Project Management Papers

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]

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]

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]

Adjudication Pressurises Project Administration - Author: Jim Doyle Dip.CE, MIE (Aust), BEc (Hons), LLB (Hons). Partner, Doyles Construction Lawyers
The Building and Construction Industry, Security of Payment Acts now in force in most Australian States are causing a radical re-think of many traditional project management and contract management processes. All professional contract administrators must manage every aspect of a contract on the assumption that all outstanding issues will be included in a claim under the Act in the next month. It is no longer acceptable to let claims remain unanswered.. [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]

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]

Balanced Baselines - A Fairer Allocation of Uncertain Risks - Author: Jim Doyle Dip.CE, MIE (Aust), BEc (Hons), LLB (Hons). Partner, Doyles Construction Lawyers
The use of a Geotechnical Baseline Report (GBR) provides the parties to a contract with a mutual understanding of the subsurface site conditions (the baseline). The actual conditions encountered are measured against this baseline. The reduced risk to the contractor should result in lower tender prices and minimises the opportunity for contract claims and disputes. [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]

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]

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]

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]

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]

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 ]

(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]

Defective Work Claims - Author: Jim Doyle.
Defective work claims is the most common claim made by building owners against their building or construction contractor. This paper canvases both contractual and common law aspects of making and defending claims for defective work. [View Abstract]

Delay, Disruption and Acceleration Costs - Author: Patrick Weaver.
Claims for 'delay and disruption' costs are common in the construction and engineering industries and are becoming more common in other projects. This paper examines the theoretical underpinnings of ‘delay and disruption’ costs. [View Abstract]

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]

Developing Stakeholder Management Maturity in a traditional business: an International Case Study - Authors: Lynda Bourne and Klaus Rud Sejling.
This paper reports on the work undertaken by a traditional multinational transport company to introduce effective stakeholder management into its terminal operations around the world as a factor that could deliver significant commercial advantage in the operation of the business. The case study describes the project to introduce and support a significant culture change in a major organisation and reports on the successful adaptation of a project management methodology, the Stakeholder Circle®, to general business use. [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]

Doyles Casewatch Series - Author: Doyles Construction Lawyers.
Casewatch is a series of abstracts focusing on key judgments impacting the law relating to building and engineering contracts. [View Casewatch Index]

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]

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]

(#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 identifying the critical role of a PMO in delivering 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]

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]

(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]

Improving Schedule Management - Author: Patrick Weaver.
This paper describes the changing role of scheduling within the complex dynamic environment of modern projects and programs. PMI’s contributions including the SEI, standards and credentials are identified. The attributes needed for an effective schedule and the skills needed by an effective scheduler are described and linked to the emerging paradigms of complexity theory. [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]

Introducing a Stakeholder Management Methodology into the EU - Authors: Lynda Bourne and Stephan Kasperczyk.
This paper analyses the impact of cultural differences on the implementation of a new methodology within diverse organisations. Based on a series of case studies from within the EU and elsewhere, key indicators that can be generally applied to assist in the implementation of process change within organisations are identified. [View Abstract]

Key Security of Payment Act Judgements - Author: Jim Doyle.
Some of the key judgements defining the Security of Payment Acts and their primary effect are listed in this paper. [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]

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 process. [View Abstract]

(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]

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]

OPM3 - Project Management Institute's Organizational Project Management Maturity Model.
Papers provides an overview of the development of the OPM3 Standard and its underlaying philosophy.

OPM3 and the OPM3 ProductSuite - 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]

OPM3 ProductSuite - The cream of the crop! - Authors: Lynda Bourne and David Lord
This paper describes an OPM3 ProductSuite Assessment and Improvement project undertaken by Parmalat, one of Australia’s major dairy food manufacturers. It describes the project’s business drivers, the advantages of using OPM3 ProductSuite, the assessment and improvement planning processes, the implementation phase and the benefits realised from the process improvement initiatives. [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]

(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]

(The) Paradox of Project Control in a Matrix Organisation - Authors: Lynda Bourne and Derek H.T. Walker.
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]

Practice Note: Advancing theory and practice for successful implementation of Stakeholder Management in organisations - Author: Lynda Bourne
This paper firstly, describes the evolution of the Stakeholder Circle® from a research tool into a commercial project managment tool and then into a maturity model (SRMM®) that describes the ‘readiness’ of an organisation to successfully implement a stakeholder management culture and practice. [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.
Pre-publication pre-views [ Download Preface ] [ Download Ch. 3 Stakeholders and the Supply Chain ]

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]

Project Fact or Fiction (Will the real projects please stand up!) - Authors: Lynda Bourne and 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]

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]

(Thesis) Project Relationship Management and the Stakeholder Circle - Authors: 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 - 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]

Rethinking Construction – Stakeholder Management in the Construction Industry - Author: 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]

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]

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]

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]

Scheduling in the Age of Complexity - Author: Patrick Weaver.
This paper suggests that a radically different approach is needed to make scheduling relevant and useful in the 21st Century. Starting with the ideas derived from Complexity Theory, Complex Responsive Processes of Relating (CRPR) and the concept of the project team as a ‘Temporary Knowledge Organization (TKO) one can see the delivery of the project being crafted by thousands of individual decisions and actions taken by people who are ‘actors’ within the social network of the project team and its immediate surrounds. The role of ‘project management’ is to motivate, coordinate and lead the team towards the common objective of a successful project outcome. The project scheduler has a key role in this complex environment provided the right attitudes, skills and scheduling techniques are used in the optimum way. [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]

(The) Stakeholder Chameleon – Ignore at your Peril! - Authors: Lynda Bourne and Derek H.T. Walker.
This paper presents the results from two case studies that show the strategies needed to engage project stakeholder support are different for every project, even when the stakeholders are the same people. [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]

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 practise’ 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]

Supercharge your project performance - Author: Lynda Bourne.
The ever increasing demand for more project managers is creating divergent pressures and opportunities for the project management profession. This paper will explore the phenomenon of the accidental project manager and describe the project management skills needed for success. It will then outline ways organisations and the Project Management profession can support project managers and help them achieve recognised qualifications. [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]

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]

Trends in Modern Project Management - Past Present & Future - Author: Patrick Weaver.
In its 50th year (2007), the profession of ‘modern project management’ is facing many challenges and opportunities. We are fast entering the ere of stakeholder centric project management in the full glare of corporate governance. The boundaries of our technology are merging into a range of other disciplines including communications, general management and corporate governance and arguably everything (or nothing) could be a project. This paper reviews the roots of project management, briefly looks at the evolution of the discipline into a profession and then attempt to predict where success for us as project management practitioners will lay in the future. [View Abstract]

(The) VIPER Experience - Author: Patrick Weaver.
Analyses the evolution of VIPER as an aircraft maintenance management system over 10 years. The paper focuses on the use of Earned Value data and other project information as an agent of change and the benefits of automated and integrated management systems. [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 ]

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 ]

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]