On Feb 26th posted a piece in which I warned readers of the dangers of buying into CLOUD solutions without due care and without attention to all the little details they would pick through if they bought a small solution from me or even from an SME or “front of mind “, big noisy solution … Read more
Not only are few of us equipped to access the best solutions, but even fewer are able to recognise when we have a problem. In technology speak a problem is closer in meaning to a mathematics problem , it doesn’t necessarily cause that irritating pain that our marketing colleagues like to focus on.
If you have heard me pour scorn over some of the claims made for agile, you may be surprised to know that I’m an agile practitioner with some considerable experience and not at all adverse to the approach. That said, I always repeat the words of my agile mentor Keith Richards (no not him silly) when I asked the obvious silly question. He said ” It’s horses for courses. When you turn up for training we assume a certain level of education, intelligence and experience”.
Some people are overawed by the challenge of software development to the extent that they rely entirely on a comforting framework to lean against, while others use their big picture perspective to manipulate the marketplace selling their training, books and consultancy services under one disguise after another, while contributing little or nothing to the profession.
E.G. If you become so obsessed with meeting a specific date that you are prepared to pare away key features, there is a strong likelihood that the project will fail entirely. The answer is to treat the plan as a guideline and treat planning as an ongoing task
If the Project manager rarely sees the battlefield, and spends his time constructing fantasy plans without ever checking with reality and assuming that things will stay the same, then imagine how far removed the average programme manager is.
Given the uneasy relationships that have been communicated by countless business and IT representatives as we progressed through one of the most secure and bullish periods in modern history and given our current predicament of uncertainty and unease it is not unreasonable to imagine that relationships between the guardians and architects of IT and their … Read more
The project concept has outgrown it’s initial purpose to become pervasive in all areas of business and government. This blog is relevant to all projects, but especially to those traditional ones that are created with a new team to deliver a specific project outcome such as a business change. The challenges faced by Projects The … Read more
Image via Wikipedia A central skill set around which many areas of a project are built is the concept of problem solving. The initial outline business case that kicks things off properly is the first example of defining a problem and finding the best solution. As things progress, the theme continues as the bigger problems … Read more
1. Enthusiasm for the goals 2. Disillusionment with the progress 3. Search for the guilty 4. Persecution of the innocent 5. Praise for the nonparticipants Einsteins definition of madness was “someone who keeps doing the same thng and expecting a different outcome.” Johari’s theory defines four aspects of knowledge and ignorance. Knowing what you don’t … Read more
Part one – What would you like sir Part two – Requirements,tests, training, help files Part three – Why no project exists onin isolation-whwat should be done Part four – Business rules, Process rules, Process, Data, different viewpoints Part five – Testing requirements is not optional Part six -Requirements strategy can make or break your project Yes … Read more
I’m not suggesting that project management is poor in the organisations without Prince 2, in fact it can even be better.
Neither am I suggesting that Prince 2 has not had a positive impact on the organisations that borrow bits of it.
The blame for failed change projects
51% put the failures down to “winning hearts and minds” followed by 31% citing “Lack of clearly defined achievable milestones” and then “lack of management buy-in “ and “poor communication”.
These responses don’t describe a failed change management programme, they describe non existence of a change programme, i.e little more than a wish.
There a re a few fundamental rules to bear in mind when presenting any proposition:
1. Recognise and understand your audience so that you can directly target a known need or desire with your proposition.
2. Use the appropriate language and context to present your proposition.
3. Get your timing right.
4. Demonstrate understanding of and sensitivity to the operating environment.