Efficient and Effective Management

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Where cricket is effective but not efficient; many organisations are efficient but not so effective.

Lessons from Cricket

Cricket coverage on telly last night got me thinking. “Cricket is viable, competitive, loved, and seen as a great opportunity for commercial advancement by sponsors. Which all makes it effective. But by any organisational measure, it’s very inefficient. At any given time, most of the players are waiting. Waiting for a ball to come their way or waiting for a turn at bat.” How about we make it more efficient. How about we bring cricket into line with how we manage organisations. After all, these days cricket is really a business. Why not introduce, to cricket, the concept of full allocation of time? Let’s use up some of that spare capacity and ensure everyone is allocated completely. That’s the most efficient use of resources. The more I think about it the more I think it has potential. There could be four games going on at the same time. With all the players playing in all four games. Confusion, overlap or conflicting demands would be bad. So, we’ll need four balls of different colours, so people know in which game they’re playing. The games can abut side to side and head to toe. It can be done. I’m getting excited. The upside is so big! Imagine having the waiting batters fielding while waiting to bat on another pitch. As soon as a batter is out, they can pitch on another field.
Remote Project Managment

All the while, waiting fielders and batters can be used to make runs so the batters don’t get so tired. Noooooo, I hear you plead, this would be a nightmare. I agree, it’s a compelling concept but it makes no sense. Yet on projects and programs, we expect people to do just that, Do their day job, deliver to one or more projects, dividing their time and loyalty, delivering top results simultaneously on a number of fronts.

The theory is that we can get more done in less time if we use people more efficiently.
Where cricket is effective but not efficient; many organisations are efficient but not so effective. Perhaps the most effective approach would be to accept that sometimes the role of team members is to do nothing but watch and maintain readiness so they can do their very best work, exactly when and where it’s needed.

Perhaps instead of changing cricket we should change how we approach projects and programs.
Perhaps a little inefficiency can increase effectiveness. What do you think? 

Where cricket is effective but not efficient; many organisations are efficient but not so effective. Perhaps the most effective approach would be to accept that sometimes the role of team members is to do nothing but watch and maintain readiness so they can do their very best work, exactly when and where it’s needed.

To find out how we can help take your project forward, develop your program or portfolio, contact our friendly team on +61 2 9238 1990.

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Debs Skene

After returning from London in 1999 where Debs gained extensive experience working for Barclays Capital, she decided to continue working within the Banking & Finance industry for the next ten years.

It was during her time at Asgard that Debs first worked alongside Diane Dromgold. Given Debs is results-driven, has incredibly good time management skills; and loves working and managing teams of people whilst maintaining a great ‘sense of fun’ in her every day, it was obvious that a career in Project Management was for her. Being invited to join the RNC team was an honour and privilege and created many opportunities to work alongside very dedicated, highly skilled and successful project managers. Debs has continued to work on many projects within the Banking & Financial Services industry, as well as the Hospitality Industry and local community groups.

Debs moved to Queensland in 2011 with partner Tim and they have two beautiful daughters who are heavily involved in Swimming, Basketball, Nippers and Martial Arts. 

Janelle Panton

Janelle is a versatile professional who believes in a flexible and pragmatic approach to deliver business outcomes and to just get stuff done.

With a background in the Financial Services and Consumer Health Manufacturing sectors, Janelle spent time in a number of customer service and operational delivery roles whilst completing an MBA (Executive), before finding a passion and skill for program management.

Janelle has a commercial and common sense understanding in managing change and business transformation, and has delivered new product, business process improvement, compliance, IT and offshoring programmes. 

Janelle joined RNC in 2014 after working alongside Diane and the team on a large integration programme. The appeal of working with a “Really Nice Company” aligned with her values and clinched the deal.

Janelle has two teenage daughters to keep her grounded and, along with her husband, is a keen spectator of live sport and trying out new and adventurous recipes on her family and friends.

Jonathan Molyneux

Jonathan is a highly experienced Project Manager who has worked in many different countries with a multitude of cultures across both Business and IT departments to deliver value into organisations.

Jonathan started his career as a Graduate Trainee with a Lloyds of London Underwriting firm; this set the tone for the next decade learning the development delivery disciplines across multiple Financial Organisations throughout London.

With a strong tendency towards problem solving and a systematic and methodical approach to challenges it was a logical step into Project Management. Jonathan has delivered on numerous projects across a diverse range of business requirements.

Jonathan joined RNC in 2016, and during this time has worked in industries such Pharmaceutical, Commercial Real Estate and Entertainment delivering on a number of projects utilising methodologies and strong governance regime to ensure delivery of business solutions in line with expectations. 

Angela Edwards

Angela’s career has focused on delivering domestic and international projects ranging in size and complexity for both private sector and government clients.

A native of Bowral in the Southern Highlands, she gained her business and administration diploma in Canberra before embarking on her first overseas working experience in Japan.

In her project management career, Angela has excelled at managing complex environments and competing interests within the pressures and dictates of diverse environments. Her focus is always on the outcome, with. an ability to work out what is needed and make sure all avenues are considered and all risks are covered.

She has lived and worked in the USA, Dublin, London, Hong Kong, Manila, Singapore, Jakarta, and Tokyo and is accomplished at building and developing high-performing teams.

In her personal life, Angela is an avid golf fan, a traveller and a keen appreciator of Asian and native American art and collectibles. 

Simon Harwood

Simon has had a unique career path, starting off as a drug development chemist before completing his MBA at MIT Sloan in the US in 2008 and then transitioning in to the business world.

Since 2008, Simon has worked for a range of executive teams in London and Sydney successfully delivering complex business projects and programs all with a change management focus and often where timelines have been extremely tight.

Simon joined RNC in 2018, and has diverse experience working in a range of functions – including marketing, IT, and manufacturing – in the pharmaceutical, consumer healthcare, consumer products, and airline industries.

Simon has a young daughter and is a committed member of his local Christian church where he volunteers his time during the week and at weekends.

Andrew Mencinsky

Andrew has had a varied and diverse career, however one with a continual focus on helping organisations and individuals achieve their objectives.

From university Andrew founded a technology business assisting small to medium businesses implement and effectively use technology, before moving to deliver significant projects for Optus and a leading national commercial interiors organisation.

Andrew completed his MBA (Executive) from the AGSM in 2004, after which he spent time with PWC advising public and private sector clients on improving organisational performance through technology.

Andrew joined RNC in 2009, and during his time at RNC has delivered multiple high visibility and high value projects across multiple industries such as banking, insurance, construction and commercial real estate.

Andrew is the father of three young children and has a strong social conscience, giving generously of his time to support local, national and international Ukrainian schools and youth organisations.

Diane Dromgold

Having chosen project delivery as a career and honed her craft working for the Federal Government, Qantas, Philips, and KPMG, Diane decided to strike out and start a project service that would give clients certainty.

Diane started RNC to address five problems:

  • The increasing market frustration with project failure and consequences
  • The increasing focus on process and procedure over delivering the outcome
  • The disconnect between what people want from projects and what project managers want to do
  • To put the outcome back in projects
  • To put the client back in the driver’s seat

Diane regularly presents at conferences on topics ranging from the basic how-to of running projects, to the latest thinking and approaches in project, program and portfolio management.

Diane has authored one book, contributed to several others and provided the foreword on a leading book on influence for project managers. Many of her presentations have been published in proceedings and other publications.