From the Co-publisher's Desk— William Sand
Our story begins close to home, journeys far, enjoys some adventures along the way, and returns home as all good stories do (in this person's world) packed with new wisdom and a happy ending.
We launch our armchair odyssey on June 28 when an operations manager in the Sudan sends greetings to allPM users through our Forum:
"I am Loay Ahmed Dirar, and I am glad to introduce myself as a PMP to be. … The most amazing [trend] is the number of PMPs certified in Sudan. It is increasing very fast over the past two years. …
"The change is referred to as 'the great awareness' created by Mr. Mazin Abusin, PMP, and head of the Project Management Office in the Council of Ministries, Republic of Sudan. … After 'the great awareness' and all the hard work being done, you can really feel the change. Our major companies are putting project management at the top of their priorities. … The more the staff is trained to understand the concept, the more the work is done efficiently, on time and on budget."
Harry Waldron, one of allPM's Most Valuable Professionals, noticed this posting and alerted me. Harry suggested it might be interesting to learn more about what's going on in Sudan. (By the way, Harry is fast transcending MVP status and earning his own plaque next to Babe Ruth and Lou Gehrig a few miles away at Yankee Stadium in New York. See the conclusion of our Bastille Day contest below.)
Recognizing Harry's wisdom, I located Mazin Abusin, an allPM member himself, and asked if he would tell us more about what's going on in Sudan — how project management is, in fact, helping to build and unite one of the world's most strife torn, less developed nations. Mazin — a gentleman of good humor and great accomplishments — was eager to respond. His interview provides first-person testimony on what project management can accomplish in parts of the world where efficiency and effectiveness are most needed.
That's the main story. You can see I had some fun, as promised. But what wisdom did I gain and what does it have to do with you? … To know that, I have to explain I'm sometimes too old-fashioned and hard-headed to pick up on new ideas, even good ones. So, while I believe free and open communications are powerful and can help to make the world better, and I do grant the internet "may" be a constructive force, I don't jump on any bandwagons too easily. I stay skeptical, often, until duly won over.
But I'm not skeptical now. A good case can be made that the world will be a better place when we all push in one thoughtful direction enabled by the promise of free, instant communications linking us all, everywhere and the power of rational thinking supplied by disciplines like project management.
In fact, 100 years ago, H.G. Wells, the great English social thinker, fantasy writer and futurist already had envisioned a world driven by intellectuals, scientists, technicians and engineers — project managers, really — who held the power to improve the world through rational thinking and action. In "The Shape of Things to Come," Wells writes in 1933:
"The story of mankind upon this planet [will undergo] a change of phase. It broadens out. It unifies. It ceases to be a tangle of more and more interrelated histories and it becomes plainly and consciously one history. There is a complete confluence of racial, social and political destinies. With that, a vision of previously unsuspected possibilities opens to the human imagination. And that vision brings with it an immense readjustment of ideas."
Beginning with that thought, this month's issue of allPM TODAY examines multicultural project management — built around the power of recognizing us all as individuals, different perhaps on the surface, but sharing common, underlying goals and the same future.
So, we start with Mazin and life on the cutting edge of progress in Sudan.
Then, we turn to Frank Ryle, a senior PMP with great international experience, who wonders in "Watching Goats! Genetics, Multiculturalism and Managing in a Global World," if we can't improve our ways of selecting, assessing and developing diverse teams with tools a bit more advanced — and reliable — than 'gut instinct' or watching goats on the golf links and predicting the weather based on their whereabouts. (The theory goes, a smart goat seeks shelter when a storm approaches.) Frank's piece proves project managers can certainly possess the souls of poets. He goes on to set us thinking about more reliable "how to's" we might eventually use to frame accurate judgments on professionals and emerging teams in a global workplace.
In "Project Mosaic," co-publisher Frank Saladis offers us his own view of diversity beginning in his home town, at a community event where "an entire borough [comes] together to appreciate the contributions of each culture … [demonstrating] how different groups can work in harmony … [and that different] ways of thinking can be applied to any project environment." As always, Frank's ideas are both practical and true.
Another veteran project manager, Dennis G. Ballow, Sr., speaks from extensive personal experience as well as research in "Focus on Asia: Cross-Cultural Issues in Project Management." Dennis offers many first-hand observations and helpful tips for Westerners working with teams from the Pacific Rim of Japan, China and beyond to the Indian subcontinent; and conversely for Asians working with Westerners.
For a perspective from the Middle East Gulf, read Kifah Jayyousi's "Project Management Ethics & Complexities," in which Kifah digs into the details of working successfully in that oil rich, continually developing area.
In "Projects Without Borders," Elizabeth and Richard Larson of Watermark Learning provide their ideas on gathering requirements on multi-cultural projects. And finally in our package on multi-cultural project management, Chad Lewis of the Intercultural Consulting Group offers his own ideas, insights and approaches.
Jerry Manas, author of "Napoleon on Project Management," concludes our Bastille Day contest by selecting the first Légion d'honneur d'allPM and completing his two months of applying Napoleon's thinking and tactics to the skills project managers must summon every day. Napoleon's silver sword sweeps gently on the shoulders of Mira, SadieBelle, Tom Welch and Harry Waldron. (And to Harry, we extend our personal thanks not only as a good citizen of allPM, but the wider community through his unselfish contribution of energy and ideas.)
Getting back to poetry in project management, we come to a woman whose soul never strays far from the lyrical: Judy Umlas, allPM co-publisher emeritus, kicks off a contest this month to find the most gifted poets among you. So do check out Judy's column for some inspiration, as usual, and perhaps some light-hearted fun.
In closing, remember November 2 marks the second annual International Project Management Day, featuring the initial selection of the Kerzner International Project Manager of the Year awards. (To learn more or to participate, go to www.iil.com/ipmday2006.) You may want to get involved in emerging plans or organize activities where you are.
In the meantime, on a sweltering summer day from a big city …
With that, regards from New York—
Bill Sand
Co-publisher allPM.com
bill.sand@allPM.com
From the Co-publisher's Desk - Frank P. Saladis, PMP
 The project environment continues to change rapidly as global business evolves with the ever-increasing speed of technology enhancements and the need to deliver products faster, cheaper and better.
Most areas of the world are connected through many available communications channels and the exchange of information is instantaneous. Problems are identified and solved at light speed and financial transactions are completed in nanoseconds. Email, a curse for some due to volume and misuse, for the most part (except for some occasional spelling and grammatical errors) solves a multitude of language related issues by providing a means for exchanging information sans an accent. It's not a cure all and has its own inherent problems but its does help bridge a multitude of communications barriers.
Technology has accelerated the evolution of the project team and has flattened the world, according to Thomas L. Friedman in "The World Is Flat." The project team has become a diverse, and in many cases, completely virtual network of talented people working together to complete a mission. Diversity is shaping the future of work and the global business community.
Consider these statements from Abby Bloom, Chief Operating Officer, Spinemed Australia, Sydney (Biomed Technology):
- International collaborations are not viewed as exotic but rather as a "must do."
- For success in our market, seeking bicultural, bilingual team members gives us a huge advantage in understanding and addressing the requirements of the global market.
In this issue of allPM newsletter, we examine diversity in project management. This is not a new subject but in the project environment it does present some new challenges and issues that are quite different from any domestic project. And these challenges are not easily overcome.
In a recent conversation with a project manager we discussed a project that involved 40 different countries. This could become a challenge for even the most seasoned project manager. There are a multitude of items to consider: cultural differences such as food, religious beliefs, entertainment, holidays, work ethics, time zones, customs, politics, and language just to name a few.
This environment presents a unique opportunity for the project manager and the project team to experience a new type of learning. It's a form of "natural learning" in which new ideas can be shared and more creative thinking can be initiated. In his article, Examining the Effects of Cultural Diversity on Project Management, Chad Lewis reminds us that diversity is not only associated with crossing borders and oceans but is also associated with differences between communities, cities and states.
Consider the differences between New York City and many cities in the southern part of the U.S or the differences between the East and West Coast. The same applies to many countries worldwide. The participants from each area bring their unique set of values and qualities to a team and enhance the effectiveness and knowledge of the team.
The diverse team may provide a solution to a common problem identified in this issue by Elizabeth Larson, PMP and Richard Larson, PMP — obtaining, validating and managing project requirements. The multi-cultural environment presents a new twist to this age old problem and a team prepared to deal with cultural issues will have a greater ability to stabilize and control a potentially volatile project development area.
Diversity also brings new meaning to the term "stakeholder." The meaning goes beyond the definition that many project managers have become accustomed to and brings in a new dimension of personal value and greater opportunity for idea development though sharing of perspectives. As we examine diversity and its significance in today's practice of project management it will be become obvious that allPM, by its design, has provided to the project management community a direct connection to the world and the knowledge that awaits us. We invite you to step in to the diverse world of allPM.
U du tah ma
Hallo
G'day
Hi
Howdy
Gidday
Guten Tag
Aloha
Konnichi wa
Hola
Zdravstvuite
Frank P. Saladis, PMP
Frank.Saladis@allpm.com
July's Poll Results
The ability to think effectively is:
a) 100% innate and 0% learned - 16.08 % (32)
b) 0% innate and 100% learned - 4.02 % (8)
c) 50% innate and 50% learned - 31.66 % (63)
d) 25% innate and 75% learned - 25.63 % (51)
e) 75% innate and 25% learned - 22.61 % (45)
Total votes: 199
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The August poll question is:
Do you think the job prospects for PMs are:
a) Improving today vs. 3 years ago?
b) Neutral?
c) Worse than 3 years ago?
If you have not already done so, please stop by allPM.com and add your opinion today.
Theme of the Month: Multiculturalism and PM— Bringing Planning & Results to the Sudan: allPM Interview
By Mazin Abusin, PMP
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| SUDAN'S PIONEERING PMP TEAM ‹ The first trained PMPs in Sudan began with Mazin Abusin, standing at right, now head of the government PM Office, implementing a company-wide strategy for the DAL Group of Khartoum. Today, this PMO team is serving as advisors to key projects within the government sector and helping to spread PM's efficiency and effectiveness. Members include, standing clockwise, Ayman Sherif, Osman Abdellatif, Akhtar Zahid, Aladin Abubakr and Mr. Abusin. Sitting, Maha Alobeid, Nada Kabbashi and Randa Yousif.
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Mazin Abusin has been head of the Government of Sudan Project Management Office since March 2005. Before that he served as head of the strategic management department at the DAL Group in Sudan, head of the PMO at Sheikh Mohammed IT Education Project in the United Arab Emirates, a programme officer in the Canadian Embassy in the UAE and an IT consultant at IBNIX in the UK. He holds bachelors and post-graduate degrees in engineering and mathematics from the University of London and in teaching from Cambridge. Among his many professional certifications are PMP, CISA, MCSE, PPSO, MCDBA and CIW. He lectures, publishes and consults around the world.
Here, allPM asked Mr. Abusin to comment on his current work for the people and economy of Sudan, one of Africa's and the world's most strife-torn nations in recent years but also a land rich in natural resources and potential.
- What are your biggest goals, challenges and problems in bringing PM to the Sudan?
The biggest challenge we face at this stage is the culture barrier. People here are so used to doing business in an ad hoc manner where planning is considered a luxury they cannot afford. Planning is seen as an act of "wasting time" better used in executing things.
This attitude stems from a long history of the education system in the country. The curriculum, spanning all grades, contains nothing that teaches the kids the concept of planning or teamwork. This continues at university level where there is little attention given to the subject. All this resulted in an army of professionals, holding key positions, who do not see any benefit of planning.
- How does PM fit into helping the people overall, building the economy and helping to create an effective "citizen-centric government?" How do you view the potential of PM to help?
© 2006 allPM.com
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 Mazin Abusin has been head of the Government of Sudan Project Management Office since March 2005. Before that he served as head of the strategic management department at the DAL Group in Sudan, head of the PMO at Sheikh Mohammed IT Education Project in the United Arab Emirates, a programme officer in the Canadian Embassy in the UAE and an IT consultant at IBNIX in the UK. He holds bachelors and post-graduate degrees in engineering and mathematics from the University of London and in teaching from Cambridge. Among his many professional certifications are PMP, CISA, MCSE, PPSO, MCDBA and CIW. He lectures, publishes and consults around the world.
Watching Goats! Genetics, Multiculturalism and Managing in a Global World
By Frank Ryle, PMP
Al Gore's recent movie 'An Inconvenient Truth' brings to light the rate of change of the environmental landscape in the past 50 years and calls our attention to this major problem for our children and our planet. In many ways, the rate of change of the project world has been just as dramatic and perhaps the knowledge, tools and thinking of the past 50 years need to be reevaluated in the light of new scientific discoveries and a radically different project and overall international working landscape.
As project managers operating in this new world we need to take account of the latest scientific research and thinking in the areas of genetics, anthropology, brain chemistry and evolutionary theory.
But how often do we find ourselves trying to make decisions — particularly about persons on whom we depend for the success of our projects either directly or indirectly by "gut instinct" or poor tools? Simply judging based on the superficial signs a person transmits to us or even some out-of-date tests hardly supports the standards of project management professionalism to which we all aspire.
The New Challenge: Going Beyond Golf and Goats
As project managers many of us are operating far from our geographical and cultural 'comfort zones' of usual judgment. We may be from London, Detroit or New York and find ourselves working in or with colleagues from India, China or Germany. We may feel out of our depth, totally removed from "gut instinct" and far from the home regions where instinctual judgments may at least offer some chance of success. Suddenly, we are operating within cultures and norms that are, in fact, truly foreign to our internal barometers. We are faced with the challenge of increasing the productivity of our individuals — team members in a business world that is becoming ever more virtual, multicultural and outsourced.
© 2006 allPM.com
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 Frank Ryle, PMP, possesses 20 years of work in the construction and manufacturing industries and 10 years of practical project management experience in Europe, Asia, Russia and the U.S. on projects varying from 5 to 400 persons and from $5 million to $1.2 billion in budget. Frank.Ryle@pmpulse.com
The Project Mosaic
By Frank P. Saladis, PMP
Diversity is acknowledging, understanding, accepting, valuing, and celebrating differences among people with respect to age, class, ethnicity, gender, physical and mental ability, race, sexual orientation, spiritual practice, and public assistance status. — This is one of the many definitions that may be found regarding diversity and represents the principle meaning behind the Project Mosaic.
To effectively articulate the value of diversity in the project management environment, I will use my experiences as a member of with PMI® to provide one example of the benefits of different cultures coming together in a common interest to grow and learn. As a member of PMI® for more than 15 years I have seen the organization grow continuously through the spirit of teamwork and knowledge sharing by the leaders of the many chapters, Specific Interest Groups, colleges and with the various offices within the PMI Global Operations Center.
During the semi-annual leadership meetings I have attended, there have always been an environment of sharing and respect among the component leaders of countries from around the world and a genuine concern and focus on the continuing improvement of the project management profession. One area in which PMI component leaders have always excelled is the achievement of greater levels of knowledge and component performance by embracing diversity.
© 2006 allPM.com
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Frank P. Saladis (PMP) is Senior Consultant with International Institute for Learning, Inc. He has been involved in the development of standardized Project Management Guidelines (PMGs) for the AT&T Corporate Information Technology Services (Corporate ITS) organization and is the author of the Project Evaluation Review Process (PERP). He is the President of the NYC PMI Chapter.
Focus on Asia: Cross-Cultural Issues in Project Management
By Dennis G. Ballow, Sr., MAED, PMP
With hot topics like globalization and cross-cultural opportunities in the Asia Pacific rim, one might think it would be easy to research the implications of cross-cultural issues. Rather, what this writer found was a significant discussion all around the periphery but little in-depth analysis. Discussion prevailed on the socio-economic and technological ramifications. Other resources focused on the language issues but little work was intuitively available on the subtleties of cross-cultural issues.
Based on experience working in the Asia Pacific rim for two years as a PMO Manager, and training PMs in many European countries, I decided that understanding international socio-cultural issues encountered in business is essentially at the heart of the issues companies will encounter in globalizing operations.
Therefore, cross-cultural issues are approached from a personalized understanding based on many months of first-hand mistakes in understanding cultural issues encountered in the Asia Pacific region. I will base my observations of cross-cultural issues on my experiences in working most closely with individuals from China, Hong Kong, Malaysia, Taiwan, Singapore, Japan, and India. Naturally there are more countries in the Pacific Rim but these provided me the most opportunity for interaction.
I want to also acknowledge the contributions of my wife, Helena Shiu Leung Chow Ballow, whom I met in Asia. Her wisdom, coaching, and meaningful insights on the many differences between Western and Eastern business and cultural practices were, and remain this day, illumining, helpful and daunting.
© 2006 allPM.com
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Dennis G. Ballow, Sr. is a veteran international project manager. He can be contacted at 214-385-5097
dennis_ballow@yahoo.com.
PM Ethics & Complexities in the Middle East Gulf Region
By Dr. Kifah Jayyousi, PMP, PE, CPE
 Project management becomes an art, a science and a cultural challenge in one of the wealthiest, yet most complex regions of the world, the Persian Gulf (also called Arabian Gulf) of the Middle East. Most of its oil and gas wealth is in an area about the size of the State of Michigan1, with a total current project value exceeding $1 trillion2, and where the majority of residents are foreign expatriate engineers, project managers, construction laborers and other workers coming from around the globe. Qatar, a young country with the third largest world gas reserves3, is in the midst of a $120 billion construction and development frenzy.4
Project Management Haven
The region is enjoying a second wave of development that will extend over the next 20 years. Construction projects cover urban and real estate development, infrastructure, tourism, luxury housing, the oil and gas industry and manufacturing. The region is seeing a second oil and gas boom given the record oil prices of over $70 a barrel5.
© 2006 allPM.com
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By Dr. Kifah Jayyousi, PMP, PE, CPE, is general manager at Project Logistics in Coral Springs, Florida. He brings over 20 years of construction and facility management experience nationwide in the U.S., and overseas including the Gulf Region where he has been a consultant on project equipment and supplies. He can be reached at kifahdc@yahoo.com.
Projects Without Borders: Gathering Requirements on a Multi-Cultural Project
By Elizabeth Larson, PMP and Richard Larson, PMP
One of the most difficult tasks project managers and business analysts face is obtaining customer requirements. Even when business customers and the business analyst work in the same building, misunderstandings are bound to arise. It's a challenge to ask the right questions, get the right people involved, and document unambiguous requirements, regardless of the backgrounds of those participating. When the project includes multi-cultural stakeholders, particularly if they comprise a virtual team working in geographically dispersed areas, the job becomes much harder.
Some of the challenges facing project managers and business analysts are not unique to multi-cultural projects. However, personal agendas, conflicts about roles and priorities, and availability worsen the situation. In addition, recent studies have shown that almost half of the typical project budget is spent reworking requirements defects. While there are many underlying reasons for this rework, dealing with a group of multi-cultural business customers and/or project team members can create significant hurdles.
Challenges of gathering requirements from culturally diverse business customers.
- Physical distance of stakeholders
Although many of the challenges exist even when the team and business customers are located on the same floor in the same building, the difficulties in dealing with them increase with physical distance. Time zones make meetings hard to schedule. Business analysts on today's global projects have learned that the standard eight-hour work day doesn't exist. If we are truly customer-focused and interested in building relationships to capture requirements, we schedule meetings at a time convenient to our customers, not to us.
© 2006 Watermark Learning
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Elizabeth Larson, PMP, (Elizabeth.Larson@watermarklearning.com) & Richard Larson, PMP, (Richard.Larson@watermarklearning.com) are Principals of Watermark Learning (www.watermarklearning.com), a leading project management, requirements analysis, business analysis training and skill development company. Watermark Learning maintains training facilities in both Minnesota and Arizona. For more information, visit or contact them at 800.646.9362.
Examining the Effects of Cultural Diversity on Project Management
By Chad Lewis, PMP
There are many characteristics of a leader but there is undoubtedly one skill that every leader must possess to remain a leader: the ability to keep the key players. It's one thing to build a team, a formidable challenge depending on the situation and the environment, but it can be an even greater challenge to sustain a team and keep the team members focused on objectives.
There must be a willingness among all team members to continue to work together toward greater goals and higher levels of accomplishment. If you think of high-performance teams that you have been a member of or have observed in action you will notice the strong sense of direction and purpose. There is a desire to succeed but an even greater desire to work together.
Great teams achieve their greatness by building trust among one another, by demonstrating to each team member that everyone is important and creating a sense of personal value and contribution.
© 2006 allPM.com
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Chad Lewis has experience in both the intercultural and the engineering world. He has a graduate degree in Intercultural Relations (cultural anthropology). He lectures on Intercultural Communications, Cultural Adaptation and Cross-Cultural Team Building in Boston. He has traveled extensively and has worked in the United States, Italy, Austria and Japan. You can reach him at via e-mail at chad@luthais.com or at The Intercultural Consulting Group.
http://www.luthais.com
Napoleon Enlists his First Légion d'honneur d'allPM
By Jerry Manas, PMP
 In Puzzler #4, we encountered a problem that so many organizations face when trying to implement a PMO — a non-receptive audience, fearful that they'll lose some control and concerned that bureaucracy will rule the day. It's nice to have a vision of a center of excellence, where projects are managed centrally according to a standard framework. But it's important to realize that this is not an overnight change.
In our forum, B_Harper spoke of the need to retain full control of the initiative, insist on a strong executive message on why the change is needed (perhaps the "burning platform" approach of heavy competition, etc.). He also raised an excellent point about the importance of managing the PMO initiative as a project, something that's frequently (and surprisingly) overlooked.
Harry Waldron added some excellent points as well. He spoke of Napoleon's planning, innovation, and organizational skills. Most importantly, he raised some strategic questions, such as: Is a PMO a good fit? Do we have the PM methodology and practices well enough established to move forward? Is the company ready for such a change? In many cases, the answer is no. But that doesn't mean it's a lost cause. IT just calls for a different approach. Harry offered some good tools to understand how people will react. He also suggested working one-on-one with people, gathering information about their needs and concerns, and reminded us of the need to consider the best interest of the other person. Lastly, he raised a subtle, but critical point about timing. By overreaching and claiming to be too much too soon, many PMOs fall on their feet before they start.
© 2006 allPM.com
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 Jerry Manas, PMP, has provided project management, leadership, training, and product development services to the information technology sector for a wide range of organizations, from small domestic businesses to international Fortune 500 companies. He has managed projects of all types, from small software development projects to large-scale, global projects spanning Europe, Asia/Pacific, Latin America, and North America. Jerry is president of The Marengo Group, LLC and cofounder of PMThink! (www.pmthink.com), a thought leadership Web site, where topics such as Project Management, Portfolio Management, and Governance are discussed.
To stay abreast of the ever-changing industry, he remains actively involved with the Project Management Institute, and currently serves on the Board of Directors for PMI's Aerospace and Defense SIG. He has also contributed to several of PMI's international standards, including their Organizational Project Management Maturity Model (OPM3), where he assisted with the integration of the model and helped define the glossary; and the new Program and Portfolio Management Standards, where he was recruited to help lead the program (consisting of more than 300 volunteers around the world) as part of a small leadership team.
Jerry's goal is to open new perspectives about project management and leadership: that, to do either well, both are required. His affinity for history, his pursuit of fresh perspectives on leadership, and his understanding about the effectiveness of simplicity create a powerful approach to understanding the complexities of today's leadership issues, especially in project management. Underlying all of this is his strong belief that some of the most relevant lessons for today's project managers and leaders can be learned from an exploration of historical figures—their triumphs and their failures.
Stakeholder Risk Information
Needs Analysis
By Dr. David Hillson, PMP, FAPM
Albert Einstein said "The major problem in communication is the illusion that it has occurred." Communication is a key element of risk management, but it is often a weak area in terms of both personal skills and organisational structures. If no-one knows about the results of the risk process, nothing will be done to manage the risk. It is common for the Risk Register to be distributed to everyone, but not everyone needs this level of information.
A stakeholder risk information needs analysis can help to ensure that the outputs of the risk process are communicated specifically and precisely, so that each stakeholder gets what they need, when and how they need it. This starts with two simple steps :
- Identify all stakeholders, including their "stake" or interest, level of commitment and degree of influence.
- For each stakeholder, define the type and level of risk information they require, the purpose for which they require it, the required timing and frequency of communication, and their preferred medium or format for delivery.
© 2006 Risk Doctor Limited
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 Dr. David Hillson (PMP, FAPM, FIRM, MCMI) is an international risk management consultant, and Director of Risk Doctor & Partners ( www.risk-doctor.com ). His speciality is risk technology transfer, assisting organizations to develop in-house risk processes, and he is a popular conference speaker and author on risk, winning several awards for his papers. He is recognized internationally as a leading thinker and practitioner in risk management, and his recent emphasis has been the inclusion of proactive opportunity management within the risk process, which is the topic of his latest book "Effective Opportunity Management Exploiting Positive Risk", published in 2003 by Dekker of New York.
David is an active member of the global Project Management Institute (PMI) and was a founder member of its Risk Management Specific Interest Group. He received the 2002 PMI Distinguished Contribution Award for his work in developing risk management over many years. He is a Fellow of the UK Association for Project Management (APM) and a Fellow of the UK Institute of Risk Management (IRM), as well as being a member of the Chartered Management Institute.
To provide feedback on this Briefing Note, or for more details on how to develop effective risk management, contact the Risk Doctor (info@risk-doctor.com), or visit the Risk Doctor website (www.risk-doctor.com).
The Heart of PM™: Computer Crashing Catastrophe
By Judy Umlas
I hope you are all enjoying your summers, if that is your season. It's so interesting to know that many of you are shivering through your winters — it's hard to imagine this as we live through sweltering, humid days here in New York. But how many of you know the beautiful, sultry song from the opera Porgy and Bess, "Summertime, and the living is easy…"
Well some of you may remember my work separation anxiety last month, when I was leaving on vacation in early July. It wasn't "living easy" for me to leave, but I received some good words of encouragement from you regarding making it easier. Nadia Circelli of France, for example, wrote:
"Don't worry about work; there will be no crisis in a week's time, you will see. Everything will wait quietly for your coming back. I never call back at work nor look at email… and the world keeps going. Maybe just to avoid being too anxious, fix some times that you will check (once or twice during the holiday) just for not worrying too much. Enjoy your very well-deserved holiday and think that going back rested and happy will be the best you can do for you and also for your work!"
© 2006 allPM.com
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 Judy Umlas, allPM co-publisher emeritus and continuing columnist, remains the heart and soul of this community and invites you to correspond. Her professional accomplishments are many.
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