How do watermelons get into project reports? and why should you watch out for them?
“Watermelon reporting” describes the phenomenon where according to a project status report things appear to be green on the outside (i.e. the project’s RAG status is reported as green, with no issues), but if you delve a little deeper and look inside, it’s actually red right through (i.e. there are serious issues). Continue reading “Watch out for watermelons in project reports”
How do you give senior management a “helicopter view” of all the change that is going on in an organisation, so that they can make informed decisions on how to spend their change budget? Here’s how I tackled it…
How do you develop a project management methodology that isn’t too heavy or too light, that respects the experience of project managers, and that is accessible? Here’s how I approached it…
Project and Programme Managers (PMs) are used to managing projects within a budget for the project stage or the whole project, but they sometimes overlook the context of the organisational annual budget; this is especially important if the project spans multiple financial years.
One of the benefits of having a Project Management Office (PMO) is that good governance reduces the risks of project delivery and increases its predictability. I will explain how this works in practice using as a case study a Portfolio PMO that I managed.
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