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"MacNicol, Donnie"
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Taking the lead
Few would argue that outstanding leaders are needed to deliver major projects successfully. As projects become bigger, leaders must be capable of managing complex temporary organizations, which often mirror complex businesses. The complexity and multiple expectations of the leader's role on major projects can be captured in a model. The idea is that a leader must look in eight directions to identify and understand the whole picture: upwards, outwards, internally, externally, backwards, forwards, inwards and downwards. These directions can be paired because they focus primarily on stakeholders, vision, keeping on the ball and focusing on results. A major project goes through multiple stages over time, and its leadership needs can also change. Initially, it requires someone who can take an idea and shape a project. Then project approval requires a shrewd political and business-orientated leader. The early stages of implementation mean bringing together an even larger, disparate team to collaborate on design and procurement.
Journal Article
The human factor
Commissioned jointly by RICS and the Association for Project Management (APM), the new Stakeholder engagement guidance note is intended to provide advice for anyone who encounters 'human' as well as technical challenges in their working lives. It is aimed at all those working in a project environment who have to consult, influence, work with, negotiate or consider the views of 'other people' or stakeholders. This capability is increasingly recognised as a key success factor on projects, with numerous reviews indicating these human factors as the most likely causes of failure.Stakeholder engagement should not be seen as a separate activity from 'real' project management, and in most cases it should not be outsourced or, worse still, regarded as an activity just for the public relations or communications departments. It is vital for project teams, especially senior members, to continuously develop their understanding of their stakeholders' evolving objectives, interests, constraints and expectations, whether they are deemed reasonable or not.
Journal Article