Archive for August, 2011

According to The Economist, if the 1990s was the age of abundance, then the 2010s may well be the age of scarcity. In both the private and public arena, the order of the day is trimming waste, tightening budgets and identifying efficiencies to ‘do more with less.’ In this lean environment, how do leaders...
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In part 1 of this posting we were discussing the question of if portfolio management can improve the chances of organisational success?  To answer this I began exploring the OGC guide Management of Portfolio™. Having explored the guide, it: Provides a language for the ritual “A Portfolio is the totality of an organisations’ investment (or segment...
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I was with a colleague recently; discussing the question of can portfolio management improve the chances of organisational success? The insight that my colleague gave me was based upon the quotation that I had never heard before by Brian Quinn (“Strategic Planning R.I.P.”). “A good deal of corporate planning …… is like a ritual rain...
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In recent postings we examined the formula P+M=O where the P is people, M is motivation and the O is opportunity.  In the process we looked at the need for project managers and organisations to have a vision of their futures… answering the “What do I/We want to be when we grow up?” question....
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In my most recent blog, I used the “What do you want to be when you grow up?” catch phrase  to express my belief that project managers must have a longer term plan and defined goals for their personal and professional growth. Going through and codifying this thought process is part of formulating your...
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Welcome back! So let’s start with the first step.  It’s what I call “what do you want to be when you grow up” it’s part of the formula outlined in the first post.  Here we focus on the P…people in the People + Motivation = Opportunity formula. I believe if we know what we want we...
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‘Our customers really love us, so they don’t care if their projects are late and don’t work.’ Is this what you think? Is this what your project ‘customers’ are really saying? How about this? ‘We figure it’s more profitable to have 50% overruns than to spend 15% on project management to prevent them.’ Do you ever get...
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1. Introduction Now that the integrated model has been developed, and the commonalities and differences between the domains have been investigated, these ideas will be used to develop a revised set of terms to take into account the fact that all of the domains are part of the project family. 2. Proposed Approach At the most basic level, we...
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1. Introduction In part, 2, the following model (Figure 1) was explained and the analysis of the roles and responsibilities was provided. The roles and responsibilities are complementary, with commonalities and differences in the way in which they are carried out, as explained below. 2. Commonalities The commonalities relate to the “how”. However, these commonalities have to be adapted depending...
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