During our work to support organisations deliver benefits driven change, maturity assessments and adopting programme management, we have become aware of a number of underpinning principles that are common amongst organisations that are successful.
Here are a few key pointers that we hope will help you along
Please click here for the guiding principles of benefits management
This is a really nice video from our archive when we were working closely with a charity to deliver project management in Uganda.
On a visit to Uganda last week, Rob Newman (the Tag Rugby Trust Treasurer) had a heart warming chat with the Uganda young leaders about project management. As part of our fundraising, we are creating a project management eLearning course and raising money for tablets to enhance the young leaders knowledge skill set for the future. We are proud to be a part of creating a future for these bright young people.
Performance against forecasted budget is an essential reporting requirement. The main costs for a project will come under two headings: resources and assets. The control activities around costs are very much linked to the controls around time as the time required from the resources represents significant costs.
If this is an area that you are interested in finding out more about, why not have a look at our guidance pageand example technique
The value of the content of some of the best practice guides can often be lost in the detail of the manual and the focus on passing an exam. Therefore, we have pulled out some of the areas that we think will be of the most value to people so that they can act as a quick reference guide.
We often hear about poor sponsorship as one of the reasons for project failure, but in this post, the sponsors have taken their own back.
We often talk to project teams about the art of project management and the need to step into their safety zone and see the business as their customer not their victim, so here are a few of the characteristics that some of our sponsor clients have identified as making up the nightmare project manager:
Talks in jargon whenever asked basic questions, defensive when challenged
Focuses so much on process, they can’t think for themselves, love filling in forms
Is a hero at heart and loves last minute firefighting to get the project over the line, it will be alright on the night
Focuses on project management not the business outcomes
Dives into technical detail about the solution rather than trying to understand the business challenges
Sees stakeholder management as everyone’s problem but theirs
Seen it all before, 25 years experience sadly it’s the same every year
Believes that the “can do” approach will overcome their incompetence
Planning is a pointless exercise because everything will change anyway, so what is the point
Talks a good game, vanishes when the going gets tough
Over the last year or two we have reviewed a number of programmes and projects that are using an “agile” approach. There are a number of common problems which have come to light that should be of interest to any organisation setting out on an agile endeavour for the first time.
Agile, Lean or project management are not cures for unproductive or incompetent teams, weak leadership or poor performance management.
All methods have their place and can add value and improve performance but none on their own are a panacea as they all depend on the capability of the people involved. This article sets out some of the key lessons that we have taken from our reviews.
If you would like to know more about Agile, why not consider one of our training courses
Fresh Look: Is a series of articles taking a look at common topics to try to come up with some new ideas and insight into problems that seem to repeat themselves across many organisations.
Is your programme exhibiting any of these characteristics?
Project issues dominate the programme board
Unidentified risks start to materialise a bit too quickly
Benefits are rarely discussed
The BCM lacks authority or purpose
Many uncontrolled or unclear dependencies between projects and other initiatives start to manifest themselves
Decision making is ad-hoc, reactionary or just slow
Stakeholder resistance begins to increase and programme loses support. Programmes either lack momentum or feel like a roller coaster
If that is the case, your programme probably does not have a blueprint, and is probably out of control. In this article, we liken a programme to a yacht and explain how it is not what you see on the surface that is providing the control, it is what happens below the waterline that is important. If your programme is exhibiting any of these characteristics then the article is for you.