Project Management

/Project Management

Three ways of running your project

In my previous blog I discussed the Project Manager Octagon. Simply put: the project management Control Triangle (Cost, Time, Scope) is by itself subject to external factors that are grouped in the Influencer Pentagon (Customer, Stakeholders, Risks, Quality, Resources). Controlling the Influencer Pentagon is done by a balanced use of the Control Triangle. Tasks are added to the project, a budget for executing these tasks must be approved, and tasks are planned in time.  So far, the project manager seems to have the project pretty well under control, isn’t it? But is this really the case? Well, only in part, [...]

2018-01-28T09:14:24+00:00 1 Comment

The Project Management Octet

This is a first blog in a series about the Chagwa theory. In this introductory article I will share a small insight that may already change the way how you start your projects. No doubt it was part of your very first lesson on project management: as a project manager you control scope, time and cost in a project. We are talking about the Control Triangle that every project manager has become so familiar with. The Control Triangle is emphasized this much that I have seen project managers primarily focus on getting scope, budget and timings right. For starting a [...]

2017-12-21T07:50:32+00:00 0 Comments

Chagwa

There was a big feeling of pride when I received my personal copy of a new book where my name is mentioned in the credits. It’s not like I feel the book would not have been there without me, but I’m very grateful that my name can go as a permanent endorsement for the content. I’m referring to Chagwa V1.0, the book from Jürgen Van Gorp about “Allowing Change, Agile and Waterfall Projects in the Organisation”. It explains how to combine different methodologies and shows that in the project-world, there is no one-size-fits-all. In my own career, I have already [...]

2017-12-21T07:49:30+00:00 0 Comments

The Perfect company

Recently, I was working as a change manager on a gigantic roll out project for a massive multinational.  Everything was exactly as it should be.  When the business had an idea they spontaneously reached out to their IT colleagues to seek advice and support.  And when the IT team hit a technical problem the business was always there to help them. The senior managers too, were very supportive, asking how they could lend a hand. Everywhere I went, people understood the problem that our project was solving and the benefits of solving it. The communication department were fantastic, they anticipated [...]

2017-09-14T09:56:04+00:00 0 Comments

Why do we allow projects to fail?

I recently had a very interesting conversation with a programme director of a large IT company based in the UK. During the conversation, he asked me, “Why do Projects Fail?”, this is a question that I hear quite often, but before I gave my opinion, a little voice in my head said, “The question should be, why do we ALLOW projects to fail?” I believe there is a subtle but important difference here. By asking the question, “why do projects fail?”, it allows us to believe that a project has a mind of its own and distance ourselves from the [...]

2017-07-21T06:25:18+00:00 0 Comments