Archive | January, 2013

#pm_ngt-005 1st Principle – Investor’s timeline (end2end™)

#pm_ngt-005 – First generation project management often starts with the explicit demand that the goal is well defined and ends with delivery of products. Great for suppliers who want to be provable “done” so they can submit their invoice, be paid without dispute and move on. However this demand for clarity is not the reality […]

Pm_ngt-004 – New thinking rests on three principles:

Pm_ngt-004 – New thinking rests on three principles: The timeframe of change is end2end™ of the investment The decision making architecture (dma) runs top2bottom™ of the management Capability development is layered and tailored to the duties of the whole organisational hierarchy so that it is relevant2reality™ End2end™ – For the investor rather than the supplier […]

Pm_ngt-003 – Delivery of change requires collaboration

Pm_ngt-003 – Delivery of change requires collaboration between people with different skills, duties, jargon, pressures and personalities. Development of skills in managing change is best achieved by training that is integrated but different in focus for those with strategic accountabilities, those with day2day management responsibilities and those with technical and operational skills. Encapsulated in the […]

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