Publications

Harvard Business Review
Cambridge - USA - 2019

How Blockchain Will Change Construction

Blockchain technology is among the most disruptive forces of the past decade. Its power to record, enable, and secure huge numbers and varieties of transactions raises an intriguing question: Can the same distributed ledger technology that powers bitcoin also enable better execution of strategic projects in a conservative sector like construction, involving large teams of contractors and subcontractors and an abundance of building codes, safety regulations, and standards?

Publications

SSRN
Rochester - USA - 2019

Blockchain and the Chief Strategy Officer: How Distributed Ledger Technology Will Change Strategy Design and Delivery

This research looks at blockchain technology’s impact on enterprise strategy and the role of the chief strategy officer. It discusses new elements of strategic design and delivery—shared ledgers, smart contracts, and tokenized assets—and develops the concept of strategic liquidity, the degree to which an enterprise can maneuver in a competitive environment and dynamically reallocate resources and access capabilities. 

Publications

Blockchain Research Institute
Toronto - Canada - 2019

Blockchain and the Project Management Office

This project takes a deep dive into the current state of project management and identifies key areas for improvement. It discusses five key areas where blockchain technology can improve project management including storing of digital records, exchanging digital assets, reinforcing and verifying proper stakeholder behavior, building reputation systems, and executing smart contracts. It presents case studies of enterprises that are currently deploying blockchain to improve project management, including which activities are suitable (or not suitable).

Publications

London School of Economics Business Review
London – United Kingdom – 2018

Chief Strategy Officer Playbook
London – United Kingdom – 2019

Ten Questions to Help you Turn Strategy into Reality

Sustainable growth depends on delivering the right strategies the right way. Yet this is something that organisations appear ill-equipped to do. Our work at the Brightline Initiative is examining what causes the gap between strategy and implementation and how it can be closed. Our research suggests that business leaders need to answer ten key questions for their strategies to more effectively make the leap from design to delivery.

Publications

Rotman Management Magazine
Toronto – Canada – 2018

The Innovator’s Mindset: Radical Can-Do

When business leaders are quizzed about what it takes to succeed today, they tend to suggest the usual suspects. Innovation is one constant refrain. But, look around. While radical innovation is a common aspiration, incremental innovation is the more frequent reality. Very few products or services are truly innovative.

Publications

Strategy@Work: From design to delivery
Thinkers50 - London – United Kingdom – 2017

Great Strategies Need Great Delivery: The 10 Principles of Implementation Excellence

Every CEO or leader is accountable for overseeing strategy design and delivery in his or her organization. Leaders also recognize that strategy implementation excellence is central to the organization’s sustainable growth and prosperity. Yet most strategic initiatives fail because of flawed implementation, at great cost in time and resources.

Publications

PMI Global Congress 2015 – North America
Orlando – Florida – USA – 2015

Applying Neural Networks and Analogous Estimating to Determine the Project Budget

This paper aims to discuss the use of the Artificial Neural Networks (ANN) to model aspects of the project budget where traditional algorithms and formulas are not available or not easy to apply. Neural networks use a process analogous to the human brain, where a training component takes place with existing data and subsequently, a trained neural network becomes an “expert” in the category of information it has been given to analyse. This “expert” can then be used to provide projections given new situations based on an adaptive learning.

Publications

PMI Global Congress 2015 – EMEA
London – United Kingdom – 2015

AACE 2015 Annual Meeting
Las Vegas – United States – 2015

Modelling Line of Balance Schedules with Start-Finish Relationships

The use of the Line of Balance Scheduling Method has been increasing, especially on the construction industry companies of Brazil, Finland and Australia. The method addresses to the particularities of construction projects more effectively than the Critical Path Method does. In order to model the schedule, the paper demonstrates the “start-finish” relation and its contributions for the two approaches for the modelling: Network and Linear Scheduling Approach.

Publications

PMI Global Congress 2014 – North America
Phoenix – Arizona - USA – 2014

2015 AACE International Annual Congress
Las Vegas – Nevada - USA – 2015

Sustainability Marker to Support the Project Selection Process: the UNOPS Case

The objective of this paper is to present a non-conventional approach that is being currently implemented at the United Nations Office for Project Services, when selecting new projects globally, in order to include, as project selection criteria, social, environmental and economic sustainability aspects in humanitarian and development projects.

Publications

PMI Global Congress 2013 – North America
New Orleans – Louisiana – USA – 2013

PMO Summit Brazil
Rio de Janeiro – RJ – Brazil – 2012

Determining the Mathematical ROI of a Project Management Office (PMO) Implementation

The objective of this paper is to present, discuss and apply a mathematical model based on the use of Monte Carlo simulation in conjunction with researches on project success/failure rates of projects to develop a 10 step model to calculate the mathematical return on investment (ROI) for the Project Office implementation.

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