Reporting and communicating are not the same! Sending out information has very little to do with effective communication. Unfortunately, many project communication plans are simply a schedule for the distribution of project reports, and whilst this is a potentially useful activity, it contributes very little to the overall success of the project. Communicating effectively with […]
Reporting is not Communicating Read More »
Albert Einstein summarized the problem nicely: The major problem in communication is the illusion that it has occurred. Making a noise or sending emails is not communication, communication is a two way process to build a common understanding. Without understanding it is impossible to agree, disagree or resolve anything. Lewis Carroll considered communication in Through
Have we communicated? Read More »
Contrary to common practise, project recovery is not about stopping everything to undertake a review and restructure, rather, it requires the right blend of corrective-action and current focus to maintain momentum, but can only be initiated once it has buy-in from key stakeholders. LOC Consulting’s Peter Osborne argues that a tactical approach to a recovery
Leadership in project management is ranked as the top competency for a project management professional today*. The challenge our industry now faces is just how project leadership can be defined, assessed and measured in a meaningful way. Today Arras People launched a pilot project with Goldsmiths College, London and Global Project Leaders Ltd to find
Project Leadership Assessment – Pilot Launched Read More »
The greatest challenge facing project management in the 21st Century is managing the shift from the ‘command and control’ paradigm based in the theories of ‘scientific management’ developed in the early 20th Century to a recognition of the inherent uncertainty and complexity involved in managing every project, and in particular, projects focused on the outputs
Stakeholders and Complexity Read More »
Given the final draft of ISO 21500, A Guide to Project Management will be voted on by the international community over the next couple of months, my question is does the emergence of an international standard, and the internationalisation of other standards including the dozen or more translations of the PMBOK® Guide mean project management
Is PM a Standard or a Cultural Process? Read More »
Project success is directly linked to a project manager’s ability to effectively identify and manage stakeholder’s expectations. It’s therefore helpful to understand what makes a stakeholder! These days it seems as if everyone is talking about stakeholders, is a stakeholder, or needs to manage stakeholders. Surprisingly, this has not always been the case. The
What makes a Stakeholder? Read More »
My last couple of posts have identified a gap in the overall management of projects and programs that is present in most organisations. This ‘Zone’ covers a range of organisational capabilities from the innovation and assessment of ideas that may develop into projects through to achieving the value the project was created to enable; see:
PDC = Project Delivery Capability Read More »
I see too many organizations spending too much time in project planning. Actually, I take that back. They spend too much time thinking they are planning. If you want to be agile, you need to deliver software. Planning helps get you there but it can also get in the way if you over do it.
20 Ways to Tell If Your Project Planning Is Taking Too Long Read More »
Many fail at the simple task of Benefits Delivery Many Projects, big and small, complex and simple fail to deliver benefits. Yet it is actually a pretty simple thing to do if the proper steps are followed. What are the Top 5 things to do? Start early: The work on extracting the honey [Benefits Realisation]
Top 5 things you must do to extract benefits from a project Read More »
