There are many ways to structure organisations. This variety may be one of the causes of that on-going pain for many employees: reorganisations.
I recently wrote a piece for on helping your sponsor to be a better project sponsor. I wanted to follow this up by giving my views on the role of the project sponsor. I will argue in this article that the role of the sponsor depends on the situation and the people involved.
As project managers we all have an image of the perfect project sponsor. We want a sponsor who gives us enough space to get on with our job without constant interference, but we also want a sponsor who is there immediately when we need them to be. We like sponsors who are decisive, who ensure all those important authorisations are given without delay. It’s also appreciated when the sponsor is explicit in his or her praise for our work.
Revolutions and counter revolutions are a central and often repeated part of history. They stretch into the current times, and will no doubt continue to happen in future. Revolutions pitch one group with existing powers, against another group who want to seize power. The stakes are usually high for both sides.
We have all fallen into the trap of doing insufficient risk management. When this happens at some point on our project something bad occurs. This something was predictable, at least within a range of probabilities – worse, it was often avoidable. If we had taken the time to do risk management properly we could have predicted the problem, and we could have taken action to avoid it.
There are two isolated communities involved in delivering innovation and enhancements in business. Each community knows of, but remains relatively uninformed about, the other. The first community is that of change management practitioners, the second is that of project managers. In a business context at least, there is significant gains to be achieved by bringing these communities together. This article is a request to try and close the divide.
In this article I look at the assumption underlying many project plans that the future is actually predictable. The article is based on a chapter of my book “The Management Book” winner of the Management Book of the Year 2013.
I was recently asked to do a short piece of consultancy to help a client sort out some trouble with one of their projects. We all know that projects can go wrong for many reasons. In this case it did not take long to work out the cause of their difficulties.
I am really interested in the development of project management as a discipline, and how we can continue to make it better. With this in mind, I want to talk about three, possibly seemingly unrelated, project management topics: best practice, continuous improvement and the adoption of new project management practices.
We seem to be going through some pretty protracted difficult economic times. The impact is not universally felt – some sectors are thriving as are some types of jobs, but many are struggling as are other types of jobs.