Experience shows that the very earliest stages of a project's inception are critical to its ultimate success. I have had the interesting experience of explaining to a baffled head-hunter that I was not interested in a lucrative job because, even at the early development stage when I was approached to lead on this major national project, the client had "lost" it. Decisions had been made about roles and responsibilities and a body of work already done that undermined the successful delivery of the project.
What is needed?
Control systems - you wouldn't try to fly an aeroplane without the benefit of a full set of control systems at your disposal and with a full set of instruments to indicate your heading, altitude and the performance of the aircraft systems, all backed by a sound communications system & operating protocols and with only a vague notion of a flight planů.would you?
So why do otherwise intelligent people embark on delivering projects with only partial control systems (if any) and dodgy communications in place? But they do!
In striving to repeatedly deliver projects on time, on budget and to specification, John and his team developed an approach to project delivery, including a set of mantras, roles and behaviours which have been proven to work reliably. This learning and these systems and protocols can be shared with you, to ensure your projects are more often delivered,
- on time
- to specification, and
- on budget.
Some of what you'll learn will sound bluff, deterministic and inflexible.
There is a simple reason for that - it works
Bringing a creative, fresh and lateral approach to problem solving, developing and delivering projects.