2). How AI Will Transform Project Management. Harvard Business Review. Retrieved February 12, 2024, from https://hbr. org/2023/02/how-ai-will-transform-project-management
The Standish Group International, Inc. (1995). THE CHAOS REPORT. https://www.csus. edu/indiv/v/velianitis/161/chaosreport.pdf
Artwork by Jalen Corley
“Embrace the AI revolution in project management and watch as it transforms from a task-oriented profession to one of strategic leadership and predictive success.”
Lee R. Lambert, PMP PMI Fellow, A Founder of the PMP, President & CEO Lambert Consulting Group, LLC.
COMMON SENSE
THE ANTIDOTE FOR COMPLEXITY IN A
MODERN PROJECT MANAGEMENT WORLD
Q: How do you define common sense within project management, and why do you believe it remains crucial in an era dominated by technology and methodologies like Agile?
A: I have been doing this for about 55 years now, and the evolution of technology has caused some confusion in my mind, or at least that we have become so dependent upon this new evolving technology that we forget that we need to apply the information that resides within that technology. We find ourselves making decisions, planning, and doing the things that we do in project management without ever considering the reality of what technology is trying to tell us.
I have written one book in my life called Project Management: The CommonSense Approach, and it was really geared around earned value application and what data is trying to tell us (Lambert & Lambert, 2000). When I was with General Electric (GE) in the seventies, I was recruited to train 300 engineers on the use of earned value in the management of a large nuclear reactor project. What I found was that people became so enamored with the technology of earned value, being able to demonstrate the value of what it is we do, that it became a real challenge to get people to step back from the technology and look at the real application of benefits that came with that technology (Lukas, 2012).
I find that common sense is often overlooked. We say all the time, “common sense is not common.” I think it really tends to be the truth, especially as we have evolved to this next wave of technology using artificial intelligence (AI) and ChatGPT (Millawati, 2024). Pretty soon, you are inundated with technology, and your project is negatively impacted.
Q: In your experience, how has blending common sense with modern project management tools and technologies influenced project outcomes?
A: We have got to pay attention and ask questions, such as why? Why is the data saying what it is saying? If we begin to rely too heavily on data output, and I am fearful of AI, I do not know where we may end up. AI is like the buzzword of all buzzwords right now, and I am starting to worry that we have become so taken with the potential of AI that we forget to ask the questions; why is this data saying this?
I think where AI raises its ugly head more than any place else is the ability to use it to look into the future, and validate what the data is saying is based upon the realities of the project world that we live in. We begin to forget what our objective is and that is successful projects. It is not about generating more data faster. If I can generate bad data faster, what good does that do?
We must understand that as project managers, we must be very thoughtful in how we are going to capitalize on these new technologies. And if we cannot do it in a way that allows me to do my job as a project manager more effectively, then all we have is another technology that is adding confusion to what it is we are trying to accomplish.
Q: How do you balance between seeing the data, but as a human being, you have that gut feeling or intuition that it is not telling you the real story?
A: Balancing quantitative data with qualitative judgment is a fine art. Let us take resource planning as an example—on paper, a project might seem well-resourced, but if you dig deeper, like looking at overlapping project commitments, you might find that your team like Bob and Sally is stretched too thin. This is where intuition comes in. It is not enough to look at
numbers; you must understand what they represent and sometimes question their validity. My approach is always to validate data with the actual conditions on the ground and adjust plans accordingly. This ensures that we are not just following data blindly but are guided by a realistic assessment of project conditions.
Q: What key piece of advice would you offer to new project managers on honing their judgment and effectively applying common sense in these complex projects that exist in today’s environment?
A: For new project managers, I always emphasize the importance of leveraging the vast array of tools and data available but also not losing sight of the fundamental project management skills. Understanding the technical side of project management is crucial, but equally important is developing the ability to critically analyze
“ Technology does not replace common sense or make it void; it supports it. If you are not prepared to capitalize on that new technology, then you will fall behind. It is as simple as that.“
data and use it to make informed decisions. This means not just taking data at face value but learning to interpret what lies beneath the surface and how it can be applied to achieve project goals. It is about finding a balance where technology serves as a tool, not a crutch.
Q: Thinking about today’s environment and your experience, what does a healthy, balanced environment look like to you in leveraging data with common sense and intuition?
A: A healthy project management environment is one where technology and common sense are in harmony. The role of a project management office (PMO), for example, has evolved from providing mere support to actively ensuring that project managers are equipped to make the best use of available tools. This means not only having access to cutting-edge technology but also fostering an environment where critical thinking and intuition are valued and encouraged. By maintaining this balance, project managers can use technology to its fullest potential without becoming over-reliant on it. Technology does not replace common sense or make it void; it supports it. If you are not prepared to capitalize on that new technology, then you will fall behind. It is as simple as that.
Q: Being one of the founders of the Project Management Professional (PMP) certification, how does the curriculum itself foster the application of common sense alongside the formal project management techniques that exist today?
A: Project Management Institute (PMI) may not agree with me on this, but I believe we tend to over-complex our training efforts and try to get across what project management can really do. One of the things that I have always said from the beginning is that passing the PMP is the beginning of your journey, not the end. That is a problem that has really raised its head a few times, is that people believe by passing the PMP, their challenge is over. No, no, my friend, it just started. Your journey has just begun. People need to recognize that taking a bootcamp to pass is not the end; and the bootcamp people are not big fans of mine. I do not think we envisioned bootcamps when we started to create the curriculum of being an effective project manager. What happens is you take a boot camp, you go to class for four days, you take the exam on the fifth day now you are a PMP. So what? What are you going to do with it? And I have coined the phrase, that bootcamp outputs often become what I call “Paper PMPs.” They have the credential, it is up on their wall, and they do not know anything about running a successful project.
The way that Morgan State University is preparing students is the way it should be done. The fundamental value is experience. Projects are based on value delivered and effective completion, not whether you
“ It is not enough to look at numbers; you must understand what they represent and sometimes question their validity.“
passed the exam or not. We are seeing a reinvigoration of the PMP in numbers. We had well over a hundred thousand new PMPs last year. And I think that we are starting to get across to you that having the PMP is not the end of the game. Every project you are involved in, whether you are the project manager or not, is building your experience to really validate that you are in fact, when you pass the exam, a PMP. You have proven that by the experience that you have gained over time.
PMI’s requirement of about three years’ worth of experience to sit for the exam may not be enough. To tell you the truth, we should have five years of experience, maybe more. As a result, we see a lot of people getting the PMP because their peers have it, and not because they see the value. Soon, you start to see peer pressure be an element, so we must keep our head on straight and understand what the PMP is and probably what it is not.
So, I think people are beginning to realize it is not a paper machine. We are not manufacturing paper. We are trying to manufacture people that know how to manage projects.
Q: How do you envision the role of common sense changing as reliance on technology and structured methodologies grows?
A: As we increasingly rely on structured methodologies and sophisticated technologies, the need for common sense becomes even more critical. Academia and professional training programs must strive to balance technical training with the cultivation of critical thinking and practical skills. This balance will prepare project managers not only to use technology effectively but also to apply common sense in their decision-making processes. By doing so, we can ensure that the next generation of project managers is equipped to handle the complexities of modern projects without being overwhelmed by technology. for the community and all its stakeholders.
References: Lambert, L. R., & Lambert, E. (2000). Project Management: The CommonSense Approach 3rd Edition. LCG Publishers.
Lukas, J. (2012). How to make earned value work on your project. Paper presented at PMI® Global Congress 2012—North America, Vancouver, British Columbia, Canada. Newtown Square, PA: Project Management Institute.
Millawati, N. (2024, March 15). What can ChatGPT do to improve project management? - Institute of Project Management. Institute of Project Management. https://instituteprojectmanagement.com/blog/what-can-chatgpt-do-for-project-management/ Artwork by Jalen Corley
CROSS-CULTURAL COLLABORATION: NAVIGATING GLOBAL PROJECT CHALLENGES
Whether we realize it or not, we are leading projects daily in our personal and professional lives. An essential component of that is effective and consistent cross-cultural communication with people who are working alongside you.
Even some of the most simplistic projects like preparing a meal, painting, or gardening require this. During one of my first trips to Ghana, I traveled with my professors and a group of approximately 30 people from all over the United States. The synchronization of the trip ran seamlessly from where I was sitting. We all met at JFK airport to travel to Accra, Ghana. Upon our arrival, we were greeted with warmth and hospitality as someone from the team in Ghana met us at the airport and took us to the university. Everything from transportation, accommodations, meals, site visits, translators, tour guides, evening roundtable discussions, and lecturers was already planned out. Although from an outside appearance, it looked like an easy project to develop and implement, there are multiple layers to coordinating a three-week international study abroad trip.
“At the heart of global project success lies the art of servant leadership, where asking ‘How can I support you?’ shifts the focus to community growth and paves the way for impactful, enduring partnerships.“
After several personal and professional visits from the United States to Ghana, I have learned that crosscultural communication, education, servant leadership, and strong relationships are key to implementing a successful and authentic learning experience for everyone involved. My professors built a solid foundation for participants when planning, as many of us had never traveled to Ghana before. It all began with educating us about the history, language, and culture of Ghana while debunking stereotypical views and learning proper greeting etiquette. We learned the importance of always greeting people when we entered the room with the right hand because the use of the left hand is deeply offensive; Twi is only one of the dialects spoken in Ghana as there are a variety of them spoken based on the region people live; and the significance of the Pan-African Historical and Theatre Festival (Panafest) to the unity of Africans and people of African descent. This was just the tip of the iceberg of the trip in its entirety. Navigating global projects and their challenges can be complex because of several factors, including but not limited to financial performance, delivering excellent services and/or products, team engagement, crosscultural communication, servant leadership, relationship building, and business goals. In addition to this, there is one core area that the team must have in common to successfully implement the project – a clear vision with goals and objectives. This sets the direction and momentum of the project but also leads to the creation of a comprehensive strategy. The goal of my professors in the United States and their partners in Ghana was to educate a group of students about the rich history of Ghana while providing experiences in the community that would be transformative to many of our lives.
This article discusses solutions and strategies of how to manage projects across diverse cultures and geographies while providing insight into effective communication, conflict resolution and team building. In addition, it integrates practical examples using personal experiences traveling abroad to Ghana along with modern project management strategies to highlight real-world solutions.
Project management has become the linchpin of how organizations thrive in the business world. Alongside project management, agile and scrum have risen to the top as a highly collaborative model that ensures teams are working together to limit financial loss. A major component of global projects is having a deep understanding of cultural competency that ensures strong communication between all stakeholders. The glue that holds this together is developing a relationship
that builds trust between organizations aligning with each other’s vision, mission, values, and goals that would mutually benefit all parties involved.
According to Jean Binder, there are 25 knowledge areas that provide a good framework for the management of a global project including but not limited to: crosscultural collaboration, global team leadership, trust building, conflict resolution, coaching, stakeholders and communication channels, rules and templates, global communication strategy, knowledge sharing tools, and project management software (Binder, 2009). While all are useful, it is vital to begin with the end in mind.
Asking your team three core questions is a great way to start:
1. What is the core mission of collaborating with the organization? (This is your WHY?)
2. Do both organizations have similar visions and values?
3. How would the project goals impact both organizations’ communities?
These are conversation starters within your homebased team to start the process of working globally. The “Why?” for professors and their partners in Ghana was focused on education – uncovering myths of sociocultural history of African and African American people, providing support for local schools, training a group of leaders on how to teach the whole story in history, and unifying communities. What made the study abroad collaboration successful are three areas: relationship building, cross-cultural-communication, and servant leadership.
Relationship Building
Relationship building served as the foundation for building trust, respect, open communication, and selfawareness between both teams to develop and execute the project (Al Dhaheri, 2024). This meant investing time to build individual and collective relationships with the team that are dedicated to getting to know them personally by engaging in meaningful conversation. By following through on commitments, working collaboratively, and addressing conflict that may arise directly, it solidifies the partnership. The relationship grows over time, but what helps it to do so is consistency and commitment with all parties involved.
Cross-Cultural Communication
Speaking one’s language is important to being able to effectively communicate with one another. Inherited from the British colonial era, English is the official language of Ghana, but it is not the first language of most Ghanaians. What is essential is actively listening and learning to understand the cultural meaning of words used. English slang in America and Ghana varies culturally because it is connected to environments in
which we grew up in. Taking time to learn common phrases is essential to strengthening the bonds between team members. One item that is customary in building relationships with partners in Ghana is presenting small meaningful gifts to show appreciation. By improving cross-cultural communication, it reduces misunderstandings, increases trust, and promotes continuous improvement between team members (Ofori, 2013).
“Integrating servant leadership in a global project infuses strategic thinking and innovation that shifts the power from leader to follower and vice versa throughout the group. “
Servant Leadership
Prioritizing serving as the focus for the greater good is servant leadership. It embodies four elements: flexibility, empathy, stewardship, and listening. All are key to improving one’s leadership abilities and helping to inspire others. Integrating servant leadership in a global project infuses strategic thinking and innovation that shifts the power from leader to follower and vice versa throughout the group. This means that there is more of an opportunity for community growth, taking more responsibility, inspiring others to become their best selves, and building an infrastructure of support within the team. As a servant leader, asking one simple question, “How can I help support in this moment” can be a game changer.
Conclusion
Global project management takes an investment of time to develop and execute projects. While there are problems that could arise such as cultural misunderstandings, finding the right balance on the team to guide the project, working in different locations and time zones and speaking multiple languages; it is possible to achieve a strategic partnership that impacts the community for years to come. By building strong relationships, effective cross-cultural communication, and exercising core tenets of the servant leadership style, management across global territories can thrive.
References: Al Dhaheri, A. S. (2024). The role of project management and strategic leadership in enhancing the investment for local and international businesses. World Journal of Advanced Research and Reviews 21, no. 3: 376-386.
Binder, J. (2009). The global project management framework: communication, collaboration, and management across borders. Paper presented at PMI® Global Congress 2009—EMEA, Amsterdam, North Holland, The Netherlands. Project Management Institute.
Ofori, D. F. (2013). Project management practices and critical success factors – A developing country perspective. International Journal of Business and Management, 8(21), 14.
Artwork by Jalen Corley
Stephanie Kehinde CSM, ITIL
PMO
Manager
Black Professionals Project Management
THE POWER OF MILESTONES: TRACKING PROGRESS AND
As a Project Management Office (PMO) Manager, my role is predominantly focused on stakeholder management and the relationships I build with different teams. However, the success of a PMO is not a one-time achievement. It is an ongoing journey from inception to closure.
Part of this ongoing journey involves a myriad of factors and the two critical components I would like to focus on are Quality Assurance (QA) and Post-Project Analysis (PPA). These both play a pivotal role in the continuous improvement of organizational processes.
“ Milestones are more than dates on a calendar; they are the pulsing heartbeats of a project that keep the team synchronized and the project’s rhythm steady from inception to closure.“
Quality Assurance: The Bedrock of Project Success I believe that QA is the bedrock of project success. It is not just a “tick box” exercise to ensure that a project can move on to its next phase. It should be the staple part of the whole project lifecycle.
From initiation, when QA practices are incorporated, the ability to mitigate risks enhances the opportunity of project success. I find a project to be successful when it can encompass a great set of processes, principles, and methodologies to ensure that all project deliverables meet the pre-defined quality standards.
Project quality management is a vital aspect of any project, yet it is often misunderstood or improperly applied (Rever, 2007). As suggested by Kari Ann Briski of IBM, if we would have discovered these obstacles in the early phase of the development lifecycle, the number of defects in the testing and debugging phase would have significantly reduced, helping to save money and time (Briski, 2008).
Throughout my career, I have had a variety of roles within the PMO space. I have countlessly seen the impact of not implementing QA in a timely manner and the adverse effect it has not just to the business but to all stakeholders involved in the project.
One of the consistent battles you tend to face as a PMO is establishing quality over quantity. The PMO environment can be extremely fast paced. Whether I am working on internal projects or client facing, the multitude of artifacts I am responsible for can make our role quite stressful and overwhelming. This can include and is not limited to, weekly reports, Risks, Actions, Issues, and Decisions (RAID) Logs, Finance trackers and governance decks. This is why I am a big advocate of making sure that QA is measured and established as early as possible. It is critical that the delivery of these items aligns with the organization’s strategic goals and is communicated to the right audience at the right time.
In addition, QA encourages a culture of continuous improvement. By frequently evaluating and cleansing processes, I can enrich proficiency and efficiency, fostering a culture of excellence within the project team. The importance of this cannot be overstated in a business environment where adaptability and agility are critical for sustained success (Schwalbe, 2018).
At this point, I think I have probably overemphasized the importance of establishing quality standards from conception and why adopting this approach is vital. Let us move on!
MAINTAINING MOMENTUM
Post-Project Analysis: Learning from Successes and Failures
Just because the project is over, does not mean the work is done. If anything, the real work has just started! PPA unearths valuable lessons on projects whether completed or not. Although finalizing a project is a momentous milestone, there can also be a lot said on the projects we have not completed.
“
The diligent tracking of milestones ensures not only that projects remain on course but also serves as vital checkpoints that invigorate the team with a sense of accomplishment and sustained momentum.“
PPA, often referred to as lessons learned, is a fundamental element for a PMO Manager pursuing to enrich future project outcomes. It entails a comprehensive review of the project, examining what worked well and what could be improved. The key benefit to PPA is knowledge transfer. By detailing accomplishments, challenges, and strategies employed during a project, a PMO Manager guarantees that valuable insights are held within the business.
One of the many lessons I have learned within the project management field, is how quickly the valuable knowledge that has been acquired from the project team throughout the project can easily be disregarded. Whether it is a contractor that has left mid project or a supplier schedule for a specific deliverable, a conversation needs to be had, the knowledge acquired from best practices needs to be transferred as soon as possible. This not only adds to the development of a knowledge repository but also accelerates the onboarding of new team members, reducing the learning curve and accelerating project initiation (Schmidt, 2019).
The PPA fosters accountability and transparency by openly deliberating both achievements and failures, the project team and stakeholders cooperatively take
responsibility for project outcomes. Once a project comes to closure, it is tempting to move on to the next phase without looking back.
With the position that I hold, I must recognize that the PPA is not about pointing fingers or assigning blame but rather about continuous improvement. By understanding what worked well and what did not, this will support the project team with filtering processes, developing team performance, and enriching the overall project management maturity within the business.
I believe that prioritizing Quality Assurance and Post-Project Analysis is not just a strategic choice but an obligation. These factors not only preserve the immediate success of projects, but they also contribute to the businesses long-term development and maturity. These two elements provide strategic improvements, facilitating the adaptability and resilience. In the words of Peter Drucker, “Quality in a service or product is not what you put into it. It is what the client or customer gets out of it.”(Bhavani, 2021). Through the amalgamation of QA and PPA, I can ensure that the work I carry out allows a project to surpass expectations, laying the foundation for continued success.
References: Bhavani, R. (2021, August 30). Importance Of QA In A Successful Product Launch. Retrieved March 11, 2024, from https://www.qatouch.com/blog/ importance-of-qa-in-a-successful-product-launch/
Briski, K. A., Chitale, P., Hamilton, V., Pratt, A., Starr, B., Veroulis, J., & Villard, B. (2008). Minimizing code defects to improve software quality and lower development costs. 1-12.
Rever, H. (2007). Quality in project management—a practical look at chapter 8 of the PMBOK® guide. Paper presented at PMI® Global Congress 2007—North America, Atlanta, GA. Newtown Square, PA: Project Management Institute.
Schmidt, K. (2019). Project Lessons Learned: An Analysis of Issues and Improvement Proposals. Project Management Journal, 50(1), 47–63. Schwalbe, K. (2018). Information Technology Project Management. Cengage Learning.
Artwork by Jalen Corley
Kristen D. Barr, PMP, CSM, ICP-ACC
President Versatility, LLC
AGILE MASTERY: BEYOND THE BASICS
The Agile Evolution
As I reflect on the expansion of agility across the modern project management landscape, it is interesting to note that agile core concepts have been used in business processes since the mid-20th century. Lean manufacturing, developed for the Toyota Production System in the 1950s, was one of many precursors to the creation of The Manifesto for Agile Software Development in 2001 (Liker, 2004; Project Management Institute, 2022). That foundation drives the various agile frameworks we see in practice today. In my 20+ year career as an IT industry leader, it has been enriching to witness the growth of agility across a myriad of industries, company sizes, organizational cultures, and business functions, ranging from teamlevel to enterprise-wide implementations.
Given that companies continue to realize the benefits of adopting agile methods such as accelerated product speed-to-market with higher quality, increased customer satisfaction with gained business value, and enhanced team productivity with favorable work environments, there is the desire to expand these results beyond the team level and scale agile across the enterprise. This fuels the ability for a company to be nimble in responding to everchanging market demands and sustain a competitive advantage.
It is All About the People
While this agile evolution has spawned many methodologies and adaptations, one ingredient remains constant as a determinant of success, the people element.
Therefore, whether embarking upon a team or scaled enterprise agile transformation, regardless of methodology, the essential factor to creating high
“In my opinion, the most challenging aspect of any agile transformation, particularly scaled enterprise agile, is maintaining a delicate harmony between cultural growth and practice advancement.“
performing agile teams is the shift in organizational culture where people embrace and embody agile principles. Key examples include collaboration to work jointly between cross-functional boundaries, autonomy empowerment to drive self-organizing teams, experimentation to explore new and innovative approaches, and healthy dialogue with safe environments to promote transparency and continuous improvement.
Team and Scale Agile Implementation
An organizational culture that personifies agile values, with buy-in from top-down leadership and bottom-up participation, is most equipped to integrate agile framework practices into their ways of working. Common agile frameworks designed for the team level are Scrum (most popular), Kanban, ScrumBan, Lean, and Extreme Programming (XP) (Digital.ai, 2022). Enterprise agile at scale methodologies leverage similar concepts as these mentioned but are designed to support the breadth of complexity and coordination across multiple departmental teams. The most notable is Scaled Agile Framework (SAFe), along with others including Scrum@Scale/Scrum of Scrums, Enterprise Scrum, Disciplined Agile (DA), Large Scale Scrum (LeSS), and Spotify Model (Digital.ai, 2022).
In addition, a critical piece of enterprise agility is the definition and measurement of connecting strategy to execution. This practice is known as Lean Portfolio Management (LPM) (Project Management Institute, 2024). When delivery from teams-of-teams is not
“While this agile evolution has spawned many methodologies and adaptations, one ingredient remains constant as a determinant of success, the people element.”
aligned to the company’s strategic objectives, the organization lacks unification on how to achieve demonstrable business value as directed by a long-term vision. This fragmentation can lead to rework, longer production cycles, and financial loss, along with dissatisfied customers, employees, and stakeholders. Therefore, LPM is fundamental to achieving desired performance outcomes.
Agile Transformation Strategy
In my experience leading agile transformations, there are common themes present in most organizations, however, each business has unique and dynamic nuances. Consequently, while the above-named agile techniques offer prescriptive processes to follow, I recommend avoiding a “one-size-fitsall” method. In doing so, I identify the primary framework most aligned with the organizational environment and goals, while leveraging all frameworks as a toolkit of best practices for guidance to implement a custom-tailored approach. This results in an intricate metamorphosis through inspect and adapt strategies to abide by the primary framework, but adjust what proves most effective for the organization to achieve optimal results.
In my opinion, the most challenging aspect of any agile transformation, particularly scaled enterprise agile, is maintaining a delicate harmony between cultural growth and practice advancement. In both components, the discipline of people persists as the impactful driver to achieve the highest levels of agile maturity for the organization.
Advanced Enterprise Agility
While product delivery and software development projects are most often the targets for agile implementation, the pinnacle of scaled enterprise agile is attaining organizational/business agility that successfully permeates throughout all business functions extending beyond IT. Once this level of maturity is reached, a company is not just “doing agile”, but truly “being agile”. This type of agile transformation journey may span several years yet is well worth the return on investment as it enables the entire company to work in tandem toward strategic objectives and positions itself for lasting sustainability in the perpetually evolving marketplace.
References:
Digital.ai. (2024). The 17th State of Agile Report. https://digital.ai/resource-center/ analyst-reports/state-of-agile-report/
Liker, J. (2004). The Toyota Way. (1st Edition). McGraw-Hill.
Deloitte (2024). Having inclusive conversations about Ways of Working. Deloitte United Kingdom. https://www2.deloitte.com/uk/en/pages/about-deloitte-uk/ articles/having-inclusive-conversations-about-ways-of-working.html
Project Management Institute (2022). The Agile Manifesto. https://www.pmi.org/ disciplined-agile/agile/theagilemanifesto
Sophia Subero, PMP Director Administration & Continuous Improvement
Washington Metropolitan Area
Transit Authority
PROJECT MANAGEMENT LEADERSHIP: A CONTINUUM FROM BIBLICAL TIMES TO TODAY
This article is a discussion and exploration of how leadership styles in project management are evolving, emphasizing emotional intelligence, adaptability, and servant leadership in complex project environments.
According to the Project Management Body of Knowledge (PMBOK), a project is “a temporary endeavor undertaken to create a unique product, service, or result” (Project Management Institute, 2021).When I think of some of the most impactful products and services that were created in modern times, the Burj Khalifa in Dubai, the Internet, or the Shinkansen in Japan for example; all of these were created through input from large complex teams of people with varying skills and backgrounds. According to CNN, the construction of the 200-story Burj Khalifa “required more than 12,000 international workers on site per day, logging a collective 22 million man-hours during the six years it took to complete” (Smith, 2018). This article is not about how this project was executed or about how many researchers it took to develop the internet or how many engineers worked on the Shinkansen. However, we will discuss project management as it relates to its continuum over time. Leadership in project management dates well before project management was recognized as a field of study. In fact, the Bible, the oldest history book that I am privy to, has some excellent examples of effective leadership and project management. Allow me to take you back to around 446 B.C. when Nehemiah was chosen to rebuild the wall of Jerusalem, Nehemiah demonstrated a high emotional quotient (EQ), managing his stakeholders with prowess, strategically releasing information to his leadership, influencing his king not only to agree to the project but to provide the resources needed, and navigating resistant stakeholders with as much political savvy as a highpowered K-Street lobbyist (New Living Translation, 2022). In Nehemiah 3, he builds his team and defines the roles of his team members, and they stay focused on the mission, even when others try to discourage them (New Living Translation, 2022). Chapter 5 highlights Nehemiah’s commitment to servant leadership through a display of compassion as he emphasizes equal importance of everyone and provides a forum for less established team members to be heard, and successfully mediating conflict between the nobles and the workers (New Living Translation, 2022). Let us delve deeper by comparing Nehemiah’s qualities to some of the qualities and skills of a leader outlined in the Project Management Body of Knowledge (Project Management Institute, 2021)
Being a Visionary
After four months of prayer and planning, Nehemiah received the king’s audience and requested approval to
“True leadership in project management merges the art of guiding people with the science of managing tasks, fostering a collaborative environment where vision and execution align seamlessly.”
journey back to Judah and rebuild the city of his ancestors. Once the king agreed, he then proceeded to ask for assistance with resources, skillfully painting a picture of the challenges ahead including those related to traveling through different territories, the volume of construction resources required to rebuild different sections of the city, and a home for himself (New Living Translation, 2022). Nehemiah was able to communicate his vision because he dedicated a significant amount of time to prepare himself both inwardly and outwardly. He was self-aware (he knew his limitations) and humble (he did not attribute his success to himself).
Managing Relationships and Conflict
Nehemiah 1 through Nehemiah 2:10 is what I think of as the project initiation phase. He defines the problem, develops a high-level plan, and gets approval from his executive sponsor (the king) to proceed. Chapters 2:11 through 2:20 focus on stakeholder management, including dealing with some naysayers whose goal is to derail the project before it even breaks ground” (New Living Translation, 2022). “There are eight ways to manage relationships and build conflict listed in the PMBOK. The first is building trust and the last is continuously developing and applying political acumen. Nehemiah excelled at both and frankly, they are closely related” (Project Management Institute, 2021). Cambridge dictionary defines trust (verb) as: “to believe that someone is good and honest and will not harm you, or that something is safe and reliable” (Cambridge University Press, 2024).
What I get from this definition is that we should ask ourselves, is this person safe and reliable? This decision is made before we decide to trust someone. It is the reason for interviews, networking in more casual settings, and listening to others. But what should you listen for? In his bestselling book Trust, Henry Cloud covers five essentials of trust: understanding, motive, ability, character, and track record (Cloud, 2023). Even with thorough screening processes in place, there is still a guarantee that we will deal with people who do not understand the vision, have our best interest (or the interest of the project) at heart, lack the ability to perform in certain areas, or just do not have collaborative personal traits. Most of all, if you must interact with someone who has demonstrated a pattern of unreliable behavior, how should this be handled?
Sanballat and Tobiah did not have favorable motives, nor did their track records demonstrate that they were in favor of Nehemiah’s efforts to rebuild the city. Nehemiah handled this by first investing in reliable people who would support the mission and interacting with Sanballat and Tobiah with political prowess.
Communicating
“Where is the communications plan?” This is a favorite phrase of my current boss, and rightly so. When you do not maintain an ongoing feedback loop with your stakeholders, the project becomes a forgotten priority, which is not at all a priority. It is not just about getting the word out or providing a progress report. How, when and what information is communicated to different groups of stakeholders is key. Communicating to your audience in a manner that is relevant to them maintains engagement. In chapter 10 of the PMBOK, Project Communications Management is described as consisting of two parts:
“The historical account of Nehemiah’s leadership exemplifies the timeless principle that emotional intelligence and a clear, shared vision are foundational to overcoming challenges and achieving project success.”
developing a strategy to ensure communication is effective for stakeholders and executing that strategy” (Project Management Institute, 2021).
A strategic communications plan requires you to get to know your stakeholders and determines what is important to them. Sounds familiar? Of course, because this is also the foundation for managing relationships, discussed previously. Except that your communications plan has a much broader reach than those with conflicting agendas, to include those impacted by the project at all levels of the organization. In short, your communications plan incorporates the categories of stakeholders from your stakeholder management plan and identifies what information they should receive, via what media, and when each bit of information should be released.
We may be tempted to think of communication as releasing information as soon as we have it, but it is important to consider what is released and to whom. We see Nehemiah controlling the flow of information so that rough ideas are not communicated to officials and workers without assessing risk and developing a plan (New Living Translation, 2022). Releasing information too early could lead to misinformation and confusion, while infrequent or late correspondence can result in reduced engagement and support. Timing matters just as much as how information is presented.”
Finally, do not forget about your team! They need to know that you value them. This is particularly challenging in large hierarchical teams. In Nehemiah Chapter 5, he deals with a situation where the workers express feelings of being forgotten and exploited. Nehemiah listened to the people’s complaints (New Living Translation, 2022). Listening sets the foundation for good communication. He had compassion for the people and was angry when he heard about their struggles. Although Nehemiah had compassion for the people, he took time to think things over and did not react right away (in anger). It was only after Nehemiah had a solution that dealt with the problem, facilitating a conversation between the workers and the officials to come to a resolution that both groups of stakeholders agreed to. Productivity and overall success depend on your team members’ ability to work together. Communicate with your team frequently and deal with conflicts before they fester.
A plan is simply a fixture on a bookshelf if it is not executed by a team. While a carefully thought-out plan is critical to the success of a project, next level project success comes from a team of professionals with complementary skills working cohesively toward the same vision. This has not changed over the years. That said, what has changed are social and cultural norms. For example, the role of women in the workforce has changed, we now have the internet, email, and a plethora of applications available to help us work more efficiently. Although I would not say that it is easier to lead today than it was in 446 B.C. there are certainly more tools available to support leadership skills development and communication. Leverage these tools to accomplish the vision!
References: Cambridge University Press. (2024). Trust. In *Cambridge Learner’s Dictionary*. Retrieved April 21, 2024, from https://dictionary.cambridge.org/us/dictionary/ learner-english/trust
Cloud, H. (2023). Trust: Knowing When to Give It, When to Withhold It, How to Earn It, and How to Fix It When It Gets Broken. New York, NY: Hachette Book Group.
New Living Translation Bible (2022). Hosanna Revival Edition. Tyndale House Publishers.
Project Management Institute. (2021). A guide to the project management body of knowledge (PMBOK® guide) (7th ed.). Project Management Institute.
Smith, J. (2018, May 7). Dubai’s Burj Khalifa: Inside the world’s tallest building. CNN. Retrieved from https://www.cnn.com/2018/05/07/dubai-burj-khalifa
Artwork by Jalen Corley
STUDENT TEAM Biographies
Clayton Corley Jr., MBA, CSM
MSPM C/O 2024
Clayton Corley Jr. is the Chief of Staff at Allianz Trade in the Greater Baltimore Area. In this capacity, he works closely with executive leadership and cross-divisional stakeholders supporting the execution of strategic goals for the organization. He received a bachelor’s degree in Marketing Management from Temple University in 2012, his master’s of Business Administration (MBA) from Eastern University in 2017, and is currently pursuing his master’s of science degree in Project Management from Morgan State University.
Prior to Allianz Trade, Clayton worked with CareFirst BlueCross BlueShield as a Chief of Staff in Government Programs, and Senior Risk Management Consultant in Corporate Governance. He also worked in the financial services industry with The Vanguard Group in Malvern, Pennsylvania as a Senior Sales Consultant and Project Specialist supporting the Retail Sales Division and Strategic Operations Division. Lastly, Clayton has worked in the public sector as a Program Manager for Communities in Schools of Philadelphia and The Urban Technology Project, an information technology workforce development initiative sponsored by The School District of Philadelphia, Pennsylvania’s Department of Labor, and The Corporation for National and Community Service.
Clayton also serves as Diversity, Equity, Inclusion, and Belonging (DEIB) Officer and DEIB Council Lead within Allianz Trade, which is an employee-led council sponsored by executive leadership to advance the local and global strategy for the organization. The DEIB Council aspires to increase transparency in areas of opportunity in diversity, equity, and inclusion, while also building talent pipelines, providing professional development, and being inclusive in hiring practices for minorities in the workplace.
Clayton currently serves as a Board Member of Civic Works and co-chairs the Program Committee, and is an active volunteer throughout the community. He enjoys serving as a mentor to young men, continues to support The Urban Technology Project, the organization he served in as an AmeriCorps Digital Service Fellow, and mentoring the next generation of Information Technology Professionals. Once Mr. Clayton receives his masters degree in Project Management, he will use his newly acquired skills to pursue his aspiration of being promoted to a Chief Operating Officer (COO) position.
Russell Vaughn Geater Jr. MSPM C/O 2024
Russell Vaughn Geater Jr. is a rising professional in the field of project management, specializing in transportation safety. Originally from Gaithersburg, Maryland, Russell has always been keenly interested in the intersection of business processes and operational efficiency. He laid the foundation for his career at Morgan State University, where he earned a bachelor’s degree in Business Administration in 2021.
Shortly after his undergraduate studies, Russell achieved a significant milestone by becoming a certified Scrum Master. This certification marked his entry into the world of agile project management, a skill that is highly valuable in today’s fast-paced work environments. Currently, Russell is making significant contributions at the Washington Metropolitan Area Transit Authority, where he leads projects focused on enhancing safety in bus transportation. His role involves not just the application of his business acumen but also his commitment to public safety and service.
Understanding the importance of continuous learning and professional development, Russell is now on the path to further bolstering his expertise by pursuing a master’s in project management, with an anticipated graduation in May 2024. Concurrently, he is working towards receiving his Project Management Professional (PMP) Certificate, a credential that will solidify his standing as a proficient project manager.
Russell’s ambition extends beyond just acquiring certifications; he is driven by a desire to expand his knowledge and impact in the transportation field. His goal is to leverage his project management skills to introduce innovative, efficient, and safe transport solutions. Russell’s journey reflects his dedication to his profession and his commitment to making a tangible difference in the realm of public transportation.
De’Juan Hicks.
MSPM C/O 2024
De’Juan Hicks is a budding technical expert that has been making strides to establish himself in the realm of IT Project Management. Although born in Washington DC, he found his home and true passion for technology in Baltimore at the illustrious Morgan State University, where he received a bachelor’s degree in Information Science and Systems in 2019.
While pursuing his bachelor’s degree, Mr. Hicks received the opportunity to intern with one of the city’s most prolific non-profit organizations, Upton Planning Committee. While he served as a Consulting Analyst under the CEO, he was appointed to spearhead and facilitate the implementation of a foundational database project that encompassed all the residences, businesses and historical landmarks along Pennsylvania Avenue in Baltimore. His contributions not only reshaped their daily business operations but provided the organization with an opportunity to directly reach their target audience and receive a visual representation of community engagement efforts.
In 2022, Mr. Hicks was hired by Integrated Management Strategies (IMS) to take over the Vaccine Logistics project for the Navy Medical Readiness Logistic Command at Fort Detrick. This new role gave him the pivotal skills needed to build his business acumen gathering requirements from clients and stakeholders, constructing reports that outline mission critical decisions for leadership, and acting as a liaison between the CEO of IMS and high-ranking military officials.
As a project manager, one of the most critical qualities that they must possess is versatility. Mr. Hicks is the embodiment of this key quality that makes him stand out from other professionals within this field. He understands every aspect of the job from the smallest roles to the most crucial and balances technical know-how with interpersonal skills to guide projects forward. This ideology is what has driven Mr. Hicks to pursue his masters degree in project management to further become an asset as a foundational pillar in his community and a transformational leader in any team environment.
Joseph G. Harmon Jr., PMP
MSPM C/O 2024
Joseph G Harmon Jr. obtained his bachelor of art degree in Accounting from the University of Liberia in 2009. As an Operations Manager for Hydratech Inc., Joseph oversaw their mining, international and local procurement and complex supply chain activities. Prior to joining Hydratech Inc., Joseph worked with the United States Agency for International Development Food and Enterprise Development (USAID/FED) as Market Development Funds Coordinator. This required him to not only support day-to-day programmatic procurements, but also tend to requisitions, funding approvals, and financial disbursements.
During the oil and gas exploration of the coast of Liberia, West Africa, Joseph served as an Analyst and Supply Chain Specialist for Chevron Liberia Limited. While at Chevron, he was appointed to the position of officer, requiring him to have a pivotal role in the response to the EBOLA pandemic. This would not have been possible without the previous experience that Joseph received while employed as a Program Procurement Assist with the United Nations Development Program (UNDP). Providing him with a strong foundation of technical and supply chain expertise to support the efforts made by the National Elections Commission in Liberia.
While employed with the Supreme Food Service, a German logistics, ration and catering company, Joseph assisted with providing guidance and support to the United Nations Mission in Liberia (UNMIL). He was reassigned to the United Arab Emirates, where he was appointed to the position of Supply Chain Staff for the United Nations Mission in Darfur (UNAMID). Joseph is a member of the Project Management Institute and in the process of obtaining his PMP and Scrum Master Certifications. Upon graduation, he is looking forward to working on complex projects in remote locations, both foreign and domestic, to add tangible value as a cross-trained professional.
Al Zain Zee Al Zain
MSPM C/O 2024
Al Zain Zee Al Zain is a professional in the fields of educational administration, international education, teacher education, and project management, with a strong focus on supporting the academic and personal growth of international students. Currently serving as the Primary Designated School Official (PDSO), Designated School Official (DSO), and Interim Director at Morgan State University in Baltimore, Maryland, Al Zain brings a wealth of experience and expertise to his role.
With a diverse educational background including a bachelor’s degree in Education from the University of North Carolina, Greensboro,
Apply for Master’s Admission at: https://morganstate embark com
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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
GAC and AACSB accredited Combination of Theoretical, Case Based and Practical "Real-World" Learning
Customized Professional Development and Career Coaching
Program Objectives
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
Marketing
Human Resources
Supply Chain
Entrepreneurship
We Care for Tomorrow
At Allianz Trade, we help businesses navigate the unexpected and trade with confidence. When it comes to our people, we want them to thrive. See why we’re among the industry’s Best Places to Work*. Here are just three of our employees’ most-loved perks:
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Our remote-first approach means Allianz Trade employees are free to work in the ways that best suit them. We offer hybrid and fully remote work arrangements, plus innovative flexible hours programs that enable our teams to strike a balance between personal and professional life.
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Working at Allianz Trade is an investment in your financial success. Employees receive up to 9 percent in company 401(k) contributions annually via a 3 percent company match and an additional 6 percent discretionary contribution each year. You’re also able to become an Allianz shareholder by investing in our company stock program; for every $3 you invest, the company adds $1 on top.
Career possibilities abound
Whether you’re interested in developing new skills, stepping into a different role, or working internationally at one of our locations around the world, the sky’s the limit when it comes to your career path at Allianz Trade. Mentoring, high-quality learning opportunities, and tuition reimbursement are available to help every colleague make their career ambitions a reality.
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