Last week I posted an article discussing the challenges and possible approaches to managing consultants on project teams. But what if it is you who wants to be the consultant? This week I look at the other side of the coin and discuss the approach to becoming a consultant.
I am often asked about management consultants as it something I profess to be, and is something I have talked and written about. This article is the first in a pair about the consulting profession. This first article suggests ways to manage any management consultants on your project teams. In the second I will look at it from the other direction and discuss how people go about becoming consultants and what it means.
If you are someone who has read management textbooks for a long time then you will have noticed, over the last few decades, the increasing emphasis on leadership skills. Successful businesses are presented as those that have great leaders. In contrast, unsuccessful businesses are often presented as those without a vision or without bold leaders.
Two of the biggest recent trends in management have been Six Sigma and Lean. These were originally separate approaches, but they are often conflated nowadays into Lean Six Sigma. In this article I treat them as one discipline, although each brings different tools, areas of focus and value.
In this article, I want to share some of my experiences of developing new products. I have been involved in several projects to launch new products, and a few to start new businesses. But I’m writing this as much for a general lesson I have learnt from those projects, as to discuss detailed lessons about product development.
At all times, but especially in tough times like present, successful project managers are those who skills are relevant to their customer’s needs. This is especially true when it comes to changing your role.
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.