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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.

Using Project Controls for Effect

Describing scheduling, Earned Value and financial management as ‘project controls’ is, I would suggest dangerous!  The steering mechanism on a car is a control system, you move the steering wheel and the front wheels turn; and if the car is in motion its direction of travel is altered. Control systems …

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How to Suffer Successfully

How to Suffer Successfully, is the title of chapter four in Alain de Botton’s first book of philosophy, How Proust Can Change Your Life. The same idea is the theme of The Adversity Paradox by J. Barry Griswell and Bob Jennings. The Adversity Paradox is full of inspiring examples of …

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Valuing Project Procedures

I am frequently asked to quantify the value of improving an organisation’s stakeholder management capabilities or how to establish the ROI for a new PMO. Whilst these questions are sensible they are nearly impossible to answer. Certainly there are strong indicators of the value generated by an effective PMO, this …

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Stakeholder Management or Customer Service?

Customer service is part of stakeholder management that is frequently overlooked.  Most projects develop a list of stakeholder as part of their communication planning include customers, clients or ‘end users’ in the list and then get on with the work of the project. However, if you think about your own …

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Stakeholder Management Maturity

Ethical management and corporate governance are about balancing the competing needs of all of the organisations stakeholders, balancing long and short term goals and being socially responsible (CSR or Corporate Social Responsibility). The good news is empirical studies consistently show organisations that focus on these objectives also consistently out perform …

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The costs of quality in communication

Quality was defined by Juran as fit for purpose, this elegant definition applies equally to the quality of your management processes and information as it does to your production processes and project deliverables.  Much is written about producing quality deliverables (products): this column looks at the cost of quality in …

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Change is hard!

The purpose of undertaking a business change activity is to have the new processes used so as to create value! Value can be measured in many different ways, improved quality or safety, reduced effort or errors, increased profits or achieving regulatory compliance; the measure is not important, what matters is …

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Communicating for effect

There is absolutely no point in communicating with someone if you do not want an effect! The effect you are seeking can vary dramatically; you may want the person to do something, stop doing something, feel happier or more supportive or even feel worried or concerned. The starting point in …

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