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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.

Rhetoric can backfire

One of the more interesting communication backfires of the last few weeks has been the widespread reaction to the Australian government’s chief business adviser, Maurice Newman’s ‘opinion piece’ in the The Australian newspaper: ‘We’re ill-prepared if the iceman cometh’. The construct of the article uses two rhetorical ploys that can …

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Stakeholder Management from the perspective of Sun Tzu

Sun Tzu wrote The Art of War nearly 2500 years ago; his ideas have been widely translated and are regularly used as a guide for management thinking.  This post will take a different perspective, ‘Sun Tzu and the art of stakeholder engagement’! After all “The greatest victory is that which …

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Perspectives on time!

Have you ever wondered why some people are always late for meetings or why some people get upset when you are late but others don’t worry too much?? The chances are you are dealing with people who see time differently. For some, time flows from the future into the present …

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The three types of stakeholder communication

I touched on the subject of the fundamentally different types of communication needed to create a successful project outcome in a post earlier this month (read the post). The amount of feedback the post received, many people misunderstanding one of the key ideas and some reflection suggest a focused article …

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The power of Happiness

Everyone talks about motivation, work-life balance and developing a productive team, only a few realise the importance of ‘happiness’ within this equation. This post will look at a measureable change in team performance created by a change in emphasis by ‘management’ to bring a sense of fun back into a …

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What you measure is what you get!

Communication occurs at many levels and the result of any one communication is based on what the receiver perceives as important[1]. Asking questions can be a very effective way of communicating and influencing stakeholders[2], but asking the wrong questions can easily be the cause of undesirable outcomes; care is needed! …

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What is the value of value?

The PMBOK® Guide 5th Edition recognizes the importance of organizations realizing value from their investment in a project. But what exactly is ‘value’?  The PMBOK® Guide (1.6) suggests value is a concept that is unique to each organization and encompasses the total sum of all tangible and intangible ‘value elements’. …

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Know when to lose

“Affairs are easier of entrance than of exit, and it is but common prudence to see our way out before we venture in” (Aesop 620 BC-560 BC). Projects are an arena that can be fraught with conflict. Disputes and ‘fights’ of all types occur, ranging from $million claims, through many …

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Dealing with difficult people

Your ability to successfully contribute to a project team depends a lot on your ability to relate effectively to people. Managing relationships is the core to managing; managing your managers, managing your team and managing other stakeholders. There are no neutral relationships; every relationship you have influences you and can …

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Managing Stakeholder Attitudes

This post will look at the various dimensions of a stakeholders ‘attitude’ towards you and your project and how these will influence the project’s chance of success. Attitude is derived from perceptions, in this context the stakeholder’s perception of the project and how its outcomes will affect the stakeholder’s interests. …

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