My recently published article “Why Should You Try to Generate as Many Project Proposals as Possible” has generated a lot of interest here and several of my friends reached out to me on various forums with the following question:

OK, we get that you need to generate as many project proposals as possible. But how do you do that?

One of the first steps to collecting the maximum possible number of proposals is to make the submission process simple. One of the tricks used by some of my clients was to publish the finalized version of the scoring model on the company Intranet that was accessible to all company employees. Another organization went as far as printing the scoring model on large posters and hanging them around their company's office, including the offices of the key decision makers (see Table 1).

Table 1

Some other valuable strategies for maximizing the number of project proposals include:

• Allowing your employees to participate in the preliminary ranking processes
• Rewarding your workers financially for successful ideas
• Running contests for the best project ideas
• Inviting your customers, vendors and suppliers to participate in the process
• Making the proposal submission process as easy and transparent as possible
• Demonstrating the positive impact on sales
• Publishing the final approved project list with the scores each proposal has generated (see Table 2).

Table 2

Introduction

Have you ever been involved in a project that was in a bad shape? By “bad shape” I mean the following two scenarios:

• The project is so late and over the budget, that there is no point in continuing it
• The project was a dumb idea from the inception

Have you ever asked yourself a question:

“Why the heck is the management continuing to support this ignominy?”

These projects have been called “runaway trains” and “black swans”. They destroy reputations and companies. So, why is it so difficult to kill them? And yes, I do understand such concepts as sense of attachment, pride and egotism. But if you are a rational, intelligent individual, don’t you have to realize what exactly is at stake (i.e. your company, your shareholders and their money)?

The Kahneman Phenomenon

Enter Daniel Kahneman, a psychologist who won the 2002 Nobel Prize in Economics. In his article titled “Prospect Theory: An Analysis of Decision under Risk” he and his co-author Amos Tversky described the following exercise, that I encourage you to do as well as I describe it.

Imagine that I offer you the following two gambles:

Gamble A: A 100% chance of losing $3,000 (i.e. you have $4,000 in your pocket, I threaten you with a gun and walk away with three thousand of your hard-earned money)

Gamble B: An 80% chance of losing $4,000, and a 20% chance of losing nothing (i.e. we throw some kind of dice and there is a 20% that I would leave you alone with your money).

Don’t try to use any statistical or other techniques to answer this question; just go with your gut feel. There is no “right” or “wrong” answer to this question. Which one of these choices would you pick?

Now, let us try a very similar exercise, but instead of robbing you, I am giving you money this time.

Gamble C: A 100% chance of receiving $3000 (i.e. I just give you three thousand dollars)

My interview with prominent PPM expert Gerald Leonard of Principles of Execution regarding the recent developments in the field of project portfolio management, the impact of strategy on the project selection and many other interesting topics.

About the Author

Jamal Moustafaev, MBA, PMP – president and founder of Thinktank Consulting is an internationally acclaimed expert and speaker in the areas of project/portfolio management, scope definition, process improvement and corporate training. Jamal Moustafaev has done work for private-sector companies and government organizations in Canada, US, Asia, Europe and Middle East.  Read Jamal’s Blog @ www.thinktankconsulting.ca

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Jamal is an author of three very popular books: 

Introduction

On September 17^th, 2016 the president of Turkmenistan Kurbanguly Berdymukhamedov has officially opened a new US$ 2.3 billion dollar ultra-modern Ashgabat International Airport shaped in a form of a falcon (see video below). The entire complex is comprised of 190 buildings spread on a 1,200-hectare site. The airport is designed to handle up to 17 million passengers (remember that number!) combined with 200,000 tons of cargo every year.

Video:

At the opening ceremony the president claimed that Turkmenistan has “all the opportunities to become a transport bridge facilitating economic cooperation between Europe, the Asia-Pacific region, and South Asia.” He also added that the new airport was needed to accommodate a massive influx of tourists eager to visit Turkmenistan.

The official position of Turkmenistan, is understandable since the country’s income have heavily depended on the export of natural gas. As a result of plunging energy prices and foreign currency shortages the government is now forced to develop the tourism and transportation sectors of the economy.

The Problems

There is however an array of problems associated with the new Turkmen initiative. For starters, due to very restrictive visa regulations the country has been visited by anywhere between 7,000 (if you choose to believe World Bank) and 100,000 tourists (if you prefer to rely on official Turkmen government reports). For comparison neighboring Kazakhstan had 4.5 million visitors, while Kyrgyzstan saw more than 2.8 million tourists in 2014.

Here is an additional compilation of facts about Turkmenistan if you are planning to visit that country any time soon:

About the Author

Jamal Moustafaev, MBA, PMP – president and founder of Thinktank Consulting is an internationally acclaimed expert and speaker in the areas of project/portfolio management, scope definition, process improvement and corporate training. Jamal Moustafaev has done work for private-sector companies and government organizations in Canada, US, Asia, Europe and Middle East.  Read Jamal’s Blog @ www.thinktankconsulting.ca

• Please follow me on Twitter: 
• Like our page on Facebook: 
• Connect with me on LinkedIn: 
• Subscribe to my RSS feed: 

Jamal is an author of two very popular books: Delivering Exceptional Project Results: A Practical Guide to Project Selection, Scoping, Estimation and Management and Project Scope Management: A Practical Guide to Requirements for Engineering, Product, Construction, IT and Enterprise Projects.

Introduction

In my consulting and training engagements I frequently get to have interesting discussions with executives and senior managers from around the world. Obviously, considering the nature of my professional domain, the conversations we have regularly revolve around the topic of project portfolio management. They ask me very interesting and difficult questions, and I have to provide them with clear and succinct answers.

After several years of doing this, I suddenly noticed that no matter what industry the company belongs to, of where (geographically) the conversation takes place, I always end up answering the same questions over and over again.

So I decided to come up with a series of articles "The CEO's Guide to Project Portfolio Management - Frequently Asked Questions Answered" that will span across several posts. Check out Part 1, Part 2 and Part 3 of the series.