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Focus, focus...
January 2011 |
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Greetings!
Happy New Year! Have you made any resolutions?
Change gurus say not to wait until some arbitrary date to make big decisions...although the festive break does allows us all time to review...and plan.
So we did. And were delighted to note that we continued to create significant value for our clients through process improvement and project management. We also delivered various Data Protection and Business Continuity audits and plans. And saw some clients grow their businesses dramatically - in one instance, by over 50% in the year.
And we had some fun doing it, although we worked hard, too. We'll continue to focus on those key areas, and contribute to our client's success through advice, implementation and continual improvement.
Have a successful 2011. |
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 World's worst excuses for...
...NOT doing process improvement! - Now isn't a great time...but then, when is?
- Our business is different - so you won't understand. Really?
- My favourite. We can't afford it. But, can you afford not to?
Don't just take my word for it, though! Read this article from Phil Brown, and see whether you agree. Do these apply to your business? Are you avoiding bigger issues? |
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Want to be the best Project Manager?
With so many projects failing, it's a surprise that so many get started! Of those that do, those responsible should want to be the best, although in some instances, simply making do seems to be enough!
And yet figures from respected data research groups Standish and Gartner show that 74% of IT projects failed in 2005- the same % as in 1980. So why do so many projects fail - and what should aspiring Project Managers seek to do. Other than taking qualifications, perhaps...
So, some thoughts from two respected Project Manager sources would help. Doolphy, who provide PM software, and Coley Consulting, who offer User Acceptance Testing, offer up some standard thoughts from the Project Manager community.
- Leadership: someone must be in charge, able to lead from the front, make or provide decisions when necessary, and be seen. They ensure good project definition around specification, timescales and resource
- Management: someone has to ensure planning and resourcing happens, on time to budget and within specification. For example, good risk management, or effective change control
- Communication: a principal reason for failure in our view. A good PM is clear; precise; honest; and timely - and involves users and sponsors
- Organisation: not only does a PM need to lead and manage; they must also make sure things are organised, so things in the plan management happen
Some tips that may help next time you start a project that you want to finish! Successfully... |
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Saying safe!
 Business Continuity. It's an investment, without immediate benefits - and only seen as worthwhile in the event of a disaster or disruption.
Understandable...although you don't have to think too far back to identify with those who didn't know what was going to hit them...
However, Business Continuity management oftentimes shows that simple planning or preparing is enough to identify issues that can bring immediate benefit. For example, a recent review we've concluded, using a limited set of circumstances, identified an issue needing fast attention, even before we continued Business Continuity planning. You can see why here...
Of course, you can ignore a need for Business Continuity - although a blog from last year points up why ignorance is no defence, and a lack of planning can cost.
With snow last year affecting over 75% of UK businesses, it was a surprise to find how many ignored it. Until November last year, anyway... Yet, we'll lay odds that organisations will be caught out later on this year, too.
Will yours be one? Or will you at least take some initial action, to avoid a fate...
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