Human beings make projects and programmes work. We continually search for new methods and tools perhaps as a way of avoiding the fact that eventually we have to look to our own and others’ behaviour to make things work. Much of our current thinking and work with other close colleagues is to look to human beings and their behaviour as the factor that will transform the application of project and programme management in future. The opportunity for improvement remains huge and we must keep striving to find ways of making a marked difference. 39 The pros and cons of knowledge based qualifications 40 International team working; what makes a difference? 41 Taking responsibility for making the sponsor/project manager partnership work 42 Using the team; don’t be a ‘jack of all trades and master of none’ 43 Is project management counter-cultural; where are we stopping ourselves doing the right thing? 44 Domain experience: a double edged sword 45 Core competences for Project Managers - avoiding the need to ‘walk on water’ 46 Popularity vs. Profession: the project management dilemma 47 Making the theory work for those impossible projects 48 The double edged sword returns 49 Culture eats strategy for breakfast! 50 50 ways to lead your project 57 Conflict in Project Management: what an opportunity! 58 Project Management ‘Western’ style 59 The gift of energy 71 In a virtual world, every word counts 75 Questioning the value of project management 76 How hungry are you for risk? 77 What shapes our choices in risky and important situations? 80 Professional Posturing: The Path to Under-Performance
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