Five strategic moves that define project leadership when things are already going wrong. How smart project managers regain control by managing reality, not playing the hero.
Great advice, you are basically recommending what PRINCE2 calls a Stage Boundary where we plan the next stage or phase and review and update everything.
The big difference between your suggestion and PRINCE2 is that everything needs to be approved by a project board who tend to have no idea what they’re doing. Here the project manager needs to manage upwards to ensure that they know what they’re authorising.
Spot on. The PRINCE2 Stage Boundary concept is solid in theory, but in practice it depends on the maturity of your governance. There’s a great piece from McKinsey about “decision rights” (didn't find the article here) that speaks directly to this. If the people approving decisions don’t understand the impact, then authority and accountability get misaligned.
Great advice, you are basically recommending what PRINCE2 calls a Stage Boundary where we plan the next stage or phase and review and update everything.
The big difference between your suggestion and PRINCE2 is that everything needs to be approved by a project board who tend to have no idea what they’re doing. Here the project manager needs to manage upwards to ensure that they know what they’re authorising.
Spot on. The PRINCE2 Stage Boundary concept is solid in theory, but in practice it depends on the maturity of your governance. There’s a great piece from McKinsey about “decision rights” (didn't find the article here) that speaks directly to this. If the people approving decisions don’t understand the impact, then authority and accountability get misaligned.