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.