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Temporary Knowledge Organisations (TKOs)
The concept of temporary organisations has been recognised in project management literature for many years. The primary tool of project management, the project team, is a temporary organisation. The...
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Complex Decision Making Explained
Complex decision making is a vital project management skill; required not only by the project manager but also by the project’s sponsor and client / customer among others. Some of the key areas...
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Developing Competency
Knowledge alone is not enough! To be effective in any sphere of life you need to be capable of applying knowledge effectively to achieve an outcome; this is competency. However, to be really effective...
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Guide to Good Practice in the Management of Time in Complex Projects
Wiley and the Chartered Institute of Building have just published a new book, the Guide to Good Practice in the Management of Time in Complex Projects. The primary purpose of this Guide is to set down...
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Defining Complex Projects
There has been a lot written about ‘complex project management’ over the last few years much of which as confused projects with programs, complexity with big and complexity with complicated technology....
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The limitations of root cause analysis
Learning lessons from projects is not as simple as you may think! Projects are complex adaptive systems linking people, processes and technology – in this environment, useful answers are rarely simple....
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Poor Governance creates complexity
All projects and programs have four dimensions that in aggregate determine how difficult they will be to manage. The four basic dimensions are: Its inherent size usually measured in terms of value; The...
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Stakeholders in complexity
The new CPM is ‘Complex Project Management’ and whilst most of the current project management tools and practices including risk management, scheduling and EVM remain important, they are not sufficient...
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