Project Management

Being excellent at turning ideas for change into the outcomes we want - and at market-speed - is core to every enterprise’s choices, changes and results. 

Change Portfolios must be goals-driven, dynamic, extroverted and efficient. Traditional portfolios - initiatives-driven, static, and often introspective - are becoming constraints on enterprise performance.  It’s time to innovate, transform, and build on the platform they created.

But my title as a Business Change Manager seems to stump a lot of recruiters.

I was recently doing a bit of networking, talking about how we're using digital exemplar projects as a key enabler to drive our wider digital business transformation. For those who read my blogs, you’ll know I can’t resist a good analogy and the analogy I always use for this is that the exemplars are like icebreaking vessels; big, highly visible, strong and powerful.

Connections are a common point of failure in organizations.  In response, most companies create roles for people to manage those connections and ensure that things don’t “fall through the cracks.”   The project manager is a popular role that serves this function.

Traditionally, project managers ensure that things don’t fall between the cracks by coordinating and tracking each and every connection.  The project manager makes sure the gears line up and mesh properly. In an increasingly complex world, this has become a herculean task.

For businesses today, the requirement to be able to change is integral. Continuous Improvement (CI) can be a means of ensuring your organisation is keeping up-to-date with the world around them. Although the challenges are numerous, CI can be successful if organisations consider the following 4 recommendations: