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The Obvious Question Rarely Asked in a Business Case
Congratulations you have just been appointed the Project Manager (PM) for this very important project. The Sponsor has handed you the business case and set you on your way.
You dutifully read the business case. It looks great. It has all the sections completed as per the template and project methodology. It is well articulated and is clear what needs to be achieved. Most importantly it has all the required sign-offs, and you are ready to go.
6 Tests When Reviewing Board Project Reports
Earlier this year I posted 10 Questions the Board Should Ask Projects that received plenty of attention. The focal point was the
The 7 Attributes of a Brilliant Project Sponsor
I am often asked to critique the performance of the Project Sponsor as part of the Post Implementation Review (PIR).
10 killer project wastes
Large corporates with significant Enterprise Portfolio Offices (EPOs) are seeking to achieve greater returns on their project investments. Most are
10 questions the Board should ask projects.
In the fast-paced world of disruption, trade liberalisation, technology innovation and the availability of cheap capital competition faced by business
Advance your project leadership. Please!
After many years of reviewing project performance and Post Implementation Reviews, it is astounding that the soft skills of Project Professionals is
Banking culture. The root of all evil!
Even if it were true is that the most helpful construct for addressing the issue? Blaming “it” on culture is
To PMO or not to PMO. Is that really the question?!
The strategy consultants have weaved their magic with the Executive Team and the Board to define an exciting new direction.
Chop chop when will the restructure stop?!
It seems that almost every day the Australian Financial Review is reporting on a major Company reorganisation with each newly
Protect your PURPOSE in a CI Transformation
Have you ever led a Continuous Improvement transformation (CI), achieved considerable early success only to see it go off track
Process reviews make not an organisation improvement system!
The most common observation in my consulting practice is the claim that process reviews conducted by an “intervention group” are
Break the spiralling demand for meetings!
Have you ever wondered why you spend so much time in meetings? I have watched many executives become slaves to their diaries.Hourly
Let every interaction be an inquisitive one!
By their very nature, large organisations can be difficult things to navigate. Knowledge is not perfect despite the emergence of