Created: 14 November 2007 | Joined by: 9 people | Comments: 0 comments
Industry sector: Management

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  Peter Drucker On Leadership - Forbes.com 

  http://www.forbes.com/2004/11/19/cz_rk_1119drucker.html

  Ideas Peter Drucker On Leadership Rich Karlgaard, 11.19.04, 6:00 AM ET NEW YORK - Peter F. Drucker was born 95 years ago today--can it be possible?--in Vienna. The universally known writer, thinker and ... lecturer now is nearly deaf and doesn't get around like he used to. He stopped giving media interviews about a year ago. But in late October, Drucker granted an exception to Forbes.com at the urging of Dr. Rick Warren , the founder and head of the Christian evangelical Saddleback Community Church in Lake Forest, Calif. The Drucker-Warren relationship may surprise many readers, but it goes back two decades, to when the young minister came to Drucker for advice. Under Drucker's tutelage, Warren's own success as a spiritual entrepreneur has been considerable. Saddleback has grown to 15,000 members and has helped start another 60 churches throughout the world. Warren's 2001 book, The Purpose-Driven Life , is this decade's best seller with 19.5 million copies sold so far and compiling at the   [More...] [Less...]

  First added: 8 December 2007, by: Nick Slowe  [Report as spam]

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  Tags:  business strategy, programme management, strategy, leadership

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  Technical articles - The IET 

  http://www2.theiet.org/oncomms/sector/management/Articles/Object/8ED4494A-6BEF-443E-BD599BE0FDEB671A

  Stakeholder analysis is not a science, and does not involve excitingly challenging branches of control theory. Yet the issues that it addresses have to be faced by every project and, on current evidence, ... it would be a good thing if it were taken far more seriously by many engineering projects. In a nutshell, people matter; and people play many different roles, all crucial to project success. Projects need to know the roles involved, and the viewpoints of the stakeholders playing those roles   [More...] [Less...]

  First added: 9 December 2007, by: Nick Slowe  [Report as spam]

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  Tags:  management, programme management, project management

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  OGC - Introduction to Programmes 

  http://www.ogc.gov.uk/programmes___projects_introduction_to_programmes.asp

  Introduction to Programmes Programme Management is a vital component in the delivery of change; whether change to public or customer services, or change within organisations. In the government context, ... Programme Management is what the best policy makers have always done, though they may not have called it that; thinking through the end-to-end process to translate policy into delivery plans and into desired outcomes. OGC Gateway management reviews identify risks to programmes and projects and ensure that you deliver them on time and on budget. Government Relocation and Asset Management - streamlining the civil service and improving management of the civil estate. Centres of Excellence in programme and project delivery through your departments, agencies and non departmental public bodies. Programme & Project Management (PPM) Specialism helping developing careers. Key OGC products in the programme and project delivery chain include ITIL, PRINCE2, M_o_R and MSP. Procurement policy supporti   [More...] [Less...]

  First added: 1 December 2007, by: Nick Slowe  [Report as spam]

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  Tags:  programme management, msp, ogc, project management

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  OGC - Senior responsible owner 

  http://www.ogc.gov.uk/User_roles_in_the_toolkit_senior_responsible_owner.asp

  Senior responsible owner Purpose The Senior Responsible Owner (SRO) is the individual responsible for ensuring that a project or programme of change meets its objectives and delivers the projected benefits. ... They should be the owner of the overall business change that is being supported by the project. The SRO/PO should ensure that the change maintains its business focus, has clear authority and that the context, including risks, is actively managed. This individual must be senior and must take personal responsibility for successfully delivery of the project. They should be recognised as the owner throughout the organisation. An individual's responsibilities as an SRO should be explicitly included in their personal objectives and the individual should remain in place throughout the project or programme or change only when a distinct phase of benefit delivery has been completed. The SRO should be prepared to take decisions and should be proactive in providing leadership and direction thr   [More...] [Less...]

  First added: 1 December 2007, by: Nick Slowe  [Report as spam]

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  Tags:  leadership, programme management, project management

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  OGC - Business strategy 

  http://www.ogc.gov.uk/documentation_and_templates_business_strategy.asp

  Business strategy Purpose: To describe the business direction for the future (short and medium term as minimum; ideally covering longer term as well) in terms of a vision, strategic themes and a portfolio ... of planned changes to which every programme and project contributes. Fitness for purpose checklist: The strategic direction exists, as a set of strategic themes which are capable of providing a starting point for the planning of the required set of change programmes? Is there a set of strategic change initiatives which are consistent with the vision and the strategic themes for the business unit, are described in sufficient detail to enable subsequent prioritisation, selection and sequencing? Is the nature of the description of the change initiatives also such that implications of their influence on overall strategic direction can be interpreted? Is there a prioritised set of change programmes which clearly shows the interrelationships and dependencies between the change programmes th   [More...] [Less...]

  First added: 1 December 2007, by: Nick Slowe  [Report as spam]

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  Tags:  business strategy, management, programme management, strategy

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  10 Principles of Change Management 

  http://www.strategy-business.com/resilience/rr00006

  4/15/04 Tools and techniques to help companies transform quickly. Way back when (pick your date), senior executives in large companies had a simple goal for themselves and their organizations: stability. ... Shareholders wanted little more than predictable earnings growth. Because so many markets were either closed or undeveloped, leaders could deliver on those expectations through annual exercises that offered only modest modifications to the strategic plan. Prices stayed in check; people stayed in their jobs; life was good. Market transparency, labor mobility, global capital flows, and instantaneous communications have blown that comfortable scenario to smithereens. In most industries — and in almost all companies, from giants on down — heightened global competition has concentrated management’s collective mind on something that, in the past, it happily avoided: change. Successful companies, as Harvard Business School professor Rosabeth Moss Kanter told s+b in 1999, develop “a culture th   [More...] [Less...]

  First added: 4 December 2007, by: Nick Slowe  [Report as spam]

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  Tags:  6 sigma, change management, kaizen, leadership, programme management , project management   [More...] [Less...]

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  Civilized Work | Slow Leadership 

  http://www.slowleadership.org/blog/?cat=21

  Here’s Saying “thank you” for work well done seems such an obvious action, both from politeness and as a (free, simple, and powerful) motivator. Yet it’s quite uncommon in many organizations, especially ... those afflicted by Hamburger Management. Maybe Hamburger Managers feel it doesn’t fit with their “hard guy” image? Maybe they just don’t have enough empathy or interest in others to bother? Here’s part of what the article said: Only one in 10 employees say their supervisors have said “thank you” for a job well done, according to a survey from global staff motivation consultants Maritz. Indeed, one in four are thanked seldom or never, and only 29 per cent get the occasional pat on the back. What’s interesting is that we get a very different picture from the bosses. They seem to be on another planet. According to the survey, 34 per cent of supervisors said they praise their “direct reports” every day and 37 per cent said they do it once a week. All of which suggests that bosses might thin   [More...] [Less...]

  First added: 8 December 2007, by: Nick Slowe  [Report as spam]

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  Tags:  leadership, management, programme management, project management

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  Microsoft Word - VV&TA Program Management v7.doc [pdf]

  http://www.tipuake.org.nz/stories/program_management.pdf

  © Te Whaiti Nui-a-Toi , Author: Peter Goldsbury Adapted from that originally published in the 2004 PMI Global Congress Proceedings – Anaheim, California 1 Vision, Verbs and Tipu Ake Potent Visioning and ... Program Leadership Tools for growing Living Organisations Peter Goldsbury, Coordinator - Tipu Ake Team Abstract What can the exceptional performances of a tiny school and indigenous Maori community in the backblocks of New Zealand teach us about organisational visioning and real world program and project leadership? – Step outside the square and into their rainforest to find out. An organisation that confines itself to linear analytical processes to define its vision and manage the portfolio of projects it needs to move towards it, can struggle in the real environment of complexity, apparent chaos, interconnectedness, intense competition, change, uncertainty and ambiguity. Too often we treat organisations as a machine and try to micro manage at levels of detail far below the ambient noi   [More...] [Less...]

  First added: 2 December 2007, by: Nick Slowe  [Report as spam]

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  Tags:  leadership, management, programme management, project management