Getting a Grip on Governance
As a programme and project manager, particularly in large matrix organisations, one of the things that used to drive me mad was the lack of joined up governance for projects. I know I'm not alone. Whenever I've been involved in organisations improvement initiatives, this is a regular bugbear across delivery. Project managers, who are often juggling multiple projects, have to undertake a myriad of
Unused Information Holds Many Answers
Twitter can be a wonderful source of inspiration for a blog entry especially for an old pro like myself, who has encountered so many "coachable moments" that sometimes I forget what I want to share. So, thanks to the Standish Group for the inspiration for this entry with the following Tweet: "44% of CIOs say it takes on average a day or less for their organization to reach a standard IT project decision" This
When Measurement Programmes go Viral...
I think it’s a fair comment to say that only a foolish manager or leader would try and run an organisation, department or even a project based on subjective judgment alone. Gut feelings and intuition should not be ignored but they need to be backed up and supported by facts and often the best facts are quantitative. I have come across plenty of managers who follow the ostrich tendency and genuinely
Getting Value from the Quality Department (Part 4)
In the last three posts I've been looking at some of the issues facing Quality Teams in an Application Development and Maintenance environment, and some of the ways that these teams and their organisations can get more value from quality related activities. In this final part I want to consider more problem areas, management and measurement. These two areas are crucially interwoven as we shall see