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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.

Valuing Soft Skills

The project management community and the wider business community are becoming increasingly aware of the importance of soft skills. However, being aware of their importance and investing in developing improved capabilities are different.  Before most organisations (and individuals) will invest in developing improved soft-skill capabilities, their value needs to be …

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Are your stakeholders biased?

The short answer to this is question is ‘Yes’; and to make matters worse, your opinion of your stakeholders, your team and yourself are also affected by bias. Complete objectivity is nearly impossible to achieve especially in the realm of stakeholder, and other interpersonal, relationships. We are all innately biased, …

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Creating value from change

There is a steadily increasing focus within organisations on managing change and maximising the opportunities change is supposed to generate through realised benefits and value creation.  The question this post asks is ‘What are the responsibilities of the project manager when it comes to managing these changes?’ In part, the …

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Level 5 Leadership

A Level 5 Leader (L5L) is an individual who blends extreme personal humility with intense professional will. The characteristics and success of these leaders were first identified by Jim Collins in 2001 and formed a central plank in his best selling book, ‘From Good to Great’. The Level 5 discovery …

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Fairs Fair

Particularly when you have to deliver bad news to a person, the processes you use are at least as important as the decision you have made. The car manufacturing industry in my home town of Melbourne Australia is in the process of ceasing manufacture and moving to an importing business …

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Problems, conflicts and decisions

Whilst frequently treated as separate topics, conflict management, problem solving and decision making are interrelated and all are focused on achieving the best possible outcome. In an ideal world there would always be sufficient information and rational maturity to treat everything as a problem and apply the following steps to …

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Eliminating the fear factor

The PMBOK® Guide and most modern management texts emphasise the importance of leadership and motivation over directive control.  This is for a very good reason, as modern management evolved during the Industrial Revolution, the function of most workers was to ‘man the equipment’ to literally keep the wheels of industry …

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Why are they (you) fighting?

Most issues and points of difference and even bad events are resolved without conflict.  Negotiation, discussion and helpful 3rd party input resolve the issue. Even when the issue is stressful and damaging (eg someone runs into your car…) most of the time people deal with the situation without descending into …

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Project Reports and the PMBOK

One of the less well understood parts of the PMBOK® Guide 5th Edition has been the significant refinement in the way project data is transformed into useful project reports; mainly due to the distributed information.  This short article will map the flow. The starting point is Chapter 3.8 – Project …

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