Managing stakeholders in infrastructure projects
Not so long ago, stakeholder management was merely about dealing with various parties’ issues as they arose. There was a vague understanding of the people involved and if a problem occurred, the project manager would cross that bridge when the time came.
Lately, stakeholder management has become more sophisticated, taking up a greater amount of time and effort up front. Recognising that people are the project is the first step towards stakeholder engagement. Beyond that, it’s a way to ensure that issues are heard at the beginning so that they can be addressed in the project plan and realised as a benefit upon closure.
An indigenous perspective of projects, community and culture
Any person who comes from one culture and is tasked with working with another should take into account other people’s needs and cultural diversity in a project, says Donald Christophersen of Morning Star Indigenous Inservices. “If you don’t realise that other people’s culture will have a huge impact on any activity, anywhere, how can you […]
A new paradigm for program management
There is often a gap between the strategic vision and plans of a corporate executive or board and the immediate needs experienced by staff at the coalface. Responding to the latter is generally a more tactical focus, possibly consuming resources that might otherwise be directed at addressing the corporate strategies. Likewise, without comprehensive communication and […]
Mentor sees IT development gap
“In most organisations, IT is a necessary evil,” says Rob Livingstone, founder and principal of a firm that provides mentorship programs specifically tailored to address the challenges faced by IT professionals. Mentorship programs at Rob Livingstone Advisory aim to bridge the gap between the IT department and other aspects of a business. Livingstone says in […]