Projects have stakeholders, that much is clear, these pesky folk influence the project in both positive and negative ways. As a project moves towards completion, such as the Death Star, that all-universe symbol of … well, that is an interesting point. There are a lot of stakeholders across the Death Star with very different views of the same project, stakeholders: The Empire, The Rebels, and The contractors … [did you think of them?] Every view into a project is filtered through one lens: WIIFM? (What’s In It For Me?). When I look deeper into stakeholders with a persona lens I gain empathy for the persona motivation through the project and post-project on to the end-user need. This week I had a fortunate invitation to the Project Management Institute MassBay roundtable to discuss Projects, Personas, and Stakeholders. Here is the deck and resources shared …
From startups to corporate leviathans the business directive is be more Agile. The most often employed project method is a Scrum design, an Agile framework for projects. Without Agile management adoption the executive call to “be more Agile” really means: Get faster results, in less time, with less resources. Forbes touts Agile, The World’s Most Popular Innovation Engine, Agile expectation does not align to Agile implementation and adoption. In practice Agile is more a fragile mismanagement mindset of misplaced expectation that others do Agile while management retains control. Scrum is the most popular Agile adoption of a lean mind. Scrum, itself, unfortunately, becomes a confusion multiplier for organizations looking to adopt an Agile organization or team design, without shared understanding of Agile. Agile Example for Some What, however, is Agile? Agile works as a: Project management framework, Business management tool, Manufacturing discipline, and Cost control Yes. Agile is about lower cost and faster response. Agile gets talked about, planned, trained, and expected. Teams …
Successful communication inspires action and is clear to others what needs to happen to meet that objective.
All communication faces daunting odds to reach each person, intention intact. Perception, bias, and noise lay between intent, action, and reaction.
To succeed in the communication obstacle course against intent, you need to make clear how to make it happen.
Time impacts a project business need. How a project team identifies the impact decides if time is a resource waste or resource investment.
Before you sink costs into a project and well before your project looks more like sunk costs invest time for a better appreciation.
A review of what was, what is, and what should never be, is critical to identify risk to resource commitment.
Take a page from Led Zeppelin, who borrowed heavily from others, at times, without acknowledgment, to create something grand from what was tried.
That people change for organization need is at distinct odds with people’s needs. People change for organization goal is a very irrational expectation.
You can not plan for change if you do not plan for the impact that change has on individuals.
One communication plan can not account for the unique roles if it does not account for unique impact. One plan for all to follow equals everything that no one relates to.
One change management plan is irrational project management.
The top 10 blog views for 2013 continue on with a top 5 countdown to the most requested posts of the year.
Does your organization challenge find a platform within? Or will the might of the project hammer leave all who enter impact stagger out concussed?
Seriously, what were the most viewed posts on: culture, projects, impact assessments, learning? All interests revealed within.