Weekly summary March, 2011
What to do about Luddites and other disbelievers
Posted in Change Management, Process Improvement, Project Management on Mar 11th, 2011
Ever feel like you are in the project from hell? Sometimes you may feel that you have been placed in a movie, or that God is testing you because of the hostility you are encountering in your project. In the most virulent form this may take on the form of Luddites (see definition below) who [...]
Transparency. The dirty window of project management
Posted in Change Management, Process Analysis, Process Discovery, Process Improvement, Process Mapping, Project Management on Mar 10th, 2011
What an overused word transparency is today. In recent years it’s banded about like some great revelation to management and self help gurus alike. What monumental balderdash! Suddenly we awake one morning and decide that we will be honest, open, clear with everyone we deal with on a project. We won’t hide that key piece [...]
Top 10 factors that can affect your project: Competent project team members
Posted in Change Management, Process Improvement, Project Management on Mar 9th, 2011
It may seem obvious, but better people usually produce better results. Great thinking Einstein! However, we are often not dealt the cards we want when a project team is assembled. The dream team are the best communicators, popular folks for every department affected, you get your pick of course. Reality sets in and assignments are [...]
BPM Barriers to success: Outcome impact on staff and organization buy in
Posted in Change Management, Process Improvement, Project Management on Mar 8th, 2011
Organization buy-in is listed as #4 on my top ten list, however maybe it should be Number 1. There are so many negatives associated with change an organization doesn’t believe or sign up to we could write a book on the topic. How many times do you hear these problems about “so and so’s project” [...]
Realistic and achievable goals/objectives
Posted in Change Management, Process Improvement, Project Management on Mar 7th, 2011
How many times does a project fail because the members don’t believe it’s doable. Unrealistic goals and objectives are often to blame. Sometimes timelines because the project started too late, others because of lack of resources. It doesn’t really matter, the project is likely to fail because the team don’t believe in it. Here is [...]
