Author Archive

I was reviewing issues related to learning in projects; and the focus was on the difficulties in getting organisations to develop lessons learned at the end of a project.  At the end of a project, when everyone is naturally much more interested in diving into the next project, it can be a real challenge to...
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Some thoughts on Governance in complex projects The first question – “Are you working on a truly complex project?” A complex project is different from a complicated project. A large project can have many deliverables and people to coordinate, however, if it can use well known processes, and follow techniques that have been honed on many...
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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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The term often used in programme management – in fact it is even used in the PMI Standard for Programme Management 2nd Edition – is Stakeholder Management. In reality Stakeholder Engagement is what we need to aspire to, as ‘managed’ stakeholders often find a way to avoid being managed!  Engaged stakeholders are actively involved and...
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One of the major stumbling blocks about understanding what programme management is, really is about the difficulty in focusing on benefits rather than deliverables. With a single project – here we can take the definition of a project from the Fourth Edition of the PMBOK® Guide -  “a temporary endeavour undertaken to create a unique...
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