In review: Scope or: how to manage projects for organization success

October 2010 in review.  A roundup of blogs from the previous month:

Scope or: how to manage projects for organization success; stakeholder analysis template

Risk is anything that can positively or negatively effect the outcome of the project.  So, identifying and managing stakeholders is step to identify and manage project risk.  Each project has a unique set of stakeholders, influencers, and customers.  This template helps you identify, manage, and monitor stakeholders and stakeholder involvement.

Mergers and acquisitions systems thinking strategies, part 2

System theory focuses on the relation and the arrangements of parts that, in turn, come to create a whole.  The opportunity lost in mergers and acquisitions strategies thinking is rarely enough deals identify and manage intangible, human assets with a system integration strategy.

Mergers and acquisitions systems thinking strategies, part 3

A systems view for organizations presents organizations as dynamic entities that continually interact with their environment.  Post-merger integration is newly-formed components disrupt or combine to create a new system.  At this stage a congruence between people, process, structures, values, cultures, and external environments should be managed better.

Recap: Scope or how to manage projects for organization success

A recap on my series of 4 blogs around project scope that includes links to a Scope slide deck and 2 customizable templates, the first an impact analysis template, the 2nd a stakeholder management template.  This post also has some robust comments around project success.

Recap: Communication in the age of saturation

A recap on the marketing changes and necessary strategies to successfully meet communication needs in this age of communication overload and saturation.

Mergers and acquisitions failures are project management failures

Mergers and acquisitions decisions come down to betting on a team to integrate a new organization within a certain time frame, budget, and to return expected synergies.  This post points out the challenges to why upwards of 90% of mergers and acquisitions fail.

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