Steve Harvey, Ms Philippines, Ms Colombia, Top Posts, 2015, Toby Elwin

Top 10 blog posts for 2015, 5 to 1

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Top blog posts from 2013, from number 5 to number 1, a follow-up from Top 10 blog posts for 2015, 10 to 6 I need to rename this, annual, Top 10 to Top 10 Posts that are not Impact Assessment or Stakeholder Analysis.  The impact assessment post gets three times more hits, per year, than any other post and the stakeholder post almost two times. My executive decision:  retire, but, annually, if this maintains, acknowledge, the two, repeat posts. 5. Buyer persona for organization strategy and development — Software companies, product companies, and service companies have turned attention from customer transaction to customer experience. Buyer persona methods help companies identify motivation and desired experience a customer seeks.  It is a great method to help move from what a company wants to sell a segment to what someone’s objective is that they need to solve. I began …

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Top 10 blog posts for 2014, 10 to 6

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Closing out 2014, I look back at the year’s most viewed posts as a chance to reflect on different blog topics, from ice breakers through mergers and acquisitions, here is what people viewed. In descending order: 10. Scope or: how to manage projects for organization success, part 1 — What not to do is sometimes more important than what to do.  Project scope is a shared view of what gets done and a clear view of what not to do. This post reviews the resource opportunity cost when on the wrong work that needs to happen and how to manage only the work required for a project to meet expectation. At it’s best, scope, tells us what not to start, at all. 9. Highlight change management — an introduction to Appreciative Inquiry  — There is change afoot.  A whole industry, profession, practice, and project discipline on change management.  Appreciative Inquiry (AI) is unique in its ability to facilitate positive …

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Systems as a current challenge

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Systems theory and systems thinking relies on interface, feedback, organizational goals, input, throughput, output, differentiation, and integration. Thinking in systems means no change can happen without effect on other actors in the system.

When thinking through solutions, it seems we forget a team, a department, or a division is a part of a larger system. If you think in problem solving mode, then your diagnostic needs to account for undesirable behavior characteristics are part of the system structures that produce them.

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Identifying and Managing Project Risk by the book

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The ability to scope, manage, and view a project, from concept to delivery, through a risk lens, presents the essence of organization competitive advantage.

The opposite of project effectiveness bogs down organization capital, both human and financial, through a cycle of change requests that drain human and financial resources and staff motivation who now need to focus how to get a wrong project right.

Top blog post 2012, Toby Elwin,

Top 10 blog posts for 2012, 5 to 1

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Top blog posts from 2012, from number 5 to number 1, a follow-up from Top 10 blog posts for 2012, 10 to 6 5. Scope or: how to manage projects for organization success; stakeholder analysis template — If I was to chart the blog like a top 40 countdown I would say, “moving up one spot from last year: stakeholder analysis … “. This is 1 of 3 blogs on Scope that lands in the 10 most read of the 2012. This post is 1 of 5 posts in the Scope or: how to manage projects for organization success. I have built SharePoint portals to manage change and project work. I have turned my three Excel templates for impact, stakeholder, and communication planning into SharePoint lists and forms. These same templates in SharePoint are easier to work with and allow more …

Toby Elwin, Three Stooges, hygiene, top blog, 2012

Top 10 blog posts for 2012, 10 to 6

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  Closing out 2012, I look back at the year’s most viewed posts as a chance to reflect on different blogs topics of interest and what people most view.  Here as part one, 2012 top blogs, 10 to 6. Why were some viewed over others: topic, time-of-year, day-of-week? In descending order: 10. The 2 most important learning metrics — Quantify learning? It is a tall task, but one necessary for any professional who deserves a seat at the business table. Of course metrics to measure impact are important: money spent on training is money unavailable for another opportunity. If you had time with your CEO would you know the most important items on their wish list? No worries, the the ROI Institute and Chief Learning Officer magazine have a study recap I’ve referenced. As this post was originally written in 2010, looks like learning …

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

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Project communication is far bigger than the project team. No project succeeds without stakeholder motivation and a proper communication plan to address their motivations, needs, and goals. Project communication is an effort to build commitment, understanding, and ownership around the project impact to people, process, and technology.

This template provides a planning tool to meet stakeholder communication needs. With this you can plan what to communicate, when to communicate, how to communicate, and measure communication performance.

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Top 10 blog posts for 2011, 5 to 1

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Top blog posts from 2011, from number 5 to number 1, a follow-up from Top 10 blog posts for 2011, 10 to 6 5.  The cost of culture, a 50% turnover of the Fortune 500 — This blog came about to reiterate that change is constant and the things that may have gotten a company to the Fortune 500 are not what guarantees a company can stay in the Fortune 500.  This blog reviews that in a 10-year period 50% of the Fortune 500 companies no longer remain and that perhaps this turnover is the failure of company culture to adapt. 4.  Scope or: how to manage projects for organization success; impact analysis template — This 1 of a 4-part series on project scope and the impact scope has on project failure.  This blog includes an impact analysis template to identify …

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Business strategy failures are project management failures

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The essence of strategic change is not a new direction, but a series of directives. What to start, what to stop, and what to continue comes from the strategic plan. That plan really acts as a road map or charter for change.  A plan not carried out is a project failure for the business. The difficulty of strategy implementation is a recognized challenge and a Booz Allen* study concluded that 73% of managers believe that the difficulty of implementing strategy far surpasses that of formulating it. Plan, Do, Check, Fact Business strategies that fail are really project management failures and the essence to manage a successful project is as much about managing behavioral change as operational change.  Planned change refers to a premeditated, agent-facilitated intervention intended to modify organizational functioning for a more favorable outcome (Lippit, Watson, and Westley 1958). While an …

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

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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 …

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Mergers and acquisitions failures are project management failures

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Mergers and acquisitions failures are really business strategy project management failures

No matter the motive for a merger or acquisition the real work comes with integration.

Similar to a project scope statement that identifies the success criteria for a project, the only way to identify success or failure is within the scope of the M&A goals.

Subsequently, the risk in mergers and acquisitions comes down to the ability of a team to deliver within budget, by a certain time, and up to project expectation (scope) and project failure rates for M&A deals are strikingly high.

Recap: Scope or: how to manage projects for organization success

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A recap on my series of six blogs around project scope.  Includes links to slide deck and customizable templates: 1 of 6 —  Scope or:  How to manage projects for organization success, part 1 The ability to deliver a project is the ability to compete. Scope kills projects and projects that are not delivered kill organizations. Scope is one of the most important ways to manage project success. And when projects succeed, organizations succeed. 2 of 6 — Scope or:  How to manage projects for organization success, part 2 The key for organizations to grow and to thrive relies on how to manage projects and how to manage projects for organization success becomes an industry competitive advantage. But why do so many projects fail? 3 of 6 — Scope or:  How to manage projects for organization success; impact analysis template An impact analysis unearths …

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

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A stakeholder is anyone, or group, who can positively or negatively affect the outcome of the project. This posts introduces two Excel template worksheets for stakeholder identification and management.

Prior to a project’s go-ahead this template identifies groups and individuals with a stake in the success, and failure.

The effort makes sure we understand the key concerns and motivations of these audiences in order to mitigate risk to over-look or under-appreciate stakeholder position.