Archive for the ‘E AND H’ Category

Associations World Congress 2016

Sunday, April 10th, 2016

IT Projects – is there a gap between aspiration and outcome?

If only it was this easy

You do the project, but it’s not quite as you thought it would be – scope, costs and timescales have all increased and you still haven’t got the result you thought you’d get. At the same time, you may feel that there was a missed opportunity to really develop your team, or a more effective working relationship with your suppliers. Does this sound familiar?

Being able to use technology effectively to develop and transform your organisation is becoming ever more important. Why do so many organisations still experience this gap between aspiration and outcome – particularly when we understand why it happens, and the knowledge and tools needed to avoid it are available?

Jane Royden is exploring this issue at the Associations’ World Congress in Berlin, taking place this week from 10th – 12th April. Under the banner ‘Technology & People: What do you need to deliver the future?’ Jane will be speaking on Monday on ‘Exploring the Gap between Projects, People and Change’.

For more information see the Associations Network World Congress website.

‘Take a look’ at David Hart’s article in APM’s Winter 2015 Project magazine

Tuesday, December 8th, 2015

eye-321961_1280David Hart discusses Visual Management

For our colleagues who are APM members, please ‘Take a look’ at Winter 2015 issue of Project magazine from the APM.  Page 62.

E AND H’s David Hart along with Egor Sviridenko from Targetprocess discuss how visual tools can offer a different way of presenting information and enabling control of projects, programmes and portfolios.

Are the Odds Stacked Against You?

Wednesday, September 9th, 2015

Hope you can get away with it?

Can you accept the risk of your new initiative being more likely to go wrong than to succeed?  Not everyone does – other industries and sectors take a different approach!

Last week I attended one of the regular monthly meetings of Britain’s Energy Coast Business Consortium (BECBC) in Cumbria, of which E AND H is a member. Most of our work however is in London, and in the not-for-profit and Membership sectors, and the contrast between the two couldn’t be greater. As a small project management consultancy, one of the biggest challenges we face is being able to convince potential clients of the value and benefits of adopting good project management practice. At a budget level, the cost of project management, which could amount to as much as 20% of a complex IT and business change project, is often seen as unjustifiable. When I speak to firms at BECBC the picture is totally different – no-one would dream of launching a project in the energy, gas or nuclear sectors without being sure that robust and effective project management is in place from the start. The need for, and value of, project management is taken as read. Why this difference in understanding?

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The obvious answer is degree of risk, or rather the impact of something going wrong. The impact of a nuclear project going wrong could be catastrophic, so it’s comforting to know that effective management and control of risk has such a high priority. Similarly, in the oil and gas industries, the sums of money involved are huge and the potential for a disaster like BP’s Deepwater Horizon is always a possibility, however remote.

But is the relative degree of risk really that different? Certainly as a Membership organisation you are never going to irradiate the population or pollute the Gulf of Mexico, but are the sums of money involved really that different in terms of the relative threat it could pose to your organisation if things go wrong? A small membership association can easily spend £250k+ on introducing new CRM or membership systems and changing working practices – often it’s considerably more.

We regularly hear of organisations experiencing cost overruns and missed deadlines in their projects. The historical figure of something like 60% of all IT projects failing to achieve their objectives is unfortunately stubbornly consistent. Research has demonstrated that almost all causes of project failure are well-known – and most can be minimised with the application of good project management practice. How much does it actually cost you when your project overruns by 6 months? What is the total opportunity cost of this additional time, as well as the direct costs of paying suppliers and staff; and what about the impact on your management credibility and staff morale?pound-685059_1280

When you start looking at the risks of projects going wrong, and what it will cost you as an organisation if it does, then the additional budget up front for some effective project management seems to me to be a wise investment, whatever sector you’re in.

Visual Management Webinar

Thursday, July 9th, 2015
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Image courtesy of Stuart Miles at FreeDigitalPhotos.net

Tuesday 28th July at 16:00 BST.   For all Managers who know there must be a better way…..

See the concepts behind visual management, a demo of the Targetprocess visual management solution for non-profit organisations, and ask questions about the system and the benefits. Click here to register your place.  For more information about Visual Management at http://www.eandhlimited.com/visual-management.htm

Britain’s Energy Coast

Thursday, July 9th, 2015

Attended the network meeting of Britain’s Energy Coast Business Cluster last week.  Diverse range of businesses there from nuclear decommissioning to accountants.  More on BECBC here www.becbusinesscluster.co.uk/

Image by Linda Bussey www.pixlb.co.ukBECBC 010715