- The aim of this book is to provide a stakeholder-centred analysis of projects, and to explain which stakeholder identification, analysis, communication and engagement models are most relevant to different types of projects.
- Using case studies from around the world, it illustrates what goes wrong when stakeholders are not engaged successfully, and what lessons we can learn from these examples.
- The book is aimed at project professionals who find themselves involved in managing projects with stakeholders (so that’s just about all of them then!).
Continue reading “Stakeholder-led Project Management (Book Review)”
This book addresses a gap in the Project Management literature – how people and their behaviours contribute to project failure, and shows the reader how psychology can improve the chances of project success. Continue reading “Project Psychology (Book Review)”
Let me start by saying that this is BIG book. As it would take me a very long time to read the whole thing (and I doubt that the book is meant to be used that way) I will base my review on a selection of chapters that appeal to me rather than the whole thing.
Continue reading “Gower Handbook of People in Project Management (Book Review)”
This book aims to improve Project Managers’ understanding of their projects’ stakeholders, and in doing so to improve the quality of engagement and hence project outcomes.
It starts by stating the obvious (but easily forgotten) truth that project stakeholders are all human beings (hmmm, not sure if I can say that applies to all the stakeholders I’ve dealt with…) with all the emotions, personal agendas, hopes and fears that entails. It crucially points out that they may not care about or really support the project (even if they say they do), and that behind the scenes they may even be working really hard to ensure it fails.
Continue reading “Dealing with Difficult Stakeholders – A Practical Guide (Book Review)”
At a recent PMO FlashMob event, I got chatting with a few FlashMobbers about what can be done with the Lessons identified in project closure reports. There were split opinions in the group:
- Some thought that Lessons are usually specific to the Project concerned, and are only useful in later stages of the same project, or in running future projects that are very similar to the one from which the Lessons were learned;
- Others (including me) thought that it is possible to extract more generic learning from at least some Lessons that can be implemented across many projects (even those that are different from the project that identified the Lesson), perhaps by adding or making a small change to a checklist, template, approach, BAU process or corporate PM methodology, or by including the Lesson in PM training or coaching.
I have written before about Lessons Learned and my ideas on how to use them, but I thought it might be fun to try an experiment, with which I would be grateful for your help. Continue reading “Lessons Learned: Specific or Universal?”