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.
Reporting is a central part of project delivery. There is a variety of reports to produce: status reports, budget updates, steering committee packs and so on. Reporting can take up a significant proportion of project resources, and is often a point of dissatisfaction for project managers, project sponsors and other stakeholders.
All business projects result in an outcome in the form of a change. In business it is important to be able to measure these outcomes. How should you approach this? The following article is extracted from a book I wrote recently, The Financial Times Briefing: Change Management, and provides some thoughts on measuring change.
One of the ongoing frustrations for anyone running a project management team in a business is being asked to deliver activities which should not be considered as projects. This is particularly common when project managers or project management teams have a good reputation in a business.
A common point of tension for many organisations is the way strategy converts into projects. (I am assuming there is a meaningful strategy. This is obviously not true everywhere, but that is a whole different sort of problem which is not covered in this article).
Dealing with change in organisations is well recognised as a significant and ongoing issue. Change comes in many forms – from re-organisations, through all sorts of adaptations resulting from contextual and environmental pressures, as well as changes arising from opportunities that organisations identify.
When I started working, somewhat over 25 years ago, outsourcing and offshoring was in its infancy. Now it is a central factor in organisational design – and in projects.
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.
How do you become a better project manager? It is bold to promise to answer this question in a short article. But my experience tells me it is promise I can keep, at least for some readers. There is one simple truth for project managers - and for that matter any manager.
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.