Reporting is a central part of project delivery. There is a variety of reports to produce: status reports, budget updates, steering committee packs and so on. Reporting can take up a significant proportion of project resources, and is often a point of dissatisfaction for project managers, project sponsors and other stakeholders.
All business projects result in an outcome in the form of a change. In business it is important to be able to measure these outcomes. How should you approach this? The following article is extracted from a book I wrote recently, The Financial Times Briefing: Change Management, and provides some thoughts on measuring change.
One of the ongoing frustrations for anyone running a project management team in a business is being asked to deliver activities which should not be considered as projects. This is particularly common when project managers or project management teams have a good reputation in a business.
A common point of tension for many organisations is the way strategy converts into projects. (I am assuming there is a meaningful strategy. This is obviously not true everywhere, but that is a whole different sort of problem which is not covered in this article).
When I started working, somewhat over 25 years ago, outsourcing and offshoring was in its infancy. Now it is a central factor in organisational design – and in projects.
There is a common tendency in business nowadays for project managers to produce a “plan on a page”. This document is often created as 1 PowerPoint slide. It provides, at a glance, an overview of the key activities of the project, the overall timescale, and sometimes a very high level view of the dependency between key activities.
How do you become a better project manager? It is bold to promise to answer this question in a short article. But my experience tells me it is promise I can keep, at least for some readers. There is one simple truth for project managers - and for that matter any manager.
As project managers we do not deliver on our own. We deliver as part of a larger organisation. Typically, only a small part of the organisation is involved in the project we are running.
A few weeks ago I posted an article here ( “Methodology: Guidance or Rules?”) with some views on the development of delivery methodologies. I want to build on that today with some simple tips for anyone involved in designing or implementing new project or change management approaches.
The development of standardised approaches, the capturing of best practice and the creation of project management accreditation have moved the project management profession on significantly over the past few decades. Arguably, it is only since we have these things that we can really call ourselves a profession rather than just a loose affiliation of people with a relatively similar role to perform.