With nearly four decades in civil services, M.A.N Siddique has worked both in the field and in the secretariat. Siddique has pioneered several key initiatives in education, farming and the overall development of the communities he has served.
One of the biggest banes to accelerated urbanization is the heavy load on the infrastructure not designed to cater to the surge in population. Dhaka is no exception. To solve the problem of traffic congestion, the government needed an answer that was effective as well as sustainable.
The Dhaka Mass Rapid Transit (MRT) project was thus given the green light, the first phase of which was inaugurated in December 2022, with a total of six MRT rail lines to be opened soon.
In his keynote address, Siddique delved into the potential impact of such a massive undertaking and some of the challenges the organization had to overcome. The most significant impact would be easing traffic congestion. Since the trains and the stations will be powered by electricity, it will also reduce the use of fossil fuels and give Dhaka a greener alternative. Moreover, a greater number of people will be able to commute to work faster, thus improving their productivity. Siddique said, “The entire project has also opened up employment opportunities, with an estimated 12,000 jobs for graduate engineers in the pipeline, as the project rolls forward.”
DMTCL intends to open four station plazas for each MRT line, opening up new business opportunities for residents. In addition, the project has also ensured that people with special mobility needs will have easy access to the MRT.
With an anticipated daily saving of BDT 83.8 million in travel costs and BDT 1.8 million in vehicle operating costs, this project is a beacon of hope for the entire city of Dhaka.
Ben Breen has played a pivotal role in transforming the project landscape in the Asia Pacific region. He has worked on numerous high-profile projects, including iconic developments like Marina Bay Sands in Singapore. Breen has founded and led project management and design companies and helped them grow and develop into best-in-class providers.
Is construction project management prepared to meet the rising demand and execute projects of the highest quality? Ben Breen shared his experiences and challenges he faced while delivering prominent projects like the Marina Bay Sands (MBS) hotel, casino and premium shopping destination in Singapore. He provided examples of how integrating the PMI Construction Professional program concepts can improve project delivery.
He pointed out several pain points that hampered the progress of the MBS project. Communication emerged as the primary issue involving numerous stakeholders with multiple changes from different parties. Some other key challenges included poor scope and change order management, interface management, risk management, verbal change orders and multiple stakeholders with differing opinions. He said, “Every single project will inevitably face some sort of change. It is the degree of managing that change that becomes crucial. It is important to learn how to say ‘no.’”
Breen explained how the Construction Professional in Built Environment Projects (PMI-CP)™ certification, a new offering by PMI, guides project managers in adopting the best available methodologies and practices to improve project outcomes in construction projects. For example, the certification will enable project managers to better understand how scope change impacts a project or how to design a blueprint for a project’s scope and governance process. He stressed that the cutting-edge course content, developed by industry experts, benefits organizations in terms of efficiency gains, profitability and sustainability of their projects.
When it comes to implementing and utilizing technology, the construction industry lags far behind other industries. “Data is at the center of all emerging technologies. The next big thing is unleashing the power of data and harnessing it for the advantages of future projects,” he added.
Lee R. Lambert has over 50 years of project management experience and is a PMI Fellow. Lambert is a past president of PMI’s Central Ohio chapter and was one of the founders of the Project Management Institute’s Project Management Professional (PMP)® credential.
“Everything is a project and, thus, everyone is a project manager,” said Lee Lambert during his 30-minute presentation that was replete with insights and stories from his journey of over 50 years. During his keynote address, Lambert spoke about the immense potential of project management as a profession and shared an anecdote about his unsuccessful stint in engineering at the start of his career and his subsequent foray into project management. It not only opened new doors but also helped him discover his goal in life.
Lambert recalled how the Project Management Professional (PMP)® certification program started way back in 1981 with an initial working group of five members. However, circumstances took a turn when four members passed away. He was the last man standing with the responsibility to make decisions on his own.
Talking about the growth of the PMP certification, he said are now 1.5 million certified project management professionals. This achievement has also generated substantial funds that have supported PMI’s progress and operations. Thus, PMI can initiate various projects and enact change efficiently. PMI, along with the PMP®, has gained significant prominence in the field.
Having observed the project management industry up close, he emphasized that project management offers numerous options, and none of them are hard or challenging. It doesn’t require the complexity of brain surgery. Instead, one should approach it with a simple mindset and the determination to do the right thing. Once you have a firm understanding of the fundamentals of project management, you can apply them to any situation.
Lambert urged the project managers to remain relevant and updated and constantly upgrade their skill set, commonly known as ‘upskilling.’ It is crucial to keep abreast of ever-changing technology. As they progress in this dynamic process, project managers need to understand the systems they work with and the methodologies they employ. They must pay close attention to industry updates and developments and be adaptable to technological advancements.
Geetha Gopal, a PMI Future 50 awardee, leads operations, projects, sales, IT, partnerships and customer relations. Based in Singapore, she has experience in several fields including AI, IT infrastructure and digital transformation. Gopal credits her PMP® certification for much of her confidence and success.
We are witnessing unprecedented advancements in technology, which have completely transformed the way businesses operate. Artificial intelligence (AI) has taken over the imagination of professionals and has become a topic of speculation across organizations the world over. Today, there are plenty of AI tools available that can be easily integrated into existing systems to enhance outcomes. Project managers need to understand the challenges and opportunities of using AI tools in project management.
AI can be integrated into project management in many ways, including predictive analytics, task automation, resource optimization, collaborative communication and risk management. However, project managers must also be aware that an over-dependence on AI will lead to concerns over security and ethics. Gopal also stressed the need for national governments to install different practices and policies to protect the interests of their citizens.
Delving into the need for the human touch, Gopal said, “The human element is crucial when it comes to expertise, judgment, decision-making, creativity, empathy, ethics and values, communication and negotiation and making a personal connection.” These factors are invaluable when it comes to the success of a project and cannot be overemphasized.
The bottom line is that AI will not replace project managers in totality. But the best way forward is to embrace AI and integrate it to create intelligent and informed decisions for greater efficiency and productivity in project management.
Russell T. Ahmed is the founder and CEO of CLASSTUNE, the leading EdTech company in Bangladesh. He is also the CEO of Team Creative, a system integration company engaged in various eGovernance and other projects. Ahmed is currently the president of the Bangladesh Association of Software and Information Services (BASIS), the Apex ICT Trade Association in Bangladesh.
“Your hunger for growth determines how big you are or you become,” said Russell T. Ahmed, as a parting comment to the audience. His talk was a powerful mix of insights from a deeply inspiring personal journey, an understanding of the Bangladesh talent pool and opportunities across the globe. He has a vision for a country that is not afraid of ‘brain drain,’ but is more focused on nurturing those who remain in the country, which number 170,000,000. He said organizational growth is, to a large extent, a product of research and analysis of the domestic talent pool against the shifting dynamics of the global offshoring industry. His insights were a testament to the global need for project managers. Replete with anecdotes, his talk provided an up-close look at the country’s transition from Digital to Smart Bangladesh. The insights came from his experience of helming IT and IT enabled service (ITES) companies, and involvement in policy advocacy and policy-making. Beside heading BASIS, an apex trade body for the software and IT-enabled service industry, he has been a panelist on the Prime Minister’s vision of a Digital Bangladesh.
Ahmed opined Bangladesh has what it takes to compete with fast-growing ITES hubs such as the Phillippines, Vietnam, Estonia and Turkey. In the era of cost optimization, he believes Bangladesh must focus on “under committing and over delivering,” rather than focusing on cost arbitrage alone. He also shared his “3X3 formula for inclusive growth.” The first column is about taking action, collaboratively, between governments, industry and academia; and the second column is about research and development, industry promotion and HR development. He believes Bangladesh can foster a billion-dollar industry using the resources it already has, without getting into advanced technologies such as robotics and artificial intelligence.
Abu Sayeed Md. Masud is a visionary engineer who has accomplished many nationally recognized projects in Bangladesh during his service such as the Padma Multipurpose Bridge Project and the Padma Bridge Rail Link Project. He was also responsible for leading the execution of the Hatirjheel project. As a civil engineer in the Bangladesh Army, he led the first-ever multi loop overpass construction in Bangladesh.
Incorporating artificial intelligence or project management tools does not guarantee desired outcomes. Abu Sayeed Md. Masud spoke about the limitations that come with relying solely on technical solutions and dwelled on the significance of approaching every project with genuine passion and enthusiasm. For project managers to achieve remarkable outcomes, it is crucial for them to invest their heart and soul into the project.
A project manager must possess the intelligence and ability to handle responsibilities effectively. Masud highlighted three key aspects related to PMI principles of project management, such as leadership, technical project management and strategic business management, which are essential for project success.
Speaking about the progress made by the Bangladesh Army, he highlighted how they began with smaller initiatives and gradually took on significant national projects, showcasing their potential for achieving remarkable results. He emphasized the sincere efforts and dedication of the army in overseeing these projects, which contributed to their success.
He also acknowledged that they faced numerous challenges, which hindered the project’s progress. However, the implementation of army procedures and the involvement of senior leadership helped overcome these obstacles.
Masud also said it is important for project managers to focus on the environmental aspect of their projects. He spoke about implementing social mitigation measures while effectively addressing the legal issues in his projects. On legal challenges, he said it is important to engage with stakeholders at all times.
Farah Kabir is a renowned human rights activist and author, who is passionate about helping underserved communities. She was the chair of the global board of the Global Network of Disaster Risk Reduction, a board member of Climate Action Network South Asia and a member of the advisory committee of Bangladesh’s NDA to the Green Climate Fund.
ActionAid Bangladesh runs several projects serving underprivileged communities in Bangladesh. Each of these projects has its own challenges. They need creativity and innovation to find solutions and deliver desired outcomes. The inception of one such project started when Cyclone Sidr hit the coastal areas of Bangladesh in 2007, leaving many homes destroyed. The area is no stranger to such destructive weather events and the fishing communities were again left without homes and basic amenities. Shelters had been rebuilt in the past as well, but they were not designed to withstand the next onslaught of stormy weather.
ActionAid volunteers, led by Kabir, realized that this was a project that had to be tackled differently. They went to the root of the problem and understood what was required was a resilient shelter design. The obstacles were many, from convincing the local communities to tackling bureaucratic red tape, generating the required funds and much more.
However, the project finally reached fruition and the local community received resilient shelters, located away from the embankment. This project has now become the benchmark for many such initiatives creating shelters by the government. Kabir hopes that, in the future, there will be more creativity, innovation, technology and networking for such projects because it changes the lives of the communities.
A conversation with Nigar Sultana Joty and Marufa Akter, members of the Bangladesh Women’s Cricket Team, and moderated by Quazi Sabir, founder of Khelbei Bangladesh.
“It is not the usual rags to riches story, but a journey from plowing the paddy fields in Bangladesh to claiming important wickets on South African soil. This is the most extraordinary rise of Marufa Akter,” said Quazi Sabir in his introduction of the bowler.
What followed was an electrifying conversation around leadership, on and off the field, coupled with insights into a variety of skills that are needed to turn the results in one’s favor. Sabir used the opportunity to draw a parallel between leadership under pressure and project management. Reflecting on her time on the field, Joty spoke about the need to develop a sense of calm, logical reasoning and trust in order to succeed under pressure. She believes that trust is an important building block for leadership. “It all begins with how much trust you can put in your players and the amount of trust they, in turn, invest in you,” she said.
Joty compared a cricket match with a project, saying preparations begin with a plan. As the captain, it fell upon her to not only chalk action plans for each player but also communicate them as effectively as possible to the team. When asked whether she made instant decisions with her heart or head, she said it would always be the head. Elaborating on it, she said logical thinking is always more rewarding than emotional decisions.
When asked about her idol, Aktar spoke of Indian cricketer, Hardik Pandya. She aspires to play Indian Premier League for cricket someday and hopes to meet him. Both speakers agreed that great leaders are key to a successful team.
Md. Ziaul Haque Bhuiyan is the chief of staff of the largest startup in Bangladesh. He holds the 2023 National President position of JCI, Bangladesh. He has been a member of JCI since 2013.
ShopUp, a full-stack, business-tobusiness commerce platform, has so far raised US$200 million in equity and secured US$30 million in debt financing, thus becoming one of the largest startups in Bangladesh. Md. Ziaul Haque Bhuiyan often fields questions from entrepreneurs and others in the startup world on how ShopUp evolved and remained resilient even in unprecedented times. During his talk, he listed funding sources and methods that aid in fundraising.
Shedding light on an incubation program, he said the program grooms and trains entrepreneurs and helps connect them with potential ecosystem partners and investors. It facilitates the process of developing a new business. He also touched upon funding through venture capitalists that usually sponsor companies that have reached a certain level of scale. Incubation programs are a great way for startup founders to connect with funding and business leads to help them access capital and grow the business.
He outlined factors that lead to startups failing to meet funding criteria. One important factor is they do not prioritize project management approaches and streamline processes. He said, “Building a startup does not mean following no rules and regulations, and doing whatever I want. When you are operating on a small scale, you may be able to do that. But, when scalability becomes necessary, one needs to adopt project management principles. Otherwise, it will lead to failure.”