Projects and programs are undertaken to enable an organisation to achieve part of its strategy, usually by creating new or better ways of working. The fundamental reason any organisation chooses to undergo this type of change in its operations is to realise or create ‘value’ for some or all of its stakeholders. Project managers are […]
In my post Creating Value from Change I looked at the difference between project change control and organisational change management: Project change control is described in the PMBOK® Guide and focused on managing changes to the projects deliverables to meet the requirements of stakeholders. The process is controlled by the project manager, although authority to
Everyone is talking about change Read More »
Just as each project is unique, so is each of its stakeholders! Whether as individuals, groups or organizations, every stakeholder, and every stakeholder community has a unique and evolving set of cultures, expectations and perceptions. To effectively engage with, and influence, this diverse community the traditional approach to project communications of regular reports and other
Targeted communication – the key to effective stakeholder engagement Read More »
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 demonstrated. A recent report prepared
Valuing Soft Skills Read More »
All businesses will go through some form of crisis at least once in their lifetime. How the business comes through this is very much to do with the management style of those in charge. A great manager will be able to inspire a team through any difficulties and enable them to come through the other
Leading your team through a period of crisis – the mark of a good manager? Read More »
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 derived from a research project
Level 5 Leadership Read More »
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 reach the optimum solution: Investigate
Problems, conflicts and decisions Read More »
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 turning. In the 21st century,
Eliminating the fear factor Read More »
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 acrimony. But at other times
Why are they (you) fighting? Read More »
This question was recently asked in a LinkedIn forum. It went on to say that Maslow was ‘disproven in the 1950s’ so we should not continue to teach it. In case you didn’t know. Maslow’s ‘hierarchy of needs’ is a theory of motivation published by Abraham Maslow in 1943. It was never based on any
Why do we still teach Maslow? Read More »
