Just because someone sponsored the project, doesn’t mean they are engaged! You want to ensure that your sponsor is engaged in the project.
Stakeholder Management is a critical area of any programme of work, regardless of the nature of the programme. However, complaints about difficult stakeholders are rife and it comes as no surprise that these stakeholders who often carry significant weight have the ability to hinder and hijack the realisation of a business strategy that, for one reason or another, is not in their interests.
It doesn’t matter how dedicated your team of programme and project managers are, every now and again they can benefit from a fresh set of eyes taking a look at what’s going on. A team that is ‘heads down’ in delivery mode can sometimes suffer from groupthink and perhaps become blinkered into thinking their approach is not only the best but the only way forward.
In my opinion and experience, projects are successful due to two main factors (1) Diligence in planning and (2) Rapid issue closure. For this article, I will ignore diligent planning and assume that all projects plan properly with the right assumptions, estimates, plan, etc (I know, I know, but bear with me).
I want to discuss your value in this blog post. But in order to make the point and get your attention, I’ll shine the light initially elsewhere and then circle back around. We’ll see how this goes…
As we start off the New Year, it often takes a while to get back into the swing of things. Thus, project results can become delayed or dampened while ramping back up to speed. Instead, in today’s new normal business environment, where sales are lackluster and cash is tight yet service is paramount, there isn’t a moment to lose on achieving critical project results.
Twas the night before implementation, when all through IT Not a PC was stirring, “It’s done, it’s complete”. The requirements were placed in vault for safe keeping, In hopes that the system would never need fixing.
As we close out the year, wouldn’t it be nice to achieve year-end results with critical projects? As many companies and leaders get lost in the holidays, it is an opportunity for those who stay focused on the key priorities.
As we are well aware, work to be done is represented by/based on Stories, in Agile Projects. Recently my team was asked to develop a WBS for an Agile project, by using a specific open source project management/issue tracking tool, for demonstrative purposes. While working on this assignment the team quickly figured out that “work” is already represented by user stories, so defining a WBS may be wasted effort.
The last Risk Doctor Briefing looked at eleven principles for risk management which are contained in the international risk standard ISO 31000:2009. We suggested that adopting and implementing these principles could lead to a more effective approach to managing risk. But ISO 31000:2009 is not the only risk standard that offers a set of risk principles.
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