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Lynda Bourne

Lynda is Director of Training with Mosaic Project Services focusing on the delivery of CAPM, PMP, Stakeholder Circle® and other project related workshops, training and mentoring services. She is also the CEO of Stakeholder Management Pty Ltd. She was the first student to gain a Doctorate in Project Management from the RMIT University and has extensive experience as a Senior Project Manager and Project Director specialising in delivery of IT and other business-related projects within the telecomms sector.

Not knowing is no longer an option

A number of recent examples from the corporate arena illustrate that being oblivious to unethical or illegal behaviour happening within an organization is not an acceptable excuse for allowing it to occur. Leaders will be held responsible – even when they claim to have no knowledge of the situation. A …

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Data to Wisdom – Creating and Managing Knowledge

PMI is placing an increased emphasis on the effective management of knowledge in the 6th Edition of the PMBOK (to be published in Sept. 2017) that builds on the foundations laid in the 5th Edition.  While there are many aspects of effective knowledge management this post looks at the foundations …

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Are you a decisive or a divisive decision maker??

Every manager and leader has to make decisions – good ones make the right decisions most of the time.  However, the way decisions are made and communicated can either lead to division and discord or to understanding and a commitment to making the decision ‘stick’. Divisive Decision Makers Divisive decision …

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How to influence others

A while ago I posted on influencing without authority, that post looked at building credibility and ‘currency’ to trade for the support and help you need.  Those ideas buy you a seat at the table but how much influence you exert in any given situation largely depends on how effective …

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Sustainable project management

Project management association members and credential holders have an obligation act sustainably.  For example, PMI’s Code of Ethics and Professional Conduct (2.2.1) asks us ‘as practitioners in the global project management community to make decisions and take actions based on the best interests of society, public safety, and the environment.’   …

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Make Your Steering Committee Effective

Far too many sponsors, executives and project managers waste far too much time in ineffective steering committee meetings or ‘project/program control board’ meetings (both referred to as PCB in this post).  A huge saving in waste and its associated costs can easily be achieved. The first key question for the …

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Professional project management (Part 2)

managing project resources

In the first part of this two-part series, I looked at the diverse nature of ‘a project’ across different organisations and as a consequence, project management within those organisations.  This post seeks to define the key elements of ‘project management’ and then understand how the concept of professionalism can be …

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Professional project management (Part 1)

The project management associations worldwide are at the forefront of the push to have project management recognised as a profession, but what does professional project management look like?  To answer this question we first need to understand the project a project manager is managing…… The PMBOK® Guide 5th Edition defines …

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Rewarding your team

In The Power of Happiness, I suggested a ‘happy team’ was more likely to be an outcome of a motivated team, than something you can work to achieve in isolation. This post looks at some of the key elements a leader can use to develop a motivated and committed team …

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Practical Stakeholder Engagement

As we all know the problem with good practice is it slowly slips away as we respond to time pressures and expediency and bad habits take root. We know what’s supposed to be done but settle for a comfortable second best until it’s too late.  Well, this is a New …

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