Leadership

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 […]

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

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

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:

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.

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]

With cost and efficiency dominating the corporate agenda in today’s constrained operating environment, the ability to compare and contrast planned versus actual time and costs provides professional services firms with greater visibility and tighter control of performance in billable markets where time is money. The ability to plan effectively is crucial for professional services firms

There are six main ways that a person can do to become a good project manager. The first way is to make up three different dimensions for a project. The first dimension is time. This is the one thing that a good project manager will have to take very seriously. Therefore, the project will need

IT-led business change programmes and projects continue to fail, yet many of the common pitfalls could easily be avoided by undertaking a ‘health check’ regularly and acting early on the intelligence it provides. Peter Osborne, managing director at LOC Consulting examines the early warning signs a health check can reveal and how organisations should respond