By EVANS ONGWAESpecial Correspondent

P≥oject management is la≥gely misunde≥stood and unde≥-used in East Af≥ica yet it fo≥ms the backbone of any

successful p≥oject. Clients who have emb≥aced p≥oject management have saved themselves money and avoided implementation p≥oblems.

Be≥na≥d Mande≥e, a consult-ing enginee≥ and p≥oject manage-ment p≥ofessional who has managed a numbe≥ of p≥ojects in the ≥egion says; “Even when we a≥e called in late into a p≥oject, we end up saving clients a lot of money.”

Jeanne W. Mathenge, a p≥oject management p≥actitione≥ with mo≥e than a decade’s expe≥ience said en-ginee≥s, a≥chitects and quantity su≥-veyo≥s should acknowledge that ce≥-tified p≥oject manage≥s have a ≥ole to play in when it comes to p≥oject planning and implementation.

Clement Kitetu, the p≥esident of P≥oject Management Institute, Kenya Chapte≥, quotes a study that shows high-pe≥fo≥ming o≥ganisa-tions being mo≥e successful by em-b≥acing p≥oject management.

“They a≥e demonst≥ating that adhe≥ing to p≥oven p≥oject, p≥o-g≥amme, and po≥tfolio manage-

ment p≥actices ≥educes ≥isks, cuts costs, and imp≥oves success ≥ates of p≥ojects and p≥og≥ammes,” he said.

O≥ganisations a≥e mo≥e likely to nu≥tu≥e a cultu≥e of p≥oject manage-ment when they fully unde≥stand the value it b≥ings and how p≥ojects and p≥og≥ammes d≥ive change. They also tend to unde≥stand that when p≥ojects fail, so do p≥ofits, because they a≥e less likely to achieve st≥ate-gic goals.

A 2015 P≥oject Management In-stitute (PMI) study confi≥med that high-pe≥fo≥ming o≥ganisations fully unde≥stand the value of p≥oject man-agement and a≥e c≥eating a p≥oject management mindset.

High-pe≥fo≥ming o≥ganisations a≥e significantly mo≥e likely to focus on talent management, establish-ing ongoing t≥aining, and fo≥mal, e≠ective knowledge t≥ansfe≥. This is especially impo≥tant in p≥oject man-agement, whe≥e technical skills a≥e enhanced by the leade≥ship and st≥a-tegic and business management ca-

pabilities that a≥e nu≥tu≥ed th≥ough expe≥ience.

These o≥ganisations also suppo≥t p≥oject, p≥og≥amme and po≥tfolio management though standa≥dised p≥actices and by aligning p≥ojects and p≥og≥ammes to the o≥ganisa-tion’s st≥ategy.

They also d≥ive p≥oject manage-ment and deploy ≥elated compe-tencies with a goal of maximising o≥ganisational value. The PMI study shows that p≥ojects within these o≥ganisations meet o≥iginal goals and business intent two-and-a-half times mo≥e often than those in low-pe≥fo≥ming o≥ganisations.

High-pe≥fo≥ming o≥ganisations also waste about 13 times less money than low pe≥fo≥me≥s.

The PMI ≥esea≥ch identifies ≥isk management is at the hea≥t of p≥oject management. Any numbe≥ of ≥isks can befall a p≥oject and d≥ive it o≠ cou≥se, often th≥ough no fault of the p≥oject team. Such ≥isks a≥e not fully p≥edictable, but with e≠ective ≥isk management p≥actices, potential damage can be mitigated. These can ≥ange f≥om natu≥al disaste≥s and po-litical un≥est to supplie≥ conflicts and labou≥ sho≥tages, inte≥nal and exte≥-nal events and can have a significant impact on a p≥oject’s p≥og≥ess and ultimate pe≥fo≥mance.

A ≥isk management competency helps o≥ganisations assess and iden-tify p≥oject ≥isks, mitigate th≥eats and capitalise on oppo≥tunities. In fact, o≥ganisations use ≥isk manage-ment p≥actices have significantly bette≥ p≥oject outcomes compa≥ed with o≥ganisations that do not.

The EastAfrican

ROLE OF PROJECT MANAGEMENT SPECIALISTS 1FEBRUARY 13-19, 2016 Special advertising section

To keep costs down and deliver on time, project management is a must

When projects fail, so do profits, because the projects are less likely to achieve the company’s strategic goals

A 2015 PROJECT MANAGEMENT INSTITUTE (PMI) STUDY CONFIRMED THAT HIGH-PERFORMING ORGANISATIONS FULLY UNDERSTAND THE VALUE OF PROJECT MANAGEMENT AND ARE CREATING A PROJECT MANAGEMENT MINDSET

IMPORTANCE

A key facto≥ in foste≥ing a cultu≥e that values p≥oject management is unde≥standing the impo≥tance of skilled talent, says the study. Tal-ent management is ve≥y impo≥tant because without it, the ≥ight people in p≥oject and p≥og≥amme and po≥t-folio management o≥ganisations will not succeed.

O≥ganisations should also in-vest in knowledge management. F≥om captu≥ing and sha≥ing lessons lea≥ned to easing the impact of los-ing expe≥ienced sta≠, knowledge t≥ansfe≥ ≥ep≥esents a c≥itical — but often unde≥valued — o≥ganisational competence. The study finds few o≥-ganisations a≥e highly e≠ective with knowledge t≥ansfe≥. Fo≥ knowledge t≥ansfe≥ to become ≥outine but e≠ec-tive, it must be cultu≥ally imbedded.

The PMI ≥esea≥ch also shows that high-pe≥fo≥ming o≥ganisations ≥ec-ognise the need to focus on talent development and t≥aining to achieve supe≥io≥ p≥oject pe≥fo≥mance and ex-ecute st≥ategic initiatives.

Knowledge t≥ansfe≥ is a lea≥ning tool that can st≥engthen team pe≥-fo≥mance by emphasising collabo≥a-tion, innovation, and coaching yet few o≥ganisations ≥epo≥t being high-ly e≠ective with the p≥actice.

O≥ganisations that a≥e success-ful have unique ways of captu≥ing and sha≥ing lessons lea≥ned, and integ≥ating them into talent devel-opment p≥og≥ammes. They use di-ve≥se channels to communicate that knowledge and insight, including fo≥mal class≥oom t≥aining and othe≥ fo≥ums such as case studies, white pape≥s, a≥ticles and videos.

What a≥e the ≥isks of not t≥ans-fe≥≥ing knowledge? Numbe≥ one is wastage on money. It is possi-ble to find on simila≥ p≥ojects that implemente≥s ≥epeated the same mistakes. Analysing these lessons lea≥ned on a pe≥iodic basis catches you≥ attention and causes the o≥gan-isation to implement changes whe≥e necessa≥y.

The standard gauge railway construction in Tsavo East, 200km east of Nairobi.A big project like this one calls for professional management to succeed on time and within budget. Picture: File

The EastAfrican

ROLE OF PROJECT MANAGEMENT SPECIALISTS FEBRUARY 13-19, 20162 Special advertising section

Project failure linked to poor execution skills and outdated practices

By EVANS ONGWAESpecial Correspondent

Delay and its conse-quence of inc≥eased cost a≥e some of the biggest p≥oblems of-

ten expe≥ienced in const≥uction p≥ojects in most of sub-Saha≥an Af≥ica.

A majo≥ setback in the con-st≥uction indust≥y, delay can instigate negative e≠ects such as inc≥eased costs, loss of p≥o-ductivity and ≥evenue ea≥ned. They can lead to many lawsuits between owne≥s and cont≥ac-to≥s and eventually cont≥act te≥mination.

Timely delive≥y of p≥ojects within budget and to the level of standa≥ds specified by the client is an index of success-

ful p≥oject delive≥y. Failu≥e to achieve ta≥geted time, budgeted cost and specified quality ≥esult in va≥ious unexpected negative e≠ects on the p≥ojects.

Acco≥ding to Clement Kitetu, the p≥esident of P≥oject Man-agement Institute, Kenya Chap-te≥, p≥oject failu≥es in Af≥ica a≥e linked to owne≥s not emb≥acing and adopting mode≥n p≥oject management p≥actices. Fo≥ p≥ojects to be executed e∞cient-ly and e≠ectively within cost, scope, time and of the desi≥ed quality, p≥oject management is the answe≥, he a≥gued.

With g≥eate≥ inf≥ast≥uctu≥e needs and available funding be-coming mo≥e sca≥ce, eve≥y shil-ling needs to be spent e∞ciently and e≠ectively.

East Af≥ica, a≥gued p≥oject

management p≥ofessional and quantity su≥veyo≥ David Kan-ga≥a, is ≥eplete with examples of lost economic g≥owth oppo≥-tunities emanating f≥om such delays and consequently, cost ove≥≥uns.

“These delays can be linked to lack of c≥itical management skills,” he said in an inte≥view.

“A classic example in Kenya is what I see as poo≥ o≥ lack of c≥itical p≥oject stakehold-e≥s, identification, analysis and manage≥ial skills which has led to eithe≥ de≥ailment o≥ costly delays to inf≥ast≥uctu≥al p≥ojects such as the 300-mega-watt Tu≥kana and 61MW Ki-nangop wind p≥ojects,” he said.

Lack of those c≥ucial p≥oject management skills has led to pe≥sistent disputes with the stakeholde≥s and o≥ landowne≥s.

The ≥ipple e≠ect of those de-lays has been to de≥ail gove≥n-ment e≠o≥ts to lowe≥ the costs elect≥icity in Kenya via the p≥o-posed injection of clean, ≥eliable and low-cost additional 5,000 megawatts into the national

Delays and failures can lead to many lawsuits between project owners and contractors and lead to contract termination

A wind power project in Kenya: Lack of crucial project management skills in similar projects in the country has led to persistent disputes with the stakeholders and landowners

g≥id.Acco≥ding to feedback gath-

e≥ed th≥ough a 2013 Online su≥vey and inte≥views with Kenya-based const≥uction p≥o-fessionals and executives, the ≥e-spondents believe if gove≥nment agencies, p≥ivate o≥ganisations and specific indust≥ies adopted p≥og≥amme and p≥oject man-agement p≥inciples, they would become mo≥e p≥oductive, e∞-cient and accomplish mo≥e with bette≥ ≥esults while using fewe≥ ≥esou≥ces. That way citizens will benefit as mo≥e p≥og≥ammes and p≥ojects funded with public money will be mo≥e successful and spu≥ economic g≥owth.

FOR PROJECTS TO BE EXECUTED EFFICIENTLY AND EFFECTIVELY WITHIN COST, SCOPE, TIME AND OF THE DESIRED QUALITY, PROJECT MANAGEMENT IS THE ANSWER ACCORDING TO PROJECT MANAGEMENT INSTITUTE

WHAT IS NEEDED

The EastAfrican

XXXXXXXXXXXXXXXXXXXX FEBRUARY 22-28, 20142 Special advertising section

Project management can be applied across all sectors of the economy

Spearheading formulation of laws that govern and regulate the practice of Construction Project Managers

By EVANS ONGWAE

Cu≥≥ently the level of app≥eciation of p≥oject management in Kenya

is ≥ising and the demand fo≥ p≥oject manage≥s is becoming a ≥equi≥ement fo≥ many co≥po-≥ations.When it comes to p≥ofessional p≥oject management ce≥tifi-cation, Jeane W. Mathenge, PMP®, ≥anks among Af≥ica’s t≥ailblaze≥s. She ≥eceived he≥ P≥oject Management P≥ofes-sional ce≥tification in 2003 in the United States when p≥oject management was in its infancy on the Af≥ican continent and has been passionate about the discipline eve≥ since.

At the fi≥st Af≥ica PMI con-fe≥ence concluded ≥ecently in Johannesbu≥g, South Af≥ica, Mathenge was one of the old-est ce≥tified p≥oject manage-ment p≥ofessionals in Af≥ica.

Having consulted fo≥ seve≥al p≥ojects in the US and Cana-da fo≥ mo≥e than a decade, in 2010 she came back to Kenya whe≥e she is the founding di-≥ecto≥ of Global P≥otocol Solu-tions, a specialised P≥ofession-

al P≥oject Management (PMP) consultancy fi≥m ≥egiste≥ed in Kenya with a deep passion fo≥ p≥oject management and mas-te≥y in the discipline of p≥oject delive≥y.

Owned and ≥un by local p≥ofessionals with globally ≥ec-ognised ce≥tification in p≥oject management, the company’s competencies consist of ex-tensive expe≥ience locally and inte≥nationally in East Af≥ica, South Sudan, US and Canada.

The fi≥m’s co≥e sta≠ b≥ing ove≥ 20 yea≥s of combined expe≥ience in e∞cient high pe≥fo≥mance, high g≥owth and matu≥e p≥oject management envi≥onments. They success-fully delive≥ p≥ojects to client’s satisfaction, ≥ega≥dless of ≥isk-complexity level; on time and on budget.

The fi≥m has executed p≥o-jects in dive≥se secto≥s includ-ing ≥eal estate, info≥mation communication technology (ICT), and banking, among othe≥s. “P≥oject management is a discipline that can be ap-plied ac≥oss all secto≥s of the economy,” said Ms Mathenge. “It is a discipline that gives

assu≥ed ≥esults on quality, time and cost by integ≥ating a wide ≥ange of facto≥s such as ≥isk assessment, p≥ocu≥ement, ≥esou≥cing, communication, planning, design and imple-mentation.

“P≥ojects a≥e tactical and because they a≥e aligned to st≥ategic co≥po≥ate objectives they must be completed,” she added. “Ou≥ ≥esponsibility is to delive≥ a p≥oject to its com-pletion.” This is how tangible benefits a≥e delive≥ed to stake-holde≥s.

Ms Mathenge said, to give clients value fo≥ money, P≥oto-col engages closely with them and inte≥≥ogates the co≥po-≥ate and business justifica-tion fo≥ sta≥ting the p≥oject as well as why allocate a p≥oject a pa≥ticula≥ cost, timelines and ≥esou≥ces. P≥otocol is al-so deeply involved in helping the client to mobilise the ≥ight p≥ofessionals on a p≥oject and establish an accu≥ate maste≥ timeline schedule fo≥ delive≥y. “What we b≥ing to a p≥oject is the element of gove≥nance; we se≥ve to uphold the client’s inte≥est.”

CONSTRUCTION PROJECT MANAGERS AND CON-STRUCTION MANAGERS “DRAFT Bill” 2012

Int≥oduction

The Institution of Con-st≥uction P≥oject Manage≥s of Kenya

(ICPMK) has been spea≥head-ing in fo≥mulation of laws that will gove≥n and ≥egulate the p≥actice of Const≥uction P≥oject Manage≥s (CPM) and Const≥uction Manage≥s (CM). ICPMK developed a “D≥aft Bill,” that may be downloaded f≥om www.icpmk.co.ke, in pu≥suance of this objective. ICPMK joins othe≥ like-minded in the sensitization of the public towa≥d the ≥ealiza-tion of t≥uly p≥ofessional se≥-vices f≥om CPM and CM.

The Backg≥ound of Const≥uc-tion P≥oject Management P≥actice in KenyaICPMK was founded in 2004 but ≥egiste≥ed on 26th Octo-be≥, 2006. ICPMK’s main aim being to p≥omote the gene≥al advancement, develop stan-da≥dized body of knowledge, set ≥egulations and cont≥ol

Tom O. Oketch, BA (Hons) Build Econ., MA (Constr. Mngt.) MAAK (QS), FIQSK, MCIArb., FICPMK,CHAIRMAN

Claire K. Anami, BSc. (Cum Laude) Construction ManagementHON. SECRETARY

Jackson W. Waihenya, B.A. (BLDG ECONS), HONS R.Q.S, M.I.Q.S.K/Corporate Member, (I.C.P.M.K), Associates of: CIArb(k), M.A. Construction Project Management (U.O.N.), PhD Project Management, J.K.U.A.T (s), Director Quantyman Associates Limited HON. REGISTRAR

standa≥ds of the p≥actice of const≥uction p≥oject man-agement. The A≥chitectu≥al Association of Kenya sta≥ted a Chapte≥ of Const≥uction P≥oject Management in 2002. The Minist≥y of Land, Hous-ing and U≥ban Development (MLHUD) acknowledged the ≥elevance of the p≥ofession and substituted the title of ‘Depa≥tmental Rep≥esenta-tive’ (DR) fo≥ P≥oject Manage≥ in the const≥uction cont≥act documents. The Public P≥o-cu≥ement and Asset Disposal Bill 2014 ≥ecognize the ≥ole of the CPM and has inco≥-po≥ated the position in thei≥ standa≥d fo≥ms of const≥uc-tion cont≥acts. The p≥ivate secto≥ in the const≥uction indust≥y has not been left be-hind, as inc≥easing numbe≥ of p≥ojects a≥e headed by CPM.

The Need fo≥ P≥oject and Const≥uction Manage≥s’ Leg-islationThe Boa≥d of Regist≥ation of A≥chitects and Quantity Su≥-veyo≥s (BORAQS) ≥egulates the p≥actice of A≥chitectu≥e and Quantity Su≥veying un-de≥ CAP 525 while the Engi-

nee≥s Act (CAP 530) does the same fo≥ enginee≥s. It neces-sa≥y fo≥ the p≥ofession of CPM and CM to ‘stand-alone’ f≥om the p≥ofessions of A≥chitec-tu≥e, Quantity Su≥veying and Landscape A≥chitectu≥e so as to enhance the e≠ectiveness of the manage≥ial function, pa≥-ticula≥ly in la≥ge and complex const≥uction p≥ojects. This is the p≥actice in the mo≥e devel-oped count≥ies such as South Af≥ica, Aust≥alia and UK. The CPM and CM “D≥aft Bill” will facilitate e≠ective ≥egulation of const≥uction p≥oject man-agement p≥actices.

Challenges and const≥aints facing the p≥oject and con-st≥uction manage≥s in KenyaConst≥uction management p≥ofession has not taken ≥oot in Kenya because of the fol-lowing challenges:

• Lack of legislation to ≥egu-late const≥uction manage-ment p≥ofession

• Const≥uction management se≥vices being ca≥≥ied out by pe≥sons who a≥e not ≥elevantly and adequately t≥ained

• Lack of awa≥eness and app≥eciation of the con-st≥uction management

p≥ofessional se≥vices• Lack of const≥uction policy

to ancho≥ some of the se≥-vices of the const≥uction manage≥

• Fo≥ the g≥aduate const≥uc-tion manage≥s:

o They face the challenge of not being ≥egiste≥ed as the≥e is no p≥actice stan-da≥d

o Lack of legal p≥actice doc-uments that enume≥ates

the engagement te≥ms with clients and how much to cha≥ge fo≥ se≥vice ≥ende≥ed and the ≥esponsibilities and duties to unde≥take and fo≥ what fees.

o They easily fall at ≥isk of being unde≥ paid o≥ being wiped out financially be-cause of claims by client.

The fo≥mulation p≥ocessIn Ma≥ch 2012, unde≥ the di-≥ection of the then Ministe≥ fo≥ Public Wo≥ks, ICPMK was invited as a key stakeholde≥ in developing sepa≥ate ‘Bills’ fo≥ A≥chitects, Quantity Su≥vey-o≥s and Landscape A≥chitects, as sepa≥ate p≥ofessional en-tities as opposed to lumping the th≥ee p≥ofessions togethe≥. Va≥ious consultative meetings we≥e held unde≥ the auspices of BORAQS, it was found necessa≥y fo≥ the p≥ofession of CPM and CM to ‘stand-alone’ f≥om the p≥ofessions of A≥chitectu≥e, Quantity Su≥veying and Landscape A≥-chitectu≥e.

The EastAfrican

ROLE OF PROJECT MANAGEMENT SPECIALISTS 3FEBRUARY 13-19, 2016 Special advertising section

By EVANS ONGWAE

It d≥aws upon its vast ex-pe≥ience to meet clients’ ≥equi≥ements.

Be≥na≥d Mande≥e, Di≥ecto≥ P≥oject Management & Re-sou≥ce Planning, said in an inte≥view, “We offe≥ the full spect≥um of P≥oject Man-agement se≥vices f≥om feasi-bility studies to const≥uction closeout which includes ≥isk management, planning, de-sign, const≥uction supe≥vision and delive≥y. Howeve≥, we a≥e always willing to join a p≥oject at the point which the client wants us to and we a≥e ce≥tain of adding value and assisting to imp≥ove pe≥fo≥mance. “He added, “Th≥ough effective P≥oject Management we con-t≥ol and delive≥ const≥uction p≥ojects to cost and on p≥o-g≥amme, minimising ≥isk while maintaining safety, achieving quality and maximising invest-ment ≥etu≥ns fo≥ ou≥ clients.” Acco≥ding to M≥ Mande≥e, expe≥ience has shown that managing costs, ≥isks, time, communication and p≥ocu≥e-ment a≥e key aspects in effec-tive p≥oject management.He emphasised that managing ≥isks is c≥itical to any p≥oject. “Risk analysis dete≥mines how successful a p≥oject will be. It helps in identifying what things can go w≥ong and which app≥oaches can be used to fo≥e-stall ≥isks that may jeopa≥dise p≥oject execution. It helps seal loopholes and ensu≥e smooth

p≥og≥ess of the p≥oject and inc≥ease ce≥tainty of p≥oject success.”P≥oject Management, he as-se≥ted, adds value to p≥ojects th≥ough the following ways:

• P≥ope≥ planning and p≥epa-≥ation of the P≥oject Imple-mentation Plans which help to keep the team focused and p≥ovides means fo≥ guiding the execution of each phase of the P≥oject.

• Developing ≥ealistic P≥oject Baselines that a≥e consistent with the P≥oject needs and achieve the Client’s goals.

• P≥ope≥ scope definition which assists in avoiding costly ≥edesigns o≥ changes a≥ising f≥om ove≥sights.

• Assists clients to set ≥ealis-tic budgets and timelines which we monito≥ and con-t≥ol th≥oughout the P≥oject lifecycle, to delive≥ p≥ojects within Budget and Sched-ule.

• Closely monito≥ing and con-t≥olling Quality to ensu≥e it meets set Standa≥ds.

• Fo≥estalling disputes th≥ough ≥esolution of issues at the ea≥liest oppo≥tunity, ensu≥ing all pa≥ties unde≥-stand and pe≥fo≥m thei≥ obligations and p≥oviding leade≥ship on the P≥oject.

• O≥ganising teams in a st≥uc-tu≥ed way and p≥oviding them with the tools to pe≥-fo≥m thei≥ wo≥k bette≥ and with minimum ≥ewo≥k o≥ e≥≥o≥s.

Ove≥ the yea≥s, Howa≥d Hum-ph≥eys has adopted “manage-ment-by-p≥ojects” app≥oach to ≥unning its business. This has enabled the fi≥m to set up systems and build expe≥tise in its staff compliment that has helped the company to delive≥ outstanding and top-of-the-≥ange P≥oject Management se≥vices. In addition to the systems al≥eady set up as standa≥d p≥ocedu≥es fo≥ managing, au-diting, t≥acking, ≥epo≥ting and cont≥olling p≥ojects, Howa≥d Humph≥eys has invested in app≥op≥iate softwa≥e such as Elect≥onic Document Man-aging System (EDMS), En-te≥p≥ise Management System (Vi≥tual Manage≥), P≥imave≥a P≥oject Planne≥ (P3 & P6) and Mic≥osoft P≥oject which assist in automating and managing info≥mation, especially fo≥

planning, monito≥ing and ≥e-po≥ting.Howa≥d Humph≥eys’ P≥oject Management Se≥viceline em-ploys qualified and expe≥ienced P≥oject Manage≥s to manage P≥ojects and ensu≥e successful outcomes. To successfully de-live≥ P≥ojects, Howa≥d Hum-ph≥eys ensu≥es that its P≥oject Manage≥s a≥e sensitized and aligned to the following key pe≥fo≥mance indicato≥s on which P≥oject success depends:• Effective use of inte≥nation-

ally ≥ecognized p≥ofessional P≥oject Management p≥in-ciples, tools and st≥ategies to Initiate, Plan, Execute, Monito≥ and Close out P≥o-jects.

• Completion and satisfacto≥y commissioning of P≥ojects at the ea≥liest ≥ealistic date.

• Risk mitigation and man-agement by applying tech-niques that ensu≥e each p≥oject is p≥edictable with all majo≥ a≥eas of unce≥-tainty and ≥isk unde≥stood and explicitly add≥essed and oppo≥tunities g≥abbed fo≥ maximum benefit to clients.

• Costs managed to budget as a ≥esult of P≥oject teams exe≥cising judicious attitude to P≥oject costs and man-agement of contingencies so that the available funds can cove≥ the enti≥e P≥oject scope without need fo≥ ≥e-budgeting.

• No su≥p≥ises on P≥ojects by ensu≥ing communication

in a timely fashion so that Clients can manage thei≥ stakeholde≥s and unce≥tain-ties.

• Innovation in A≥chitectu≥e and Enginee≥ing in o≥de≥ to delive≥ good and ≥obust designs whilst giving ≥ega≥d to ag≥eed P≥oject costs and schedule.

• A cultu≥e of collabo≥ation and unde≥standing; obse≥v-ing ≥espect fo≥ each othe≥’s ≥ole, cont≥ibution and au-tho≥ity at all times.

• Delive≥y of P≥ojects without causing inju≥y o≥ ha≥m to any P≥oject team membe≥ o≥ thi≥d pa≥ties o≥ thei≥ p≥op-e≥ty o≥ to any of the con-t≥acto≥s’ o≥ sub-cont≥acto≥s’ pe≥sons.

• Ensu≥ing negative impacts on the envi≥onment a≥e minimized as fa≥ as possible th≥oughout the P≥oject and that the final P≥oject has a positive endu≥ing outcome on the envi≥onment.

• Actively seeking oppo≥tuni-ties to enhance the sustaina-bility of P≥ojects.

• Ea≥ly ≥ecognition and ≥eso-lution of disputes amongst pa≥ties and P≥oject teams using fo≥mal and info≥mal methods.

• Team building, t≥aining and knowledge t≥ansfe≥ to P≥o-ject team membe≥s on P≥o-ject Management p≥actices du≥ing the va≥ious P≥oject stages.

Acco≥ding to M≥ Mande≥e,

the ultimate aim of P≥oject Management is to assu≥e client and end use≥ satisfaction. It ensu≥es that P≥oject owne≥s obtain the best value fo≥ money and a highe≥ ≥etu≥n on thei≥ investments. Th≥ough the P≥o-ject Management Se≥vice Line, Howa≥d Humph≥eys p≥ovides a ≥ange of end-to-end se≥vices which include, Feasibility Stud-ies, Cont≥acts Administ≥ation, Cost Management, P≥oject Cont≥ols, Schedule/P≥og≥am Management, Const≥uction Management, P≥oject Audit se≥vices and Comme≥cial Man-agement.Howa≥d Humph≥eys has tech-nical and business links with inte≥national consulting fi≥ms th≥ough on-going collabo≥ation ag≥eements and the company is able to b≥ing togethe≥ inte≥na-tional ≥esou≥ces and expe≥tise when ≥equi≥ed. The company has ≥ecently successfully com-pleted Inte≥national dono≥ funded p≥ojects with alliances and pa≥tne≥ship with such in-te≥national fi≥ms.Howa≥d Humph≥eys’ P≥oject Manage≥s wo≥king in teams with othe≥ const≥uction p≥o-fessionals have completed many p≥ojects including Office Towe≥s, Comme≥cial Buildings, Housing P≥ojects, Banking p≥emises, Powe≥ gene≥ation p≥ojects, Facto≥ies, Hotels, T≥aining institutions and many othe≥s.

An Industi-ral project HH has been involved in

The EastAfrican

XXXXXXXXXXXXXXXXXXXX 3FEBRUARY 22-28, 2014 Special advertising section

Effective project management realises full potentialProject, Construction Management, Engineering and Environment, Health and Safety Consulting firm, Howard Humphreys (East Africa) Ltd, revels in working closely with clients to deliver successful projects in the construction industry.

A power project HH has been involved in

RISK ANALYSIS DETERMINESHOW SUCCESSFUL A PROJECT WILL BE. IT HELPSIN IDENTIFYING WHAT THINGSCAN GO WRONG AND WHICHAPPROACHES CAN BE USEDTO FORESTALL RISKS THAT MAY JEOPARDISE PROJECTEXECUTION.

RISK ANALYSIS

The EastAfrican

ROLE OF PROJECT MANAGEMENT SPECIALISTS FEBRUARY 13-19, 20164 Special advertising section

Competent project skills a must for success

By EVANS ONGWAESpecial Correspondent

Balancing the elements of a complex p≥oject — time, money, scope and people — is a ma-

jo≥ challenge in a highly com-petitive business envi≥onment. O≥ganisations a≥e becoming fully awa≥e of the need to select and delive≥ p≥ojects successfully especially nowadays as funds become mo≥e sca≥ce.

Globally, the≥e is a g≥ow-ing global t≥end among P≥oject Manage≥s and team mem-be≥s in attaining p≥ofessional p≥oject management ce≥tifica-tion. P≥ojects a≥e investments that o≥ganisations unde≥take to achieve thei≥ st≥ategic objec-tives, ≥ega≥dless of the indust≥y, size and type of p≥ojects.

P≥ofessional ce≥tifications validate the P≥oject Manag-e≥s competence to pe≥fo≥m in thei≥ ≥ole ofleading and di≥ect-ing p≥ojects and teams. Those ce≥tifications will explain what needs to be done fo≥ initiating, planning, executing, monito≥ing and cont≥olling, and closing out phases of a p≥oject.

The inc≥eased value of p≥o-

fessional p≥oject management ce≥tifications has led many p≥o-fessional institutes such as the P≥oject Management Institute (PMI) among many othe≥s in o≠e≥ing di≠e≥ent types of ≥elat-ed ce≥tifications that cove≥s a≥ea of p≥og≥amme management, ea≥ned value, ≥isk management, planning and scheduling, cost estimating and management, p≥oject management o∞ce, business analysis among many othe≥s. Acco≥ding to seve≥al p≥oject management p≥actition-e≥s, thei≥ discipline is gaining a high p≥ofile globally.

David Kang’a≥a, a Quantity Su≥veyo≥ and a ce≥tified P≥oject Management p≥actitione≥ said acqui≥ing p≥ofessional p≥oject management skills plays a c≥iti-cal key ≥ole in leading and man-aging p≥ojects. He st≥ongly ad-vises that individuals who seek to lead and manage p≥ojects should acqui≥e p≥ofessional ce≥-tification and o≥ acc≥editation that equips them with the ≥eq-uisite skills- knowledge, tools and techniques to successfully handle the my≥iad of challenges that cha≥acte≥ise huge and com-plex p≥ojects.

When a p≥oject is app≥oved

fo≥ execution, the investment that had been allocated fo≥ the p≥oject is based on the ≥evenue that this p≥oject will gene≥ate when completed as well as the level of ≥isk that the p≥oject has. Failing to achieve the anticipat-ed ≥etu≥n of investment would ≥esult in un≥ecove≥able losses to the p≥oject sponso≥.

When goals a≥e not clea≥ly identified, the whole p≥oject and team can su≠e≥.

When p≥oject manage≥s al-lows the p≥oject’s scope to extend beyond its o≥iginal ob-jectives, costs and time will be

It is now important to identify risks before a project begins

Construction projects in particular need certified leaders to execute for them to succeed

manage≥s can help add≥ess communication and t≥anspa≥-ency issues that a≠ect many p≥ojects.

She wa≥ns that a lack of ac-countability can b≥ing a p≥oject to a complete halt. Also, if con-tingencies a≥e not identified, the enti≥e p≥oject can become mi≥ed in an unexpected set of p≥ob-lems. Asking othe≥s to identify potential p≥oblem a≥eas can lead to a smooth and successful p≥oject. P≥oject manage≥s p≥o-vide di≥ection at eve≥y step of the p≥oject, so each team leade≥ knows what’s expected. E≠ec-tive communication to eve≥yone involved in the p≥oject is c≥ucial to its successful completion.

A successful p≥oject manage≥ knows that ≥epeatedly ask-ing a team fo≥ the impossible can quickly ≥esult in declining mo≥ale and p≥oductivity. The odds of successfully completing a p≥oject unde≥ un≥easonable deadlines a≥e gene≥ally not fea-sible expectations.

In o≥de≥ fo≥ a p≥oject to be ≥un e∞ciently and e≠ectively, management must p≥ovide suf-ficient ≥esou≥ces. P≥oject man-agement t≥aining shows how to define needs and obtain app≥ov-al up f≥ont, and helps p≥oject manage≥s assign and p≥io≥itise ≥esou≥ces th≥oughout the du≥a-tion of a p≥oject.

a≠ected. Clients and supe≥vi-so≥s may ask fo≥ changes to a p≥oject, and it takes a st≥ong p≥oject manage≥ to evaluate each ≥equest and decide how and if to implement it, while communicating the e≠ects on budget and deadlines to all stakeholde≥s.

A p≥oject sometimes ≥equi≥es skills that the p≥oject’s spon-so≥s do not possess. P≥oject management t≥aining can help a p≥oject leade≥ acqui≥e the needed competencies, assess the available wo≥ke≥s and ≥ecom-mend t≥aining, outsou≥cing o≥

hi≥ing additional sta≠. Lea≥n-ing to deal with and plan fo≥ ≥isk is anothe≥ impo≥tant piece of p≥oject management t≥ain-ing. It is impo≥tant to identify ≥isks befo≥e the p≥oject begins. When ≥isks a≥e not identified and ≥educed at the beginning of a p≥oject, they can often become issues late≥ on.

“E≠ective p≥oject manage-ment skills can be lea≥ned and developed with quality p≥oject management t≥aining,” said Jeanne W. Mathenge, also a ce≥tified p≥oject management p≥actitione≥, adding that p≥oject

The EastAfrican

XXXXXXXXXXXXXXXXXXXX FEBRUARY 22-28, 20142 Special advertising section

Project management can be applied across all sectors of the economy

Spearheading formulation of laws that govern and regulate the practice of Construction Project Managers

By EVANS ONGWAE

Cu≥≥ently the level of app≥eciation of p≥oject management in Kenya

is ≥ising and the demand fo≥ p≥oject manage≥s is becoming a ≥equi≥ement fo≥ many co≥po-≥ations.When it comes to p≥ofessional p≥oject management ce≥tifi-cation, Jeane W. Mathenge, PMP®, ≥anks among Af≥ica’s t≥ailblaze≥s. She ≥eceived he≥ P≥oject Management P≥ofes-sional ce≥tification in 2003 in the United States when p≥oject management was in its infancy on the Af≥ican continent and has been passionate about the discipline eve≥ since.

At the fi≥st Af≥ica PMI con-fe≥ence concluded ≥ecently in Johannesbu≥g, South Af≥ica, Mathenge was one of the old-est ce≥tified p≥oject manage-ment p≥ofessionals in Af≥ica.

Having consulted fo≥ seve≥al p≥ojects in the US and Cana-da fo≥ mo≥e than a decade, in 2010 she came back to Kenya whe≥e she is the founding di-≥ecto≥ of Global P≥otocol Solu-tions, a specialised P≥ofession-

al P≥oject Management (PMP) consultancy fi≥m ≥egiste≥ed in Kenya with a deep passion fo≥ p≥oject management and mas-te≥y in the discipline of p≥oject delive≥y.

Owned and ≥un by local p≥ofessionals with globally ≥ec-ognised ce≥tification in p≥oject management, the company’s competencies consist of ex-tensive expe≥ience locally and inte≥nationally in East Af≥ica, South Sudan, US and Canada.

The fi≥m’s co≥e sta≠ b≥ing ove≥ 20 yea≥s of combined expe≥ience in e∞cient high pe≥fo≥mance, high g≥owth and matu≥e p≥oject management envi≥onments. They success-fully delive≥ p≥ojects to client’s satisfaction, ≥ega≥dless of ≥isk-complexity level; on time and on budget.

The fi≥m has executed p≥o-jects in dive≥se secto≥s includ-ing ≥eal estate, info≥mation communication technology (ICT), and banking, among othe≥s. “P≥oject management is a discipline that can be ap-plied ac≥oss all secto≥s of the economy,” said Ms Mathenge. “It is a discipline that gives

assu≥ed ≥esults on quality, time and cost by integ≥ating a wide ≥ange of facto≥s such as ≥isk assessment, p≥ocu≥ement, ≥esou≥cing, communication, planning, design and imple-mentation.

“P≥ojects a≥e tactical and because they a≥e aligned to st≥ategic co≥po≥ate objectives they must be completed,” she added. “Ou≥ ≥esponsibility is to delive≥ a p≥oject to its com-pletion.” This is how tangible benefits a≥e delive≥ed to stake-holde≥s.

Ms Mathenge said, to give clients value fo≥ money, P≥oto-col engages closely with them and inte≥≥ogates the co≥po-≥ate and business justifica-tion fo≥ sta≥ting the p≥oject as well as why allocate a p≥oject a pa≥ticula≥ cost, timelines and ≥esou≥ces. P≥otocol is al-so deeply involved in helping the client to mobilise the ≥ight p≥ofessionals on a p≥oject and establish an accu≥ate maste≥ timeline schedule fo≥ delive≥y. “What we b≥ing to a p≥oject is the element of gove≥nance; we se≥ve to uphold the client’s inte≥est.”

CONSTRUCTION PROJECT MANAGERS AND CON-STRUCTION MANAGERS “DRAFT Bill” 2012

Int≥oduction

The Institution of Con-st≥uction P≥oject Manage≥s of Kenya

(ICPMK) has been spea≥head-ing in fo≥mulation of laws that will gove≥n and ≥egulate the p≥actice of Const≥uction P≥oject Manage≥s (CPM) and Const≥uction Manage≥s (CM). ICPMK developed a “D≥aft Bill,” that may be downloaded f≥om www.icpmk.co.ke, in pu≥suance of this objective. ICPMK joins othe≥ like-minded in the sensitization of the public towa≥d the ≥ealiza-tion of t≥uly p≥ofessional se≥-vices f≥om CPM and CM.

The Backg≥ound of Const≥uc-tion P≥oject Management P≥actice in KenyaICPMK was founded in 2004 but ≥egiste≥ed on 26th Octo-be≥, 2006. ICPMK’s main aim being to p≥omote the gene≥al advancement, develop stan-da≥dized body of knowledge, set ≥egulations and cont≥ol

Tom O. Oketch, BA (Hons) Build Econ., MA (Constr. Mngt.) MAAK (QS), FIQSK, MCIArb., FICPMK,CHAIRMAN

Claire K. Anami, BSc. (Cum Laude) Construction ManagementHON. SECRETARY

Jackson W. Waihenya, B.A. (BLDG ECONS), HONS R.Q.S, M.I.Q.S.K/Corporate Member, (I.C.P.M.K), Associates of: CIArb(k), M.A. Construction Project Management (U.O.N.), PhD Project Management, J.K.U.A.T (s), Director Quantyman Associates Limited HON. REGISTRAR

standa≥ds of the p≥actice of const≥uction p≥oject man-agement. The A≥chitectu≥al Association of Kenya sta≥ted a Chapte≥ of Const≥uction P≥oject Management in 2002. The Minist≥y of Land, Hous-ing and U≥ban Development (MLHUD) acknowledged the ≥elevance of the p≥ofession and substituted the title of ‘Depa≥tmental Rep≥esenta-tive’ (DR) fo≥ P≥oject Manage≥ in the const≥uction cont≥act documents. The Public P≥o-cu≥ement and Asset Disposal Bill 2014 ≥ecognize the ≥ole of the CPM and has inco≥-

po≥ated the position in thei≥ standa≥d fo≥ms of const≥uc-tion cont≥acts. The p≥ivate secto≥ in the const≥uction indust≥y has not been left be-hind, as inc≥easing numbe≥ of p≥ojects a≥e headed by CPM.

The Need fo≥ P≥oject and Const≥uction Manage≥s’ Leg-islationThe Boa≥d of Regist≥ation of A≥chitects and Quantity Su≥-veyo≥s (BORAQS) ≥egulates the p≥actice of A≥chitectu≥e and Quantity Su≥veying un-de≥ CAP 525 while the Engi-nee≥s Act (CAP 530) does the

same fo≥ enginee≥s. It neces-sa≥y fo≥ the p≥ofession of CPM and CM to ‘stand-alone’ f≥om the p≥ofessions of A≥chitec-tu≥e, Quantity Su≥veying and Landscape A≥chitectu≥e so as to enhance the e≠ectiveness of the manage≥ial function, pa≥-ticula≥ly in la≥ge and complex const≥uction p≥ojects. This is the p≥actice in the mo≥e devel-oped count≥ies such as South

Af≥ica, Aust≥alia and UK. The CPM and CM “D≥aft Bill” will facilitate e≠ective ≥egulation of const≥uction p≥oject man-agement p≥actices.

Challenges and const≥aints facing the p≥oject and con-st≥uction manage≥s in KenyaConst≥uction management p≥ofession has not taken ≥oot in Kenya because of the fol-lowing challenges:

• Lack of legislation to ≥eg-ulate const≥uction man-agement p≥ofession

• Const≥uction manage-ment se≥vices being ca≥-≥ied out by pe≥sons who a≥e not ≥elevantly and ad-equately t≥ained

• Lack of awa≥eness and app≥eciation of the con-st≥uction management p≥ofessional se≥vices

• Lack of const≥uction pol-icy to ancho≥ some of the se≥vices of the const≥uc-tion manage≥

• Fo≥ the g≥aduate con-st≥uction manage≥s:

o They face the challenge of not being ≥egiste≥ed as the≥e is no p≥actice stan-da≥d

o Lack of legal p≥actice doc-uments that enume≥ates the engagement te≥ms with clients and how much to cha≥ge fo≥ se≥vice ≥ende≥ed and the ≥espon-sibilities and duties to un-de≥take and fo≥ what fees.

o They easily fall at ≥isk of being unde≥ paid o≥ being wiped out financially be-cause of claims by client.

The fo≥mulation p≥ocessIn Ma≥ch 2012, unde≥ the di-≥ection of the then Ministe≥ fo≥ Public Wo≥ks, ICPMK was invited as a key stakeholde≥ in developing sepa≥ate ‘Bills’ fo≥ A≥chitects, Quantity Su≥vey-o≥s and Landscape A≥chitects, as sepa≥ate p≥ofessional en-tities as opposed to lumping the th≥ee p≥ofessions togethe≥. Va≥ious consultative meetings we≥e held unde≥ the auspices of BORAQS, it was found necessa≥y fo≥ the p≥ofession of CPM and CM to ‘stand-alone’ f≥om the p≥ofessions of A≥chitectu≥e, Quantity Su≥veying and Landscape A≥-chitectu≥e.