How to work with a change manager on a project
The project manager’s job is to deliver the solution and the change manager’s job is to prepare people to receive the solution. One of the challenges is always that positioning. In my experience, the only time it works is when the change manager has equal influence to the project manager. They do two ends of the same job.
The difference between project and program management
The Project was in trouble. Established to deliver vital business transformation through the implementation of a revitalised end-to-end IT system, The Project was several months behind schedule, and well over budget. Worse still, there was scant light at the end of the tunnel. Pressure was on to deliver or heads were going to roll, and stress inside the project team was high.
Governance is Important to Project Success – Nick Pelham & Chris Flaherty
Governance is Important to Project Success – a conceptual paper
What do we mean by governance and by project success? Most projects, even non-complex projects require some form of governing – it can be as simple as having a project manager as the person responsible for the delivery the project. In addition, there could be more a question of what structural processes are in place, to allow for good governance; such as ensuring that there is regular and systematic reporting to the ‘project owner’ on the progress of the project.
In the more complex project situations, a project board is put in place and reporting occurs there. A project charter could also be drafted. A project charter is a guide for project board, establishing the authority and financial responsibilities of the board’s oversight of the project which includes the level of financial delegations that a project manager has over the particular project and the deliverables the project is to achieve. Project success, however, is not so simple, as there are four different views.
Authors: Nick Pelham, Dr Chris Flaherty
Review status: TBC
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 […]
Delivering value in a PMO
The phone call from the finance department went something like: “Geoff, the program seems likely to spend its entire budget for this financial year. Does that seem right to you?”; “Yes, we’re delivering great value for money, aren’t we?” Click. It seems that the financial folk had formed a habit of reserving only half of […]