If it’s worth hearing, it’s worth sharing. Here are some Lucid Thoughts from our team.
Risk management is recognised as an essential contributor to business and project success, since it focuses on addressing uncertainties in a proactive manner in order to minimise threats, maximise opportunities and optimise the achievement of objectives. Although there is wide…
There’s plenty of advice around about how Project Managers and their teams should behave, so what could we say that would add to the sum total of it? For a start, we could distil decades of lessons from project reviews…
In 2005, Steve Jobs (former CEO of Apple) said during a speech at Stanford University “there is opportunity in every adversity”. We found this statement while carrying out some research on project risk management for PMI® way back in 2013…
Why do projects always seem to take longer and cost more than planned? There has been a huge amount of research undertaken in an attempt to find out why this phenomenon is, to many Project Managers, almost a fact of…
Much of our consulting work helps clients with problems at the edge of established knowledge. Mainstream ‘best practices’ offer limited guidance on how to address challenges and concerns arising from unique client situations. Solutions to important client issues are rarely…
The ‘networked’ form of organisation that brings together a complex mix of in-house, out-sourced and contracted services and resources, is common enough. Such networked organisations are seen as a way of enabling corporations to operate on the global stage, to…
Intuitively, we know that screaming at the children to keep the noise down is pointless. It grates. It sends mixed messages. The method is at odds with the outcome we are trying to achieve. In the project management world, we…
The word risk will inevitably mean something potentially bad and therefore the thought that a risk management process is anything more than a process to deal with things that might harm you or your project will be a strange idea…
In some organisations, and in some learned publications, it is argued that programmes alone deliver benefit, with projects delivering only the new capability that the organisation can subsequently utilise to create benefit. Where the managed change being undertaken is a…
In mature project management sectors, such as IT, energy and construction, quality management seems to ‘just happen’. The project manager has people to ‘do it to the project’ so building capability to ‘do it yourself’ is never a priority. In…