Following The link between personal autonomy and project performance) by Sam Jefferies, I’ve been using my own experiences in the civil service to consider how we might apply that same thinking.
Project management is a multifaceted field that requires diverse skills and traits to be successful.
Everyone, from company chair to factory worker, erupted into cheers.
Evaluation has a pivotal role in project management.
Alistair Sergeant, chief executive officer of Equantiis (formerly known as Purple Consultancy), is used to delivering transformation projects.
Often, the overriding focus of the leaders within major programmes is to ensure the objectives of the programme are achieved to time and within the available budget.
Do you confuse change management for stakeholder engagement and communications? If so, you’re not alone, many project managers do.
Over more years than I care to remember, I have seen many projects and programmes across a range of diverse business environments set themselves up for failure from day one - nothing to do with me of course! The apparent need to mobilise at pace, ‘we need this project delivered tomorrow’ syndrome, the inevitable politics and the general lack of sufficient planning and risk foresight are all critical factors of failure.
I didn’t always identify well with being a project manager.
Christmas Day: a transient endeavour with fixed start and end dates, clearly defined objectives and deliverables, perhaps no business case as such, but very real costs (tangible) and expected benefits (mostly intangible) and a stakeholder community with risks to be managed and issues to be addressed.