Project Managers’ Challenges in Enterprise Mobile Apps Adoption

by Philip Kwa,  PMP

Mobile Apps Adoption Trends

In 2012, there were 1.2 mobile app users worldwide and this population is set to grow to a size of 4.4 billion by 2017 (mobiThinking, 2013).  This represents a very impressive compound annual growth rate (CAGR) of 29.7% per annum.  The scenario in the Asia Pacific region is even more impressive.  The mobile app user population will grow from 360 million in 2012 at a CAGR of 41.9% to an estimated base of 2.068 billion in 2017.

Mass adoption of mobile phone and mobile apps will prompt many enterprises to implement location-based services whereby consumers can transact with them through smart mobile phones.  As examples, some mobile commerce engagement and industry statistics provided by digby (digby, n.a.), a mobile marketing solution provider, are listed below to illustrate the momentum of enterprise mobile app adoption:

• 27% of companies worldwide planned to implement location-based marketing in 2013. (Source: Econsultancy, 2013);
• Of the 70 percent of shoppers who used a mobile phone while in a retail store during the holidays, 62 percent accessed that store’s site or app and only 37 percent of respondents accessed a competitor’s site or app. (Source: ForeSee, 2013);
• 65% of U.S. shoppers research products and services on a PC and make a purchase in-store. (Source: Cisco, 2013);
• The number of available mobile retail applications has increased 350% from 2009 to 2010 (Acquity Group);
• 7% of Internet Retailer’s Top 500 e-retailers have downloadable mobile apps available to consumers (Internet Retailer, 2010); and
• 44% of retailers plan to enable a mobile app in 2010 (Forbes Insights). 

Thus it is inevitable that all enterprises will have no choice but to ultimately adopt mobile apps as part of their business strategy in order to maintain their competitive advantages.

Project Management Practitioners & Mobile Apps Adoption

The growth in mobile apps adoption will impact Project Management (PM) practitioners in a number of ways, these are:

 1. As a mobile apps user

More enterprises are deploying mobile-enabling their business operations, project practitioners (as consumers) have to change their life-style to embrace the new paradigm where mobile apps are pervasively adopted.  However, this transition will be gradual and natural and it is unlikely to pose much challenges.

 2. As a project management practitioner

As a PM practitioner and a professional, the mobile apps create an excellent opportunity for us to improve our productivity, to raise our professional profile and to collaborate with fellow PM practitioner all over the world.  Some of these opportunities are:

• • The massive storage capacity on mobile devices allows us to store a lot of frequently use data andWe can bring it along to our work place, home and anywhere we are.  Couple with excellent file and sync capability, the mobile apps greatly improves the accessibility of information at the time when we need them.
  • Social media sites, especially the more business-oriented site such as LinkedIN.com, provide excellent platforms for PM practitioners to interact with, learn, share and collaborate with other fellow PMUsed properly, this is a great personal productivity tool.

 3.  As part of project team

As mobile devices continue to infiltrate organizations, the demand for mobile applications is growing rapidly. Employees will request for applications to connect them to enterprise resources, increase their productivity and promote collaboration with employees. Smart organizations provide employees with company-approved public and custom-built internal applications.

As part of project team, a PM practitioner has to streamline the challenge of acquiring, distributing, securing and tracking mobile applications. Enterprises can deploy a mobile application management (MAM) solution to easily manage internal, public and purchased apps across employee-owned, corporate-owned and shared devices from one central console.

The last two scenarios are related to enterprises and they have some business and management implications.  In general, there are six major challenges (Emmanuel, 2013) related to enterprise mobility:

1. Security;
2. Policy and compliance;
3. Usability;
4. Enterprise Applications;
5. Rapid Rate of change; and
6. Cost Management.

As enterprise mobility is not a choice but an inevitable choice, business enterprises have no choice but to grapple with these challenges.  Of these, security related to mobile devices is the most difficult to tackle as it involve devices that are outside of the company.  As PM practitioners, we need to be aware of the solutions for tackling security challenges brought about in the move towards enterprise mobility. A number of techniques to secure mobile applications residing on those devices will be discussed in the next section.

For the reminding challenges, most business already have some experiences in dealing with them whenever new technology is being considered.  These will not be repeated in this article.

Securing Mobile Applications

With the rise in the demand for mobile applications in the enterprise, an increased number of organizations are utilizing solutions to secure mobile applications. These organizations not only allowing, but encouraging employees to use apps at work can be intimidating without the right resources. However, resources such as app scanning, app wrapping, application software development kits and app catalogs can be deployed to manage mobile apps within the enterprise. Once an organization is armed with the correct tools for Mobile Application Management (MAM), the company can empower employees with mobile apps while ensuring that corporate data and employee information is secure.

Four techniques of managing mobile apps are employed to tame the security challenges related to enterprise mobility.  These are App Scanning, App Wrapping, Application Software Development Kits and App Catalogs. These techniques are briefly described below:

App Scanning

While applications present many benefits in the enterprise, apps also introduce risks if they are not properly secured. IT administrators must implement a plan to block malicious applications and ensure that internal and third-party apps meet their organization’s security standards. In addition to protecting organizations from publicly available malicious applications, administrators should address concerns around apps accessing personal data on employee-owned devices. Organizations should implement app scanning into their mobility initiative to address these concerns.

App scanning allows administrators to identify common app risks, such as access to privacy settings, exposing user contacts or geo-location information, insecure network connections, malicious code and more. IT can run app scans, view app analysis and use that information to assess whether an application is safe for business use or blacklist the application if it does not meet the minimum security standard.

Organizations must know what information an application is accessing to determine if the application is safe for employee use. Every company has different security needs and must evaluate applications based on the needs of the organization. For instance, while some companies may be able to utilize location-based apps, other enterprises may restrict them depending on the sensitivity of the data involved and mobile device policy agreements with employees.

App Wrapping

In addition to third-party applications, many enterprises are building internal applications for specific business and employee roles. However, IT must ensure the applications are secured and corporate data isn’t compromised, whether applications are installed on corporate-owned or Bring Your Own Device (BYOD) devices.

Another solution to secure mobile applications is app wrapping, which gives existing internal applications an extra level of security and management capabilities, without further development or code change. With injected code, developers benefit by not spending time coding for additional features.

Possible app wrapping capabilities include, restricting application access and securing data at-rest with data encryption and in-transit. Data loss prevention (DLP) restrictions can prevent copy/ paste, printing, screen capture, Bluetooth and opening files in other applications. Administrators can restrict access to an app based on network connectivity like cellular connection or roaming status. IT can wipe local app data and block app access completely if a device is compromised. Additionally, a simplified user experience can be enabled with single sign-on user authentication. 

Application Software Development Kits

Software development kits can provide developers with access to security, configuration and reporting features for developing internal applications. Sample features and functionalities offered by software developments kits include user authentication, compromised device detection, data loss prevention, certificates, branding, over-the-air app configurations and app tunneling. 

Organizations can provide convenience and flexibility to employees by building internal mobile applications that are secure. For example, aviation companies are building unique apps to allow collaboration among cabin crews on routes and schedules, and retailers are developing apps to allow employees to indicate preferred work shifts.

App Catalogs

MAM solutions can often be integrated with public app stores such as the Apple App Store, Microsoft Store and Google Play store to allow access to public apps through an app catalog. Enterprises can select which applications are included in the organization’s app catalog and indicate whether apps are reimbursable or non-reimbursable.

Administrators can use the app catalog to push specific applications automatically when users enroll in mobile device management (MDM) or MAM and make applications available for on-demand installation. Users can view, browse, search and install public, internal, recommended and web applications within an app catalog.

Concluding Remarks 

When it comes to adopting mobile applications in the enterprise, the lesser the time organizations spend worrying about security, the more they can focus on driving core business strategies. Therefore, understanding how to manage mobile applications is critical to any organization’s mobile strategy.

About the Author

Philip is the Regional Sales Lead in Airwatch, the world's largest mobile security and enterprise mobility management provider Prior to the current role, he was the Sales VP, ASEAN with Integralis Services Pte Ltd responsible for the sales and delivery of Integralis’ successful portfolio of managed security, consulting and technology integration services to customers, with the support of major shareholder, NTT. He also held different management positions, providing consulting services to clients in various countries (China, ASEAN, USA, and Europe) and was involved in Corporate Social Responsibility (CSR) related work in China.

He has served PMI Singapore Chapter as a Board Member and the Chair for Professional Development in 2013/14.

Works Cited

digby. (n.a.). Mobile Industry Statistics. Retrieved 4 19, 2014, from digby.com: http://digby.com/mobile-statistics/#mces

Emmanuel, J. (2013). The Challenges of Enterprise Mobility. (I. In-Q-Tel, Producer) Retrieved 4 19, 2014, from In-Q-Tel, Inc: https://www.iqt.org/wp-content/uploads/2013/08/Enterprise_mobility.pdf

mobiThinking. (2013, 3). Global mobile statistics 2013 Section E: Mobile apps, app stores, pricing and failure rates. Retrieved 4 19, 2014, from mobiThinking: http://mobithinking.com/mobile-marketing-tools/latest-mobile-stats/e#appusers

Project Management the Essential Life Skill… Start YOUNG

by Nah Wee Yang, PMP, PMI-ACP

It was a really bittersweet experience when I first started “Project Management” as my career some 20 years ago.  That career move was a paradigm shift for me - transforming from a technical oriented and problem-solving role, to one that embraces planning oriented and situational analysis responsibilities. Looking back, there were mistakes I could have avoided; lessons I could have learnt from others; tools and techniques I should have applied.  I had taken quite some time learning and (along the way) experiencing hard knocks to realize the real essence in “Project Management”.

Project Management Back-to-Basics

Over the years, I have learned from many experts and experienced practitioners, and also stakeholders who were not trained in project management.  There are complicated situations in projects that require complex management solutions; but most of the time we can use basic principles and core values in project management to deal with various project situations.  It is all about… Organize and Prioritize.

It is an important life skill that we did not learn in most schools, colleges or universities.  After graduated and joined the workforce, we started to figure out by ourselves, or follow what others do (both the bad habits and common practices), attempting to survive or excel in the brutal world full of failing projects.  It takes lifetime of our career to master this life skill. 

Start Young

So, how young should we start to learn the project management concepts?

Well, it should be as soon as we start working in projects… I mean, as YOUNG as we start to work on projects in schools.

When we think “Project Management”, we tend to lean towards our “adult definitions” of project management.  But the concepts and principles can be made simple to the children and at youth level, with emphasis in Organization and Prioritization areas.

Consider this situation – “When should the children start to learn Financial Management”… In my opinion, as soon as they start receiving pocket money, or start to buy their own food in school canteens.

It is teaching the young in the context of how much they should spend, and how much need to save… Adults are so “pro” that we called this “Financial Planning and Management”.  And the same applies when we guide the children and youth through the concept of Project Management. 

This… inspired me.  And I hope to inspire the younger generation.

Project Management For Youth

Over the past few years, I have been teaching, coaching and mentoring students in the planning, executing and controlling of their real-life projects.  This was done on volunteering basis (i.e. take time off from my work), at no costs to the students and schools.  And this movement was later formalized as PM4Youth initiative, sponsored by Knowledge Method. 

Last year, using the existing PM4Youth course as the framework, we collaborated with Junior Achievement Singapore (JA) (www.ja.org.sg) to launch the “JA Project Management” course to all schools in Singapore - at no cost to the schools.  Subsequently we also participated as volunteers to teach Project Management in the “Skills-for-Life” program targeted the At-Risk Youth.  This program was organized by Junior Achievement Singapore, and sponsored by Pwee Foundation.

Currently, PM4Youth volunteers include Knowledge Method staff and customers, as well as a number of other JA volunteers.  The PM4Youth annual event held on December 2, 2013. One of the goals was to recruit more volunteers to teach the PM4Youth and other JA courses.  The event was witnessed by Frank Saladis, Founder of International Project Management Day, and Mr. Tan Heng Meng, Board Member of PMI Singapore Chapter. 

Be a Mentor, and Become a Better Person in Life

Why are we doing this? 

Every volunteer found purpose in participating in this PM4Youth initiative. We might come across someone with his/her unique mission, or some of us may share some common interests, such as:

• As a mentor to youth and we become a better person in life;
• Simplify complex PM concepts to teach children, and become a better trainer;
• I have teenage son / daughter at home, I want to understand him / her better;
• I want to expand my network with other like-minded professionals, from diverse industries;
• I can earn PDU for my PMP… etc

After all, good knowledge is worth sharing!

Fellow project management practitioners, I look forward to working with many of you to sharing our PM knowhow with the youth in Singapore.

(Note: You can visit our FB page photo album to see PM4Youth workshop in action - http://goo.gl/Ofd5Ij )

About the Author

Nah Wee Yang, PMP, PMI-ACP, is the founder and CEO of Systemethod Pte Ltd, a company specialized in enterprise project management solutions.  He later started training firm - Knowledge Method, with focus on project management.

Built on the foundation of his passion to exchange ideas with the professional community, and his desire to promote project management as essential life skills to younger generation, Wee Yang founded the PM4Youth initiative three years ago. He is a student mentor in the PM4Youth program, and an active volunteer in Junior Achievement Singapore (JA), and created the JA Project Management program.

http://About.me/wynah

Key Factors of Project Success

by Sylvie Nina Thiam Size, PMP, ITIL

Introduction

The rise of social media tools (such as LinkedIN, Facebook, Google+) provides an excellent platform for Project Management practitioners the opportunity to network, collaborate and learn from each other.  In particular, LinkedIN is a business-oriented social networking site that allows professionals to discuss about business issues.  Besides changing the way business professionals communicate with each other, it has also created many opportunities for business people to conduct research on various topics related to their professions.

As project managers, we all are keen to know the secret recipe that will make our project a success. A project manager posted a question “What do you think is the most important factor that determines the success of a project and why?” on the Project Manager Network hosted on LinkedIN.com (LinkedIN.com, 2014).  The topic prompted many project managers to post their comments on the discussion group.  The purpose of this article is to present the results of the analysis of comments by the project managers.

Project Success

“As Project Manager, juggling all of the balls is important, but keeping your eye on the right ball is the key to delivering truly successful projects”

– Robert Goatham

PMBOK (PMI, 2013, p. 35) defined project success as follows:

Since projects are temporary in nature, the success of the project should be measured in terms of completing the project within the constraints of scope, time, cost, quality, resources, and risk as approved between the project managers and senior management.

The project manager is responsible and accountable for setting realistic and achievable boundaries for the project and to accomplish the project within the approved baselines.  The success of the project will depend on how well project time, cost, scope and quality meet the requirements established at the beginning of the project.

Additionally, business related outcomes such as those listed below can also be used as criteria to judge the success of a project:

1. Stakeholder and customer satisfaction;
2. Meeting business case objectives;
3. Customer/end-user adoption;
4. Quality of delivery;
5. Meeting governance criteria;  and
6. Benefits realization.

Project success is defined in terms of how well these quantitative and qualitative measures of project outcome are met.

Methodology & Findings

The data analyzed in this article is based on a LinkedIN group discussion on “What do you think is the most important factor that determines the success of a project and why?”   One hundred and ninety (190) comments posted by project managers between January 19, 2014 and February 11, 2014 were selected for analysis.

Each of the comments selected is then analyzed to identify the key factor for project success mentioned by the contributor.

The results of the analyze is summarized in the following figure:

Key Factors of Project Success

The result of the analysis is very much in line with the expectation of the project managers.  The top 5 factors that contribute to project success are:

1. Accurate scope;
2. Good communication;
3. Team building;
4. Leadership & soft-skills; and
5. Detailed plan.

Selected comments from the project manager network on these five key factors are listed below:

Accurate Scope

Stephen W. (Steve) Maas, MBA, MPM, PMP, Project Manager at ENGlobal:

“There is one item if you don't do it right it doesn't make any difference, because too many things are dependent upon it. From my perspective it's the well and completely defined scope. If the scope isn't defined properly, the WBS is wrong, and the schedule is wrong and the cost is wrong. In other words, your Project Plan is wrong. If the scope is ill defined, how do we know we're going down the right path? We don't. We're wasting time and resources and we still don't know if what we are doing meets the needs of the project. Everything about the project depends on the scope - schedule, cost, resource requirements, quality requirements, risk management.

There will be bumps along the way, trying to recover to get back on the right path. Know any PMs that deliberately want to run into bumps? I don't. Will there be, probably. But fewer bumps will make for a more successful project, at least to my way of thinking. Maybe because I've seen my share of poorly defined scopes, mostly by inexperienced client PMs.”

Good Communication

Sally Cavanagh, Director - Altogether Better Limited:

“Why is communication the most important factor? Because effective communication includes careful active listening, great negotiation skills and excellent writing skills.

Effective communication skills underpin all aspects of decision-making in the project delivery process, from surfacing and agreeing expectations, establishing lines of accountability and limits of authority, pulling a business case together, scoping the project accurately, defining the successful outcomes for the project and how these will be measured, defining the products to be made, their development, testing and quality tolerance, problem solving, risk and change management, and any processes for product handover and project 'aftercare.'

As PM, if others are not communicating effectively you have a responsibility to ensure that you give and get the information needed in a timely way and need that you consistently adhere reporting protocols yourself and that others do too, especially where emerging risks and quality issues are identified.”

Team Building

Luis HUERTAS, PMP, MBA, Project Manager at DUKE ENERGY:

“CLARITY of understanding and communicating expectations, division of responsibilities and scope split, and definition of roles. BECAUSE a project is an endeavor better suited for team work in synergistic coordination.”

Leadership & soft skills

Ravi Shanker, Application Architect at Motorola Solutions

“I think I will vote for an intangible - leadership.

Leadership is critical in providing focus and guidance. No project will succeed if run by committee.

If "everybody" is responsible for the success of a project, nobody will be.”

Detailed Plan

Jenel Thompson, Project and Procurement Management AAPM & CIPM

“It basically comes back to the initial project plan and how well it defines the project goals, objectives and purpose. If you can't have a proper project plan you can't assign the proper tools, manpower, set a proper budget or even properly mitigate issues arising during the project in-order to provide positive feedback to the main stakeholder (s)”

Conclusion

This studies clearly shows that there is no silver lining on project success. Project Management Professionals should look at the project as a whole system. Processes are linked together and the project is as strong as one's weakest link. It is therefore critical that the weakest link is not one of the important factors identified in this article. The comments are lifted directly from the post  and not modified so you could enjoy them in their raw splendor ...

About the Author

Sylvie Nina Thiam Size is an IT and Project Management professional with over 10 years of working experience.  She started her career as an IT professional in Cameroon and since then has held various management and consulting positions in the IT & Project Management arena in Africa.  Sylvie is also very passionate about volunteering her service for social goods and sharing her experience with fellow professionals.  She currently lives in Singapore and is a member of PMI Singapore Chapter.

Works Cited

Retrieved 4 17, 2014, from LinkedIN.com: http://www.linkedin.com/groups/What-do-you-think-is-37888%2ES%2E5830747378151350274?view=&srchtype=discussedNews&gid=37888&item=5830747378151350274&type=member&trk=eml-anet_dig-b_pd-ttl-cn&fromEmail=&ut=0gtNbxkC5uNC41

PMI. (2013). A Guide To The Project Management Body of Knowledge (PMBOK Guide) (5th Edition ed.). Newtown Square, Pennsylvania , USA: Project Management Institute.

Some Thoughts on Managing Troubled Projects

by Tan Kim Khim Roland, PMP, PPM

Introduction

Achieving project success is an exception rather than the norm.  PMI (PMI, 2013) reported that for organizations that reported a low Organizational Project Management Maturity Level, only 39%, 44% and 53% of their projects are delivered on time, within budget, and meeting their original business goal respectively.

Thus every project manager had definitely been involved in some unsuccessful or troubled projects during his or her career.  When such situation arises, what should a project manager do?  Accordingly to expert (Humphrey & Thomas, 2010, p. 147), a project manager has three choices ahead of him:

1. Keep plugging away and hope things will improve;
2. Look for another job; or
3. Try to fix the problem

Of course, the first two choices are unacceptable, as they do not help tackle the problem.  As a credible project practitioner, you must try to fix the problem.

Why Must You Fix The Problem?

As a professional, you should not run away from troubled projects.  Doing so is an irresponsible act of a project practitioner. We should try to fix the problem for the following reasons:

• We should be honest in reporting the status of the projectChapter 5 of PMI’s Code of Ethics stated that it is our duty to understand the truth and act in a truthful manner both in our communications and in our conduct.
• We should also be fair to our stakeholders. Chapter 4 of PMI’s Code of Ethics stated that we should make decisions and act impartially and objectively. Our conduct must be free from competing self-interest, prejudice, and favoritism. Running away from troubled project is a selfish act that is unfair to our stakeholders.
• If we are able to help salvage a trouble project, we will become credible and earn the trust of our stakeholders.

We are not alone in wanting to fix the troubled projects.  Our project customers will be our partners in tackling the problem.  This is because:

• They already know that there are problems in the projects;
• Our customers want solutions; not problems; and
• Our customers also want cooperation and collaboration instead of competition from us.

With these perspectives, project managers should demonstrate their bravery and lead the effort in restoring or salvaging trouble projects.

Managing Troubled Projects

The following are the principles of managing troubled projects:

 1.  Start your planning afresh

• Discard your old Baggage

Wherefore seeing we also are compassed about with so great a cloud of witnesses, let us lay aside every weight, and the sin which doth so easily beset us, and let us run with patience the race that is set before us.

Hebrews 12:1

As a case in point, one of my client engage my company to salvage a troubled Enterprise Resource Planning (ERP) project.  At first our consultants tried to understand the current project in order to identify what went wrong.  Very quickly we found that it was not the right thing to do as there was too much history and corporate politics involved.

We went back to the sponsor and explained to him that it would be better to re-do instead of to salvage the project as the later option might be costly and there is no guarantee of completing the projects.  After some persuasion, the sponsor agreed to our proposal of redoing the project by proposing a different solution that meets their corporate objectives.  The new project was planned and implementation of the solutions progress quickly thereafter.

• Do not look back

But his wife looked back from behind him, and she became a pillar of salt. 

Genesis 19:26

To discard an old baggage also means that you should not look back and be sentimental about what was done.  The consequences of clinging onto the old baggage are:

1. 1. You will not be able to focus on the project objectives. Admiring or whining about the good old days of previous project will not contribute towards project success.
   2. Your relationships with key stakeholders might be poisoned due to the old baggage. If your hand is full of the past, how can you receive new things?
   3. Isolate yourself with bitterness of the old project as these are stumbling blocks and obstacles for the implementation of your new projects.

 2.  Move forward

• Move quickly

And when the morning arose, then the angels hastened Lot, saying, Arise, take thy wife, and thy two daughters, which are here; lest thou be consumed in the iniquity of the city.

Genesis 19:15

As the client already had a previous bad experience, it is important to rebuild their confidence of your new proposed solutions.  You need to move fast and show some results as quickly as possible.  Following are some of the best practices to rebuilding client confidence:

1. • Break the project into multiple, manageable phases;
   • Preferably some agile methodology (such as SCRUM) should be used as it will also help to get user be more involved;
   • Time box each phase (or iteration if agile methodology is adopted) to be 3 months or less;
   • Score some quick-win as quickly as possible as this will boost clients’ confidence.

• Learn the Lesson

Brethren, I count not myself to have apprehended: but this one thing I do, forgetting those things which are behind, and reaching forth unto those things which are before

Philipians 3:13

Although we might want to forget about the troubled project, we should learn a few lessons from it too.  Actions needed are briefly stated below:

1. • Acknowledge the past and record the lessons learnt: the DO’s and the DON’Ts;
   • Complete the incomplete tasks and are necessary for the new solution;
   • Take responsibility for the present, not the past;
   • Close the chapter of the old project.

• Celebrate Success

And we know that all things work together for good to them that love God, to them who are the called according to his purpose.

Romans 8:28

At the end of the project, you should show gratitude to all the stakeholders of the project.  They, too, are part of the team that helps to achieve the objectives that are not achieved in the troubled project.  They bear the trials and tribulations with you and they should also have a share in the joyous celebration of project success.

Conclusion

When confronted with troubled project, one of the challenges for project manager is to assess whether it is worth salvaging.  This article offers a few tips in how to deal with projects that are beyond redemption.  It is also an important skill that a project manager should possess.

About the Author

Tan Kim Khim, Roland is the Founder and CEO of eEnterpriseOne Pte Ltd, an Oracle Gold Partner specializing in the implementation and support of Oracle-JD Edwards ERP Solution and Oracle Database in Singapore and Asia.

 A Certified IT Project Manager (CITPM) and a PMP, he was a Board Member of the PMI Singapore Chapter from 2001 to 2010. He co-organized the SPMI Symposium in 2009 and receives the SPMI Volunteers Award for Extroadinary Contribution in 2010.

An active member of the Singapore Computer Society, he currently holds the position as a Committee Member of the “Supply Chain Management” SCM Interest Group, formed to promote the professionalism and interests of professionals in the SCM Industry.

Socially, he was involved in grass-root activities for over 25 years during his younger days from 1968 to 1995. He was awarded the Public Service Award (PPM) by the then President of Singapore in 1982.

Works Cited

PMI. (2013). PMI's Pulse of The Profession: Driving Success in Challenging Time. Project Management Institute. Newtown Square: Project Management Institute.