Project Management Papers

Published Papers & White Papers

Is there life before coffee???.
Anon

All of Mosaic's Papers are in Adobe PDF Format.
Click on this Button to Download
a Free Reader

Main Paper Index

Mosaic's Published Paper Structure

The papers on this web site have been organised into five sections to facilitate ease of use. Where a paper ‘fits’ into more than one section, a reference has been included in both. Alternatively, if you know the paper you are looking for, you can jump straight to the Alphabetical Index of papers.

The five sections the papers are organised into are:

Stakeholder Management Stakeholder Circle Relationship Management Teams and Team Development Personal development and Competencies Knowledge Management and Learning Organisations	This section incorporates papers on all aspects of stakeholder management (both internal and external), including the Stakeholder Circle™ and the management of projects in outsourced and matrix organisations.
Corporate & Project Governance Corporate Governance (SOX & Regulatory) and Project Governance Definitions of a project Legal and Contractual aspects of Project Management and Corporate Governance including Doyles Casewatch reports Risk and Risk Management	The Corporate and Project Governance section includes papers dealing with the overall governance and management of projects within an organisation and the organisation's obligations to shareholders, owners and society (including legal obligations). Papers dealing with the law, contract claims and dispute management are a sub-section.
OPM3 (PMI's Organisational Project Management Maturity Model) Best practice methodologies and philosophies	The OPM3 section focuses on papers discussing the development and use of PMI's OPM3 methodology, including its implementation and best practices, plus other overall philosophies and methodologies.
Project Office (PO) or Project / Program Management Office (PMO) Project Initiation Project Controls Establishing a PMO KPMG PMO Surveys and Reports	Project Office (PO) or Project / Program Management Office (PMO) includes papers covering all aspects of developing and implementing a Portfolio, Program or Project Office, primarily from the people perspective. This section also includes papers on Program and Portfolio Management (excluding OPM3) . The key facets of a PMO's role are: Methodology (simple and scalable), Mentoring (including training) and Measurement (QA and reports); plus providing a 'home community' for the organisations project managers.
Project Management Papers Communications Management Complexity Theory Earned Value and Performance Management Enterprise Project Management (EPM) Software and Systems Scheduling and 5-STEPS Risk & Risk Management General Project Management topics VIPER & FleetOPS	Project Management Papers includes papers dealing with Enterprise Project Management (EPM) and the technological aspects of project management, including The effective use of project management software, tools and techniques. PMBOK Subjects (Communications, Time Management, etc) Complexity Theory applied to projects General project management topics (history, training, etc)

The various sections interact and support each other in the following way:

Effective corporate governance and stakeholder management are becoming increasingly recognised as the central element in effective project, program and portfolio management.

The vital role stakeholders play in defining the success of projects is also becoming increasingly recognised and importantly, can be facilitated by the same systems needed for effective corporate governance.

Meeting the requirements for effective corporate governance, as defined in the new legislation (CLERP9, SOX, Listing rules, etc) may be achieved in isolation but is made easier by having effective corporate project management systems in place.

OPM3 describes these ‘best practices’.
Enterprise Project Management (EPM) delivers the technical capability to build integrated project management systems.
The staff to operate and ‘own’ the EPM system (software and technology) are found in a PO (project office) or PMO of some form.

Establishing or implementing any of these components will deliver significant benefits, when implemented as a holistic system the sum of the benefits can be significantly greater then the individual parts.

Mosaic's Published Papers

Stakeholder Management: Including -
	Stakeholder Circle
	Relationship Management
	Teams and Team Development
	Personal Development and Competencies
	Knowledge Management and Learning Organisations

A Simple View of ‘Complexity’ in Project Management - Author: Patrick Weaver
Complexity theory helps understand the social behaviours of teams and the networks of people involved in and around a project. This paper traces the development of ‘Complexity Theory’ from its origins in Chaos Theory and develops a range of practical suggestions for improving the effectiveness of both communication practice and risk management practice within project management practice based on insights derived from ‘complexity theory’. [View Abstract]

(The) Accidental Project Manager – The Getting of Wisdom - Author: Lynda Bourne
The accidental project manager has lived in the folklore of business projects for a generation. This paper will discuss ways to help them increase their chances of achieving project success, including a description of the project management skills and tools needed for success including the Stakeholder Circle™. [View Abstract]

Advancing Project Management in Learning Organisations - Authors: Lynda Bourne and Derek H.T. Walker
This paper describes the 'third dimension skills', beyond the traditional 'hard' and 'soft' skills, needed by project managers to successfully deliver projects in large organisations. The paper then considers how project managers might achieve competence in managing the 'third dimension' both through individual effort and with the support of a learning organization. [View Abstract]

Beyond Conventional Stakeholder Management - Author: Moorhouse Consulting Ltd. (UK)
Lack of effective engagement with stakeholders is a well acknowledged cause of programme failure and stakeholder management is increasingly, as such, recognised as an important discipline. There are many tools and techniques already available (including the Stakeholder Circle) but to be effective, they need to be supported by the right attitudes. This paper describes PRIME Intelligence^© and discusses how to enthuse a successful attitude across a programme team. [View Abstract]

Construction Stakeholder Management (Book) - Authors: Editor: Chinyio E. - Lynda Bourne & Patrick Weaver (Ch.7).
This book breaks new ground by focusing on the stakeholder's involvement in creating successful construction projects by capturing leading edge practice in construction stakeholder management to provide construction practitioners with a reliable guide to best practice - Publication due 2009..
Pre-publication pre-views [ Download Introduction ] [ Download Ch. 7 Stakeholders and the Supply Chain ]

Designing a PMO to Succeed and Survive - Author: Lynda Bourne.
To survive, a PMO requires executive sponsorship, management buy-in and a clear mandate (authority and autonomy).To be successful, the PMO should contribute to the strategic alignment of projects and programs, benefits realisation, leadership in implementation of best practices, continuous improvement, and being an information highway, facilitating open and targeted communications. Achieving this requires a clear understanding of the PMO's stakeholders and the organisation's objectives. [View Abstract]

(The) Forgotten Stakeholders - Forming Teams in an Outsourced Environment - Author: Lynda Bourne.
Forming multi-vendor, multi-skill teams and leading them to successfully deliver an Outsourced IT solution requires a paradigm shift in the team building processes adopted by the Project Manager. [View Abstract]

From Commander to Sponsor: Managing Upwards in the Project Environment - Author: Lynda Bourne.
This paper provides a foundation for exploration of the tasks needed to turn a senior manager 'Commander' into a supportive Sponsor and how to use the resources available in the form of influence networks, targeted communication and plain persistence. Case studies based on experiences of the authors, in large organisations, in managing the expectations and the support of key senior stakeholders are used to ground the paper. [View Abstract]

Getting the 'soft stuff' right - Effective communication is the key to successful project outcomes! - Author: Patrick Weaver.
Effective communication with senior management is an on-going collegiate effort by all project practitioners within the organisation helped by the presence of an effective PMO. The basis for these communications is the provision of accurate information in a timely manner. This paper discusses techniques to determine the right stakeholders to focus communication effort on at each stage of a project, influence mapping, strategies for communicating effectively and the importance of managing and communicating risk and uncertainty. [View Abstract]

Influence, Stakeholder Mapping and Visualisation - Authors: Derek Walker, Arthur Shelley and Lynda Bourne.
Stakeholder identification, management and engagement are recognised as key project management skills that requires both intuition and a strong capacity for analysis. Visualisation tools for stakeholder management can be of great value. The development and use of two such tools are described. While they are both independently useful they could be effectively combined. [View Abstract]

(The) Knowledge Management / Relationship Cycle - Author: Lynda Bourne.
The Knowledge Management Relationship Cycle describes reciprocity between the data, information and knowledge that is exchanged for the business benefit of the organisation between the project and its stakeholders. It charts the strong connections between the organisation’s KM and the actions of the project Stakeholders in contributing to project success. [View Abstract]

Optimising the Value of Portfolios through Governance - Author: Patrick Weaver.
Effective portfolio governance ensures that an organisation selects the right projects to do based on its strategic objectives and then does the selected projects right by deploying effective project, program and portfolio management processes. Within this framework, the organisation's stakeholders determine the appropriate balance of:
Risk -v- Reward; Short term -v- Long term and Enhancement -v- New Business. Consequently, the key stakeholders need to be identified and managed as part of the portfolio management processes needed for effective governance. [View Abstract]

Project Relationship Management and the Stakeholder Circle - Author: Lynda Bourne.
A dissertation submitted in partial fulfilment of the requirements for the degree of Doctor of Project Management (DPM). Dr Lynda Bourne investigated the concept that a project’s success or failure is closely aligned with perceptions of the project held by its key stakeholders; and that project teams can manage these perceptions to create success. The research resulted in a new tool, the ‘Stakeholder Circle™’ that maps each stakeholder community in a unique way, allowing the project team to effectively focus its stakeholder engagement strategies. [View Abstract]

(The) Project Start-Up Conundrum - Author: Lynda Bourne and Patrick Weaver.
A review of the almost mutually exclusive requirements facing every project of starting as quickly as possible to avoid schedule slippage whilst taking the time needed to develop an effective team!! [View Abstract]

Risk Management and Complexity Theory - The Human Dimension of Risk - Author: Patrick Weaver.
This paper describes the key aspects of risk management from 'complexity theory' and the human perspective. Particular focus is on the risk attitudes and competencies required at each level of management to optimise risk. The paper concludes by developing a range of practical suggestions for improving the effectiveness of risk management practice within projects based on an understanding of ‘complexity theory’ applied to the project environment. [View Abstract]

SRMM: The five stages of Stakeholder Relationship Management Maturity - Author: Lynda Bourne
Engaging effectively and ethically with key stakeholders to help create a successful project outcome requires significant levels of skill and maturity. This paper will define the five levels of SRMM and suggest a route most organisations can follow to progress from ‘Level 1’ to ‘Level 5’. The 5 levels of SRMM are: Ad hoc, Procedural, Relational, Integrated and Predictive. [View Abstract]

Tapping the Powerlines - Author: Lynda Bourne.
Successful completion of project deliverables in large, complex organisations needs more than the combination of ‘hard’ and 'soft’ skills. Unless the Project Manager can also effectively 'tap' into the organisations power structures, the outcome of the project will always be at risk. [View Abstract]

What Does A Project Manager Need to Deliver Successful Projects? - Author: Lynda Bourne.
Relationship management and Stakeholder management linked with knowledge and experience of the organisation are key ingredients for delivering projects successfully in large and complex organisations. This paper defines the Art, Craft of Project Management plus the "Third dimension" skills needed by successful project managers. [View Abstract]

(Thesis) Project Relationship Management and the Stakeholder Circle - Author: Lynda Bourne
A dissertation submitted in partial fulfilment of the requirements for the degree of Doctor of Project Management (DPM). Dr Lynda Bourne investigated the concept that a project’s success or failure is closely aligned with perceptions of the project held by its key stakeholders; and that project teams can manage these perceptions to create success. The research resulted in a new tool, the ‘Stakeholder Circle™’ that maps each stakeholder community in a unique way, allowing the project team to effectively focus its stakeholder engagement strategies. [View Abstract]

Rethinking Construction – Stakeholder Management in the Construction Industry - Author: Dr. Lynda Bourne
Many technically competent builders are failing to maximise their value by focusing on technology. The relationship aware builder is trusted and relied on by both project teams and senior management. This paper outlines a number of techniques that can be used to identify stakeholders and understand their requirements. [View Abstract]

(The) Stakeholder Circle - Tool Description - Authors: Lynda Bourne and Patrick Weaver.
The Stakeholder Circle™ offers a mechanism for assessing the relative importance of each of the key stakeholders in a project. Stakeholders are weighted according to the three characteristics and the assessments are melded into a single diagram. [View Abstract]

Supersizing PMO Performance - Author: Lynda Bourne.
The value of a PMO to its host organisation is directly linked to its ability to communicate effectively with both senior management and project teams, in appropriate language, to facilitate access to the information it needs and to have its reports and messages understood and acted upon. By understanding its stakeholders and customising its communication strategy to meet their different requirements, the PMO becomes a significantly more valuable resource. [View Abstract]

Visualising and Mapping Stakeholder Influence - Authors: Lynda Bourne and Derek H.T. Walker.
This paper describes research that was conducted during 2004/2005 centred around the Stakeholder Circle™ tool, as a means to provide a useful and effective way to visualise stakeholder power and influence that may have pivotal impact on a project’s success or failure. [ View Abstract ]

Visualising Stakeholder Influence - Two Australian Examples - Authors: Lynda Bourne and Derek H.T. Walker.
This paper illustrates the use of the Stakeholder Circle™ as a tool for measuring and visualising stakeholder influence drawing upon two case study examples. The paper is exploratory in nature and the case studies used provide a useful vehicle for reflection and sense making. The tool was found by the case study respondents to be useful and that it also complements and enhances risk management. [ View Abstract ]

Corporate and Project Governance: Including -
	Corporate Governance & Project Governance
	Definitions of a project
	The role of the PMO in effective project governance [View KPMG Surveys]
	Legal and Contractual aspects of Project and Corporate Governance including Casewatch
	Mosaic's Project, Program and Portfolio Governance (GoPM) Workshop

#1 Effective Project Governance – A Cultural Sea Change - Author: Patrick Weaver.
This paper addresses the changing legal and regulatory framework faced by corporations world-wide and its impact on project governance systems. The paper suggests all organisations, world wide will eventually need to respond to the changes being imposed by SOX, CLERP9 and other legislative changes. [View Abstract]

#2 Effective Project Governance – The Tools for Success - Author: Patrick Weaver.
This paper discusses the tools needed for effective governance (and hopefully enhanced performance) include a mature PMO, an effective EPM system and a philosophy that combines the willingness to ‘do things’ - take risks - with the discipline needed for effective governance. [View Abstract]

#3 Effective Project Governance – Linking PMI’s Standards to Project Governance - Author: Patrick Weaver.
This paper addresses two areas; the first is mapping the processes in PMI’s Project, Program and Portfolio Management Standards to show how they answer the 42 questions to achieve the 11 principles defined in ‘Directing change, a guide to governance of project management’. The second is the critical role of a PMO in delivering effective governance. [View Abstract]

Construction - A Risky Business - Authors: Patrick Weaver & Richard Hyde.
The Australian construction industry is suffering from low and declining profits, this paper identifies some of the factors causing the decline and suggests ways to better align risk and reward by utilising modern forms of contract such as 'Collaborative Working Agreements'. [View Abstract]

Directing Change - A guide to governance of project management - Publisher: [© Association for Project Management (UK)].
Corporate governance involves a set of relationships between a company’s management, its board, its shareholders and other stakeholders. Corporate governance also provides the structure through which the objectives of the company are set, and the means of attaining those objectives and monitoring performance are determined. This guide applies standard governance requirements to an organisations project portfolio. Following a structured approach it lists 42 questions which boards of directors, or their equivalents, should ask to satisfy themselves and their stakeholders effective governance is in place. [View Booklet]

Earned Value Business Management - Author: Patrick Weaver.
Using Earned Value techniques as a tool to manage outsourced contracts focusing on the early visibility of trends. Includes an analysis of 'the mathematics of losing' plus ideas on the use of trend graphs and regular reporting of progress. [View Abstract]

Project Fact or Fiction (Will the real projects please stand up!) - Author: Patrick Weaver.
This paper addresses the fundamental question "What is a project"?. The limitations of the current definition are explored and a more precise definition proposed. [View Abstract]

Understanding Programs and Projects - Author: Patrick Weaver.
The challenge facing organisations is to know the difference between a major project and a program and then apply the optimum management approach. From a governance and stakeholder management perspective the expectation of 'on time and on budget' that has some relevance to project governance is totally counterproductive in program management space where the focus needs to be on benefits realisation and value management. [ View Abstract ]

Visualising and Mapping Stakeholder Influence - Authors: Lynda Bourne and Derek H.T. Walker.
This paper describes research that was conducted during 2004/2005 centred around the Stakeholder Circle tool, as a means to provide a useful and effective way to visualise stakeholder power and influence that may have pivotal impact on a project’s success or failure. [ View Abstract ]

Effective Project Governance – A Cultural Sea Change - Author: Patrick Weaver.
This paper addresses the changing legal and regulatory framework faced by corporations world-wide and its impact on project governance systems. The paper suggests all organisations, world wide will eventually need to respond to the changes being imposed by SOX, CLERP9 and other legislative changes. [View Abstract]

Key Security of Payment Act Judgements - Author: Jim Doyle Dip.CE, MIE (Aust), BEc (Hons), LLB (Hons). Partner, Doyles Construction Lawyers.
Some of the key judgements defining the Security of Payment Acts and their primary effect are listed in this paper. [View Abstract]

OPM3

A Maturity Model That's Right and Ready - OPM3 Past, Present and Future - Author: Lynda Bourne
This paper explores three inter-linked areas. The major elements of the OPM3: knowledge, assessment and improvement. The main aspects of the OPM3 business model: assessment, consulting, training and benchmarking. The enhanced functionality provided by the OPM3 ProductSuite (supported by certified assessors and consultants) in; assessing an organisations maturity, planning a path to improvement and measuring the effectiveness of the improvements. [View Abstract]

Modelling Your Maturity, P3M3, CMMI and/or OPM3 - Authors: Lynda Bourne and Angela Tuffley
Successful organisations apply project management processes effectively and consistently. Three well defined ‘maturity models’ are internationally available, which is the most appropriate to use: P3M3 from OGC in the UK, CMMI or PMI's OPM3? This paper will compare and contrast the three standards and identify their strengths and weaknesses. [View Abstract]

Free publications from PMI include:-

Executive's Guide to OPM3 (six pages) [Download PDF]
OPM3 Highlights (one page) [Download PDF]
Read PMI's White Paper on the development of OPM3 Presented at the PMI North American Congress in 2003 [View Abstract]
Case studies
- OPM3 - Pinellas County IT Turns Around Performance and Customer confidence [Download PDF]
- OPM3 ProductSuite - Savannah River Site [Download PDF]

Go to OPM3 - Project Management Institute's Organizational Project Management Maturity Model 'Tools and Techniques' Page.

View Mosaic's OPM3 Training, Workshop & Mentoring Options

Project / Program / Portfolio Management Office: Including -
	Project Initiation
	Project Controls
	Establishing a PMO

KPMG surveys analysing the benefits of mature Project Offices are available for download. These papers are copyright KPMG

PriceWaterhouseCooper's survey 'Boosting Business Performance Through Program and Project Management' is available for download. This paper is copyright PriceWaterhouseCooper.

Download PwC 2004 Survey (File size 2.5mb)

Avoiding the Successful Failure - Author: Lynda Bourne
Projects can be ‘on time and budget’ and fail! They can also be ‘over’ and succeed. Projects are only successful when their stakeholder’s expectations are delivered. This paper will identify the three elements of ‘stakeholder expectations’: value, relationships and risk. Then describe tools to manage these elements for success. [View Abstract]

Effective Project Governance – Aligning GoPM Principles to PMI’s Standards - Author: Patrick Weaver.
This paper addresses two areas; the first is mapping the processes in PMI’s Project, Program and Portfolio Management Standards to show how they answer the 42 questions to achieve the 11 principles defined in ‘Directing change, a guide to governance of project management’. The second is suggesting appropriate structures and outputs from project management and PMO systems that provide conforming, and informative answers. [View Abstract]

Effective Project Governance – The Tools for Success - Author: Patrick Weaver.
This paper discusses the tools needed for effective governance (and hopefully enhanced performance) include a mature PMO, an effective EPM system and a philosophy that combines the willingness to ‘do things’ - take risks - with the discipline needed for effective governance. [View Abstract]

Establishing an Effective Project Office – The Core Requirements for Success - Author: Andrew Brook
The implementation of a PO is a long–term project in itself. This paper outlines the stages, processes and supporting systems architecture required to create and support a successful Project Office. [View Abstract]

Managing for Success - The power of regular updates - Author: Patrick Weaver
Critical path scheduling techniques, supported by efficient scheduling software have long been recognised as a standard component in the overall project management process. This paper looks at the interaction between the analytical and psychological processes involved in schedule development and control systems to identify ways to deliver major enhancements in the planning / scheduling processes. [View Abstract]

The Paradox of Project Control in a Matrix Organisation - Author: Lynda Bourne.
The ‘zone’ between the strategic vision set by senior management and the projects created to fulfil it, is a highly complex and dynamic organism. A paradigm shift in management thinking is needed to succeed in managing projects across the ‘zone’. [View Abstract]

The Project Start-Up Conundrum - Authors: Lynda Bourne and Patrick Weaver.
A review of the almost mutually exclusive requirements facing every project of starting as quickly as possible to avoid schedule slippage whilst taking the time needed to develop an effective team!! [View Abstract]

Communications Management

Achieving a Successful Engagement - Author: Lynda Bourne
Identifying, mapping and prioritising a project’s stakeholder community is only the beginning. Projects will only be considered successful when their key stakeholders acknowledge they are a success. This requires the project team to effectively engage with each of its key stakeholders to understand and manage their expectations and then deliver to project to meet or exceed the ‘managed expectations’. Stakeholder expectations are never ‘fixed’; effective communication can help change perceptions and expectations to make them realistic and achievable. [View Abstract]

Complexity Theory

(The) Meaning of Risk in an Uncertain World - Author: Patrick Weaver
Risk management is one of the least appreciated aspects of modern management with most organisations are excessively risk averse. This paper describes the key aspects of risk management needed from the client, the contracting organisation and the project to optimise overall risk management and places risk management within a 'Complexity Theory' and stakeholder management framework. [View Abstract]

(The) Paradox of Project Control in a Matrix Organisation - Author: Lynda Bourne.
The ‘zone’ between the strategic vision set by senior management and the projects created to fulfil it, is a highly complex and dynamic organism. A paradigm shift in management thinking is needed to succeed in managing projects across the ‘zone’. [View Abstract]

Project Controls in the C21 – What works / What’s fiction - Author: Patrick Weaver.
This paper takes a controversial look at the relevance of project control systems and suggests the changes in skills, attitudes and practices needed to keep scheduling, cost control and EV relevant in the coming years. [View Abstract]

Earned Value and Performance Management

Earned Value Basics - Author: Patrick Weaver.
Earned Value Management (EVM) has proven itself to be one of the most effective performance measurement and feedback tools for managing projects. It provides organizations with the methodology needed to integrate the management of project scope, schedule, and cost. [View Abstract]

[ Useful Links to EV URLs ]

Enterprise Project Management

Risk & Risk Management

Pertmaster - Project risk software to analyses project risk in time and/or money.

Project Risk Analysis & Management (PRAM) Guide - The Association for Project Management's updated project risk guide; download from: http://www.eurolog.co.uk/apmrisksig/publications/minipram.pdf

Risk Attitudes in the Construction Industry - Avoidance Does Not Work - Author: Patrick Weaver.
Risk management is one of the least appreciated aspects of modern construction management with most client organisations are excessively risk averse. This paper describes the key aspects of risk management needed from the client, the contracting organisation and the project to optimise overall risk management. [View Abstract]

[ Useful Links to Risk URLs ]

Scheduling & 5-STEPS

5-STEPS, Five Steps To Ensure Project Success - Authors: Patrick Weaver and Brian Doyle.
The ‘5 Steps To Ensure Project Success’ methodology is a proven process designed to focus the thinking of the key Stakeholders onto the parameters required to achieve a successful project outcome. [View Abstract]

A Brief History of Scheduling - Back to the Future - Author: Patrick Weaver
A Brief History of the first 50 years of 'Critical Path' Scheduling; and arguably the evolution of modern project management. The suggestion is that the growth of modern project management is a direct consequence of the need to make effective use of the data generated by the schedulers in an attempt to manage the 'project' and control the 'critical path'. [View Abstract]

Concurrent Delays in contracts - Author: Jim Doyle.
Concurrent delays are one of the most troubled and complicated areas of construction contract management. The aim of this paper is twofold. The first is to identify the variety of principles that may be followed in resolving parallel delays disputes. The second is to outline the various practical aspects relating to dealing with concurrent delays disputes. [View Abstract]

(The) Cost of Time - or who's duration is it anyway? - Author: Patrick Weaver
Probably the most common action undertaken by schedulers everywhere is assigning a duration to a task. This paper outlines the factors influencing the choice of an optimum duration. Considers the factors that can cause the duration to be modified during the planning phase and then outlines some of the likely costs associated with accelerating the project. [View Abstract]

Float - Is It Real? - Author: Patrick Weaver.
The existence of a ‘critical path’ and non-critical activities (with their associated ‘float’) grew out of the science of ‘scheduling’ as defined by Critical Path Analysis (CPA) and are barely 50 years old! This paper analyses the factors creating the ‘critical path’ and ‘float’ within a schedule and then look at ways of resolving the conflicting views of float encountered in the literature. Potential solutions include the UK ‘Delay and Disruption Protocol’, client led integrated teams and the use of alternative planning methods such as location based scheduling, trend analysis and earned schedule. [View Abstract]

Scheduling in a Defence Environment - Author: Patrick Weaver.
The primary purpose of any schedule should be to help the project manager and project team optimise the overall strategy for the delivery of the project, coordinate workflows and assist in the decision making processes needed to resolve dilemmas and issues on a day-to-day basis. This paper identifies some of the symptoms of scheduling failure and then addresses three topics; a discussion of the real purpose and usefulness of scheduling. the current ‘state of play’ in the development of scheduling and some emerging trends that may re-focus scheduling. [View Abstract]

Standardising Quality in Project Scheduling - Author: Patrick Weaver.
The publication by PMI of its ‘Practice Standard for Scheduling’ in May 2007 goes a long way towards defining ‘good scheduling practice’ and providing a tool that for the first time allows the unambiguous assessment of the technical competence of any schedule. Based on the Practice Standard, PMI have also announced the development of a new certification for schedulers. This paper provides a detailed review of the standard, its use as a conformance measurement tool and an outline of the PMI Scheduling Credential. [View Abstract]

[ Useful Links to Planning & Scheduling URLs ] - [ Visit Mosaic's Planning Resources Page ]

General Papers

Building an International Micro Business in the 21st Century - Author: Lynda Bourne.
This paper discusses the challenges and lessons learned launching the Stakeholder Circle™ methodology and software tool onto the world stage and establishing Stakeholder Management Pty Ltd as a successful operating entity. The Stakeholder Circle™ was developed by Lynda as part of her research for her Doctor of Project Management (awarded in 2005). The lessons learned by Lynda in building Stakeholder Management Pty Ltd will be of interest to any aspiring project management entrepreneur running or planning to start a professional consultancy business. [View Abstract]

(The) Origins of Modern Project Management - Author: Patrick Weaver
Projects have been undertaken for millennia, but it was only in the latter part of the 20th century people started to talk about ‘project management’. This paper traces the origins of 'modern project management' and suggests that: the spread of scheduling was the genesis of ‘modern project management’ . [View Abstract]

Procurement Systems a Project Management Perspective (Book) - Authors: Derek H.T. Walker et al and Lynda Bourne.
This book is primarily focussed upon how project leaders can make and influence procurement decisions so as to realise a project that truly delivers value to project stakeholders for project and organisational success. Particular attention is paid to the nature of ‘value’ in this process.

(The) Stakeholder Circle - Tool Description - Authors: Lynda Bourne and Patrick Weaver.
The Stakeholder Circle offers a mechanism for assessing the relative importance of each of the key stakeholders in a project. Stakeholders are weighted according to the three characteristics and the assessments are melded into a single diag

The Stakeholder Circle™ Additional Information [ Technical Description ] [ Training ] [ Free Software, Sales and Support ]	Achieving a Successful Engagement - Author: Lynda Bourne Identifying, mapping and prioritising a project’s stakeholder community is only the beginning. Projects will only be considered successful when their key stakeholders acknowledge they are a success. This requires the project team to effectively engage with each of its key stakeholders to understand and manage their expectations and then deliver to project to meet or exceed the ‘managed expectations’. Stakeholder expectations are never ‘fixed’; effective communication can help change perceptions and expectations to make them realistic and achievable. [View Abstract]
	Avoiding the Successful Failure - Author: Lynda Bourne Projects can be ‘on time and budget’ and fail! They can also be ‘over’ and succeed. Projects are only successful when their stakeholder’s expectations are delivered. This paper will identify the three elements of ‘stakeholder expectations’: value, relationships and risk. Then describe tools to manage these elements for success. [View Abstract]
	Concepts for a Stakeholder Circle Management Tool - Author: Lynda Bourne. The requirements and original concepts behind the development of the Stakeholder Circle™ are described. [View Abstract]
	Project Relationship Management and the Stakeholder Circle - Author: Lynda Bourne Project success and failure is directly related to its stakeholders’ perceptions of the value created by the project and the nature of their relationship with the project team. This paper summarises Lynda's Doctoral thesis (below). [View Abstract]

Project Management Papers, Tools and Techniques, Including key PMBOK subjects -
	Communications Management
	Complexity Theory
	Earned Value and Performance Management
	Enterprise Project Management (EPM) Software and Systems
	Scheduling and 5-STEPS
	Risk & Risk Management
	General Project Management topics
	VIPER
	FleetOPS