22.04.2012
Community
We had such a good time at this year’s FICAP “Who Wants to Be A Rockstar”. The positive support from the audience to the Rockstar wannabes on stage ensured the night was a great success, with much needed funds raised for youth charities.
You can check out the recently released video (including sponsor interviews and rockstar clips) and photos from the night at http://www.fsitv.com/pages/sub_program/151
We thought we’d share some photos from our own RNC photo gallery with you as well. And thanks once again to everyone who came to lend their support…
Portfolios Programs Projects – simply making them happen
09.09.2011
Analysis, Culture
Recently, I had the pleasure of attending an excellent presentation at the Sydney Chapter of the Project Management Institute. Michael Knapp, an IT professional and PM specialist, presented an inspiring paper discussing the difference between management and governance of projects.*
This crystallised my thinking about how we might excel at delivering projects for our customers. To me, it’s all about focus rather than activity. Knapp went into much empirical data, research backed and supported information that demonstrated how doing the “right project” will always deliver greater results than doing “projects right”.
As I listened, my mind began to process the impact of Knapp’s research and how we, as project professionals, could do better. Resource agencies will usually provide project managers to broadly fill a manpower need; project managers who can complete time sheets and “tick boxes” on project gantt charts.
For many organisations, this is a desired outcome that delivers a pay cheque, some accolades and possibly some expected results, but key benefits of a successful or important strategic imperative are often missed.
You’ve won the battle, but unfortunately lost the war.
Governance rather than management poses key questions that should be considered and answered when scoping project or program resources including:
- What does project success look like?
- Is the project outcome strategically aligned with the company’s vision? and
- Will the business case metrics that originally funded the project actually be met?
Knapp also explored an often ignored aspect of “company maturity”, an interesting take on an organisation’s capability to deal with an experienced, long range perspective on projects and programs. He ventured that the more mature an organisation is, the better able they are to realise long term goals, aspirations and also display the flexibility and intelligence to deal with project adversity and unforeseen circumstances.
So, are we doing the right projects as well as doing projects right?? Let’s talk some more.
Author: Ray Trevisan, Client Services, RNC Global Projects
* Acknowledgement to Michael Knapp, Presentation “Optimising Project Success: The Missing Piece” – 17 August 2011, PMI Sydney www.pmisydney.org
Portfolios Programs Projects – simply making them happen