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 any effective communication is developing […]
Communicating for effect Read More »
For years, TED (Technology, Entertainment and Design) has given the world access to thought- conversations from some of the greatest minds of our day. Interesting though the videos may be, rarely does a manager have 25 minutes to spare for something that doesn’t directly tie into their day-to-day. Inspired by TED’s recently published list of
3 Must-Watch TED Talks for Inspiring, Motivating, and Leading Employees Read More »
What’s the most common mistake that project managers make? The responses of 78 professionals who answered that question through my LinkedIn poll surprised me. I expected, maybe idealistically, that miscalculating project risks would top the list. However, after categorizing the responses according to the nine PMBOK knowledge areas (integration, scope, time, cost, risk, HR, quality,
Popular Opinion Says Project Managers Lack Basic Skills Read More »
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 »
