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The Effectiveness of Project Management Emails

Effective Project management emails

Never underestimate the value of a good email, this is no different in project management. There is a lot to consider when delivering a project and emails are part and parcel as a practical communication mechanism. Understanding how to get the message across is very importance especially when working with virtual teams.

With all the moving parts that ought to be handled effectively, project managers can’t afford to have poor communication skills, especially when sending emails. When project managers send poorly crafted emails, misunderstandings can occur, delaying the project for days.

Poorly crafted emails can cause disunity, needless purchases, friction between managers and employees, etc.

To avoid these needless yet frustrating hassles, we’ll share some reliable tips that will help write effective project management emails.

To command respect, act and “look” respectable. In a virtual setting, the “looking” respectable bit can come down to something as simple and minute as having a professional-looking email signature.

Give the email signatures of the people in managerial and executive positions a closer look, most executives have professional-looking email signatures. In contrast, those who don’t have managerial roles don’t bother with having one.

As a project manager, it is a good move to look as professional as possible; therefore, adding a stunning email signature is something to seriously consider.

The good news is, it’s easy to bring the entire project team on board with having a professional email signature. For example, there is Office 365 email signature management tool that provides centrally managed and sync company’s email signature. With the email signature management tool, signatures can be auto-synced through API integration instead of instructing teams to copy and paste an email signature template.

Chances are, teammates are very busy with accomplishing their list of to-dos and making sure everything about their scope of responsibilities is squeaky clean. That’s not easy to do, considering the variables involved when working on a project.

That’s why when sending emails, add the most crucial point/s at the first line of the email. This makes the email punchy, and it ensures that the most important message is read and not ignored.

Don’t add the meat of the message in the middle of the email. The team might read the first lines and decide to set the entire message aside, thinking that the message isn’t urgent.

Add a clear call-to-action (CTA) in the email; don’t leave readers guessing what they should do next. This is especially the case when pointing out several gaps or problems in the email about the parts of the project that the email recipients are handling. It leaves them confused about what gap to deal with first.

Even if the opportunities are pointed out and not the problems, readers still won’t know for sure which opportunity to take action on, unless they are told clearly what is wanted from them.

Adding a CTA removes any kind of guesswork on the readers. This adds clarity and allows the team to move forward in the same direction.

Adding bullet points improves an email’s readability, organizes information, and works as an optical break. These points can make email messages easily digestible.

Think of bullet points as a summary of sorts. It allows an opportunity to convey crucial points piece by piece in a manner that’s easy to find and understand.

Now that a professional-looking email message has been composed, one that’s well-organized, with bullet points, and has a clear CTA, add a timeline to let the recipients know how urgent the needs are. Imagine how problematic it could become for projects if one of the teammates thought they could delay a task for weeks when they should be doing it immediately.

Suppose there are permits or documents needed to be obtained to start sections of the project. An email is sent to one of the managers to get the documents, yet he/she thought the task can wait and isn’t a high priority when the entire project is put on hold because the documents aren’t obtained yet. Scenarios like these can delay projects for weeks, even months.

At the end of the day, the email is being sent to people who have their own characteristics and how they interpret messages. These people might have had a tough day. They might have experienced rejections upon rejections, or they might even be sick physically yet still opted to work to prevent needless project delays. The last thing is to sound severe or cold towards these people.

This can demotivate them and could even lead to resentment or rebel against the sender. On the other hand, speaking life to them by including encouraging words in emails can motivate them and cultivate to relationship to something more meaningful.

This breeds unity the value of which can’t be downplayed when running a project effectively.

With the assistance of online apps, emails can be improved via readability and spot grammatical mistakes (among other things) before sending it to the teams. There are several of these online tools available and are free.

Sending effective project management emails doesn’t have to be rocket science. Just by using the tips shared in the guide, can drastically improve how emails are written. This helps with better communication, which is absolutely necessary to the success of any project. Do you have any tips or tricks used when sending emails; it would be great to hear from you. All the very best on your project management journey.

Resource Capacity planning improving project performance

Resource Capacity Planning

A project is deemed successful when the deliverables are met to the client’s expectations and are completed within time and budget. However, it is not as easy as it sounds. Project managers need to meticulously plan every aspect and track the performance at all levels to be successful.

In actual fact a project succeeds when there is a detailed project plan with deliverables documented against each milestone. The project manager then needs to track them at every stage and take corrective action if something goes wrong

The project’s requirement spans from niche competencies to equipment, material, asset, and so on. It is crucial to assign the right resources to the right project. If this doesn’t happen then the project can run the risk of not delivering on time and add unnecessary cost.

Capacity Planning helps with the prediction of shortfall or excess of resources in advance. It allows the project managers to be better prepared for future projects and avoids any last-minute hurdles. With proper resource planning, the project can be successfully delivered.

The comprehensive process of forecasting the capacity and demand gap and implementing the right resourcing treatments to bridge the gap is known as resource capacity planning. It empowers data-driven decision-making by centralizing and gathering relevant information on resource availability and utilization in real-time. This creates transparency and facilitates managers to stay informed of enterprise-wide resource metrics at all times. Moreover, accurate prediction of the metrics allows them to form a full-proof action plan in time. All these benefits put together make resource capacity planning an incumbent process in the project and resource management realm.

There are five ways that capacity planning improved project performance

Capacity planning provides enterprise-wide visibility of the resource demand, their capacity, attributes like role, skills, costs, location, etc. Being forewarned about the project demand, managers get enough lead-time to hire or request the right resource at the right time and cost.

With a unified view of the workforce, they can also leverage the cost-effective global resource across matrix boundaries to maintain any project’s financial health. Simultaneously, upskilling the benched resources and planned hiring minimizes last-minute hiring cycles curbing the costs substantially. All these measures cumulatively reduce project resource costs significantly.

When a project is in the pipeline, managers get an overview of the future requirement in advance. Leveraging this information, they can evaluate the existing resource pool, competencies, schedules, and availability. It will allow them to understand if there is a shortage or excess of resources. If the resources are in excess (capacity exceeds the demand), managers can bring forward additional pipeline projects, sell the excess capacity, and so on.

In case there is a resource crunch, managers can hire permanent talent, contingent workers, or contractors to bridge the gap. Or they can go ahead and train the existing resources. When an appropriate measure is implemented, managers can plug the skills gap in advance and ascertain timely delivery of projects keeping the client’s expectation in mind.

With transparency in project tasks, their skills demand, resources’ schedules, and their profiles, managers can allocate the competent resources to the respective tasks. Using the capacity planning solution, they can take a ‘best resource, best fit’ approach instead of a ‘first visible, first fit’ approach.

After procuring the workforce to execute the project, the next step is to understand the resource schedules and their availability. If a resource is booked for another project, managers need to ensure that their allocation does not lead to overutilization. Otherwise, resources may experience burnout. At the same time, the expertise level of every employee must be considered. For instance, a low-experienced resource may take more time to accomplish a task than a highly experienced resource. Based on their proficiency, managers have to design the schedules. Capacity planning makes this process a breeze by providing an overview of resource allocation, utilization, and schedules on one single platform.

Given the ability to forecast future opportunities and their requirements, capacity planning brings together the pipeline and delivery process. Pipeline projects can either come from the sales team or they can be internal projects to meet the company’s strategic objectives.

Proactive planning allows the team to take on more projects as the delivery team formulates a working framework for the approval process. Thus, capacity planning also plays a critical role in enhancing the revenue generation activities for the firm.

One of the most important factors to consider while managing projects is the resource health index. If the resources are experiencing burnout, or if a highly-skilled resource is working on admin or mundane tasks, or an instance of mismatched skillset, it can all boil down to lowered productivity.

Capacity planning helps managers combat this challenge. It can provide actionable insights into resource utilization and availability. If a resource is working on a non-billable project or admin work, managers can mobilize them to either strategic or billable work. It allows efficient utilization of their expertise, enhancing their productivity. Similarly, if a resource is over-utilized, managers can deploy the right optimization technique (resource levelling or smoothing) to even out the workload.

Understanding the impact of capacity planning on a project’s performance will assist a project manager to achieve their goal of successful delivery. Some further aspects to consider when capacity planning is to streamline the process, by establishing an advanced capacity planning and forecasting process to enhance efficiency. Stay vigilant of resource requirements or of the project pipeline to fill the demand gap in advance. Assess the capacity against the demand gap report diligently before implementing the resourcing treatment. Organize internal or external training sessions periodically for employees who need further training so they can be used in the future. Leverage the matrix organizational structure to form a cross-functional team and reduce the hiring/firing cycle. Let us know the capacity planning approach you take on your projects we would like to hear from you.

All the very best on your project management journey.

Contract lifecycle and project management

Contract lifecycle

Being responsible for managing a project is complex enough, then add contract management and the situation can become overwhelming, especially when contracts are not aligned as expected and issues arise, taking away from the project managers primary goal which is delivery.  Companies employ contract managers to manage this often-complicated process. While not every organization has a contract manager, everyone who is leading a project that employ’s vendors and contractors need to understand what is involved.

Contract management is the process of managing contracts. This includes deliverables, deadlines, and the terms and conditions of the contract. It’s not merely facilitating the contract process; it also includes managing customers and their satisfaction.

Often people think only of the build-up to the contract being signed. While this negotiation period is important, it’s a mistake to neglect what happens after the contract has been awarded. This is when the real management of the contract begins.

Contract management is used in organizations in both the public and private sector to effectively manage contracts after they’re signed to create a better operational and financial performance. It also helps to reduce the financial risk for the organization. While time-consuming, having a good contract management process reduces costs and improves performance.

Contract lifecycle management is different from contract management. The latter is more about managing contracts with email, spreadsheets and file storage. Contract lifecycle management is a strategic approach to contract management that gets greater efficiencies out of the activity by combining people, processes and technology.

Contract lifecycle management or CLM is about automating and streamlining the processes involved in contract management’s various stages, such as initiation, authoring, process and workflow, negotiation and approval, execution, ongoing management and compliance, and renewal. The end goal is to save time and money while reducing errors.

This is done by using CLM software, which gives users greater visibility into what a corporation is spending and streamlines the contract process for more efficiency leading to lower administrative costs. This is accomplished through management of procurement and sales contracts, automation, standardization and more, to create contracts quickly and easily.

Some organizations will have a dedicated person for contract management known as a contract manager. They direct and oversee contracts as they move through their lifecycle. In a sense, they’re the middle person who work as a bridge connecting companies, employees, customers, vendors and contractors.

A contract manager will facilitate the negotiations, recommendations and all record-keeping associated with the contract process. They research all legal issues related to the contract and help with negotiating terms and conditions with the client and the third party.

Some of the duties of a contract manager include preparing commercial bids, developing and presenting project proposals, meeting with clients, estimating budgets, negotiating contract terms and more. Their skillset includes having knowledge of contract law and being apt at relationship management.

Contracts are important. They are legally binding documents between an employee and contractors or vendors who will be carrying out work. Therefore, contract management is equally important as it helps to make sure contractual work is done effectively. It works out for both parties involved in terms of business strategies and procedure.

Since so much of an organization’s business strategy depends on the successful negotiation of a contract, the process can be time-consuming. Using contract management helps to dedicate just the right amount of resources needed.

But once the contract is signed, the need to monitor and oversee its implementation is critical to meeting the obligations of the contract. Failure to have a contract management process in place can cost the organization money and time through levied fines and litigation—not to mention erode important business relationships.

Contract management continues to be a benefit even after the contract is finalized and services procured. Without oversight, this can lead to failure to fulfill all contractual obligations. All of this erodes the value of the project and can even lead to failure to achieve its objectives.

Contract management, like any type of management, has a process. This allows for the management of contracts to be controlled and make sure nothing important is ever being neglected. This series of actions can be broken down into seven steps:

The first step is the identification of the organisations need, goals are set, and risks defined. Remember, the contract is legally binding, so due diligence is important. Know the type of contract, any standard agreements that can be used, determine who is responsible for what and the resources needed to implement the contract.

If there’s an in-house counsel or attorney your organization works with, this is the point to consult with them. They might even have a template to work from as the contract is drafted. This will help make sure all the required clauses and terms are included. Also, take into consideration any state or country laws that might impact the contract. Take time and make sure everything is correct.

The next step is getting approval from a manager or executive to look over the contract draft and see if they have any comments or corrections before finalizing the document. This phase of the process is dependent on how your organization works, and if they have audit procedures or other policies about specific procurement. At this point, set up a system to notify the approving parties so they can view, edit and comment on the contract in real time.

The negotiating stage will involve researching the other party’s needs prior to sitting down at the negotiating table. When everyone is making changes to the contract, it’s helpful to have that document be shared and collaborated on in real time. Shuffling back and forth between different versions of the contract by email via physical documents increases the likelihood of errors and cost increases.

Once both parties agree on the contract, it’s signed by them, which makes it a legally binding document. While we often picture contract signings taking place in person, that just isn’t always the case. With virtual meetings and a global economy, getting signatures can be more difficult. More companies are using e-signatures to facilitate this stage.

It’s common that a signed contract will get amended or revised. Tracking these changes is important and highlights the need for reliable contract management process. Contracts should be shared, easy to edit and add amendments as needed.

Finally, there’s the management that follows the signature, which can be auditing, renewing contracts and other obligations. The contract should be audited regularly to make sure the obligations are being met. This includes renewing the contract when necessary. Missing a renewal is a lost opportunity and can damage the relationship between the owner and contractor.

When applying contract lifecycle management, there are things to do to help the process work more effectively. For one, digitizing and automating the process is always advisable. This is doubly so when managing a portfolio of contracts or dealing with contractors and vendors who are geographically spread apart.

The automation of notifications to keep track of when contracts are up for renewal is a good approach. As human error can be costly, but when reminders are set on the software then deadlines are easily visible.

Having reporting features on a software tool is important for a budget, which is constantly changing over the course of a project. A budget is planned and is outlined on the contract, but the actual project might find you overspending. A tool is needed to check against what has been planned to spend and what is being spent.

Contract Management is an essential part of delivering projects, although organisations may have people whose job function is to specifically focus and work on contracts, and the responsibility may fall on others, it is good to understand the intricacies of what is involved. Let us know your experience with contact management we would like to hear from you. All the best on your project management journey.

Project foundation built on feasibility study

Feasibility Study in Project Management

Feasibility statements are a great way to build a project foundation, within several steps an understanding of the project can be achieved, setting the project manager on a path of success. Using some of the best practices and with available templates the path to successful delivery is clearer. Simply put, a feasibility study is an assessment of practicality of proposed plan or method.

The feasibility study will assist in determining if the technology for example can do as proposed. Does the project have the people, tools and resources necessary? Will it also achieve return on investment?

Once a plan for the feasibility study is created, upload that task list to a preferred project management software and most of the work is populated in the Gantt chart. Tasks can then be assigned to team members, add costs, create timelines, collect all the market research and attach notes at the task level. This gives people a plan to work from, and a collaborative platform to collect ideas and comments.

Based on this information the project can be deemed in a position to be implemented. It is best to conduct a feasibility study during that point in the project’s life cycle after the business case has been completed. It then outlines the factors that will make the business opportunity a success making it an important component of the project.

The following are the seven steps when conducting a feasibility study:

1. Conduct a Preliminary Analysis

Begin by outlining the plan, focus on an unserved need, a market where the demand is greater than the supply, and whether the product or service has a distinct advantage. Then determine if the hurdles are too high to clear (i.e. too expensive, unable to effectively market, etc.).

2. Prepare a Projected Income Statement

This step requires working backwards, start with what income from the project is expected and the investment needed. This is the foundation of an income statement. Items to consider here include what services are required and how much they’ll cost, any adjustments to revenues, such as reimbursements, etc.

3. Conduct a Market Survey, or Perform Market Research

This step is key to the success of a feasibility study, so it should be thorough. It’s so important that if the organization doesn’t have the resources to do a proper one, then it is advantageous to hire an outside firm to do so.

The market research is going to provide the clearest picture of the revenues which can be realistically expected from the project. Some things to consider are the geographic influence on the market, demographics, analysing competitors, value of market and what the share will be and if the market is open to expansion.

4. Plan Business Organization and Operations

Once the groundwork of the previous steps has been laid, it’s time to set up the organization and operations of the planned business venture. This is not a superficial, broad stroke endeavour. It should be thorough and include start-up costs, fixed investments and operation costs.

These costs address things such as equipment, merchandising methods, real estate, personnel, supply availability, overhead, etc.

5. Prepare an Opening Day Balance Sheet

This includes an estimate of the assets and liabilities, one that should be as accurate as possible. To do this, create a list that includes item, source, cost and available financing. Liabilities to consider are such things as leasing or purchasing of land, buildings and equipment, financing for assets and accounts receivables.

6. Review and Analyse All Data

All these steps are important, but the review and analysis are especially important to make sure that everything is as it should be, and nothing requires changing or tweaking. Re-examine previous steps, such as the income statement, and compare it with expenses and liabilities. Is it still realistic? This is also the time to think about risk, analysing and managing, and determine any contingency plans.

7. Make a Go/No-Go Decision

At this point a decision can be made about whether the project is feasible or not. A couple of other things to consider before making that binary choice is whether the commitment is worth the time, effort and money and is it aligned with the organization’s strategic goals and long-term aspirations.

Feasibility Report Template

Finally, here is an outline for the nine parts of a feasibility report:

  1. Executive summary
  2. Description of product/service
  3. Technology considerations
  4. Product/service marketplace
  5. Marketing strategy
  6. Organization/staffing
  7. Schedule
  8. Financial projections
  9. Findings and recommendations

That final item is broken down into subsets of technology, marketing, organization and financial findings and recommendations.

A feasibility study can provide an insight on the validity of a project, a project management software can assist with its execution. Once a plan for the feasibility study is in place, upload that task list into the software and all the work is populated in the online Gantt chart. At this time, tasks can be assigned to team members, add costs, create timelines, collect all the market research and attach notes at the task level. This gives people a plan to work from, and a collaborative platform to collect ideas and comments. Let us know your thoughts on the use of feasibility studies, we would like to hear from you. All the very best on your project management journey.

The essential 5 Project Management Reports

Project Reports

Project reporting or governance is a very important part of the project manager’s life. Without reliable reporting, projects are doomed to fail. There are five reports to use to ensure projects remain on track. These will help with tracking everything from risks to resources. They are the most common types of project reports, regardless they are crucial to the successful running of a project.

The most common type of project report and the one that is likely to be generated most often are Status Reports. These reports can be produced weekly or monthly, depending on the project and the sponsor’s requirement they can also be requested on a daily basis.  

The frequency depends on where the project is at a certain point and how much there is to say. There’s not much point reporting daily if the tasks all take over a week, as there won’t be any progress to report from day to day.

As a fair amount of time is spent producing status reports, it is worth considering ways to make it faster to write them. Better yet, automate as much reporting as possible.

Create a standard status report template or use the one that comes with project management software, and use the data in the scheduling tool to populate the project progress. Even if it has to be amended afterwards, having some of the fields completed will save a lot of time.

Many Project Managers report on risks at least monthly and the report is normally the output that comes after a risk review meeting. The risk log can be updated anytime, and all project team members should be contributing risks to the log whenever it is determined something needs recording.

The risk report should include a summary of the risk profile of the project. A good approach would be to only include the details for the risks that have the potential to create the most problems for the project. Then, include a statement on the lower-level risks, perhaps summarizing how the risk is being mitigated.

There could be a request to produce a report about all the risks, regardless of how significant they are. It’s probably easiest to do this as an automated download from project management software, or if the risk log is kept in another format like a spreadsheet, by issuing a complete copy of that document.

Reports need to be tailored to the people who are going to read them. So the report produced for the project board will have a different level of detail in it compared to the weekly status update that goes to the project team and key business stakeholders.

For the project board reports, think high level. They will want to read about things that are important to them, like issues they can help resolve, a summary of the budget position, and whether or not the project is on track and milestones achieved within the time-frame specified.

Make sure that the board report is in a format that they can easily read. For example, if executives are always on the road and use their smartphones to check emails, don’t produce the report in the form of a complicated spreadsheet that won’t display correctly, or include loads of large graphics that will take ages to download. A pdf will render across devices if emailing a static report.

Tracking resource allocation and determining which task is being addressed at a certain point is another important report. One way is to go through the entire project plan and work out the resource allocations by hand. That would take a lot of time, and be mind-numbingly dull as well. Or use project management planning software to work it all out. Most software tools, whether they are standalone Gantt chart software or fully-featured project tools with integrated time-sheets, will have the option to create a resource report.

The resource report will show the breakdown of which project team member is allocated to which task on which day. They can also be used to pinpoint over allocation problems – where a team member is allocated to more than one task. Obviously they can’t work on two things at once, so if not picked up these problems will affect the project plan as it slips behind schedule. Use the resource report to ensure there aren’t any clashes for individuals and reschedule those tasks as necessary.

Resource reports can also be useful for scheduling more than one person. This is important information as it provides information when someone becomes available, and that is a good sign that they can be given more project tasks at that point. If the resource availability is compared to the project’s timeline then planning becomes more efficient. As one task done by one person ends, then someone else is available to pick up the next thing that needs to be done, so that tasks don’t stop halfway through waiting for the next person to become available.

Overall, resource reports are one of the most useful types of project reports to be had as a project manager, although they can be a bit difficult to interpret at first. It really is worth spending the time getting to know how to read the reports so that changes to the project schedule can be made as appropriate.

A project can be determined to be tracking as planned via a variance report. That’s the beauty of a variance report: it compares the planned against the actual outcome, providing a metric to measure if the project is still on track, ahead of schedule or running behind.

The variance report will collect and organize the data on what is being comparing, whether it be the budget, schedule or scope of the project variable being measured. The variance report provides the tool to many a variance analysis or a measurable change from the baseline.

There are several variance reports, such as cost variance, variance at completion (budget surplus or deficit), scheduled variance and others. Mostly, variance reporting is used in budgetary analysis, trend reporting and spending analysis.

The variance report is a great tool for the project managers, who need a lens into the project’s progress so as to make informed decisions on allocating resources. But not only project managers benefit from the reporting. Stakeholders are interested in high-level reporting, and variance reports provides a thumb’s up or down as to the progress of the project and whether it has met its schedule and budget.

How often a variance report should be run depends on many factors. For example, what kind of project is it? What’s its duration? Where is it taking place? The accounting methods a project manager uses will likely be different from project to project, but a regular variance report is a powerful metric to determine the health of the project.

The right software will be of assistance to project managers, and the less which has to have manual input the better. Especially when the project software is integrated and information can be obtained within a few key strokes. Regardless, project reporting is mandatory if you are new to the role or an experienced journeyman. Let us know the best reports you use for your projects we would like to hear from you. All the very best on your project management journey.

Process Thinking for Project Delivery

Process Thinking

The delivery of projects successfully is made up of many factors, one is process. The ability to follow established set steps to ensure that results are achieved. The ability to understand that everything correct flow is the result of a process and is the key to performance and possibly project improvement. 

To effectively deliver projects as close to scope as possible, or at least not to have such a variance from the concept, final scope and then what is delivered, look no further than the process.  As there is a place for process thinking in operating, managing, and directing projects.

Every outcome is the result of a process, set of steps, under a set of conditions.  Analysing processes provides lessons learnt and allows for improvement for future performance.

When it comes to figuring out what went right or wrong, focus on what was done, why it was done, how it was done, and why it was done that way.  Then learn from what happened to continuously improve.

There are two broad categories of processes, internal (intrapersonal) and external (collaborative).  While the internal processes have a direct effect in the external ones, in most teams and organizations they are left to the individual.  The external ones are observable, such as speech, behaviour, and outcomes can be seen, felt, and analysed.

Processes weave together in a dynamic system.  The system, the environment being worked in, is complex.  Managing its processes is more an art or craft than a science.  Documented policies, processes and procedures are useful, though it is behaviour that counts.  And behaviour in complex situations requires flexibility and the right balance among intuition and analysis, compliance, and flexibility.

There are many ways to say the same thing and there may be more categories.  The point is to assess processes to see with which allow for satisfaction, and which can and should be improved?

The following is list of processes that are involved in project management: 

  • Communication
    • Demeanour, decorum, and respect for others – emotional and social intelligences, rules of order
    • Structure – purpose, position, evidence, dialog (questioning, opposing views, and rebuttal), conclusion.  Why is one saying what they are saying?  Is it the best way to address the purpose, meaningful, as brief as possible and to the point?
    • Active Listening – sensing one’s own and other people’s meaning through “vibe”, body language, tone, and content; asking questions to better understand; open to what the other person is saying as opposed to assuming what that are saying.
    • Transparency – what was decided, why it was decided that way, what is being or was done, the outcome, implications, and changes.
  • Conflict Resolution, Problem Solving, and Decision making
  • Operational performance
  • Management
    • Operational
    • Human resource
    • Quality (reviews, compliance, performance analysis and continuous improvement)
    • Procurement
    • Stakeholder (managing expectations, informing, obtaining input)
    • Financial and Accounting
    • Legal
  • Direction
    • Strategy and policy
    • Stakeholder relations and politics
    • Accountability and performance evaluation
    • Decision making
    • Values and principles

Regardless if a good track record in project delivery exists, there probably are parts of processes which can be better understood and improved, particularly in the areas of communication, decision making, stakeholder relations, and quality management. 

How best to address process?  Cultivate process thinking.  Ask what processes are behind chronic performance problems?  Are processes too rigid or too loose?  Is process documentation enough?  Is everyone aware of process thinking?

Make the time and take the effort to manage processes, let us know you approach to the use of processes in delivering projects. It would be great to have your point of view, all the very best on your project management journey.