Business Culture

Articles, opinions and tips about business culture and how it impacts project delivery

What Nobody Asks in Change Projects: What Should Stay the Same?

When I am involved in change projects I usually start with my clients by trying to define a clear and, as far as possible, unambiguous vision for what the organisation will look like after the change. This part of the change project can be the most fun as thinking about the future, as opposed to the hard work of actually getting there, can be exciting. But in the excitement of planning the future, there is one thing that is often forgotten - what is it that makes this organisation special?

How to Align Strategy and Delivery in a Business Organization

A common point of tension for many organisations is the way strategy converts into projects. I am assuming there is a meaningful strategy. This is obviously not true everywhere, but that is a whole different sort of problem which is not covered in this article. There are some organisations in which there is a clear and logical relationship between the things being delivered and the organisational strategy. The result is a poor alignment between the organisational strategy and what the delivery functions are doing and have the capability to do. So what can be done about this? Let’s explore together, in this article.

The high performance project teams - How to prepare the team

I would like to continue the discussion I started last month on highly performing project teams. This is a topic that I think is very important, but one that we do not discuss often enough as project managers. In this article I want to focus in on preparing team members for a project. In a future article, which I will post soon, I will look at the wider aspects of a highly performing project team. In both cases I am as interested in your comments and views as sharing mine. This is an area we can all learn more about, and if you have any great advice or ideas, please share it!

The high performance project team - How to create, sustain and disband one

Project teams create deliverables and achieve outcomes, not project managers. As in an orchestra - the project manager may be the essential conductor, but the players make the music. The project manager’s work is forgotten once the project completes. What is left and of value, are the outputs from the project team - the deliverables.

There are huge variations between the effectiveness of different teams. High performance team deliver substantially more than poorly performing or even average teams, sometimes several times as much. Experiencing truly high performing teams is exciting, fun, and provides real learning. But... how can you create such teams? In this article I will try to explore this subject and share my view on how such teams work, how they can be developed, sustained and, when the time comes, disbanded.

Thoughts on Reorganising Businesses for Projects

Recently, I wrote about the problems re-organisations and management power struggles cause for projects and project managers. The article can be read in its entirety here: Come the Revolution - Managing Projects Through Revolutions.

To continue the discussion, I would like to consider a different question: Is there a way re-organisations in businesses can benefit projects and project managers?

Come the Revolution - Managing Projects Through Revolutions

Revolutions and counter revolutions are a central and often repeated part of history. They stretch into the current times, and will no doubt continue to happen in future. Revolutions pitch one group with existing powers, against another group who want to seize power. The stakes are usually high for both sides. And, managing projects in the middle of revolutions is, all of a sudden, a very tough challenge. That’s why, in this article, I would like to talk about the impact revolutions have on projects and how I think is best to manage your way through a revolution, as successfully as possible.

Why Do We Need Project Managers? A Positive Justification

As project managers we spend a lot of time thinking about the best ways to go about managing projects. There are books, bodies of knowledge, training courses and tools. But all of these are built on an assumption that is rarely questioned. Do we really need project managers?

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