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Improving Operational Efficiency & Growth
Organizations Where Everyone Agrees But Nothing Changes
Passive-aggressive organizations are happy places to work. People are cordial and friendly, conflict is infrequent, and they pride
Rob\'s Featured Posts
Passive-aggressive organizations are happy places to work. People are cordial and friendly, conflict is infrequent, and they pride
Do you sometimes stop to think how well your organization compares with others in terms of getting things done? The longer we live inside one organization, the more we tend to lose touch with
The ASAP (Accelerated SAP) methodology for SAP implementations is a good initiative that serves as an ABC guide to project managers. However, the devil is in the detail and the high-level view of the
Stakeholder Engagement can be broken down into the following six recurring stages: 1) Identifying stakeholders 2) Creating and analysing stakeholder profiles
Innovation is a central driver of economic growth, development, and employment. It is the key that unlocks the door for companies to compete successfully in the global marketplace.
A report (NBER Working Paper No. 17590) published by the the (USA) National Bureau of Economic Research suggests that CEOs who enter the workforce during a recession tend to have a different
Despite hefty spending budgets and investment in new employees or consultants, many business transformation programmes fail due to poor adoption of new capabilities which include technology,
Presenting a weekly report to a group of senior executives is ‘reporting’ and it plays a supporting role in the epic task of stakeholder management. Unfortunately however, this weekly report
In the past, many organisations achieved a lot, but sometimes not in a way in which their leaders, stakeholders and the world at large knows is “right”. Leaders and Managers must now think and talk
I recently received an email from an old colleague who has now been promoted to being a Programme Manager within his company. He is the first to admit (to me at least) that he has spent
In October 2011, Capita and Socitm published a report called “The First Steps: building a culture of trust to deliver shared services” in which 479 senior directors and officers from 310 organisations
The World Economic Forum (WEF) has published a report called “Accelerating Entrepreneurship in the Arab World” which recognises the existence of gifted entrepreneurs across the MENA region but
Whether it’s around the organisation or out amongst current or prospective clients and stakeholders, distinguishing ourselves has never been more important. We live in an era where MBA’s, PhD’s
Bain & Company has been tracking executive perceptions of the business environment and the tools they use since 1993. As the business landscape moves, so do priorities, and shifts in the most
Whether a business provides a service or sells a product, it cannot afford to stand still while the rest of the world makes progress and continues to change.
Stakeholder Management is a critical area of any programme of work, regardless of the nature of the programme. However, complaints about difficult stakeholders are rife
During my 2nd assignment in Riyadh, Saudi Arabia (almost a decade ago) I worked with Maaz Gazdar who is now an IT and Business Manager at the King Abdullah University of Science
Managers & leaders everywhere talk about change. They know it’s needed, they know it must happen and they know they need to plan that change and execute it well.
I originally wrote this post a few months ago and I just stumbled upon an interesting paper from Booz & Co. entitled “How to Prepare for a Black Swan Event”
The fourth edition of The Arab World Competitiveness Report was published by the World economic Forum in 2011 and addresses two key areas for the Middle East to consider.
This 20 page compendium, published at the World Economic Forum Special Meeting on Economic Growth and Job Creation in the Arab World in October 2011,
IT Governance is ultimately based on control, delivered through having the right tools in place and ensuring value for money from IT is achieved.
The five videos below show the BCS Debate “Making Projects Work” with Melanie Franklin (Mavern), David Hicks (RADTAC), Paul Major (Program Framework) with Brian Runciman (BCS) as Chair.
Earlier this year I was approached on the subject of ‘e-learning gone wrong‘.
I thought I would post this article that I wrote for the APM Programme Management Specific Interest Group (ProgM) newsletter some years ago.
On occasion, I’ve stepped inside organisations to discover people in programme management roles not really taking a thorough approach to managing their programme.
Not so long ago, multiple instances of MS Project files was one of a handful of widely used scheduling solutions among project & programme managers.
Some of the benefits of deploying an effective operational risk management environment include: Increased awareness of operational risk across the organisation Transparency of operational
According to a Cap Gemini survey conducted in 2009 amongst 302 top executives in Europe, 82% believe that transforming the organisation has become of vital importance in business.
Whether we are dealing with our own teams or key stakeholders, to be successful in our work we need be to skilled at getting through to people and cause them to do something different or think about
Having helped organisations in the Middle East for almost 10 years, I have seen quite a number of managers from Europe with great
In July 2011, the Institute of Interim Management published an extensive 68 page report based on the results of surveying 1,530 professionals. Much of the detailed information came from the 1,105
Whether it’s the Chairman of the Board or a Business Analyst, they are all only human and from team to stakeholder management, a thorough understanding
Below are 13 programme transformation success factors which could, if taken into consideration when approaching a programme of work, increase the chances of success.
Bain & Company has been tracking executive perceptions of the business environment and the tools they use since 1993. As the business landscape moves, so do priorities; and shifts in the most
Since the financial crisis, Risk has again taken a step up on the list of priorities for most leaders. Inevitably, it has also become a higher priority for everyone in the hierarchy of ensuring success at every
Business transformation implies fundamental and complex organisational change. It’s a necessary but challenging exercise for any organisation that is not intent on standing still, however the right
The Management of Portfolios (MoP) helps organisations answer the important question; ‘Are we sure this investment is right for us and how will it contribute to our strategic objectives?’
Business in all sectors is now more than ever, concerned about governance, risk and compliance, but no sector is more concerned and now obliged to address these areas than the banking industry.
It’s not always easy trying to sell the merits of a PMO to a CTO or CIO – or anyone who doesn’t necessarily have a good understanding of project and programme management. Many people elevate to the
An organisation might have an outstanding management team and an effective management system, but if it does not manage the sometimes myriad of key stakeholders effectively, transformation
Guiding change may be the ultimate test of a leader because no business survives over the long term if it can’t reinvent itself. But, human nature being what it is, fundamental change is often resisted
Successful leaders know that these days, if the company is standing still, it is falling behind, but making the right decisions and following through on them is challenging.
Whether it’s in the public or private sector, we often hear that failed projects and programmes in the context of being over budget or late. The Office of Government Commerce (OGC) in London has taken a
Steve Goo describes the Boeing Programme Management Best Practices, an integrated management system the company has refined over the past ten years to enable programmes of all sizes
During the course of our Programme Management roles we will have determined the critical measures and indicators of success and made arrangements to ensure the programme remains
Before I start on the subject of programme management let me to clarify what a project is and what a programme is. This is because these two words are used so interchangeably across many
Do you ever gauge your current level of organisational maturity in respect of portfolio, programme and project management? When was the last time you attempted to establish an understanding of the
One of the authors of the Gower Handbook of Programme Management is Paul Rayner and just over two years ago, he conducted a survey which showed that whilst the world was moving closer to a common theory about what Programme Governance is all about in theory, the reality was very different.
The CIO’s strategic initiative should align with the company’s overall strategy, but from there, where and how should the journey take shape?
Alpha personalities present unique challenges for those who work with them and you need a different set of strategies for getting along with an alpha boss than for managing an alpha employee.
Paul Rayner has led a ProgM initiative to write an “Introduction to Portfolio Management” for the APM and I was one of a group of people who reviewed a draft version of the document and provided feedback. At that stage, the booklet consisted of 32 pages of clear and concise guidelines about the purpose of portfolio [...]
The British Government’s OGC (Office of Government Commerce) provides an excellent online repository of documents addressing its guidelines for achieving excellence in construction.
I’ve always stood by the belief that strong people skills (a far reaching topic in itself) are critical to the success of any manager or leader, whether they’re a Project Manager or CEO. Certainly there are those who exist without those skills, but their success and longevity are often minimal, as we shall see below.
Are you one of the many whose narrowed view of life consists primarily of work and sleep? Perhaps it’s time to step back, take a good look at yourself and ‘get a life’.
Whether executives want to increase revenues, innovate, improve quality, increase efficiencies or plan for the future, management tools have become a common part of how successful executives achieve their goals.
In this Harvard Business video interview, Sylvia Ann Hewlett of the Center for Work-Life Policy discusses how to keep engagement up when business is down.
After working in many countries around the world in dozens of organisations with 1000′s of professionals from all walks of life, I’ve come across an interesting mix of managers and leaders. Some exhibit impressive displays of emotional intelligence (EI) which I have learned from and some cause me to shake my head in silence at their lack [...]
Some time ago I liaised with Steve Lynn – a doctoral candidate at Kennedy Western University, USA and a Project Management Practitioner. He had conducted a survey to gather quantitative information on the importance of specific project management initiatives to their organisations.
John Kotter is widely regarded as the world’s foremost authority on leadership and change. In this Harvard interview he discusses why without a true sense of urgency, any change effort is doomed and how managers create and sustain urgency in their organisations.
It’s all very well for an organisation’s senior management to hold up their hands and proclaim; “we have project and programme managers who manage our delivery” so we’re covered in that department. But how mature are those efforts? Do their projects and programmes portray madness or maturity?
If you have approached your project or programme well, you will have developed a Risk Plan/Strategy document. Risk needs to be proactively managed, as opposed to allowing it to manage you and the environment around you.
Andrew Winston, founder of Winston Eco-Strategies, explains in this Harvard interview, how to get lean, get smart, and emerge from the downturn on top.
An interview with Erich Joachimsthaler, CEO, Vivaldi Partners. To innovate, companies need to circulate insights about consumers throughout the organisation and think of ways to revolutionize consumers’ everyday lives.
How Well Are You Communicating? You are in the final few hours of the business week and a considerable amount has happened in the previous four days. You and your team have worked hard to make progress, address challenges and help the overall business in their strategic objectives. But who really knows or even remembers what was achieved [...]
Project and Programme Communications is more than simply reporting. The keyword is Communications and effective communication relies heavily on a person’s Emotional intelligence (EI).
An interview with Kevin Coyne, Founder, Kevin Coyne Partners. Asking people to “think outside the box” creates chaotic brainstorming. Here are five questions that can stimulate more focused thinking about possible new products and services.
What does PRINCE2 2009 mean for current PRINCE2 Practitioners? – watch the video below.
PRINCE2 2009 was launched on 16th June 2009 with a number of changes and you can download a presentation from the launch day here.
Learn the SCRUM software development methodology in less than 10 minutes. By the end of this fast-paced video, you’ll know about burn-down charts, team roles, product backlogs, sprints, daily scrums and more.
By Stephen M. R. Covey Almost everywhere we turn, trust is on the decline. Trust in our culture at large, in our institutions, and in our companies is significantly lower than a generation ago. Research shows that only 49% of employees trust senior management, and only 28% believe CEOs are a credible source of information. [...]
The Handbook of Programme Management is a 738 page hardback bible of authoritative guidance and advice, concepts, systems, templates and approaches on all aspects of successful programme management. I bought mine a couple of years ago (it was published in 2006) and it has proven to be very useful indeed.
We won’t find new global leaders by looking in conventional places for people who act in conventional take-charge ways. Instead, look for people who can lead from behind to promote the collective genius of their teams. Professor Linda A. Hill addresses the subject in this Harvard Business School video interview.
To start with the basics, ITIL is the acronym for “IT Infrastructure Library” and it consists of a set of books developed by the UK’s Office of Government Commerce (OGC).
Phil Simon wrote to me a few days ago about his new book called; “Why New Systems Fail – Theory and Practice Collide”. We’ve all read plenty of statistics which highlight the disturbing proportion of projects that fail. Phil cites the following numbers in his book:
In any economic downturn, in every sector of the economy, some businesses fail, some struggle through and survive, and some business owners and leaders grasp the upside of the downturn and emerge as winners.
Whilst nepotism is quite acceptable is some countries, it poses dangers which include damaged morale when employees hired by family and friends underperform on the job or receive special treatment. This Harvard interview with Gill Corkindale, addresses some of the major issues caused by nepotism.
Most people who are gifted in numbers or words with perhaps an MBA, PhD, or a swanky job title, are believed to be ‘intelligent’. But the true meaning of intelligence covers a far wider area than that which is covered off by the job title or qualification.
Lead author of PRINCE2 2009, Andy Murray, tells us about the way in which PRINCE2 has changed for 2009.
Over the years I’ve done my fair share interviewing of project and programme management candidates. I’ve come across some superb CVs and spoken with some very articulate and switched on managers who display strong communication skills. I’ve also been lucky enough to have worked with all sorts of managers and leaders from various cultures and [...]
This article was kindly contributed by Geoff Reiss: Banks, software houses, manufacturers, civil engineers, central and local government organisations, universities and charities: I have been lucky enough to have observed a great many organisations struggling with the whole concept of benefits.
An Interview with Rosabeth Moss Kanter, Professor, Harvard Business School. Some multinationals, despite their size, manage to be nimble, innovative, and connected with local communities. How? By placing greater emphasis on shared values and making a positive impact on the world.
Many will agree that project or programme success and failure is directly related to how well stakeholder management is addressed by the project or programme manager. Communication, perceptions and relationships are key words in stakeholder management which should be taken very seriously.
On Monday, a fomer colleague in Dubai asked me for a change request process and template. I sent him a change CR log too.
In this video interview Dick Beatty, professor of Human Resource Management at Rutgers University, explains how to identify your most important positions and get your best people into them.
There was this young Corporate Guy, And all of him was neatly pressed. All except his Walking Hat, Which was very old, soft and wrinkled. He loved his Walking Hat, But he didn’t wear this hat very often anymore.
Date: Friday 29th May 2009
A Harvard interview with Daniel Goleman, Psychologist. See how you can use emotional and social intelligence to improve your own and your organization’s performance.
Stakeholder Management helps us ensure successful change. It helps managers assess and manage the environment around the planned programme and brings out the interests of the stakeholders and identifies potential conflicts to assign a level of risk or challenges to the programme’s success.
Many Project Managers believe that to enjoy total project management success, you need to manage projects using a formal project management methodology. They say it helps give you direction, it saves you time and it improves the quality of your deliverables. But does it?
A Harvard interview with Stewart Friedman, Professor, University of Pennsylvania’s Wharton School. Traditional thinking pits work and the rest of our lives against each other.
These have been floating around the net for quite a few years and I happened to stumble across them again and thought I should share them with you. All credit goes to Jerry Madden at NASA for this compilation of common sense tips for project managers.
It still astonishes me to walk the coridors of leading organisations and witness people consistently turning up for meetings late, mobile phones being used in meetings, miserable faces and sub-standard communication which causes confusion, misunderstandings and a waste of time and effort.
Rita McGrath is a Professor at Columbia Business School. Here she is interviewed by Harvard Businesss Publishing about how companies can plan and pursue an aggressive growth agenda with confidence. She believes this can be achieved by framing strategic growth opportunities, testing assumptions, and creating a culture that acts on evidence and learning.
Harvard Business School published this informative video interview with Professor Joseph L. Bower. He suggests that to become an effective CEO, you should strive to work for companies committed to leadership development, and take responsibility for your own development on the job.
The likes of Harvard, Stephen Covey and other respected names in business support the fact that leaders need to empathise strongly with their followers and care about what they are feeling. Good leaders give people what they need, and not necessarily what they want, and these leaders must balance respect for the individual with the [...]
Paul Michelman was an editor of Harvard Management Update and he wrote an interesting piece called; “What an Executive Coach Can Do for You”.
When the OGC (UK Office of Government Commerce) reviews government projects and programmes, governance issues often rise to the top and the project or programme board is a common topic for debate.
I have a poll running on LinkedIn which asks the question: “What is the weakest link in your PMO”? Whilst everyone has their own opinion which is usually applicable to the organisation they work in, this poll provides an insight to the shortcomings of PMOs across a broad range of countries, companies and industries.
It’s the weekend and time to relax, enjoy a little light humour and maybe even consider a job interview which is scheduled for next week. Here are 22 tips to remember when being interviewed, along with 7 job interview blunders to beware of – all caught on camera. Common sense is not always so common [...]
The UK Office of Government Commerce (OGC) conducts gateway reviews to look closely at government projects and programmes. Below are eight of the most common areas of failure which the OGC has identified.
If you’ve been around for more than a few years, you are likely to recall occasions when a new hire was made for a senior role and the person turned out to be the colleague from hell. Whose fault is it when the person you hired to overhaul the entire organisational IT system turns out [...]
The likes of Harvard, Stephen Covey and other respected names in business support the fact that leaders need to empathise strongly with their followers and care about what they are feeling. Good leaders give people what they need, and not necessarily what they want and leaders must balance respect for the individual with the task [...]
John Wooden gives an inspirational TED talk about the difference between winning and success. 17 minutes of pure wisdom.
It´s amazing in business life, we sometimes ignore basic facts. For example the need to communicate. Communicate and you will survive.
As Jack Welch (former CEO & Chairman of General Electric) said; “Business is like a sports team; to win, you have to field the best talent“. It’s quite a paradox that in a downturn, it’s harder to find A-players to hire. Companies forced by its management to cut salary offers is not going to get [...]
I’ve observed the efforts of a number of organisations to build a PMO. In some cases, the term PMO is used with the letter ‘P’ interchangeably representing the words programme and project because no one seems to know whether they are building a programme or project office, or a combination of both.
Cisco CEO John Chambers explains how abandoning command-and-control leadership has enabled the company to innovate more quickly, using collaboration and teamwork.
With the distrssed global economy, it has become even more critical to understand and proactively address business risk at every level of the organisation. In a survey by AON, less than half of the respondents report tracking and managing their total cost of risk (TCOR). This indicates that risk management departments are shrinking.
In 388 pages, the sixth edition of the Vault Guide to the Top 25 Technology Firms covers everything from tech strategy stars to top implementers. The 25 top firms were chosen and ranked by over 1,700 practicing technology consultants. You’ll find 50 companies in this guide.
Later this month Mark W. Johnson’s book, Seizing the White Space: Business Model Innovation for Growth and Renewal, will be officially published. There isn’t really any consensus about what the term “business model” even means. Suggestions range from the all-encompassing, everything-in-your-value-chain approach to the reductionist “A business model is nothing else than a representation of [...]
I’ve explored a number of cloud computing solutions over the last few years, more recently related for CRM, document management and project management. A common requirement for many firms is CRM as no well thought through business can optimise they marketing without CRM, whether it’s an Excel spreadsheet, Microsoft CRM, SalesForce or Zoho, etc. For [...]
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