“Things Can Change Overnight” (WTC Video Compiled by Glenn Herman)

I used elements from two videos available on YouTube in order to make this one. I find the juxtaposition of the very early 80s soundtrack with the footage to capture my remembrances of the downtown NYC scene back in the day as well as acting as a conduit to the future state of the WTC property. My respects to all the people who made the original, as well as the new, WTC a reality.

The source material for the original WTC was uploaded by Kay1988SN here:

The source for the new WTC complex as executed by the Silverstein Property Company was uploaded by anapszerelmese and can be found here:

The song “Things Can Change Overnight” was composed by Sparks and sung by Adele Bertei for the “Bad Manners” film soundtrack (1984). This song has NEVER been commercially available in any form.

I hope this video finds you in a “future” state of mind – even a 1980s “future” state of mind!

Glenn Herman, October 2013

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IBM now employs more workers in India than US (As I Predicted Over 10 Years Ago)

IBM now employs more workers in India than US

IBM Corporate Headquarters in Armonk, NY

Photo: Getty Images


The sun is rising in India for America’s outsourced jobs.

But it’s a bad sign for New York’s dwindling middle-class workforce, say labor analysts.

New York’s labor markets are in convulsions as American employers ship more well-paid jobs to lower-cost countries like Mexico, the Philippines, China and India — where IBM, culling 747 jobs from the Empire State, has achieved landmark status. It now employs more workers in India than in the US, according to a leaked IBM document reviewed by The Post. The average IBM pay in India is $17,000, compared with $100,000 for a senior IT specialist in the US.

Big Blue’s eradication of these New York jobs in the Hudson Valley — part of a brutal package of 3,300 IBM cuts in North America — is the latest sign by US employers of growing their bottom line by replacing higher-cost labor with cheaper workers abroad, labor analysts say.

Those fears were raised again this week. Pharmaceutical giant Merck of Whitehouse Station, NJ, announced it would cut its worldwide 81,000 head count by 20 percent, with 16,000 jobs already earmarked.

The US has seen a net loss of 5.7 million manufacturing jobs since 1998, according to the Economic Policy Institute (EPI). The gaping trade deficit with China alone “displaced” 2.7 million US workers between 2001 and 2011, the EPI’s Robert Scott says.

New York state lost some 100,000 manufacturing jobs in the last five years. And the recovery of all the local jobs lost during the Great Recession is masked by thousands of new, lower-paid jobs with reduced benefits.

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Introduction to PM: What’s So Great About Project Management? (Video)

OK, so you’ve heard of project management. But what’s so great about it? Greg Balestrero (Strategic Advisor on Corporate Consciousness, Leadership & Sustainability, IIL) shares some of project management’s key concepts, how it’s used, and why it should matter to you.

Contact learning@iil.com to find out how this video can be customized for your organization. This is an IIL Media Production. http://www.iil.com

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Learn about Project Management Processes in Project Management Fundamentals (Video)

This video discusses:
• Process Groups
• Knowledge Areas
• Interactions and Relationships

This video is part of the Project Management Fundamentals course where you will learn to apply sound project management practices to your projects and organization by understanding the fundamentals, standards, and processes of project management. You will also identify the processes and knowledge requirements for initiating, planning, executing, monitoring, controlling, and closing projects or phases.
Every hour of learning equals one PDU and as a GoGogh member your transcript provides all the documentation you need to support the process.

Course Prerequisites:

Course Objectives:
As a result of taking this project management course, you will be able to:
• Recognize and understand how project management concepts, methodologies, and theories are used for successful project completion.
• Apply project management processes and standards to your projects and organization.
• Understand how the five process groups, nine knowledge areas, and forty-two processes interact with each other and the project environment.
• Identify your strengths and weakness in project management as it relates to the twelve chapters in “A Guide to the Project Management Body of Knowledge” (PMBOK® Guide) Fourth Edition.
http://www.gogotraining.com, 877-546-4446

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The Titanic – Project Management Blunders (Video)

This mini documentary covers the story of the White Star project for the three Olympic-class luxury mega ships (Olympic, Titanic, and Britannic). It examines all the phases of the project (initiation, planning, design, construction, testing, implementation & operations) using the modern lens of the Project Management Body of Knowledge (PMBoK). In particular, the 10 month period from Olympic’s maiden voyage through to her collision with HMS Hawke, and the substantial impact on the project completing Titanic. White Star deemed Olympic’s nine month track record adequate for launching an almost identical sister ship straight into service without adequate sea trials.

The project team had a very good understanding of the problems facing White Star, an appreciation of the evolving customer needs, a solid vision, a superlative business case, the right supplier partnership (with ship-builder Harland and Wolff), good stakeholder relationships, and full approval to invest in new emerging technologies to create a luxury liner. But as in all projects there were competing objectives. Bruce Ismay wanted to create the ultimate passenger (first class) experience and anything that interfered with this he pushed back on. For example, he pushed the project architects to make compromises with the safety features which they did because they believed the aggregated effect of the combined safety features would still protect the ships. There is much truth in this but an arrogant view evolved that these ships were equivalent to huge lifeboats. The project team fell into a group think. Such was the confidence in the safety of the ships that by the end of the fitting-out phase there was a belief that no scenario would cause the ships to founder. Even though the ships were compromised a perception grew around the project that these perfect ships were unsinkable.

As much planning and thought went into the project’s marketing plan as did for the project management plan. Ismay’s project communication and marketing campaign was brilliant. Both the maiden voyages for Olympic and Titanic were hyped to be “the social and media events of the 1911 and 1912,” the ultimate crossing experiences. The marketing message was clear – if you were someone of prestige in Western society then you had to be aboard for the maiden voyage. This explains why 53 millionaires were on board Titanic who bought into the hype that man had conquered nature with these technology marvels.

On April 19th 1912 (5 days after the disaster) U.S. Senator Rayner wrote to the New York Times that:
“had Titanic been an American ship subject to our criminal procedure they [White Star Line owners] would be convicted of man-slaughter or even murder.”

But Titanic was an American ship, yet the U.S. inquiry seemed to skirt around it. White Star owner J.P. Morgan should have been put in the dock, and White Star Chairman Bruce Ismay should have been convicted of man-slaughter.

This mini documentary is based on the book Project Management Blunders – Titanic Lessons from the Project that Built, Launched and Sunk Titanic (New Edition). The book covers all aspects of inadequate project management that can lead to project failures (or disasters) to name a few, meddling stakeholders (Ismay), different agendas, compromises, a rushed job, more compromises, changes late in the project, improper testing, and a poor implementation. This is where the biggest learning lessons are for projects today.

This mini documentary is also a primer for a Lessons-from-History workshop titled:
“Managing Projects in the Face of Meddling Stakeholders.”
The workshop explores the complex process of gathering requirements, and the difficulties in managing principal stakeholders through the requirements process, where they can unwittingly compromise the project.


CBC News Interview:

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