Mixed discipline innovation


A team built with mixed skills and know-how will always be stronger than a group-think silo. Business insight is a combination of looking at an opportunity through multiple lenses and forming a view of what these multiple observations mean. Successful businesses look, listen and learn from as many sources as possible. This means an extended network is highly desirable. The easiest way to extend the network is bring in different people for divergent thinking on shared business problems. Right brainer, left brainer, activist, theorist – they all create balance and augment team and the enterprise in which they work.

Follow this link to an article on the subject by Bill Gross, CEO of Idealab


Improving Project Status

Google has over 13 million pages that describe project status reports. If you read all of them, you’d find a lot of discussions on the purpose of status reporting, key components and numerous templates. I’ll save you the time reading 13 million pages and provide three useful formats to include in your project or program status report deck. The key to these formats is to use visual reports to convey status rather than reading lengthy missive on this week’s project status.

My unscientific observation is people skim rather than read an entire status report or presentation. I’m sure you’ve had the experience where an executive, customer or key stakeholder skims through the first few pages of your meticulously wordsmithed presentation only to stop at the one key slide that holds their interest. The entire purpose of the status report is to inform the project stakeholders of project progress and have a conversation about scope, resource and timeline concerns. Having a conversation using paragraphs of text is difficult for both the presenter and the audience. Visual formats help make the conversation easier.

Read more here…

Management of Risk

Risk management is still approached from the point of view of it being one aspect of internal control, which itself is one aspect of corporate governance

The need to “define a framework” within which risk management is to beundertaken is still a key message within the revised guide
Much of the guidance still revolves around the application of a risk management process which enables organizations to identify, assess and control risk.
The need to embed and review risk management is still seen as a key element of implementing an effective approach to risk management
The guide still provides guidance about how risk management needs to be tailored to meet the needs of different organizational perspectives, i.e. strategic, programme, project and operational
There is still guidance on the use and application of a wide range of risk management techniques.The M_o_R framework, based on the four core concepts of principles, approach, process and embed and review has also been retained.

Read more here…..

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To lean or not to lean – Project management versus Lean project management

Does project management have to be lean to be effective? Darren Walsh, divisional lean manager for hydraulic filtration specialists Parker Hannifin and a graduate of Cardiff University’s Lean MSc programme, explains why traditional project management needs to be revised if it is to support lean enterprise.


“There’s no place for traditional project management in mature lean environments.” Strong words when you consider that project management shares a similar success rate to implementing change, in that, it is believed that 70% of all projects fail or miss their deadlines and 70% of change fails to deliver the benefits within the planned timeline.

This article will examine some of the key differences between traditional project management and progressive lean project management, where the change agents have learned from past problems and embraced a better understanding of what makes lean really work.

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Which Methodology Will Make Me a Great Project Manager?

It’s true, being a good project manager starts with the fundamentals of having a robust methodology in place, but even with that there are other crucial elements such as appropriate systems and experienced people that are required to support the methodology. Without them the project can fail spectacularly. It should be said though that a good methodology is the right place to start.

Over the years, as project management has matured and developed in its complexity, a number of methodologies have been developed to help assure project success.

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Prince2 Project management – finally an update

Finally the OGC are going to do a 5S exercise on their excellent project

management methodology. There was a little too much flim flam in the old process.

The existing process model which currently describes the activities to

be performed throughout the project has been simplified. The existing eight processes have been reduced to seven. Sub-processes have bee

n removed from the process model and have been replaced by activities describing what needs to be done, when and by whom. The complex sub-process diagrams which students of the current method found particularly confusing have been removed.

The eight existing components have been replaced by seven ‘key themes’. Key themes are aspects of project management that need to be continu

ally addressed. They are not one-off activities. The key themes are: Business Case, Organisation, Plans, Risk, Progress, Quality, and Issues & Changes.

We welcome these changes if not the cost of getting reaccredited

Read on…