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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It is generally understood that a favourable reputation is a key contributor to organisation’s ability to create sustainable value. Good project governance is a big part of that, writes Pat Weaver.
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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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The only purpose of undertaking a project, a program or any other business activity is to create value. If the activity destroys value, you are better off doing nothing, writes Pat Weaver. Here’s how to identify value for different stakeholders.
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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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Program level stakeholder management is not just about managing pre-set processes, but about influencing people and building rewarding relationships, writes Michel Thiry.
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It sounds like the title of a great movie, but it’s a battle that is played out every day in every organisation that runs projects. I read something this week that inspired me to write about this battle and what you can do if you are in the midst of it.
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While many project communication plans are simply a schedule for the distribution of project reports, sending out information has very little to do with effective communication. Lynda Bourne outlines the difference between project reports and effective communication.
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