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.