1. Introduction
I know that the previous entry said that we had reached the end of the set of articles. However, that is no reason to stop! There is always more to learn or understand.

This document provides a recipe for implementing the Earned Benefit approach explained previously. Read more

Recently I have had the opportunity to speak to more than 2,000 Project Management Professionals (PMP’s).

During those sessions I conducted non-scientific polls to determine the depth and breadth of the application of the Project Management Body of Knowledge (PMBOK®) standards to which this group had been tested for this prestigious professional certification.

Frankly, I was shocked with the results of my simple survey. Fundamentally, I sought two pieces of input: Read more

Recently I have had the opportunity to speak to more than 2,000 Project Management Professionals (PMP’s)

During those sessions I conducted non-scientific polls to determine the depth and breadth of the application of the Project Management Body of Knowledge (PMBOK®) standards to which this group had been tested for this prestigious professional certification. Read more

As I travel the world presenting for clients and at conferences, one question that I am often asked is how to ensure high response rate and high quality feedback from individuals after their training—90 days after their training.  Organisations are not necessarily expecting great results, many of them are OK with challenges/areas to do better in so they can adjust and implement strategies to help.  However, the state of affairs is often low percentages responding and those that respond do not elaborate much. Read more

As organisations embark on various learning programmes to improve knowledge, skills and most importantly competencies, they often think about how to measure the impact—at least they should.  If they are doing this “by the book” they assess their target audience level of knowledge and level of throughput or success (which is very dependent on their ability to apply the knowledge in their day to day work).  This is critical as I talked about in previous blogs.  However, one key area that is often overlooked is the transfer environment.  What does the environment of the target audience day to day look like?  Is it conducive to applying the best practices that are learnt? Read more

In my last posting I focused on when we should “pull the plug” on a project?  When you are faced with at least one or more of the following three conditions.

 1. The business objectives can’t reasonably be met within time, cost, and resource constraints identified at the outset.

 2. Other alternatives have a better return on investment

 3. The business objectives (i.e., project objectives) have been OBE (overcome by events) Read more

Pity the cat: it only has 9 lives.  Some projects, however, have many more than that.  Chances are, you’re responsible for one or more of these; and a recent bit of research says that you should kill it. But do you have the “chutzpa?”  Don’t feel bad if you don’t, you’re in good company.  Read more

I had the parental pleasure of attending my daughter’s graduation ceremony recently and, as you would expect it was a proud and emotional moment. I am now officially the least qualified member of this particular family unit (but the only one who is published so I am clinging on to that…)

The University was clearly well prepared for this annual activity and it went off without a hitch.

About 250 students graduated with degrees, masters and doctorates in this session and there was a second session that same day followed by four more over the subsequent two days. So organisation was clearly important. Read more

Now I have mentioned before that I drive a lot and when I am out in my Saab Aero convertible (Chilli red) I am a happy man. The old lady is getting on a bit now but still moves well and is oh so comfortable – roof up or down. Read more