University of Toronto :: School of Continuing Studies SCS 1952 – 080 :: Leading Projects in Organizations Nov 20, 2012 Procurement Management Project Team:

University of Toronto :: School of Continuing StudiesSCS 1952 – 080 :: Leading Projects in Organizations

Nov 20, 2012

Procurement Management

Project Team: Jazz Dudial, Ali Elchanti, Gina Hermida, Shahzad Kamran, Alan Leong, Agata Trzcinska-Daneluti

The main purpose of this project was to research and apply lessons learned to Procurement Management knowledge area in order to present the Sponsor and stakeholders with the recommendation on things that could be improved and emerging opportunities.

INTRODUCTION

2

Business Need

• The main purpose of this project is to research and apply lessons learned to Procurement Management area in order to present the sponsor with the recommendation on things that can be improved and emerging opportunities

Project Mission & ValuesProject Mission: • To educate and apply ourselves on an accredited approach to PM, which give us

excellent project outcomes to be proud of.

Values: • Commit to continuous learning• Give time and actively listen to group members contributions• No one's idea is ever a bad idea• To participate to our fullest ability• Never leave conflicts left unacknowledged or unresolved (Do not suppress conflicts)• Be responsive to support needs of the group• Promote diverse communication styles• Value each others' strengths and complement each others‘ weaknesses

Beneficiary

1. Any organization participating in the Procurement Management interview:• The hospital for Sick Children• Sunnybrook Health Sciences• Jewish Vocational Services• Global Payment Inc• Rogers Communications• Petro Canada• Regent Park Employment Services• Seven Eleven• Bayview Moore Automotive

2. Global Consulting team members

3. Other teams attending the presentation

An interview questionnaire of 32 questions on Procurement Management to explore and better understand how procurement is planned, conducted, administered and closed in the participating organizations. Focus on leadership and lessons learned.

Data analysis in relation to: variations between industries variations between the public, private and non-for-profit sectors excluded from analysis:

internal vs. external projects perspectives in different departments or at different management

levels “Sociocultural” development of the team

METHODOLOGY

6

Virtual team

Web-based tools e.g. Google Docs

Team performance tools

RACI matrix GRPI survey – a short questionnaire to baseline the experience of the group

(performed at the beginning, mid-way through and at the end of the project) Plus Delta – positives and suggestions (during each group meeting)

recorded in a group journal Round Robin Polling Problems recorded in the issues log

METHODOLOGY

7

Better understanding of procurement practices in the private, public and non-for-profit sectors was required in order to find common grounds for comparison.

Broader Public Sector (BPS) Accountability Act:Contains a number of new transparency and accountability mechanisms for

publicly funded BPS organizations. Establishes new procurement and expense rules (compliance with the Procurement and Expenses Directives) (see Appendix).

PMI resources on Team Management, Leadership and People Management (see Appendix)

BACKGROUND RESEARCH

8

Source:

Bill 122, Broader Public Sector Accountability Act, 2010 (Legislative Assembly of Ontario, www.ontla.on.ca) Procurement Guideline for Publicly Funded Organizations in Ontario (www.fin.gov.on.ca) PMI website, Member Content (www.pmi.org)

http://www.ontla.on.ca/

http://www.fin.gov.on.ca/

ORGANIZATIONS

9

SCOPEHEALTHCARE & RESEARCH

EMPLOYMENT & SOCIAL SERVICES

FUELS & AUTOMOTIVE FINANCIAL

TELECOMMUNICATIONS

RETAILING INDUSTRY

ORGANIZATIONS

10

Non-for-profit Public Sector

(4)

Broader Public Sector (BPS)

The Hospital for Sick Children

(SICKKIDS)

Sunnybrook Hospital

non-BPS

Jewish Vocational Services

Regent Park Employment

Services

Private sector(6)

Rogers

Global Payments

Petro Canada franchise

7-ELEVENfranchise

Bayview Moore Automotive

Commercial Real Estate Services

(CBRE)

Participating Organizations

Organization Name Industry # of IntervieweesRogers Telecommunications 5

JVS - Jewish Vocational Services

Employment/ Vocational 5

SICKKIDS Medical/Research 5Global Payments Inc Payment Processing 5

Petro Canada Gas/Fuels 1

Regent Park Employment Services

Social Services 1

Seven Eleven Food Services 1Bayview Moore Automotive Automotive 1

Sunnybrook Healthcare 4CBRE Real Estate and Facility

Management1

48% of participants are from private sector and 52% of participants are from non-for-public sector

52% of participants have accredited PMP within the organization and 48% of participants do not have accredited PMP within the organization

Participating Organizations (con’t)

18-25

25-35

35-50

50+ 1 7 14 70

2

4

6

8

10

12

14

16

Age Group

Gender

Female

Male

Leadership

Relationship on position, seniority, and interviewees’ organization size

Individual Contributor

0 to 5

People Leader 0 to 5

Organization Leader 0 to 5


5 to 14

People Leader 5 to

14

Organization Leader 5 to

14


above 15

People Leader above

15

Organization Leader above

15

0

1

2

3

4

5

6

7

8

9

Avg # of direct report# of interviewees

Leadership

Top 3 Skills of a leader are Communications skill, Decision making, and Ownership and responsibility

50% of the participants believe Core Values is the most important among Mission / Vision / Core Values

Participants consider team building and process improvement to achieve strategic goal are important on decision making process

More than 60% of participants say “lead by example” is a good way communicate their value

Around 70% of participants consider candidate's interpersonal skill and if they fit the team culture when they need to choose two “equal quality” candidates for an opening

Lack of commiseration and disrespectful are the two mistakes that leaders often made

PLANNING

15

BPS organizations and large organizations of the private sector (e.g. SICKKIDS, Rogers) high maturity well-established and standardized procurement

processes accountability and transparency compliance and continuous improvement

Mid-sized organizations of the private or public sector (e.g. Jewish Vacancy Services, CBRE) moderate maturity defined procurement processes and practices training and support

Small organizations of the private or public sector (e.g. Petro Canada and 7-Eleven franchises, Regent Park Employment Services) low maturity no best practices in place limited or no organizational support

MATU

RITY

PLANNING

16

BPS organizations and large organizations of the private sector multiple levels of approval complex and diversified procurement workflows (see

Appendix) advanced procurement requisitions tools

(e.g. KidTRAC for SICKKIDS, Ariba for Rogers) Mid-sized organizations of the private or public sector

multiple levels of approval mainly core procurement workflows (see Appendix)

Small organizations of the private or public sector usually only 1 level of approval simplified informal non-competitive procurement

process

MATU

RITY

CONDUCT

Price34%

History26%

Supplier's financial stability16%

Ethics and value13%

Green initia-tives5% Others

6%

Selection of Vendors :: Most im-portant Factors - 2

CONDUCT

Fraud Prevention:

TOOLS:

• Policies and Processes• Multiple approval levels• Competitive bids• Auditing• Segregation of responsibility

COMMON FRAUD ISSUES:

• Benefiting personal relationships (disclose of information)• Inappropriate gifts• Interception and alteration of cheques• Company’s credit card used to overpass purchaising

processes or for personal benefit

Very Eff

ective

Effecti

ve

Somew

hat Eff

ective

Somew

hat Not E

ffective

Not Effecti

ve

Don't Know

0

2

4

6

8

10

12

Fraud Prevention Effectiveness - 4

CONDUCT

ACCOUNTABILITY ALIGNMENT COMMUNICATION VALUE AND VISIBILITY DEMAND

21

8

21

46

7

14

6

15 11

1

6

2

10

3

0 1 0 0

3

0 0 0 0

0

0 0 0 0

0

Success Factors in Procurement - 9 Strongly Agree Agree Somewhat Agree Somewhat disagre Disagree Strongly Disagree

ADMINISTER

Purchasing Department33%

Finance De-

part-ment3%

Functional Manager44%

PM13%

Other8%

Owner of Supplier's Relationship - 1

Contract scope Cost Schedule Technical performance Others0

5

10

15

20

25

Monitored Perfomance - 3

ADMINISTER

Scope not clear17%

Schedule not achieved

35%

Quality below expectations

35%

Financial13%

Dispute Reasons - 5

Contracts

or other

legal

tools

Informal

negotiati

on

No tools e

stabilis

hed

Others02468

101214

Dispute Tools - 6

Most Common Challenges faced by the Procurement Team:

GET THE ORGANIZATION TO USE THE PROCUREMENT TEAM AND FOLLOW PROCESSES

• “Get business partners to “buy-in” and use the Procurement team to procure for them.”

• “Setting processes and standards that the organization actually follows.”

• “Having all staff following the BPS guidelines.”

BEING ALLOWED ENOUGH TIME TO FOLLOW PROCESSES

• “Meeting internal customer demand.”• “Having the business partner start process with the

Procurement team with enough lead time to procure within procedures.”

• “Obtaining necessary authorizations within timeline for larger purchases”

CLOSE

Plan Procurement:• Encourage debating and settling of issues early in the planning stage• Ensure that a valid business case and project plan supports the proposed

acquisition• Establish direction and goals for the procurement for all parties involved in the

procurement process• Ensure that the procurement team formed has the knowledge, skills and

qualifications to carry out the task.

Make technology work for you: – do not structure processes around the software purchased.– Instead, analyze the processes that need improvement and then choose technology that satisfies

needs

23

Recommendations

Conduct Procurement:• Important factors when selecting vendors: Price and History.

Bottom factor when selecting vendors : green initiative (based on survey)

Take "green" initiatives and social responsibility seriously - It’s is no longer a "nice but not necessary" practice.

• Vendor Selection Best Practice:

Step 1) Understanding the requirementStep 2) Generating the optionsStep 3) Analyzing the optionsStep 4) Selecting the best optionStep 5) Getting the decision to proceed

24

Recommendations

• Fraud Prevention Best Practice:Some of the red flags to look out for:

1. Poor or non-existent record keeping2. Excessive entertaining of procurement staff by suppliers3. Procurement staff demanding extended periods of notice

before they allow an audit to take place4. ‘Out of hours’ transactions

• Prevention techniques:1. Hire Right people 2. Assess internal controls3. Actively monitor controls 4. know your supplier5. Monitor procurement process

• Two most important aspects to the success of procurement:

Accountability and Communication (based on survey)

25

Recommendations

Administer Procurement:• Two critical factors when managing procurement (based on survey) :

1. Build relationship with provider, so that performance and quality aspects of contract are also monitored

2. Being clear about objectives, cost, process improvement and ability to focus on core business

• Use customer satisfaction surveys to ensure that end users are satisfied with the product or service being obtained

• Scope, cost, schedule and technical performance should be part of performance monitoring

• Mitigate dispute between supplier and organization by:– monitoring schedules closely – monitoring quality closely

26

Recommendations

Close Procurement: • Lessons Learned:

– document lessons learned– conduct meetings regularly to share lessons learned among your team

• Staff Training :

– shadowing– staff can attend seminars, online / in class training courses

27

Recommendations

• References:

• http://www.mof.gov.tl/wp-content/uploads/2011/05/1-procurement-best-practice-guideline-procurement-planning-en.pdf

• http://www.ism.ws/files/Pubs/Proceedings/GGRendon.pdf• http://www.acquisition.gov/bestpractices/bestpcont.html• http://badiaries.blogspot.ca/2008/02/vendor-selection-part-1-informal-fast.html• http://www.deloitte.com/assets/Dcom-Australia/Local%20Assets/Documents/Serv

ices/Forensic/Forensic_preventing_procurement_fraud_and_corruption.pdf• http://www.supplychainquarterly.com/topics/Procurement/scq201101bestpractic

es/

28

Recommendations

http://www.mof.gov.tl/wp-content/uploads/2011/05/1-procurement-best-practice-guideline-procurement-planning-en.pdf

http://www.mof.gov.tl/wp-content/uploads/2011/05/1-procurement-best-practice-guideline-procurement-planning-en.pdf

http://www.ism.ws/files/Pubs/Proceedings/GGRendon.pdf

http://www.acquisition.gov/bestpractices/bestpcont.html

http://badiaries.blogspot.ca/2008/02/vendor-selection-part-1-informal-fast.html

http://www.deloitte.com/assets/Dcom-Australia/Local%20Assets/Documents/Services/Forensic/Forensic_preventing_procurement_fraud_and_corruption.pdf

http://www.deloitte.com/assets/Dcom-Australia/Local%20Assets/Documents/Services/Forensic/Forensic_preventing_procurement_fraud_and_corruption.pdf

http://www.supplychainquarterly.com/topics/Procurement/scq201101bestpractices/

http://www.supplychainquarterly.com/topics/Procurement/scq201101bestpractices/

The Global Consulting Journey

0 2 4 6 8 10 120

0.5

1

1.5

2

2.5

3

3.5

4

Project Team Development Curve

Development Curve

Duration in Weeks (length of course)

Leve

l of E

nthu

sias

m

The Project Charter Nightmare

FORMING: Blind Opti-mism

STORMING: Forever

NORMING: In-creased Participa-tion on Google Docs

PERFORMING:Ease in Preparing Final Deliverables

University of Toronto :: School of Continuing StudiesSCS 1952 – 080 :: Leading Projects in Organizations

Nov 20, 2012

Appendix

Project Team: Jazz Dudial, Ali Elchanti, Gina Hermida, Shahzad Kamran, Alan Leong, Agata Trzcinska-Daneluti30

APPENDIX: BROADER PUBLIC SECTOR ACCOUNTABILITY ACT

31

To whom does the BPS Procurement Directive, BPS Perquisites Directive and BPS Expenses Directive apply?

www.fin.gov.on.ca

BPS organizations, as users of public funds, must focus on:

APPENDIX: BPS PROCUREMENT DIRECTIVE - KEY REQUIREMENTS AND PRINCIPLES

32www.fin.gov.on.ca

Broader Public Sector (BPS) Accountability Act in case of publicly funded BPS organizations:

Enacted December 2010. New BPS Procurement Directive developed by Ministry of Finance was effective April 1/2011.

Contained a number of new transparency and accountability mechanisms for publicly funded BPS organizations: Bans the practice of hiring lobbyists using public funds Increases accountability for hospitals and LHINs (Local Health

Integration Networks) Establishes new procurement and expense rules for certain large

BPS organizations Adds accountability measures related to compliance and expenses

rules Brings hospitals under the Freedom of Information and Protection of

Privacy Act (FIPPA) New rules for Consulting procurement


33www.ontla.on.ca www.fin.gov.on.ca

Procurement Directive: Supply Chain Code of Conduct required All procurements commencing after April 1st, 2011 must comply with

requirements laid out by the Procurement Directive Procurements pre-existing April 1st, 2011 do not need to be replaced;

“grandfathering” will occur for these procurements Emphasis on Consulting Procurement

Annual reports on use of Consultants are to be approved by the Board

Compliance with BPS Accountability Act: CEO attestation, approved by Board re: lobbyists, reporting of consultants

& compliance with Procurement & Expenses Directives Internal Management certification to support CEO attestation


34www.health.gov.on.ca

Lobbyists: The ban on lobbyists in the Broader Public Sector Accountability Act, 2010 (BPSAA)

prohibits certain broader public sector organizations from using public funds to hire lobbyists. Organizations subject to this prohibition include:

classified agencies like Cancer Care Ontario and eHealth Ontario hydro entities LHINs large BPS organizations like CCACs, universities and hospitals every other publicly funded organization that received more than $10

million in government funding in the previous fiscal year



Accountability: Public Reporting of Expense Claim Information

The Broader Public Sector Accountability Act, 2010 (BPSAA) increases transparency and accountability by requiring LHINs and hospitals to post information on their websites about expense claims of individuals such as board members and senior managers.

Reporting on Use of Consultants LHINs and hospitals are also required to prepare reports, approved by

their boards, concerning their use of consultants.



Expenses and Procurement: The Broader Public Sector Accountability Act, 2010 (BPSAA) authorizes Management Board of

Cabinet to establish requirements related to expenses and procurement. Expenses standards:

The directive requires designated BPS organizations to post their expense rules on their websites. The directive requires the following to be addressed in the rules: An accountability framework Prohibition on reimbursement of meal and hospitality expenses for consultants

and other contractors Rules specific to serving alcohol Rules for hospitality events Good record keeping practices Rules for individuals making claims (e.g. all appropriate approvals should be

obtained before incurring the expense, original itemized receipts are required) Rules for individuals approving claims (e.g. cannot approve their own claims,

provide approval only for expenses incurred in the performance of organization business)

Procurement StandardsThe government has issued a directive governing the procurement of goods and services by designated broader public sector organizations (listed in the act).



Compliance Reports: The Broader Public Sector Accountability Act, 2010 (BPSAA) requires the Chief

Executive Officer of every Local Health Integration Network (LHIN), and public and private hospital, to prepare attestations with respect to compliance with the requirements of the BPSAA.

The attestations will confirm the organization’s: completion and accuracy of reports on the use of consultants compliance with the prohibition on engaging lobbyists using public funds compliance with the expense directives issued by the government compliance with procurement directives issued by the government



Amendments to the Freedom of Information and Protection of Privacy Act (FIPPA): As of January, 2012, certain types of hospital records are excluded from the

application of the act. For example: records that relate to the operations of a hospital foundation the administrative records of a health professional in relation to their

personal practice records that relate to charitable donations made to a hospital



Aligning Pressure and Desire to Increase Performance - by Andre Malan, PMP Project managers recognize that the proper motivation of key resources is a primary cause for project success. The author has compiled the PDP model, aligning pressure and desire to increase performance, that aims to provide project managers with a structure for motivating key project resources by aligning the project’s objectives and the personal aims of the resources and incorporating them into the project in a way that results in optimal team performance.The Holistic Approach to Motivating and Building Morale - by Joseph D. Launi, PMPBuilding on the works of management scientists, this article seeks to tap into the human psyche to position project team members to be increasingly focused and productive. The author provides lessons learned and recommends some actions managers can take to capitalize on these lessons to create a truly satisfying and productive project environment.

APPENDIX: TEAM MANAGEMENT

40www.pmi.org

Integrated Team Approach in a Client-Supplier Project Environment: A Value Addition to Project Management? - by Sajitha K. Nambiar, PMP and Naomi Brookes, PhD, DIC, FHEAHow do we manage the team in the current project environment when there are many teams involved in one project delivery? In this article we explore a generic project environment in which there is a client (sponsor) project team and one or more supplier (vendor) project teams working toward a common project goal. Practitioners in two different project domains (construction industry projects [capital intensive projects] and IT service sector projects) were interviewed as part of a case study project, and practices are recommended to set up and maintain integrated project teams for a successful project delivery. The Intangibles of Trust, the Art of Adaptation, and Soft Skills in Team Leadership - by Shara Beach, PMP Although there are many tangible factors that affect the success of your projects, this article focuses on the synergy created from the elusive intangibles of trust, the art of adaptation, and the cultivation of soft skills in team leadership. Together, these three principles will help you create an environment in which people willingly perform at their highest levels.


41www.pmi.org

Team Building and Development in a Matrix Environment - by Karen Davey-Winter Project teams are often matrix in nature, staffed by members taken from diverse functional teams in order to achieve the project goal. This is complicated enough if the structure is a well-defined functional hierarchy. However, a matrix environment for completing projects adds in another layer of complexity. The functional "teams within teams" still exist, and each person has a functional "home" team, but now they also belong to a "project" team which has a finite life span, and a project manager to whom they also report. All of these teams need nurturing if a project is to be successful.Clique or Team? A Fine Line Indeed - by Kwei Akuete, PMP Project leaders need to watch the chemistry that evolves among their team members to make sure that cliques don't form--or even that a perception of cliquishness does not occur. The result could be bad morale, both for new team members and for those within the group


42www.pmi.org

Team Building and Development in a Matrix Environment - by Karen Davey-Winter Project teams are often matrix in nature, staffed by members taken from diverse functional teams in order to achieve the project goal. This is complicated enough if the structure is a well-defined functional hierarchy. However, a matrix environment for completing projects adds in another layer of complexity. The functional "teams within teams" still exist, and each person has a functional "home" team, but now they also belong to a "project" team which has a finite life span, and a project manager to whom they also report. All of these teams need nurturing if a project is to be successful.Clique or Team? A Fine Line Indeed - by Kwei Akuete, PMP Project leaders need to watch the chemistry that evolves among their team members to make sure that cliques don't form--or even that a perception of cliquishness does not occur. The result could be bad morale, both for new team members and for those within the group


43www.pmi.org

Resolving Conflicts by Balancing Advocacy and Inquiry - by Bruce Wilson, PhD, PMP and John Harmon, PMPConflict is an inevitable part of a project manager’s life. Many project managers are familiar with the saying: “It’s not what happens, it’s how you deal with it.” This paper provides practical approaches to preventing conflicts from escalating and constructively resolving the disagreements between project managers and their team members or stakeholders. Expedited Decision Analysis: A Structured, Efficient Approach to Instilling Confidence in Decision-Making – A White Paper - by Paul R. Genuario This white paper presents a tried and true, expedited decision analysis methodology that was created and refined by a large government contractor and formally recognized by the government as a best practice. The value of this approach is in its simplicity, ability to be standardized, and applicability to the vast majority of issues that face decision-makers. Supporting rationale behind the methodology is provided, along with a presentation format.

APPENDIX: LEADERSHIP

44www.pmi.org

Project Management and the Art of Managing "Shock Waves" - by Abderrahman Nadir, PMP, ITIL A "shock wave" may be defined as "a major issue that occurs close to a milestone while everything seems to be quiet." This article provides practical suggestions for combining the science of project management, especially the “verification and control” step for mitigating risk, with the art of project management, leadership skills, in order to better manage shock waves and make the right decisions throughout the project life cycle. Program and Project Manager Power: What Are the Most Important Traits for Achieving Success? - by Jeff Hodgkinson, PMI-RMP, PMP, PgMP; Gary Hamilton, PMI-RMP, PMP, PgMP; and Gareth Byatt, PgMP A program or project manager needs to have a combination of attributes, but there are only two kinds of power: “expert” and ”reverent or formal” power. This power is derived primarily from the expertise and experience he or she has gained from managing work and/or the process or product contained within the chartered initiative. The ability to energize and motivate people into action and to work toward a common goal, while recognizing that each individual may have different perspectives on the meaning of success, is a prerequisite to achieving success.


45www.pmi.org

http://www.pmi.org/Knowledge-Center/Knowledge-Shelf/~/media/Members/Knowledge%20Shelf/Hodgkinson_2010.ashx

Tough Project? Ten Insights for True Success as a Project Manager - by David M. Ciriello, MBA, PMP, PMI-SP, MCTS, CISA Whether you're a new project manager or seasoned management professional, it's a safe bet you've encountered one, and likely many, projects that have failed. Anyone who spends time at the office water-cooler can likely attest to this. Trading these "war stories" has almost become an unofficial hallmark of seasoned project managers. Taking a closer look at the impact of failing circumstances in the project environment we can arrive at a helpful call to action for all project managers.Honesty is STILL the Best Policy - by Rajalakshmi Sethuratnam and Ramya Ramamurthi How can you promote an open environment in which team members are not afraid to own up to their mistakes? The answer is simple: By being honest yourself. Although it may not be very obvious, honesty leads to trustworthiness. When you are honest and straightforward, your team members will feel that they can rely on you and that you will treat them fairly. This article outlines 10 techniques that can help you gain a project team's trust and confidence.


46www.pmi.org

Improving Decision Making as a Project Manager - by R. Dale Phillips II, MBA, PMP The discipline of project management is, by its very nature, laden with a voluminous amount of decision making. Inherent in the traditional role of a project manager is the responsibility for collecting, documenting, and integrating the results of such decisions into a project; however, the complexity of projects today typically require the project manager to do more than record and implement routine decisions made by stakeholders. Today's project manager is expected to provide the customer with a level of expertise that facilitates decision making itself.Project Leadership: What Drives You To the Finish Line? - by Melvyn Lee Leaders are not created from a ready-made mold. They are developed from the crucible of experience. True leaders are not merely organizational assets, they are a gift to others. Visionary leaders do not just view snapshots, they see the full picture. In short, effective leaders are discerning, observant, adaptive, and inspiring. In any project environment, project managers must take on a leadership mantle in order to survive, thrive, and overcome the challenging riddles of their projects.


47www.pmi.org

The Project Manager's Three Critical Factors in Career Development - by Neil Berman, PMP The author presents the three critical factors to a project manager's career development, (1) Belief, (2) Strategic Commitment, and (3) Reputation. Focusing on these can help ensure that career development is managed as well as projects.Project Management and Leadership: Equal Partners for Project Success - by Ruffin Veal III, PMP This two-part article explains the four project management processes of leadership and management and delves into leadership and the project professional.


48www.pmi.org

The Real Work of Project Management: Improving Information Technology Project Success Rates - by Richard Bernheim, MBA, PMP Studies indicate that 80% of information technology project challenges are caused by people challenges. The author believes that project success rates would significantly improve if greater attention was paid by all project managers to the human side of project management. The article provides a framework for understanding personality traits and explains the need for continuous improvement of “soft” skills. Project Relationship Management (PRM) - by Ruffin Veal III, MS, PMP Project relationship management (PRM) is the active development, cultivation, and maintenance of project-associated relationships. The author describes the six or seven primary categories of PRM that exist in every project. The practical application of this skill set, added to the non-technical soft skills that are essential aspects of project management, will help to ensure the successful completion of projects.

APPENDIX: PEOPLE MANAGEMENT

49www.pmi.org

The Dual Role of Project Manager/Functional Manager: Does it Work? - by Jarno Marchetto, MSc, PMP In a wide range of organizations, one person may be assigned to the roles of project manager and functional manager at the same time. In this article, the advantages and disadvantages of this organizational solution are discussed, and recommendations about its application are presented. More specifically, the author tries to address the issue of whether this dual role really works.Influencing Others to Use Project Management Practices: Where to Begin and What to Consider! - by Catherine Hodgins, BSc, MBA, CHE, PMP Traditionally, project management processes and expertise in health care have rested in the areas of facilities management and development and/or Information Technology implementation. Although many of those in leadership roles within health care operations have spent a significant amount of time implementing new programs and introducing new equipment, for example, solid project management practices have not been known and/or utilized in areas other than facilities and IT.


50www.pmi.org

Processes, People and Project Management - by Chris Darrach, PMP In today's diverse workforce, project managers often have the good fortune to wear many hats. Hopefully, if all goes well, one of those hats does not need to be a helmet. Regardless of whether or not you are specifically a resource manager, there is no way to avoid the fact that you will need to manage and understand people throughout your career.Hushing Butterflies When Making the Dreaded First Impression - by Varun Poddar, PMP As a project manager or client manager representing a vendor to a prospective client, are you afraid of a client's skepticism towards you when you first approach them? Do you get butterflies in your stomach wondering what would be a good way to start a dialogue? The author provides tips on how to succeed in this critical moment.


51www.pmi.org

Fostering Effective Reviews - by Ramkumar Krishnamurthy The review process is an undervalued but an extremely important activity. Not only does it ensure the quality of the work product, but it also helps bring it to its proper completion. The primary activity of the review process is examining the "finished" product to identify its shortcomings and areas for improvement.


52www.pmi.org

CORE MEANS OF PROCUREMENT

Used by the majority of analyzed organizations (public, private and non-for-profit)

53

SUPPORTING MEANS OF PROCUREMENT

Used mainly by the organizations of high and moderate maturity (private and Broader Public Sector)

54

PROCUREMENT PROCESSES REQUIREMENTS: SICKKIDS EXAMPLE

55

COMPETITIVE PROCUREMENT METHOD: SICKKIDS EXAMPLE

56

NON-COMPETITIVE PROCUREMENT METHOD: SICKKIDS EXAMPLE

57

PROCUREMENT APPROVAL THRESHOLDS: SICKKIDS EXAMPLE

58