Have you noticed that the people who make things happen in this world value and share the same sense of urgency? As a consultant who has been stepping in and out of dozens companies in around 20 countries since the 1990’s, I have been fortunate enough to witness a…
Gerald Bradley’s book “Benefit Realisation Management” addresses one of the most neglected areas of business transformation. An area that many fail to understand the importance of, so often they brush it aside, and suffer the consequences later down the line. The book uncovers the drivers, concepts and principles that…
John Bridges writes …Portfolio management sits above project and programme management, and is concerned with what projects and programmes an organisation should invest in and their relative priority, together with how those investments are performing in practice. It involves making decisions about project priorities, monitoring the progress of key initiatives,…
Having been involved in business transformations since the 1990s, I have observed the need for better stakeholder relationship management inside many of the organisations I have been fortunate enough to step inside. This has motivated me further to facilitate and encourage better stakeholder relationship management when on a client site…
Programme management involves the coordinated organisation, direction and implementation of a dossier of projects and transformation activities to deliver outcomes and benefits relating to an organisation’s strategic objectives. But for years, Programme Management has been confused with Project Management, and the terms have been used both flippantly and interchangeably, which…
According to Gartner, “World-class organisations enjoy a project success rate close to 90%”. So what is it that allows these organisations to deliver business value at nearly triple the standard industry success rate? The answer is that almost all of them have established successful PMOs. What’s more, nearly…
A PMO is a centre of expertise that facilitates focus on improving the management of projects, programmes and portfolios. While many organisations struggle along chaotically without a PMO (or with a feeble attempt at one), those that adopt a more professional slant to the way they operate and establish a professional…
The Business Transformation Academy has published their work on the Business Transformation Management Methodology (BTM²) in a 348 page “Handbook of Business Transformation Management Methodology”. Buy the handbook from Amazon here ‘BTM²’ or ‘Business Transformation Management Methodology’ presents a new approach to business transformation management, developed by a unique partnership of international corporations,…
It’s not always easy trying to sell the merits of a PMO to a “technical” CTO or CIO – or anyone who doesn’t necessarily have a good understanding of project and programme management. Many people elevate to the heights of a C-level post without having been through the project and programme…
The Management of Portfolios (MoP) helps organisations answer the important question; ‘Are we sure this investment is right for us and how will it contribute to our strategic objectives?’ Definitions: Portfolio: The totality of an organisations’ investment (or segment thereof) in the changes required…
Stakeholder Management helps us ensure successful change. It helps managers assess and manage the environment around the planned programme and brings out the interests of the stakeholders and identifies potential conflicts to assign a level of risk or challenges to the programme’s success. It also helps identify existing relationships…
These have been floating around the net for quite a few years and I happened to stumble across them again and thought I should share them with you. All credit goes to Jerry Madden at NASA for this compilation of common sense tips for project managers. The list might come…