Exciting Start to 2018 for Kwa-Zulu Natal Branch

PMI SA Chapter Kwa-Zulu Natal Branch Meeting January 2018

Group photo of Kwa-Zulu Natal Branch Meeting attendees on 25 January.

First KZN Branch Meeting of 2018

At the first Kwa-Zulu Natal Branch Meeting of the year we had a whopping 32 attendees. The speaker for the January meeting was the incoming Deputy Branch LeadDerek Smith (pictured front extreme left). Derek is currently Projects Portfolio Manager for Network Games at Derivco in KZN and a veteran project management professional in the ICT sector. Derek’s presentation centred on what is happening with Agile adoption and philosophies in Project Management. He advised that managers need to know about these changes keep themselves relevant and employable. He also highlighted the fact that Agile is no longer the sole domain of software developers.

Chapter Events

Branch Lead David de Miranda (pictured front right in the white shirt) has worked hard over the last year to engage attendees and volunteers, and is in the process of filling the necessary portfolios to ensure the smooth running of the branch. If you would like to be part of the largest global network of Professional Project Managers but not sure what it’s all about, join David and his team at the next Branch meeting. Details of events are updated monthly to the Events Calendar. If you are already a paid-up PMI member, please keep an eye on your inbox for email invitations we send out monthly, and posts on our Facebook page. If you’re a PMI member but your Chapter Membership has lapsed, you can

David and his team have some exciting new ventures lined up for the Kwa-Zulu Natal branch activities, so don’t miss the opportunity to improve, update or share your project management skills. PDUs can be earned by attending meetings, or presenting on a topic in which you are an expert.

KZN Branch Newsletter 01/2018

The KZN branch is proudly the first branch of PMI South Africa Chapter to publish its own newsletter, which you can download from this link:KZN Newsletter 01/2018. Please contact Derek on kznadmin@pmi.org.za or David kznbranchleader@pmi.org.za if you would like to contribute to the next newsletter in any way.

 

 

SA Chapter Supports PM Education at Stenden South Africa

PMI South Africa Chapter has signed a memorandum of understanding (MOU) with Stenden South Africa to support project management in Stenden’s new academic minor program in hotel opening management. The MOU was signed in a ceremony at the inauguration of the program on 3 October 2017, by PMI SA President, Dr. Lynn A. Keeys and Stenden SA’s Executive Dean, Dr. Wouter Hensens. Also in attendance at the ceremony were Jannes Haasbroek, Chapter Academic Outreach VP, Stenden SA Program Coordinator Kevin Aitchison and global hotel opening expert and programme collaborator Gert Noordzy of Northside Consulting. The collaboration will support the development of project management higher and professional education and practice at Stenden SA and in the hotel management profession in South Africa. According to Dr. Hensens, Stenden Africa is the first worldwide to introduce a curriculum in hotel opening management in its Hotel Management School and the first to include project management for the entire hotel opening project life cycle. Stenden South Africa is the local branch campus of Stenden University of Applied Sciences in the Netherlands.

A Booming Industry

According to Gert Noordzy, the global hotel industry is exploding. Today, the worldwide hotel pipeline stands at over 11,000 projects, comprising 1.9 million rooms. Of these, 427 projects which equates to 73,000 rooms, are in Africa. Noordzy believes project management is a new area for expertise in the hotel opening industry, and a critical one. Research shows that many new hotel openings in the region are experiencing delays, and both owners and operators are suffering the consequences, along with the general public as the hotel industry is an important source of employment and contributor to GDP as part of the tourism industry. As Noordzy suggested at his recent keynote presentation at the PE Branch meeting—a new hotel opening is in fact a project, and must be managed accordingly, using a holistic approach and standard methodology. See the hotel opening project management lifecycle below:

HOTEL PROJECT MANAGEMENT

Academic Outreach

This MOU sets the scene for further collaboration between the PMI and Stenden University. Already under consideration are guest lectures at the university by PMI Chapter members and for the PMI the join in on presentations and discussions at various hospitality industry conferences in 2018 in South Africa.

According to Jannes Haasbroek, it must be emphasised that when we look at project management in the hospitality sector, it does not only involve the ‘building of a hotel’. The building project is but one project in a much bigger program or portfolio of projects, including the initial Feasibility Study, preparation of Impact and Environmental Assessments and final Operationalization and Hand-Over of the hotel. The program approach is also not only limited to the new build scenario, but just as applicable to facility upgrades and usage change. In managing programs of this scale all traditional project management knowledge areas are utilised, including Change Management, Stakeholder and Media Engagement. Due to the nature of the hospitality industry and the fast pace at which it is moving, the outcome and target of the hotel opening is also in constant change, necessitating Project as well as Organisational Agility project management skills and techniques.

GETTING PM RIGHT IN CHANGING TIMES

A MESSAGE FROM OUR CHAPTER LEADER DR LYNN A. KEEYS

Dear PMI Members

 

In the film Star Trek: Insurrection, Data the android, says to a little boy, “my operations depend on specifications that do not change.”

 

While Data’s success as an android depended on his specs never changing, I am not sure we can say that for projects. Now more than ever Bob Dylan’s words ring true: The times, they are a-changing! Not only is the world changing, it is changing at exponential rates, even as I write this message. We live in an environment where the market and the context of projects is often characterised by volatility, uncertainty, complexity and ambiguity.

 

Change and the 4th Industrial Revolution

 

The rapid technological change and accelerated pace of innovation in this era of the 4th Industrial Revolution, which impacts every aspect of life, is causing disruption across industries and markets. World Economic Forum founder and executive chairman Klaus Schwab states in his 2015 article that the 4th industrial revolution has brought about greater and rapidly shifting customer expectations, greater demand for enhanced value in products and services, the need to collaborate in innovation, and organisational culture, talent and structures that support this.

 

So what does this mean for your projects and for project management in general? Projects are drivers of organisational change and means for creating value – not only for business but society at large. Questions that arise from this state of affairs are numerous: What does it take to get a project right, the first time? Should we even get it right, the first time? How do we define ‘right’ and who decides what’s ‘right’?

Getting it Right

 

The way we think about projects and project management is changing rapidly. Getting it right has historically evolved around getting scope, schedule and budget right at the start and minimising change. The focus was based on a predictable linear approach to the project life cycle, or the waterfall approach. Emphasis was on the internal organisational environment of the primary project stakeholders and less on the external operating environment or context of the project and broader stakeholders.

 

PMI’s Pulse of the Profession study found that project management approaches, through necessity, are becoming more adaptive, with 41% of the respondents using agile or hybrid approaches. The latest edition of the Project Management Body of Knowledge (PMBOK 6th edition) has called for tailoring projects that operate in environments requiring adaptive, agile and iterative approaches, and as such has integrated agile methodologies in the latest edition.

 

However, this is just the beginning of the discussion. Being only agile is not sufficient. Who defines what is ‘right’ is equally important, as well as the techniques used and the participants involved in the process.

Join us at the PM Summit 2017

 

For answers to these questions and an opportunity to debate and engage with industry experts, don’t miss PMI South Africa’s PM Summit on 9 November 2017, at the Accolades Convention Centre in Midrand. Learn about managing projects in an ever-changing age of dynamism, exponential change and disruption. Join us for a day of delving into with new ways of thinking and project management approaches, with strategic emphasis on value creation for individual organisation and society. Sessions will be lively and provocative, dealing with all areas of project management such as stakeholder engagement, governance, leadership, benefits realisation, sustainability for individual business and society at large, new approaches to PM such as design thinking, and the importance of on-time business analytics.

 

What are your thoughts about getting it right? We’d like to hear from you. Start the discussion early! Post your thoughts on Facebook, Twitter or LinkedIn.

 

See you at the PM Summit!

Dr Lynn A. Keeys
President
PMI South Africa Chapter

REGISTER NOW FOR THE PM SUMMIT 2017!

ARE YOU GETTING IT RIGHT?

We’re trained from the getgo to get it right, the first time. But what does it take to get a project right, the first time? And how do we define ‘right’?

Getting projects right goes beyond achieving the triple constraint targets of scope, schedule and budget and the usual technical approaches to project management. For answers to these questions and an opportunity to debate and engage with industry experts, don’t miss PMI South Africa’s PM Summit on 9 November 2017.

WHAT WILL IT COST?

Ticket prices are as follows:

Early Bird (until 14/10/17)MemberNon-MemberStudent
ConferenceR 950R1 200R350
DinnerR300R 350R150
Conference& DinnerR1 150R1 450R450
PartnerR300R350R350
Non-Early BirdMemberNon-MemberStudent
ConferenceR1 200R1 400R450
DinnerR350R400R200
Conference& DinnerR1 450R1 650R600
PartnerR350R400R400

 

Out and About with Dr Lynn Keeys: Eskom IT Group Imbizo

Out and About with Dr Lynn Keeys: Eskom IT Group Imbizo

As part of PMI South Africa Chapter’s commitment to engage with stakeholders across different sectors, we make use of every opportunity afforded us to expand this community of best practice for project management professionals. PMI SA Chapter’s president, Dr Lynn Keeys, had such an opportunity earlier this week when she was invited by state-owned power utility Eskom IT Group Director, Neerasen Moodley, to speak about PMI and our local Chapter at the recent Eskom IT Group Imbizo held in Gauteng.

Developing Professional PM Skills

Dr Keeys deliberated about the importance of developing professional project management skills through continuous learning and professional development. This not only in technical areas of project management, but also in strategic business skills and leadership acumen. PMI membership helps professional development by building local communities of project managers from varying sector that are united through a common framework of professionalism. Dr Keeys highlighted how project personnel who understand the strategic and business context of their efforts and who keep an eye on benefits realization from concept to delivery, are the workplace champions. They are the workers that bring success and add value to their organisations.

Getting it Right, the First Time?

Dr Keeys also introduced the theme of the upcoming Project Management Summit on 9 November: “Getting it Right, the First Time? The Summit theme elicited nods of agreement from audience members, as Dr Keeys expounded on the growing need to view projects differently and with a renewed perspective leaning towards adaptation and agility. This increasing need for organisational agility due to the prevailing Volatile, Uncertain, Complex and Ambiguous (VUCA) environment. The PM Summit will provide the platform for expert discussion and workshops on how to get projects right beyond scope, schedule and budget.

Thank You Eskom

Dr Lynn Keeys expressly thanked Eskom and Neerasen Moodley for providing the platform for discussion. ESKOM employees could project management challenges and learn about new trends and opportunities for professional development.

 

 

 

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