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Collaborative Public Sector Projects—who is the ‘true’ client?

There are challenges to effectively planning and to the delivery of projects in the public sector.  In previous blogs, I discussed the challenges—stakeholders, risks, leadership and the ability to identify and deal with ‘red flags and hot buttons’.

Knowing what to do is not enough—When do we get to Action?

According to an influential article published several years ago, there is one short answer to the question  “What changes all the time but stays the same?  That answer is government’s health care transformation change projects. Some of those of us, who use, work in and care deeply about health service system, would agree with this insight about behaviours remaining the same.  I keep coming back to this question time and time again when working in this sector.  My answer—the problem is system-wide organizational readiness. 

Sticking with the Familiar: Challenges to Using Scenario & Simulation Tools

I often wonder when making decisions why we stick with the familiar.  Familiar tools for helping us make decisions or when evaluating the effectiveness or these decisions.  Tools are required to help us in understanding of stakeholder engagement.  It is suggested project managers or sponsors of large complex projects need new tools that extend beyond the checklists and stakeholder grids.  New tools that help us construct an approach to stakeholder management that systematically takes into account the external environment.

Tools for Managing Stakeholders Effectively

In a previous blog I asked the question ‘what’s in your toolkit’.  Continuing with this theme I talk here about tools for identifying, managing and communicating with stakeholders.  Selecting an effective tool helps you to identify and assess the risks to the project earlier thus leading to the adoption of a more effective risk management approach.  As we all know stakeholder management is critical to the success of every project in every organization.

A Lean-Agile Perspective on Project Governance

Ole Jonny Klakegg posed the question, "what are the most important means of governance that might help us keep our projects aligned with strategic objectives" even as the objectives change? Because the Lean-Agile methods arose from a need to "embrace change" (Beck, 2000) some aspects of Lean-Agile can help answer that question. This is not to suggest that all Lean-Agile programmes/projects have sufficient governance, but if a Lean-Agile approach is applied with care then some "means of governance" are already present.

The Institute

The newly created Project Management Research institute provides a focus on collaborative research excellence in project management. Read more..