Far too many sponsors, executives and project managers waste time in ineffective steering committee meetings. Dr Lynda Bourne provides advice that could save your project control board thousands of dollars in wasted time.
Ineffective project governance causes more project failures than ineffective project management. It is therefore up to the project manager to ensure success rather than just supervise delivery’, writes Jed Simms.
An information governance group is one mechanism to ensure a common language or standard definition of business words is used across the organisation. Cameron Johnson provides a case for how this group can be used in business intelligence projects.
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.
Far too many project controls professionals and project managers think they have done their job once the data has been gathered, analysed and the information developed to facilitate an informed decision. Pat Weaver says how you report it make all the difference.
Project controls processes and reports are full of numbers and calculations. One would think most project stakeholders would see and understand the numbers in the same way. Pat Weaver says unfortunately this is not the case.
Making a sensible decision to ‘kill’ an uneconomic project or to support an ‘over budget’ project that still has a viable return on investment is always difficult. Patrick Weaver on the three worst ways to make a decision.
Consistent high performance in the creation of value from projects and programs requires the technical capabilities to manage projects effectively but Pat Weaver looks at why technical maturity is not enough and how performance management can change the game.