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.
This article was co-authored with renowned M&A specialist and author Danny Davis. It first appeared in the BCS online journal.
Mergers and acquisitions are a common part of modern business, and most managers will find themselves in the middle of one at some time in their career. For many managers it is a regular aspect of their profession life.
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.
Prioritisation is crucial for effective project management in organisations. It is prioritisation that gains access to those resources required to get the project done. Without prioritisation there can be a continuous fight for resources and projects drag on and on.
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.