Mapping stakeholders has long been a subjective task, but the most widely used power/influence grid has taken precedence for at least two decades, often pigeonholing stakeholders as high priority or low priority for an extended period, regardless of context.
Early in your project, you are probably used to thinking about who your stakeholders are and how you are going to manage them.
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At the start of any project the client will have an idea of what the project is intended to achieve; sometimes the idea is vague, sometimes clearly defined.
Three things every successful project management office (PMO) manager should know: 1.
In my last blog I berated the fact that there is a constant stream of surveys asking for the top reasons why projects fail.
How big do stakeholders get? I was personally pleased when I recently worked with a major multi-national organisation that puts sustainability right at the heart of everything it does – including new projects and programmes.
When it comes to managing change programmes, we all know that people need to be 100% bought in and convinced of what we’re asking them to do before they will take action.
The APM vision of a world where all projects succeed is a simple statement.
There are two debates going around the project management discussion sites at the moment that I find frustrating.