Milestone Projects

Coca-Cola South Africa

2011-09-03T00:22:00.003-05:00

Coca-Cola South Africa has opened a state-of-the-art plant to bottle Valpré Spring Water in Heidelberg, southeast of Johannesburg, introducing the environmentally friendly PlantBottle packaging to the African market for the first time.

Selected for its close proximity to markets and distribution sites in the Guateng region, and a similar source water profile as Valpré's, the new plant will help Coca-Cola meet the needs of the increasing demand for bottled water.

Empowering women

In addition to the environmental aspects of the plant and the new PlantBottle, the Heidelberg plant is run by a team of black women operators. In 2010, Coca-Cola CEO Muhtar Kent announced the company's "5 BY 20" campaign to empower five-million women by 2020. This is one of several programs in South Africa to meet this challenge."When we set out in 2009 to build this state-of-the art plant, we did so with the goal of ensuring that the plant reinforced The Coca-Cola Company and Valpré Spring Water stand for … unwavering quality and commitment to the sustainability of our environment and communities," said Coca-Cola South Africa president Bill Egbe.

www.southafrica.info is the source of the material

Emerging Markets: Safe clean water in rural areas

2011-08-13T20:56:00.030-05:00

First and foremost I consider South Africa one of the most robust, beautiful and great countries in the world. Additionally, it's an emerging market with many diverse people full of ambition, culture, talents and constructive power. That said, the comments in this blog are an attempt to bring additional attention regarding "How Can" rural communities, stakeholders and local rural governments coordinate clean water and sustainability resources.
A broken water hand pump in rural South African communities is another constant reminder of a community’s inability to escape poverty. The International Institute for Environment and Development 2009 suggests that a “catastrophe” is spreading across Africa regarding human capital and water management resources. Considerable investments are made to improve rural water supplies and access. For example, between 1978 and 2003 the World Bank alone lent approximately US$ 1.5 billion to the sector (WHO/UNICEF 2008). An estimated 45,000 rural water points are broken and over $200 million US dollars of investment wasted because of poor management, inadequate sustainability plans, unrealistic community involvement and careless implementation (WHO/UNICEF 2008).

South Africa is one of the few countries in the world that highlights the basic right to water access in its Constitution, stating, "Everyone has the right to have access to sufficient food and water". After the end of Apartheid in 1994, South Africa's newly elected government inherited huge service backlogs and constraints regarding access to clean water supply. An estimated 15 million people were without safe clean water. As a newly found government, it became imperative for South Africa to provide service to a populace who never had this kind of attention before. In his State of the Union address to Parliament in May 2004 President Thabo Mbeki promised, "All households will have running water within five years". Despite substantial progress, this goal is not finished.

The data is equally troubling around the rural African continent, from Mali, where 80 percent of the water points are “dysfunctional”, and surveys from northern Ghana indicating that 58 percent of existing water points need repair (International Institute for Environment and Development 2009). The International Water and Sanitation Center proclaims “In the last 20 years, 600,000-800,000 hand pumps have been installed in sub-Saharan Africa, of which some 30 percent are known to fail prematurely, representing a total failed investment of between $1.2 and $1.5 billion” (International Water and Sanitation Centre 2009).

There are several reasons for high failure rate of water pumps: inappropriate technology; poor construction; lack of rural community involvement and subsequent sense of ownership; poor community organization or cohesion; lack of follow-up support and/or training; the unavailability or high cost of spare parts, energy, and professional support services; and the drying-up of source water. Many researchers have attributed the failure rate to technological reasons. However, social issues, community roles and institutional factors play equally important roles in determining long-term success. The critical question to ask is no longer, “Why do water supplies fail?”, but “Why do they fail and why haven’t rural communities and/or service providers kept them running (WHO guideline for Drinking Water, 2004)?”

Crossing borders

2011-06-30T06:14:00.004-05:00

Why is there so much speculation about the BRICS? There are volumes of economic data available about the emerging markets or developing countries of Brazil, Russia, India, China and South Africa (BRICS). This five-letter acronym BRICS has emerged as a possible counter-force in international affairs and its influence is enhanced by the global financial crisis of the past decade. Jim O’Neil, Chairman of Goldman Sachs Asset Management coined the phrase in 2001 to bring greater attention to major fast-growing economies of the world. These five countries, combined, currently account for more than a quarter of the world's land area and more than 40% of the world's population.

The BRICS, while heavily debated is not a diplomatic force because apart from the fact that they are all emerging market economies, they have little in common," said Jayshree Sengupta from New Delhi think-tank the Observer Research Foundation. "The BRICS do not have many policies in common," added Sengupta. "They could come together for a common powerful future, but the cement in the BRICS is missing."

Another consideration that binds a trade block is the advantage flowing out of oligopoly. OPEC, the oil cartel, also bound by geography is more about squeezing the optimum value out of a natural resource for which there is no current substitute. However, BRICS countries have neither a contiguous geography nor a common scarce resource to hold them together and tame the world. China is a manufacturing powerhouse whose major league emphasis is export-led growth.

Some say the BRICS group makes no sense, especially by including South Africa. Russia and Brazil are big commodity exporters, for instance, while China and India are major importers of such goods. Yet all five countries share a common cause, being united in their determination to convert their new economic power into international political clout – a determination fueled by the West’s continued dominance of the IMF, the World Trade Organization and other global regulatory bodies.

International hiring concerns and OD considerations:

2011-06-22T12:35:00.002-05:00

Crossing Borders indicates a progression from point to point, a business opportunity defined by distance or conceptual transition. The term also suggests an association with different cultures, communication nuances and navigating geography. I cross borders on a daily bases, as a Management Consultant and Human Resource Management (HRM) college educator, responsible for 75 international students representing Europe, Asia, Africa and South America. Clearly, each student is a member of a foreign culture different from my own. However, each student (my clients) and my employer expect me to provide a constructive educational experience regardless of diversity, cultural differences and national origin. It is my professional role worthy of serious investment and stewardship.

As global competition intensifies, competition for global leaders to manage overseas operations will steadily intensify and Multi-National Companies (MNC) must develop new ways to identify, attract and retain international executive talent integrated in global markets (Porter, 1990) (Locke, 2003; O'Neill, 2006). The challenge of finding an ongoing supply of qualified managers who can manage across cultures is a key strategic international HRM and Organization Development (OD) challenge. However, the evidence suggests that the number of female global assignees is still disproportionately low in relation to the overall size of the qualified labor pool. The research has confirmed that organizations may promote women into the domestic management hierarchy, few women are given opportunities to expand their career horizons to international careers (Linehan et al., 1999). The unwillingness to recruit and develop women as international managers is unsettling as recent research conducted on the outcome of women’s global assignments has indicated that female expatriates are successful in their global assignments (Caligiuri & Stroh, 1995) and that important formal and informal institutional barriers remain to increasing women’s participation in international management (Mayrhofer, Taylor, & Napier, 2002) (Coleman, 2010).

As an African American in the global market who specks very little Spanish, French, Latin and Swahili I feel a certain inadequacy being able to speak only English proficiently. However, this is a parallel experience expatriates and global companies consider when working across borders. It represents contingencies and practice issues associated with OD in organizations outside the United States (Cummings & Worley, 2009; Yaeger, Head, & Sorensen, 2006).

The application and effectiveness of Human Resource Management and OD in organizations outside the USA is the subject of considerable debate. Because OD was developed by Americans and Western Europeans practitioners, its practice, methods and procedures are heavily influenced by values of industrialized cultures (Jackson, 2002; Jaeger, 1986). This fact alone raises serious OD questions. Will Indian cultural values be preserved or defended as American companies locate or outsource opportunities to that market? How to develop OD conducted in a Brazil company doing business with South African firms?

Self-Directed Team Performance in Business Ecosystem

2011-03-10T22:42:00.002-06:00

James F. Moore defined Business Ecosystem as, “An economic community supported by a foundation of interacting organizations and individuals—the organisms of the business world. The economic community produces goods and services of value to customers, who are themselves members of the ecosystem. The member organisms also include suppliers, lead producers, competitors, and other stakeholders. Over time, they co-evolved their capabilities and roles, and tend to align themselves with the directions set by one or more central companies. Those companies holding leadership roles may change over time, but the function of ecosystem

leader is valued by the community because it enables members to move toward shared visions to align their investments, and to find mutually supportive roles (Moore, 1993).” An example of Business Ecosystem is a company or organization examined beyond the peripheral level of a single entity by depicting the associated companies, suppliers, government, economy, customers and competition as a business ecosystem that crosses a variety of industries (J. Clawson, 2009; Moore, 2006).

The journey

2010-08-14T22:42:00.009-05:00

For over 15 years, I have been leading projects, diverse project teams and classroom models: virtual, blended and face-to-face. Those global experiences, executive decisions and learner demands have enriched my commitment to Training & Development (T&D), process improvement, technology efficiency, e-commerce and human resource development.

Organizations in the year 2010 and beyond will face challenges that are economically complex, rapidly changing, and in many respects unprecedented. Regardless of workplace or educational institution, T&D is an empowering challenge for Scholars and Practitioners. There are at least three challenging considerations: First, how do organizations adhere to Kirkpatrick’s Level 3 & 4 evaluations? Second, can the same T&D tools, techniques and proximity of yesterday provide high performing learner outcomes today and tomorrow? Third, organizations are responding to global markets, diverse behavior, skill challenges and budget constraints. At the same time, shortfall in leadership begs for different leadership styles, ethical accountability and effective learning disciplines.

Today, I am adjunct faculty at three universities teaching, Organization Behavior, Marketing, Project Management and E-Commerce. My doctorate study is Organization Development at Benedictine University. I expect to finish my PhD journey in 2013. My goal as scholar/practitioner and business professor is twofold. Number one; provide learners the best academic experience possible in virtual, blended or face-to-face course rooms. Number two; continue ongoing research regarding effective learner tools, techniques and proximity for work teams, organizations and educational institutions.

The answers to workplace or course-room challenges, national and global are worth life-long pursuit, empirical study and rigorous stewardship.

Virtual team evolution

2010-07-08T01:06:00.001-05:00

For Organization Development (OD) practitioners, there are many challenges in our national and global workplace worth pursuit and stewardship. The question becomes, “How do organizations handle or manage change?” “Can the tools, techniques and proximity of yesterday provide the performance standards today and tomorrow?” “How can virtual teams affect this change?”

Organizations in the year 2010 and beyond must function and flourish under conditions that are vigorously complex, rapidly changing, and in many respects unprecedented. The stakes are high and the risks are great. Consider the 500 largest firms on the first published list by Fortune magazine in 1956, only 29 remain today. GM for the first time in list's history didn't even make the list. Homebuilders, once money-making powerhouses aren't on the list either. The top companies are businesses focused on necessity, demand, affordability and agile change. These changes are manifestations of a deeper and more general transformation: the shift in the developed world from an industrial to an information economy that has given a new meaning to speed, access and Organization Development.

It is believed that a real team appropriately focused and rigorously disciplined is the most versatile unit organizations have for meeting both performance and change challenges in today’s complex world (Katzenback & Smith, 1993). Globalization, commerce and the internet are redefining organization operational boundaries, cultural norms, and work group structure. Today organizations must figure out how to manage widespread behavior and skill challenges. At the same time, shortfall in leadership begs for different leadership styles and managerial disciplines.

Virtual teams may not be the solution for every organization; their advantages make them a strategically important tool in today’s global market. Virtual teams cut travel time and associated costs, help facilitate the recruitment of talented employees, promote employment in different areas, build diverse teams, assist disadvantaged employees and reduce various forms of discrimination. Senior managers of organizations must continue in their efforts to understand the relationship between the physical world and the e-world of virtual teams.

High Performance

2010-05-04T01:00:00.005-05:00

For goal setting try combining SMART and SWOTT

2010-04-30T00:08:00.010-05:00

How many times have you been in a planning meeting and the goals articulated by your group seem misplaced, beyond the earth’s atmospheric layers; destined to fail? One of the favorite measures of success are numbers however, the numeric scale seems unrealistic to reach, beyond today’s resources. As time passes, you and a few others discover the scope is sketchy and too vague moreover, the plans fail to consider risk. I experienced this behavior in Home Owners Associations, School Boards, Team meetings, Project reviews, Pre-Wedding meetings and Family Reunion planning. This is my short list. Ouch! Maybe you share my pain. If so, this is how I spell relief. Two of my favorite acronyms after TGIF are:

1. S.M.A.R.T: Specific, Measurable, Attainable, Realistic and Timely: This goal setting tool can save your team valuable time as long as you discuss each element early and often enough for member buy in and consensus. In most cases, Evangelist, Conservative and Liberal team members can unite around this constructive theme. It’s about making planning decisions and setting a goal.

2. S.W.O.T.T: Strengths, Weakness, Opportunities, Threats and Trends: This tool is a complement to S.M.A.R.T if you and your team consider the effect of each alphabet. Using this planning tool will sharpen your focus and test your goal. Once the group discussion transitions beyond Strengths and Weakness, keep your eyes and ears open to the momentum of Opportunities. The final two letters Threats and Trends represent risk, competition, environmental, technology and others. Remember this is a process that may require additional resources and expert opinion. It works. Try it.

Resources:

Smart HUB http://www.brighthub.com/office/project-management/articles/27868.aspx

Time management huddle http://www.time-management-huddle.com/reviews.html

Health Care using Aviation and NASCAR training methods

2010-04-12T12:06:00.011-05:00

Throughout the health care community, small groups of individuals work together as teams. Physicians, nurses, pharmacists, technicians, and other health professionals must coordinate their activities to make safe and efficient patient care a priority. However, even though a myriad of the conditions addressed by health professionals require interdisciplinary teams, members of these teams are rarely trained together, and they often come from separate disciplines and diverse educational programs.

Given the interdisciplinary nature of the work and the necessity for cooperation among the workers, one can conclude that teamwork plays an important role in ensuring patient safety and avoiding errors. Teams make fewer mistakes than do individuals do, especially when each team member knows his or her responsibilities.

However, simply installing a team structure does not automatically ensure it will operate effectively. As leaders, managers and consultants how do we address this issue?

Who is trained? What kind of training, simulation vs. in class.
Are there new team development models worth investigating beyond Aviation and Racing Car Pit workers?

Crew Resource Management (CRM), a sub-domain of team training is a system used in medical training inspired by aviation training. Many involved in the training consider CRM in medicine has tremendous potential based on its success in aviation. However, trainers have cautions regarding this method until additional research is established. During the last few years, the medical field has developed several medical-team training (MTT) programs, some implemented in the military and some developed for civilian medicine.

Time is of essence in both the Emergency-room (ER) and a NASCAR race. Recently a crew of doctors visited the car race event to observe the high level of preparation and coordination of the “pit team. NASCAR teams are perfectly synchronized and approach the car from planned directions and carrying all the necessary tools and parts on them, doctors often enter the ER just to start asking nurses to gather, every time new tools, machines and drugs. Of course, there is at least one major difference between the two situations: pit teams can prepare and rehearse for a known situation, while the doctor has first to figure it out. However, there is an opportunity for ER teams to reconsider, plan, train and prepare routine time saving procedures that can possibly save additional lives and reduce operating cost. Bottom line innovation comes from various areas, sometimes unrelated to the industry in question. For consultants, managers and leaders these are innovations or examples of "thinking out of the box".

How do you solve problems with team members?

2010-04-05T09:52:00.009-05:00

Resolving problems with team members is an essential part of Project Management. As a Leader or Project Manager it's expected. Moreover, how you communicate with your team members can make or break your relationship. As a leader it is vital to maintain respect and reach the desired project outcome. How do you deal with team members who don't carry their weight and exhibit poor project responsibility?

Most seasoned managers consider conflict inevitable in every project environment. Establishing ground rules, role definition and group norms usually reduce the amount of conflict. Conflicts should be addressed early and usually in private, using a direct collaborative approach.

When dealing with a team members performance, I make sure I have current up-to-date facts. Consider the context. Listen to the team member. Communicate project expectations, goals and milestones. Finally, if there is healthy consensus between team members, stakeholders and myself I consider intervention and corrective actions: mentoring, self-paced training or replacement.

Did I miss anything?

Leading Change

2010-03-24T17:26:00.002-05:00

Recently, I decided to clean out an overstocked bookshelf. While removing old books and materials I rediscovered a Do’s and Don’ts article from Management Guru, John P. Kotter on Leading Change. This is not your typical Harvard Business Review article targeted to NASA rocket scientist with plastic pocket protectors. Actually, I found it useful for Project Managers, coaches, change agents, and others.

Kotter’s eight-step process focused on common errors.

1. Not Establish a Great Enough Sense of Urgency

2. Not Creating a Powerful Guiding Coalition

3. Lacking a Vision

4. Under communicating the Vision by a Factor of Ten

5. Not Remove Obstacles to the New Vision

6. Not Systematically Planning for, and Creating, Short-Term Wins

7. Declaring Victory Too Soon

8. Not Anchoring Changes in the Corporation’s Culture

Most project managers can articulate Project Processes, Product Life-Cycle and Staffing Management plans with ease. However, what about communicating urgency or creating a loyal coalition, in different locations and time zones? This is part of the global challenge regarding virtual work groups and self-directed teams. This is not impossible however, costly if overlooked or unchecked.

Creating a project vision worth sacrificing physical energy and personal time is an art form. The question is how do we keep our teams engaged to meet or exceed quality standards, beat the competition and make our internal/external customers raving fans?

I am a proponent of team empowerment and accountability. Team members feel a sense of power and accomplishment when goals are clearly stated and desired outcomes are attainable. Mount Everest type goals can be costly and too grandiose. Setting strategic milestones on the road to victory can help you monitor achievement and foster team spirit. Bottom line teams need to feel like winners. Sometimes to achieve greatness teams need periodic assessment, reassignment, coaching and feedback.

Trust and communication between leaders and the team is crucial to removing obstacles to change. Tangible and intangible project obstacles need identifying. Our teams benefit from an open environment where ideas or opinions expressed in confidence or socialized will receive appropriate consideration, as soon as possible. Try to identify the kinds of reactions and questions employees will have, and prepare your responses. Remember that success of any change rests with the ability of leaders to address both the emotional and practical issues, in that order. The key ingredients are sense of urgency, trust and communication.

Managing Virtual Teams: Organization, Communication, Technology

2010-01-04T01:52:00.002-06:00

Many Fortune 500 companies, including Procter & Gamble, IBM, Accenture and AT&T, have eliminated traditional offices as the only workplace option. As much as 10% of today’s work force telecommutes from home — more than triple the level of 2000 (Sloan Review, 2009). In addition, as companies trim staff positions in areas such as information technology, accounting and public relations, they are relying more heavily on freelance workers (AQP, 2002). Telecommuting and remote work arrangements will accelerate in the coming decades in response to the ongoing globalization of work, ever- increasing customer demands and the cost and time of commuting. In 2001, 15% of employed persons worked from home at least once a week (U.S. Census Bureau, 2003).

Given today’s interdependent global economy, companies are incorporating continuous improvement tools and techniques that cross geo-political boarders, time zones and cultural diversity. Nevertheless, these elements can be barriers to assembling effective global teams unless virtual teaming, collaboration, cooperation, and trust are established. Virtual teams emerge as one of the more important management tools available to companies.

Many of the elements that constitute successful face-to-face teams are also necessary for successful virtual teams. The key factors of success include:

• High levels of trust.

• Clear communication and scope.

• Strong leadership.

• Appropriate levels of technology.

Nevertheless organizations who establish virtual teams face certain obstacles, which can hinder high-level performance. Such barriers to success include multiple time zones, language, and different approaches to conflict resolution. The failure or breakdown of trust, communication, leadership and technology in virtual teams can have severe consequences.

References

AQP (2002), ‘‘Virtually trusting: creating team trust virtually’’, News for a Change, AQP, January, available at: www.west.asu.edu/tqteam/library/Articlesref.htm

Sloan Review, 2009

U.S. Census Bureau, 2003

Agile Project Management vs. Traditional Project Management

2009-12-08T17:57:00.003-06:00

Agile Project Management (APM) is a process that employs short iterative cycles, actively involve users to establish, prioritize, and verify requirements, and rely on a team’s tacit knowledge as opposed to documentation. An agile method must be iterative (take several cycles to complete), incremental (not deliver the entire product at once), self-organizing (teams determine the best way to handle work), and emergent (processes, principles, and work structures are recognized during the project rather than predetermined).

Traditional project management assumes that projects are predictable and tools and techniques are well understood. In addition, with traditional project management, once a phase is complete, it is assumed that it will not be revisited. The strengths of this approach are that it lays out the steps for development and stresses the importance of requirements. The limitations are that projects rarely follow the sequential flow, and clients usually find it difficult to communication all requirements early in the project.

Unlike traditional project management, that emerged from the construction, engineering and defense industries and dates back to the 1950s, APM was born in the twenty first century. In 2001, prominent software developers from both IT and software engineering domains, convened to arrived at a consensus on how the software development industry could produce better results.

APM is conducted collaboratively, with a small co-located team. This core team usually consists of two developers who write code in pairs (for quality control), the customer/end-user, IT architect, a business analyst and a project manager. The work is accomplished through a series of sessions where the team writes code, then tests working modules of the system and repeats the process. There is minimal documentation as the team relies almost exclusively on informal internal communication.

Traditional project management grew in an environment where the triple constraints of time, cost and output could be clearly defined early in the project life cycle, and certainly well before major funds were committed. For example, builders would tender on a reasonably complete set of design documents and offer a firm price and time.

The concept of predictability flowed into the Waterfall concept; senior management expected a defined design, backed by cost and time estimates before committing to the project. This approach does not work very often but sits comfortably with the "command and control" management paradigm most organizations adopt.

An Agile approach to problem solving is different. The Agile team wants to be trusted to work with the product's end-users to craft a solution over a period of time. They are saying to senior management: "Trust us to come up with the best outcome. We'll know what it looks like at the end."

E-Learning: You Tube video

2009-09-12T02:46:00.003-05:00

http://www.youtube.com/watch?v=WURExEwxU2M

Class Description

2009-09-12T01:00:00.003-05:00

PM 420 represents your first course in Project Management. This class will provide you theory and authentic tasks used by practicing professionals in the field today. For all 2009 Project Management courses, I organized various modules that will allow you to build upon your business knowledge and analytical applications.

Project managers spend about 80% of their time communicating about, financial, technology, time, cost and scope. I collected actual Fortune 500 business case studies for you to study and critique using the APA format, as suggested by the University. All the activities previously mentioned will help you become an active contributor in today’s globally diverse market.

Class Expectations

2009-09-11T23:18:00.006-05:00

Robert Harris, MS, PMP
r.o.harris@att.net
630-235-3868 cellular
Skype
Virtual Office Hours M-W-F
8:30 AM CST to 10:30 AM CST
Welcome to Project Management 420!

Overview:
This online course will provide you significant exposure to the Project Management role, responsibility and process. Project management is the application of knowledge, skills, tools & techniques to meet project activities and requirements. This business practice is accomplished through the application and integration process: Initiating, Planning, Monitoring & Control, and Closing. Competency can be applied in any field including, engineering, financial services, government contracting, IT/software development, and education. The Project Manager is the person responsible for accomplishing the project objectives:

·Identifying requirements.

·Establishing clear and achievable objectives

·Adapt specifications, plans and approaches to concerns and expectations of various stakeholders.

·Balancing the competing demands for scope, time, and cost

Learning Objectives
Upon successful completion of this course, the learner will be able to:

A. Apply project management tools and techniques that measure Scope, Time, and Cost (Triple Constraints).

B. Define the role of the Project Manager, Customer, Sponsor and Stakeholders.

C. Demonstrate analytical skills with online tools for Earned Value, Histograms, Control Charts, Run Charts, Central Tendency, and Cause & Effect diagram.

D. Demonstrate an understanding of the vocabulary and terms used in The Project Management Body of Knowledge (PMBOK) guide.

E. Utilize a Work Breakdown Structure (WBS) to develop an activity list, schedule and cost baseline.

F. Identify the nine Project Management Knowledge areas.

G. Identify the five Project Management Process groups.

Insrtuctor Expectations
To enable your success I suggest spending a minimum of 10 to 12 hours per week participating in this course, which includes online discussions, reading articles, case studies and completing assignments. Take time to review the Syllabus, rubric and course schedule for details on grading policy and up to 20% late work penalty rules.

I expect there will be diverse views on business topics; therefore be respectful of others in the courseroom. Use proper Internet etiquette and respect. Try keeping your communications short, clear and concise.

What you can expect of me
I answer email within 24 hours and return graded coursework with feedback within 72 hours of the assignment’s due date. Feel free to contact me for questions via email for all course discussions.

I will review all peer-to-peer review and discussion boards. Therefore, it is not the instructor’s responsibility to respond to every post, but to encourage learners to take ownership in the learning process by responding to each other.

If you are having problems with your courseroom assignments due to technical or personal problems please keep me informed. Feel free to notify me regarding this issue so that we can discuss a work-around plan.

Value of Project Management
http://www.pmi.org/Movies/VoPM/VoPM_Video.html
Check out this video from Project Management Institute (PMI).

I wish you all the best.

RH