How to build an effective steering committee
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.
Resource management to avoid project conflicts
Because projects are temporary endeavours undertaken to create unique products, services or results, organisations have temporary resource requirements that need to be accommodated. But how can organisations avoid resource conflicts between operations and projects and among multiple projects? Guy Wilmington provides the answer.
The 40-40-20 rule for project governance
Jed Simms reconfigures how we should think about education and project governance:
“Executives know all they need to know—at least they think—to convey the impression that they know all they need to know. But, when it comes to projects and project governance this model falls down.”
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.