Here are a collection of white papers I have written and are provided free of charge but under copyright. No commercial use is permitted unless agreed by the author. Feel free to post/send your constructive comments. I’m always happy to hear a different perspective!
Centralised ICT Governance Can United Organisations
Modes of governance come in many forms; from rigid process structures to flexible workflow methods. Their complexity or simplicity can be indirectly proportional to the size of the enterprise and exists as a code of conduct from senior level, filtering through the organisation promoting company-wide standardised process, practices and procedures. This paper explores frameworks that provide differentiating levels of control to tiers of management, with a model that has the potential to unite all.
Vertical Project Management
Traditionally project management is advocated in the three typical domains of portfolio, program and project and our profession has adopted these as sound structures to disseminate strategy into delivery. While these ventures may award great benefit, they may also be diluted by great complexity. To ensure program and project benefits are truly profitable, a vehicle for collaboration on an organisational scale is required. I propose a concept called Vertical Project Management (VPM). This paper provide information on a method to link benefits from the top to bottom.
Triple Bottom Line (TBL) Reporting
Triple Bottom Line (TBL) Reporting, sustainability, transparency and responsibility can all form part of corporate governance. TBL essentially defines a process to where companies are held accountable for their actions. This report expands further on the aspects of Triple Bottom Line reporting in terms of the system itself, and how three large conglomerates, Nike Inc., 3M Corporation and the City of Melbourne accommodate values of a non-financial system, based on ‘fuzzy’ and difficult-to-quantify targets.
Success in Project Management Consulting
Consulting in project management is hard work! In whatever capacity one may be engaged on, whether establishing a Project Management Office, implementing a centralised program governance framework or designing tools and templates, the premise is the same – you may be the lone voice among many. From the consultant’s viewpoint, this paper explores collegiate and inclusive approaches in defining and uniting capability within the organisation and in empowering its people. It also suggests some coping strategies that consultant may employ in painting a new holistic approach, stroke by stroke.
Project Planning Steps from the Start
So your project is now a project. You have a budget and an expectation to deliver something against a timeline. Well done, you are the Project Manager! To assist you on your journey, certain ground rules and project planning should be agreed upon. This is where you build your roadmap of understanding between stakeholders, the executive and their accountabilities.
Organisational Transformation by Lean Sigma
Lean sigma as a mechanism for global business change and can drive a culture for continuous improvement. With a central message being on communications and engagement, businesses can transform away from a static current state can be made fluid; not only by meeting strategic objectives but also position the business and its stakeholders for long term success. To enable, deliver and sustain efficient transformation the complementary combination of Six Sigma and Lean form Lean Sigma. This paper looks at Lean Sigma and case studies from 3M Corporation and JP Morgan Chase on how they have utilised Lean Sigma for great results.
Dynamic IS Governance
For an organisational governance structure to be truly successful, it must be rigid enough to withstand rigour but also poised and ready for change with market trends and changing perspectives. This paper discussed ‘Dynamic Capability’ and the accountability of technology leaders in business.
ICT versus Business Investment
Organisational ICT and business investments involve significant sums of money to both keep up with internet, mobile and corporate technology advancement and to maintain smooth operations. For firms to derive tangible value from investments in ICT, other actors must be considered including the external environment, business support and human resource expertise. This paper discusses the alignment of such factors and how businesses can take advantage of their spend.
Leadership in the PMO – An Action Research Report
Where does leadership exist in the Program Management Office (PMO) and is there a place for it; is the main topic of this action research report. This report explores the softer side of the internal department that is charged with the smooth running of projects and offers four hypotheses in bringing some understanding to the topic.
Knowledge Transfer in Innovative Leadership Q&A
The report investigates this question by surveying five anonymous industry leaders. The term‘Innovative Leadership’ instantly stood out as fundamental differences in the interpretation what “innovative leadership” was. These interpretations are all compared and contrasted to form some bold but relevant conclusions.
Potential Scope of the Business Analyst
Business analysis requires best practice knowledge of processes and technologies which can offer the business operational economies, efficiencies and advantages. This report shall investigate the potential scope and impact of the business analyst in organisation.
