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This month Dr Lynda Bourne author of Advising Upwards: A Framework for Understanding and Engaging Senior Management Stakeholders talks to Elizabeth Harrin about helping project managers communicate more effectively with executive stakeholders.
Professor Chris Mowles, author of Rethinking Management: Radical insights from the Complexity Sciences has written an opinion piece for Economia on Complexity and Crisis in the Eurozone
Whilst Dr Emanuel Camilleri, author of Project Success: Critical Factors & Behaviours has written in PM World Today about going beyond project management to define project success.
How many project managers fall into the trap of focusing all their efforts on the doing of project work compared to the need to influence others to get things done? The challenge for trainers and developers is to teach project managers the value and use of good facilitation skills. Penny Pullan’s article in Project Manager Today offers practical advice on how to address this dilemma realistically. Penny Pullan is co-author of A Short Guide to Facilitating Risk Management.
In her blog post The Rise of Stakeholders, Gower Author Lynda Bourne writes about the Google Ngram Viewer and shows how ‘the rise of “Stakeholders” from a pure legal/gambling term (the neutral party who holds the ‘stakes’ during a game of chance or similar) to its current status is amazing.’
The post is part of the blog’s overall remit to cover: Project management training and the PMI range of credentials including PgMP, PMP, CAPM and PMI-SP. Project ‘controls’ in the 21st Century, primarily the evolving role of scheduling as a key driver of project success but also Earned Value, PMOs, Governance and OPM3 and Effective stakeholder management including communicating for effective outcomes.
In her book Advising Upwards: A Framework for Understanding & Engaging Senior Management Stakeholders she talks about the central role of stakeholders in the successful delivery of organisational strategy becoming increasingly recognised, as well as the importance of developing a sponsor culture to support more collaborative practices within the organisation. Both blog and book explore how building, and managing, relationships with senior (upwards) stakeholders is essential for success.
Dr Lynda BourneDPM, PMP, FAIM.
Lynda is Director of Training with Mosaic Project Services focusing on the delivery of CAPM, PMP, PgMP, OPM3, Stakeholder Circle® and other project related workshops, training and mentoring services. She is also the Director of Stakeholder Management Pty Ltd and an Adjunct Assistant Professor at University of Maryland University College (UMUC) Adelphi, Maryland, USA.
She was the first student to graduate from the RMIT University, Doctor of Project Management course with a professional Doctorate in Project Management (DPM) and has extensive experience as a Senior Project Manager and Project Director specialising in delivery of IT and other business-related projects within the telecommunications sector working in Australia and South East Asia (primarily in Malaysia).
Projects without Boundaries is the second of a series of virtual conferences hosted by The Virtual Business School, on 12th October, in the ‘The Qube’. I will be taking part and if you are interested in the next generation of project working or simply want to experience the virtual environment of the Qube, then do check it out. At the last virtual conference (Innovation Without Boundaries), I found myself chatting to people ‘face-to-face’ (via my avatar) who were logging in from Istanbul, Italy, Soutern France, indeed all over the world. The Qube is such an appropriate medium for exploring virtual project working. You do need to experience it to understand just how extraordinary it is.
Much has been written about leadership and team building, but there are still major gaps in thinking and research about how to engage senior stakeholders in support of an organisation’s projects. The central role of stakeholders in the successful delivery of organisational strategy is becoming increasingly recognised, as is the importance of developing a sponsor culture to support more collaborative practices within the organisation. Building, and managing, relationships with senior (upwards) stakeholders is essential for success.
Find out more from Lynda Bourne, author of the forthcoming Gower title; Advising Upwards, A Framework for Understanding and Engaging Senior Management Stakeholders who will be speaking at the following conferences this year:
Conference Keynote: Motivate your Manager! PMOZ Sydney, August, 2011 (next week)
The Academy of Management 2011 Annual Meeting http://annualmeeting.aomonline.org/2011/ San Antonio,Texas,USA. August 2011 part of:
Stakeholder Engagement is ‘free’! The Zero Cost of Stakeholder Relationship Management
PMO Symposium : http://pmosymposium.org/Loews Royal Pacific Resort,Orlando,Florida. November 2011
Lynda regularly bloggs at http://stakeholdermanagement.wordpress.com/
There is surely no factor that’s more problematic in a commmunications campaign than the challenge of making it work globally. Many large organizations now work across borders and cultures and face the difficult task of making these global networks effective. Bill Quirke’s article in Strategic Communication Management on how to work together in communications globally is, as you’d expect from one of the leading thought leaders on communication, sensible, pragmatic and great read. Bill Quirke is author of Making the Connections: Using Internal Communications to Turn Strategy into Action.
Five Gower authors are presenting at the PMI Congress in Dublin (9th-11th May), they are:
David Hillson – Risk Energetics: Developing Renewable and Sustainable Risk Management. David is author of Exploiting Future Uncertainty, Managing Risk in Projects, Managing Group Risk Attitude, and Understanding and Managing Risk Attitude.
Lynda Bourne – Advising Upwards: Helping Your Managers Help You. Lynda is author of Advising Upwards and Stakeholder Relationship Management.
Michel Thiry – What Does Your Future Look Like? Michel is author of Program Management.
Michael Cavanagh – Second Order Project Management. Michael is author of the book of the same name.
Penny Pullan – The Seven Secrets of Successful Virtual Meetings. Penny is author of A Short Guide to Facilitating Risk Management.
If they present as engagingly as they write, these will be enjoyable, rigorous and thought-provoking sessions.
This is the second in the promised series of posts highlighting Gower’s publishing programme in a given topic area for the next 12 months. I won’t attempt to document all our new books but rather a give you a flavour of some highlights.
Project and Programme Management
Is the largest single list within our current publishing, on the basis of number of books published and commissioned. There are several continuing themes to our new books in 2011:
Project Performance and Resilience
Many of our new titles are designed to help you address a particular aspect of your organization’s project or programme management or develop your capability or resilience for project delivery. Some books, such as Emanuel Camilleri’s Project Success or Michael Cavanagh’s Second Order Project Management, go to the heart of those strategies and techniques that don’t just secure project or programme delivery but ensure value and commercial success too. Others, such as David Cleden’s Bid Writing for Project Managers or Integrated Cost-Schedule Risk Analysis, the follow up to David Hulett’s wonderful Practical Schedule Risk Analysis, provide expert help on one or more specific element within project management.
The Context of Projects and Programmes
We have a clutch of titles in preparation for 2011 or early 2012 that offer perspectives on the context within which projects and programmes are managed. There are a couple of titles from Professor Darren Dalcher’s highly regarded series, Advances in Project Management, that do this particularly well, for example: Haukur Ingi Jonasson and Helgi Thor Ingason’s Project Ethics, Ron Basu’s Managing Project Supply Chains and Spirituality and Project Management by Judith Neal and Alan Harpham.
Programme or Program Management
We have some strong titles to follow on from Michel Thiry’s 2010 Program Management. Roger and Adam Davies’ Value Management does a good job of connecting programmes with strategy and their intended outcomes and the first of two books from the author of The Lazy Project Manager, Peter Taylor, provides those people responsible for their project or programme management office with a very pragmatic guide to leadership: Leading Successful PMOs.
People in Projects and Programmes
The final clutch of three titles I want to highlight are those that cover human factors or, if you prefer, people in projects. There are two follow up titles in this group: Kaye Remington’s Leading Complex Projects (which follows her 2008 book Tools for Complex Projects) and Lynda Bourne’s Advising Upwards (which is a follow up to her 2009 book, Stakeholder Relationship Management) . There is also Sharon Di Mascia’s Using Psychology in Project Management, which is another book that very successfully draws in models and pragmatic advice from outside the usual project methodologies.
And, if I am allowed a last minute, wild card entry, let me sneak in a mention for Penny Pullan and Ruth Murray-Webster’s A Short Guide to Facilitating Risk Management from the Short Guides to Business Risk Series; very definitely appropriate for anyone involved in project risk management.
Please do offer any feedback on this programme of publishing or, if you wish, you can contact me with your own subject suggestions, requests or even book proposals.
Jonathan Norman, Publisher
I heard Michel Thiry (Program Management) present recently for the London Branch of PMI on Program Management: The Four Key Components (Governance, Decision Management, Stakeholder Management and Benefits Management). Michel has a gift for offering a perspective on program management that is both sophisticated and entirely sensible. I am sure that the audience, who were very responsive, went away with a number of mental models that will change the way they understand the relationship of programs, projects, portfolios and the corporate strategy that underpins them all. If you haven’t heard Michel speak, then I urge you to take advantage of one of his forthcoming presentations to go and listen to him. He’s presenting on Project -Based Organizations on 15th and 16th September in Las Vegas, for PMI; on 20th September he’s talking to the PMI UK, North and Midlands Chapter, on Program Management, Beyond Standards and Guides; and he’ll also be talking on program management at the PMI North American 2010 Global Congress in Washington between 6th and 9th October.
The 2010 PMI EMEA Congress in Milan (10th-12th May) offers some fascinating insights into the future of project management. It is encouraging to see the European project management community setting the pace for the North Americans to follow. And I am particularly pleased to see so many Gower authors on the programme including: Michel Thiry (Program Management) “Bringing agility to programmes and programmes to agility”; Peter Taylor (Project Branding and Leading Successful PMOs) “Getting PM Out of the Box”; David Hillson (Understanding and Managing Risk Attitude, Managing Group Risk Attitude and Managing Risk in Projects) “How to be a Successful Failure” and Lynda Bourne (Stakeholder Relationship Management) “The Future of the PM Hero”.
