Project Management

Martin Webster, Esq. gives me the opportunity to write a little about my professional interests: project management, organisational change, and leadership. This page provides a launch-pad for the various topics covered by the project management category.

Project Management Capabilities

• Project Planning
• Project Organisation
• Project Scope
• Risk
• Stakeholders
• Project Tools

• All posts in the ‘Project Management‘ category

Projects are an integral part of business. Nowadays the project manager cannot be skilled only in the traditional processes and techniques necessary to manage a project. He also needs to have strong interpersonal skills to succeed with business change (also see ‘Leading Change‘ category.)

Here’s a taster of some of my most popular posts. They cover what I consider to be the three most important project management skills: engaging stakeholders, managing risk, and planning and control.

Stakeholder Engagement

Strong stakeholder management is crucial. If you fail to understand your stakeholders and get communications wrong your project will fail. Period. Here’s what I have to say about stakeholder engagement.

• Two Facts About Stakeholder Management
• How to Engage Your Stakeholders
• How to Improve Project Communications | Communication Round-Up
• How to Prepare a Stakeholder Map
• Resistance Is Futile | 4 Types of Resistance to Change
• More posts from the ‘Stakeholders‘ category

The Risk Wheel

Risk and Issue Management

Risk management is not difficult yet it is often neglected. It’s treated a little like writing a will – everyone knows how important it is yet it’s a topic of conversation that’s avoided and subsequently treated inadequately.

• Managing Project Risk: Countermeasures and Contingencies
• Managing Project Risk: How to Prepare Contingency Chart
• Managing Project Risk: How to Use a Risk Matrix
• Project Risk Round-Up
• Project Opportunity: the Positive Side of Risk
• More posts from the ‘Risk‘ category

Planning and Control

This is the raison d’être of the project manager. You plan work. At first in outline and then in more detail as your project progresses. Next you, or rather your team, do work. And you monitor progress against the plan.