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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.

Make Your Steering Committee Effective

Far too many sponsors, executives and project managers waste far too much time in ineffective steering committee meetings or ‘project/program control board’ meetings (both referred to as PCB in this post).  A huge saving in waste and its associated costs can easily be achieved. The first key question for the …

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Professional project management (Part 2)

managing project resources

In the first part of this two-part series, I looked at the diverse nature of ‘a project’ across different organisations and as a consequence, project management within those organisations.  This post seeks to define the key elements of ‘project management’ and then understand how the concept of professionalism can be …

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Professional project management (Part 1)

The project management associations worldwide are at the forefront of the push to have project management recognised as a profession, but what does professional project management look like?  To answer this question we first need to understand the project a project manager is managing…… The PMBOK® Guide 5th Edition defines …

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Rewarding your team

In The Power of Happiness, I suggested a ‘happy team’ was more likely to be an outcome of a motivated team, than something you can work to achieve in isolation. This post looks at some of the key elements a leader can use to develop a motivated and committed team …

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Practical Stakeholder Engagement

As we all know the problem with good practice is it slowly slips away as we respond to time pressures and expediency and bad habits take root. We know what’s supposed to be done but settle for a comfortable second best until it’s too late.  Well, this is a New …

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Knowledge management is more than simply learning lessons

At best lessons learned are explicit knowledge.  Explicit knowledge can be readily articulated, codified, stored, accessed and transmitted to others. The process of transforming the ‘lessons’ recorded by a project team into explicit knowledge requires: The lesson to be recorded by the team. Ideally this is a contemporaneous process designed …

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Stakeholder engagement by any other name

The chances are you organisation is already focusing on ‘stakeholder engagement’ but is using another name for the activity.  From an organisational perspective stakeholder engagement is a means to achieving outcomes that are increasingly being seen as being commercially desirable or necessary to comply with various rules and regulations. Some …

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NEWSPEAK – is not all that new!

Last year I went along to see Headlong’s stage adaptation of George Orwell’s masterpiece ‘Nineteen Eighty-Four’ (at the Melbourne Festival); which started me thinking………. The way words shape people’s thinking can be very powerful. This power can be used for both good and bad and is an important element in …

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Processes -v- People

Organisational agility is being promoted as the ‘silver bullet’ to create value and eliminate project failures, but decades of research show that methodologies, standard operating procedures and organisational maturity are essential underpinnings of consistent success. Are these mutually exclusive propositions or is there a more subtle answer to this apparent …

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There are no free steak knives

A conversation with a clerk in a HR department looking to ‘buy’ some training for a staff member and the passing of English actor, George Cole in early August started me thinking. The defining role in Cole’s long career was playing ‘Arfur Daley’, the devious ‘spiv’ in the long running …

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