PM FlashBlog 2014 – The Rest of the Best!

pmflashblog2014The fourth and final week of the 2014 PM FlashBlog brings two more entries from Australia and two from South Africa. It’s been good to see so many folks reporting on how projects are managed in their part of the world. Thanks again to Mark Phillipy, who instigated this round of collaboration.

  • Adrian Fittolani reports from Melbourne on the vagaries and fine points of business travel, as a global project manager.
  • Chris O’Halloran weighs in from Brisbane and the Gold Coast on the range of professional organizations in his part of Oz.
  • Linky van der Merwe lists some very impressive marquis projects that have put South Africans back to work and given them something else to brag about!
  • Louise Worsely shares lessons learned about social fairness and stakeholder engagement, from her home in Capetown.



PM FlashBlog 2014 – Australia

pmflashblog2014We continue into week three of the 2014 PM FlashBlog with contributions from bloggers in Australia. Unfortunately, I didn’t see a post from New Zealand.

  • Jon Whitty recalls a study he conducted in Brisbane, asking project managers to draw pictures about managing projects. No one drew a Gantt chart!
  • Stephen Duffield considers the gap in the way organizations learn lessons from projects.
  • Shim Marom reports from Melbourne on the cultural aspects of managing projects in a city with a diverse population.
  • Tony Adams notes the positive impact of Infrastructure Australia, a sort of national-level PMO, on governance of their investment in projects.

Of course, better late than never.

  • Ralf Finchette reports on how the diversity of London’s population makes communication … uh, interesting.

PM FlashBlog 2014 – Europe

pmflashblog2014As I mentioned in last week’s installment, the PM bloggers in Europe were to publish their FlashBlog posts on Monday at 01:00 GMT. In practice, they weren’t all published at the same time, but that’s not a problem for those of us reading them on Wednesday! So without further ado, here are the Week 2 posts: Europe.

  • Allen Ruddock reports from the UK on two debates: is project management a profession, and do qualifications trump experience?
  • Barry Hodge also weighs in from the UK, saying that Prince2 adoption seems more focused on training than implementing the governance processes.
  • Sam Barnes gives the recent history and present of digital project management in the UK, and the growth of a digital PM community.
  • John Carroll observes massive, failing projects from his seat in Exeter, in the UK, classifying them as Leviathans and Vanities.
  • Deanne Earle notes that project management in Europe is made more complicated by cross-border governance and cultural diversity.
  • Ian Webster reflects, from a hill in Spain, on the growth of project management in IT projects as a response to failures and increased risks.
  • Russell Whitworth dials in from Guildford, UK on how everything is a matter of culture, and the best project managers come from the UK.
  • Paul Naybor suggests that a fresh approach to project management is needed in the UK, based on a few simplified, basic activities.
  • Lindsay Scott summarizes the key findings of the Arras People Project Management Benchmark Report on what’s happening in the UK.
  • Michel Operto gives us the view from the technology parks of suburban Nice, France: diversity, community, and the Mediterranean!
  • Simon Harris offers a training-based solution to the problems of project management in the UK.
  • Simon Buehring notes that an average of 3,000 people around the world take a PRINCE2 exam each week, but the UK is still the largest market.
  • Henny Portman reports that the Netherlands is working on matching up the right project owner and project manager.
  • Peter Storm observes the growth of both PMI-NL and IPMA-NL in the Netherlands, but with different constituencies.
  • Neil Walker writes about the growth of programme management as a discipline in the UK.
  • Carlos Pampliega reports from Northern Spain on the challenges to adoption of good project management practices in small to medium sized firms.
  • Angel Berniz describes a very sophisticated project management community in Madrid, taking a unique approach to Agile and other “initiatives.”

Next week: Australia and New Zealand. Enjoy!