Lynda Bourne looks at the various dimensions of a stakeholder’s ‘attitude’ towards you and your project and how these will influence your project’s chance of success.
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Describing scheduling, earned value and financial management as ‘project controls’ is, I would suggest, dangerous! Project controls is a communications process, argues Lynda Bourne.
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While no sane project manager would chose to suffer sufficiently to produce their version of Proust’s In Search of Lost Time, only the most naive would expect their project to run without a problem. Lynda Bourne on the best way to capture lessons learnt.
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Dr Lynda Bourne on the difficulties in quantifying the value of improving an organisation’s stakeholder management capabilities and establishing the return on investment for a new project management office.
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There is a direct link between the organisation’s decision to make an investment in a selected project and the need for the organisation to adapt so it can make effective use of the deliverables. Dr Lynda Bourne says the key is for project managers and teams to learn to ‘advise upwards’ and manage their sponsors.
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Most projects develop a list of stakeholders as part of their communication planning and include customers, clients or ‘end users’ in the list and then get on with the work of the project. Lynda Bourne says there’s more you can do to deliver great customer service.
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Ethical management and corporate governance are about balancing the competing needs of all of the organisation’s stakeholders, balancing long- and short-term goals and being socially responsible. Lynda Bourne explains how this indicates stakeholder management maturity.
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Expert Joseph Juran defined quality as fit for purpose, an elegant definition that applies equally to the quality of your management processes and information as it does to your production processes and project deliverables. Lynda Bourne sets out how to calculate the cost of quality in your project communications.
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Much of we call ‘project controls’ is actually a process of communication that we can use to influence the direction of our project, writes Dr Lynda Bourne. How did we manage to confuse communication with control?
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The starting point in any effective communication is developing a clear picture of what it is you want the communication to achieve. Lynda Bourne, on what makes project communication more mindful.
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Articles by Lynda Bourne
