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

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  Leadership 

  http://www.see.ed.ac.uk/~gerard/MENG/ME96/index.html

  If you are reading this, then you have no frames. Please follow this link to a simpler interface. Thanks ME96

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

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  Tags:  leadership, management, project management

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  MCA White Paper Published: The Capacity Conundrum 

  http://www.mca.org.uk/MCA/News/NewsArticle.aspx?NewsID=163

  TWO THIRDS OF CONSULTING FIRMS SEE RESOURCE MANAGEMENT AS ONE OF THEIR MOST IMPORTANT BUSINESS PROCESSES However, the New MCA White Paper: The Capacity Conundrum, finds most consulting firms are only able ... to plan their resources three months ahead and many feel they do not have all the information or formal systems to manage resources effectively... A new Management Consultancies Association (MCA) white paper, based on a survey of over 80 consulting firms and interviews with senior consultants [1] and operational managers has found that two thirds (66 per cent) of consulting firms consider resource management as either the most or second most important business process in their firm The MCA white paper, sponsored by Maconomy, a global provider of business solutions for professional services companies, also found that resource management as a business function is becoming increasingly important for professional services firms, as they have found themselves squeezed between clients unwil   [More...] [Less...]

  First added: 15 July 2008, by: Clare Smith  [Report as spam]

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  Tags:  management, project management, resource management

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  Work Breakdown Structure: Design or Clerical Task [pdf]

  http://www.4pm.com/articles/wbs.pdf

  First added: 6 December 2007, by: Brian Tarry  [Report as spam]

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  Tags:  project management, project planning, wbs, work breakdown structure, acheivement driven

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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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  The 14 Most Common Project Management Mistakes - Network World 

  http://www.networkworld.com/news/2008/072308-the-14-most-common-project.html?page=1

  It's no wonder only 29 percent of IT projects are completed successfully, according to The Standish Group. Project management consultants and software providers say they see IT departments making the same ... project management mistakes over and over: IT groups don't follow . They don't have . They don't assess the risks that could imperil their projects or determine ways to mitigate those risks. The list of mistakes unrolls like a ball of yarn. Most of the project management mistakes IT departments make boil down to either a lack of adequate planning or breakdowns in communication (either among the project team or between the project team and the project sponsors). These mistakes can be fatal. They can also be avoided. And who better to point out the most common project management mistakes than project management vendors and consultants. (They also suggest ways to avoid them.) The following list of the 14 most common project management mistakes ought to help you pinpoint where your projec   [More...] [Less...]

  First added: 28 July 2008, by: Clare Smith  [Report as spam]

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  Tags:  management, programmes, project management

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  Change Management Best Practices « Demand Metric Analyst Perspectives 

  http://demandmetric.wordpress.com/2008/08/01/change-management-best-practices/

  Organizational change provides the opportunity for organizations to build more focused, disciplined, and mature businesses. This opportunity comes with significant financial risk if changes are not planned ... and managed proactively. Change management is primarily concerned with how to understand, engage, respond, and communicate with PEOPLE. A solid vision, senior management sponsorship, and having the right people in the right roles, are the key success factors for implementing a successful change management campaign. There are four key types of organizational change: Process Change - these focus on how workflows are managed with an effort to streamline business processes to increase efficiencies, reduce costs, and improve quality. For example, changing accounting systems and processes. Structural Change - these focus on changing organizational structures such as reporting relationships, mergers & acquisitions, and centralization initiatives. Normally, these changes are top-down and gea   [More...] [Less...]

  First added: 4 August 2008, by: Clare Smith  [Report as spam]

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  Tags:  management, organisational change, programmes, project management

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  Case Study [pdf]

  http://www.idea.gov.uk/idk/aio/6056987

  – Addressing Large Scale Change Case Study Northumberland County Council Addressing Large Scale Change Capacity Building Programme Supported by Communities and Local Government Published by: The Improvement ... and Development Agency (IDeA), Communities and Local Government and the London Borough of Lambeth. Publication date: February 2007 Case Study – Addressing Large Scale Change – Northumberland County Council CMCS-01-Feb07 2 Introduction Northumberland County Council (NCC) has acted decisively to address a gap in its capacity to manage large-scale change. By combining high quality project management training with an innovative and pragmatic tool for project managers, NCC has significantly enhanced the quality and effectiveness of its project management practices and increased the likelihood of success across its extensive change agenda. In September 2001 an IDeA peer review reported that NCC lacked capacity to manage large scale cultural change. The County Council responded by using it   [More...] [Less...]

  First added: 27 November 2007, by: Nick Slowe  [Report as spam]

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  Tags:  project management, change manangement, microp2, prince2

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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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  MIKE2.0 Methodology - MIKE2.0, the open source methodology for Information Development 

  http://mike2.openmethodology.org/wiki/MIKE2.0_Methodology

  Welcome to MIKE2.0 MIKE2.0 (Method for an Integrated Knowledge Environment) is an Open Source methodology for that provides a framework for Information Development . The MIKE2.0 Methodology is part of ... the overall Open Methodology Framework . MIKE2.0 is a collaborative effort to help organisation who have invested heavily in applications and infrastructures, but haven't focused on the data and information needs of the business. We believe this has resulted in many of the business problems faced by organisations today around compliance, lack of customer insight, failed transformation programmes and the high cost of technology systems.   [More...] [Less...]

  First added: 20 June 2008, by: Jakub Uradnik  [Report as spam]

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  Tags:  business intelligence, knowledge management, management, open source, 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