Archive for July, 2010

In my last posting I explained the first of the three syndromes that an executive who wants to make a difference in the success of the companies projects, should look out for.  Here I will cover the next 2 syndromes and offer targeted fixes for both. Syndrome 2: We Need it Yesterday! This phenomenon is all...
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Even in very healthy companies, the life of the executive isn’t (or shouldn’t be) one of leisure. Most executives are extremely busy, have to juggle multiple points of view and issues and are typically directly responsible for multiple internal projects. Many executives are also responsible for external, customer-centric projects as well. In many organisations, troubled...
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A programme is typically made up of a mixture of inter-related projects, stand-alone projects and operational activities all of which could be impacted by risks. Traditionally, we make each project manager accountable for the risks in their project. They ensure that risks to their project are identified, analysed and then escalated to the programme level...
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Before becoming a project manager I had been working as a hardware engineer for a computer company. One day I was called to solve a problem with a computer that seemed to have caught fire whilst one of my colleagues was working with it. Arriving at the site, I found my colleague completely in distress;...
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In part 1, I covered the first half of the list that my group came up with when asked to explore the actions and questions that they would present to senior members of their organisation, when thinking about their PMO. In part 2, I will cover the second half of the list. So to recap… During a...
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During a PMO seminar I had been running, great progress was being made on coming up with flash points relating to the value that the PMO can bring to their organisations. One of the delegates Luca had given some real insights into how their organisation attributed value to the useful work of the PMO, and...
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1. Introduction The programme has reached the point at which the benefits realisation plan has been approved by the Executive Manager, and the corresponding resources have been made available for deployment in accordance with the plan. 2. Benefits Realisation This phase is composed of one or several, serial, overlapping stages, each of which delivers incremental benefits. The steps in any...
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1. Introduction This is the conclusion of the set of articles looking at benefits realisation mangement for programmes. It returns to the concepts explored in the very first part, in order to explain how the life cycles of programmes and of benefits management can be dovetailed together in order to provide a consistent management framework. This...
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