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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.

Rewarding your team

happy-cat

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

stakeholder-collaboration

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

Creativity

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

Triple_Bottom_Line_graphic

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!

1984

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

Flexible thinking

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

Free Steak Knives3

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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Stakeholders – from confrontation to engagement

crisis_management

Project stakeholders can be helpful, obstructionist and almost anything in between – but for most stakeholders, how you deal with this is largely up to you! The only certainty is your stakeholders are not about to go away and ‘leave you in peace’…… There are three basic ways to deal …

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Stakeholders expect good governance

Good-governance

Stakeholders are becoming increasingly vocal in their demands for ‘good governance’.  The rise of stakeholder activism (remembering shareholders are stakeholders) is increasingly affecting the way organisations of all types are governed and managed, and this will in turn affect the way projects are initiated and managed, with consequences affecting your …

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Who values value?

sixvaluemedals

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 …

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