Richard Newton wears many hats. Included amongst these are his work as a consultant, author, blogger, change leader, company director, and program manager. His most well known project management book is The Project Manager: Mastering the Art of Delivery. He is also the author of the best-selling Dream It, Do It, Live It which applies project management principles to achieving personal dreams.
I want to return to the topic of my last post, prioritisation, and I’m going to extend some of the thinking from it.
I briefly highlight this point to raise one of the major challenges with prioritisation. It is not the activity deciding of what you are going to do, but the decision not to do something. These may simply seem to be the inverse of each other. Perhaps. But psychologically it seems easier to say “yes I’ll do this”, than “no I will not do that”.
If you are the sort of person who follows my posts, here or elsewhere, the chances are that you are interested in organisational change. The chances are also fairly high that you have been involved in several change initiatives. I expect that at many times your organisation has struggled with change.
I feel confident enough to say, if you have never struggled with change, then that’s because you have never been involved in a change of any complexity.
This is an example of an introductory talk I gave to an organisation’s internal change network. These were willing and interested participants in change, but mostly people with limited experience. The specific project was an ERP implementation in an organisation that had just gone through a major merger. However, this talk could be adapted to any change situation. It was first used in Spring 2017.
Hi everyone, and thanks for the introduction. I’m going to be working with the company over the next few months to help us get ready for the transition from where we are now to where we want to be. My focus is really the XYZ Project, but like any change you cannot really deal with changes independently and need to think about the wider perspective.
Predominantly, I have published business books. If you follow me or are a friend on Goodreads you’ll see that my interests in reading and writing are much wider. Business books are part of my professional life and how I earn a living. Whether I always like them or not, reading business books is part of the day job for me.
As an author I occasionally write a post for Goodreads. Most of my blogs and posts go on my own website (www.changinghats.co.uk) or on LinkedIn. I don’t include them here as they are mainly about business and professional matters which may be of limited interest to the wider audience of readers on Goodreads. However, occasionally a topic comes up which crosses between then – in this case about professional writing, more specifically swearing in professional writing.
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.
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.
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).
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.
I want to talk about some words – specific words, but in order to do this I’m going to start with a big generalisation.
The important thing about words is that they have meanings. Because words have meanings we are able to communicate about all sorts of objects, ideas, concepts and whatever other entities, things or stuff we want to talk about.
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.