Emotional Intelligence October 27, 2006
Posted by Rob in : Emotional Intelligence , add a commentAs an independent consultant, I’ve come across an interesting mix of managers and leaders over the years. I’m sure you can relate to me on this one when I say that I quietly shake my head in disbelief at some. Often there’s been a clear gap in their emotional intelligence department. Some, like Saddam Hussein, will sit in their ivory towers until someone removes them one day. Wow the names are now springing to mind 
Let me explain … (more…)
People issues and PRINCE2 October 25, 2006
Posted by Rob in : Attitude, PRINCE2, Publications , 1 comment so farWe all know that project management is about being methodical, logical and consistent. But as PEOPLE make projects happen and not machines, all PMs need to deal with the often unenviable task of managing folk who can cause difficulties for the manager who is trying to plan and run a good project. (more…)
The programme office October 23, 2006
Posted by Rob in : PMO , add a comment
There was a KPMG survey conducted a few years ago that I like to refer to. It highlighted the importance of the programme office and found that 98% of organisations with a mature programme office reported a 100% project success rate.
In the IT world, this statistic sounds to good to be true, but it need not be. The fact remains that many leaders are still unaware of the importance of programme management and the programme office that supports it.
The finest programme office support I encountered was at EDS in the UK. The key elements to its success were strong sponsorship from executive management and a first class programme office manager.
Acknowledge and support the critical importance of programme mangement and the programme office and you will almost certainly enjoy greater project success in your business.
Doing what it takes October 20, 2006
Posted by Rob Llewellyn in : Attitude , add a comment
I’ve just returned from my climb to the summit of the highest free-standing mountain in the world - Kilimanjaro. On a personal level, it’s a very satisfying accomplishment which notched up one of the toughest days in my life. Up and down the 5,895 m (19,340 feet) volcano in Tanzania, and a total of 108km of walking in 6 days, in a climate ranging from +25′c to -20′c. It was no picnic.
This was a goal I had set myself over a year ago when I read about the adventure in a magazine I found in the the pocket of my plane seat from London to Prague.
The critical period was day 5 when we began the last 7 hr walk to the summit at midnight, in torchlight. My girlfriend blacked out at 5,000m and was taken down by the assistant guide. I continued up (we had agreed our contingency plan before the trip) and I began to acquire the symptoms of altitude sickness - headaches and nausea, but I did my best to control it.
I hadn’t been able to get any sleep before midnight and I had already walked almost 50km in the previous 4 days. Exhaustion, the culmination of tiredness, high altitude and physical wear-down, was the next hurdle that I faced, along with the snow covered rocks, 60mph winds and the 1cm layer of ice that was now encasing my equipment and outer clothing. From 5,400m I focused intensely on each and every single step I took, with internal reminders of how far I used to push myself as a young water skier in my days with the British team.
We reached the top at sunrise, witnessed the breathtaking views of the eroding glaciers below and savoured the exhileration of the accomplishment.
Projects, programmes and corporate goals require an ingredient that I needed to succeed last weekend. That is the commitment to do what it takes to achieve the ultimate goal. Don’t let process, rules, people or anything else kill your objectives. Do what it takes to succeed.
When cultures collide October 8, 2006
Posted by Rob in : Communication, Expats , 1 comment so farI head off to Tanzania in Africa tomorrow morning to climb Kilimanjaro. 5895m high (19,340 feet in old money), it’s a 6 day trek to the top of the highest free-standing mountain in the world. I read about it a year ago and thought, “that seems like a great adventure”. (more…)
Why CEOs need effective PMs October 7, 2006
Posted by Rob Llewellyn in : Leadership, Recruiting , add a commentShock McHorror!
McDonald’shad a US$1 billion Project designed to tie all its operations into a real-time digital network and improve competitiveness. After just two years from conception, US$170 million was written-off and the project was cancelled. This marked the most expensive and extensive information technology project in the company’s history, according to the article McBusted on Baseline Magazine (July 2003 issue).
Would you believe it?
A joint venture between Marriott Corp, Hilton Hotels Cop, Budget Rent a Car, and AMR Information Services (AMRIS), designed to increase shareholder value ended in court after four years of poor project management, including unclear product definition, missed deadlines, overwhelming number of changes, and poor communications practices. US$ 213 million where written off related to the project before litigation among parties began.
The writing’s on the wall
Standish Group’s 3rd Quarter 2004 Research on the IT industry indicated that 18% of all surveyed projects have failed (cancelled prior to completion or delivered and never used) and 53% are challenged (late, over budget and/or with less than the required features and functions).
These are just a few examples of how bad project management SERIOUSLY impacted corporate results and SERIOUSY mattered to CEOs, CFOs, COOs and shareholders! Am I getting my point across?
What can senior management do to ensure effective Project Management?
Paul C. Dinsmore is a PMI Fellow and the author of 11 books on management and project themes. Some time ago he wrote an article about why CEOs need good Project Managers. Here are the keys topics that require attention from top management to make sure strategic projects are carried out in alignment with the objective of increasing shareholder value:
Project Portfolio Management
System of Governance
Organisational Support and Tools
Skilled Resources (Projects Managers & team members)
Milestone or Stage Gate Reviews
Transition to Operation and Benefits Management
Paul conculded that CEOs are constantly challenged to translate strategies into shareholder value. The stakes of not doing so are becoming extremely high. An organisation’s level of excellence in enterprise-wide project management is important to senior management that is focused on ensuring that value creating strategies are implemented as well as to security analysts who wish to develop improved insights about the value realization capability of organisations.
You can read Paul’s full article here
Where’s your weekly message? October 6, 2006
Posted by Rob in : Communication , add a commentIt’s Friday and when managing a project or programme, it’s the day I would normally write my “Weekly Message” to the team and other internal stakeholders. Or Wednesday or Thursday depending on the country.
In addition to the day to day communication with the team, status meetings, etc, I’ve found that an informal email covering the following has tremendous impact: (more…)
Launching the blog October 5, 2006
Posted by Rob in : Miscellaneous , add a comment
I’m in the throws of diversifying into the recruitment of IT Managers and my focus is on both the European and Middle East markets.
I’ve been publishing ’stuff’ for over 15 years and have written email newsletters for 10 of those so I umed and ahed as to whether I should publish yet another newsletter or get into this blogging thing.
After reading about the pros and cons I felt I should at least keep up with progress and have a crack at a blog.
I’m going to write about topics which interest me and which I hope will be of interest to IT managers who work or aspire to work in Europe, the Middle East and Africa (EMEA).
At the same time, I know how critical high calibre project and programme managers are to delivery executives, chief operating officers, presidents, managing directors and anyone else who has the pleasure of having the buck stop with them. So the blog will certainly be of interest to them too.
The reason I’m focusing my recruitment arm on the IT management market is quite simply because I know it well, I’ve done it well, and I’ve always enjoyed the benefits of a healthy stream of work.
If you have been so far, thanks for reading and enjoy the ride ahead.
About Rob Llewellyn October 5, 2006
Posted by Rob in : Miscellaneous , comments closed
In the 80s I was in international sales & marketing from copywriter to salesman and Director. In the 90s I entered the IT arena and managed my 1st IT project for Motorola in 1997. Since then I have operated as an independent consultant across East and West Europe, Australia and the Middle East. (more…)
