To implement a PPM system like our PM3 the implementation should be treated like any other project. It needs: An active sponsor; Scope; Plan; Resources; Success criteria, etc Many PPM vendors simply install the software, configure it and after some formal training the ‘project’ is complete. This approach rarely works and after the initial enthusiasm […]
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I’ve interviewed literally hundreds of project managers over the years and it is easy to ask the candidate some basic questions on project management, e.g. what’s a risk compared to an issue, how do you plan projects etc.. You should, of course, also ask the candidate some questions to see whether he or she culturally […]
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With Retail the only constant is change! Looking back over Christmas 2013, there have been some winners in retail and some losers. Next has clearly been one of the winners and they are contemplating a special dividend to return surplus cash to their Shareholders. It is hard to isolate what the winners have been doing […]
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A guest blog post from Laurence Davidson managing director at Complex to Simple. The CEO of a national organisation recently told me that he had “spelled out his vision for the next five years” to his entire staff. He had just delivered a one-off presentation in which he talked through forty-five PowerPoint slides. “The whole […]
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Whenever I talk with people who work in project and programme offices these days they seem to be getting increasingly frustrated with having to constantly justify their existence. “Senior Management just doesn’t get it” is a common view, “they think we’re just here to produce pretty reports and chase people for information”. One client even […]
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Timesheet management is one of those emotive topics that can bring out some extreme reactions. Those in the professional services community, either consultants or system integrators, have no real issue with filling in a weekly timesheet. The reason? Timesheets have to be done in order for a bill to be produced. In these organisations, if […]
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The first question to agree on is whether to have any contingency in a project estimate. Some organisations refuse to countenance contingency and just want an ‘accurate estimate’ on the project cost and timeline. This really is a silly notion as you cannot possibly estimate correctly at the start of any sizeable project what the […]
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I was contacted recently by a client who had just resigned as PMO lead because he had no sponsorship from the IT leadership team. My initial reaction was surprise that a PMO for a relatively large organisation was not considered valuable. However, after some reflection and a brief conversation, I realised that the PMO in […]
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I was working at a new client the other day and we talked about their pipeline of project work. One of their biggest issues is that projects are initiated without any real idea whether they can be fully resourced. Of course, if the project has a good enough business case you can go to the […]
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Introducing a new Programme and Project Gateways functionality in v8.2 making it even easier for users to track and realign activity to achieve desired business outcomes London, 8 July 2013 – Bestoutcome, the leading consultancy specialising in outcome-driven project management, has today announced a series of significant enhancements to the functionality of its software solution, […]
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