Patrick Weaver is the managing director of Mosaic Project Services and the business manager of Stakeholder Management Pty Ltd. He has been a member of both PMI and AIPM since 1986 and is a member of the Asia Pacific Forum of the Chartered Institute of Building. In addition to his work on ISO 21500, he has contributed to a range of standards developments with PMI, CIOB and AIPM.
Delivering the wrong project on time and on budget with 100% of its scope completed to the defined quality standards is a complete waste of money. Pat Weaver explains the fundamentals of portfolio management.
Good group decision-making involves an open discussion among members, each with their own skills, experience, ideas and information, leading to an informed decision. So why are project teams often so bad at it? asks Pat Weaver.
Practical ethics suggests that to counteract the forces for poor ethical standards there needs to be a stronger force for high ethical standards. Pat Weaver fights a slow-burning issue in the building industry.
The Project Management Institute’s appeal to prevent the UK’s Association for Project Management from receiving a Royal Charter has been rejected, reports Pat Weaver, which means project management is to become a formal profession.
Randomness is a key ingredient in probability, contributes to luck, affects statistics, and can easily be confused for skill or competence. Good and bad luck can befall any project manager, writes Pat Weaver.