I’ve been interested for a long time in the relationships and differences between delivery and change. One way of exploring this is in the relationships and differences between project and change managers, a subject that always seems to generate a 100 different views from 100 different commentators. In this post I want to look at one specific aspect of that difference – working out the scope of an initiative. 

Scope is a fundamental concept in the delivery of projects and change. Scope can seem a pretty simple concept to gets ones head around. I think scope has different meanings depending on the role one performs. 

Published in Blog
Saturday, 07 January 2017 10:11

Playing at Project Management

A couple of years ago I started looking for a way to help more people gain an understanding of project management. Not everyone wants to buy one of my books, and seminars have a limited number of places. A contact in the publishing industry had the great idea of connecting me up with Totem Learning. Totem Learning are a leading, award winning developer of simulations and serious games, (see www.totemlearning.com). It was a great relationship to build, and some months later the result of our join work was Unlock: Project Management.

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I was in a conversation a few days ago, and I was reminded about an old phrase my grandfather used to say: look after the pennies and the pounds will look after themselves. (I’m sure there is an equivalent phrase for other currencies).  

The situation

I thought about this phrase sometime after listening to a speaker talking about the way they ran projects. They were strongly espousing a view that we should worry more about delivery and less about deliverables. 

Published in Blog
Thursday, 10 November 2016 10:12

Developing Project Manager's Skills

What makes successful project managers?

I have been interested in the way the best project managers think and behave for a long time. Back in 2005 I wrote the first edition of my first book The Project Manager, Mastering the Art of Delivery. The genesis of this book was an observation made from roles I had running large teams of project managers. The observation? There is limited correlation between how well qualified someone is as a project manager, and how good they are at project management. 

Published in Blog
Monday, 06 June 2016 07:57

Towards better programme assurance

I have been involved in projects and programmes for a long time. Long enough that I sometimes think I can smell the state of a programme when I am first engaged on it. By smell of course, I really mean pick up certain small aspects of behaviour that give me a feeling of confidence or concern.

Published in Blog
Saturday, 16 April 2016 06:39

Aspirations and reality

Imagine you are working on a project and it is going to finish late. It is a scenario that many of us will be familiar with. Is the project a failure? That depends. There are many situations in which a project is late. There are many situations in which a project – or at least a properly defined and well run project looks late, but isn’t. This happens when we confuse aspirations with plans.

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In the UK TV comedy Dad’s Army, Corporal Jones was a character who at regular intervals would run around shouting “Don’t panic! Don’t Panic!” The joke was he was always panicking.

It feels like this on many of the projects I am involved in. There is some pretence about being calm, but there are many signs of panicking. And what is everyone panicking about? Usually, time and money.

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There are many reasons projects and programs get in trouble. Problems we are all familiar with include: poorly defined goals, lack of sponsorship, ineffective prioritisation and access to resources, and when there is no drive to make progress. I have been involved in lots of projects in my career, and I’d love to say every one of them was a success, but it would be a lie. Quite a big lie. I have been in projects with every one of these problems, sometimes all of them.

Published in Blog
Friday, 04 December 2015 08:38

Theory X and Theory Y Project Managers

This article contains a speech originally given in London in December 2015.

Thanks for the introduction, and good morning everyone. It’s nice to be here talking to a community of my fellow project managers. It can be an interesting job being a project manager. But it’s one of those jobs that unless you have done it, or worked very closely with, you don’t really have a good grasp of what it entails. Our discipline has been a domain of huge debate over the last 10 years or so, focusing on the battle between aficionados of Agile and traditionalists keeping the flame of waterfall going.

Published in Articles

I was at a project management conference a while ago. As usual, I ended up making a number of new acquaintances. Several times I did that normal introductory dance when you tell each other your name, where you come from and what you do for a living.

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