I’m a big fan of having goals that are measurable. That’s usually in what I call a value statement, and it doesn’t just have to be done with numbers, either, … Continue reading There’s value in a measure without measuring
Category: Governance
You don’t need just one green light for a project
Every so often someone asks me, “So, have we got the green light for Project Blah?” There is always some project that’s particularly exciting, and anticipated by team members, and … Continue reading You don’t need just one green light for a project
Creating a sequence of value statements
I’ve written before about the importance of having a value statement for a project or programme. This is a clear statement of the value we’re supposed to be delivering, and … Continue reading Creating a sequence of value statements
What makes a good value statement?
I often talk to people about their “value statement”—a statement of the value of their programme or project. But how do we make our value statement most effective? From my … Continue reading What makes a good value statement?
Separating risks and issues (or not…)
When things get confusing I always rely on a handy model, image or diagram to clarify things. So it was often frustruting for me when, in the early days of … Continue reading Separating risks and issues (or not…)
There is only one conversation in a programme
Is there a simple way to ensure a programme of work gets off on the right foot? Sometimes I’m deep within a such programme—it’s already in full swing and it’s … Continue reading There is only one conversation in a programme
Measure without numbers
I was in a meeting a while back discussing the introduction of new key performance indicators (KPIs) for a team. The group was understandably cautious about what we might be … Continue reading Measure without numbers
Moving from subjective to objective discussions
I often work with product teams who have conversations—sometimes very difficult ones with stakeholders—that are full of unstated assumptions, subjectivity, and a lot of unsubstantiated “I think…” comments. For a … Continue reading Moving from subjective to objective discussions
Granularity of project governance frameworks
I’ve worked with a few organisations that wanted to create a framework for reporting on and governing projects or programmes. The intention is generally good: we have lots of projects … Continue reading Granularity of project governance frameworks
Ensure degrees of success
The other week I was on a train going across the country, and while it was stopped at a station the train manager made an announcement. “I realise this is … Continue reading Ensure degrees of success
