Tel: +44 (0)1865 818030
You are not logged in
Click here to print Key Conclusions >>>
6th November 2013
Organisational Project management and Project Governance - when do different models work?
Full Day Seminar
No. 4 Hamilton Place, London, W1J 7BQ
Implement the strategy and track performance with metrics.
Be open to different approaches when adopting change programmes – refine and improve.
Invest in your organisation’s capabilities to support change.
In running a change programme, strong governance is key to success.
Focus on the integration point between projects and the ‘business as usual’ environment.
Investment in programme and project management approaches and people will not, by itself, deliver greater success in the delivery of an organisation’s projects.
Embrace a new language for delivery.
Benchmarking is important – it allows comparison of efficiency and effectiveness between business entities and drive improvement.
Mature, specialised competence frameworks are required for business winning, and planning and controls disciplines.
Cultivate competence in the different ways of working and integrate methodologies.
In Component Business Modelling, focus on the service, not the role, standardise common tasks and understand the touch points.
Appoint and invest in change leaders.
Make sure the style of leadership has energy and creates clarity of vision.
Make sure the leadership is trusted at all levels and pulls the whole enterprise together.
Build a strong team spirit.
Motivate the supply chain to pull in the same direction and inspire people to make a discretionary effort should it be necessary.
Communicate, communicate and communicate.
Engage the practitioner communities in every area, at every level and every opportunity.
Common foundations are a key prerequisite – they can only be developed and sustained with full stakeholder engagement, particularly from sponsors and practitioners.
hints for main reps
communities of practice
website: The Manvers Group © 2020