“Sometimes, when learning precedes experience it doesn’t make sense right away”, Richard Bach
Personal development must ultimately affect the attitudes and beliefs of the participants, otherwise the impact on their performance and their behaviour fades quickly. New knowledge is lost without a context within which it is useful, and skills are never properly formed without practice. So many training providers, so many training courses, offer little more than lists to learn and token tasks to try out, and their value back in the workplace, even when very intensive and leading to accreditation, is low.
With PiCubed’s business and university background, the focus of all we do is to alter the capability of an organisation and the individuals working in it. Using a variety of techniques, and sensitive to the different learning styles of people, our learning events, whether structured courses, workshops or informal coaching sessions, have high impact. The purpose of every learning event is to provide ‘accelerated experience’ and to challenge the participants to actively better their own and others’ performance.
In the change and project management communities we specialise in, we go well ‘beyond method’ to develop memorable models, highly relevant approaches to making good judgements, correct decisions and effective actions. Participants take away the lessons learned from their professional peers from across the world; they take away tools and techniques they can immediately deploy in their workplace; and a permanent connection to the expertise and support of PiCubed.
This book provides a stakeholder-centric analysis of projects, and explains which engagement models are relevant to different types of projects—from simple office moves to IT enterprise changes, to transformational change of a business, and to complex social development.
With case studies from around the world, the book illustrates what goes wrong when stakeholders are not engaged successfully, what amazing things happen when they are, and what lessons can be learned from both experiences.
Cases drawn from a variety of contexts are used to demonstrate the application of stakeholder tools, leaving the reader with a very practical understanding of which techniques may be beneficially applied to their own projects.
If you need to know how agenda-based stakeholders affect the planning of a project? If some of your role-based stakeholders won’t engage? If you need to persuade some, and inspire action in others, how do you go about it? What are the six big principles of stakeholder engagement?
This book answers these questions and many more, all focused on how do you engage with stakeholders to deliver successful project outcomes.
The power of models
Models are powerful ways of thinking about and communicating ideas involving complex real world concepts and events. They are different from methods and procedures in that they are metaphors not directions on what to do and how to do it – they are valuable because they illustrate and suggest ways of understanding how things work and how things are interrelated.
A good model is memorable – easy to communicate – and it suggests linkages and connections that may otherwise be overlooked. It should – as any good metaphor should – be immediately accessible to the listener or reader and create a sense of “I see that now” within minutes of being exposed to it. This immediacy should translate itself into interest and confidence to extend and explore the model, a feeling rarely generated by being exposed to a method or process.
PiCubed consultancy and education is based on the delivery and exploitation of memorable models in portfolio, project and change management. The models we use have been developed and tested in hundreds of project and change environments – and presented to and workshopped with over 10,000 project and change practitioners.
There is no single unified model for business, or indeed for projects. In much the same way there are different maps of the world, each using a different model to represent reality, with some maps accurately showing areas but distorting other things, while others maintain the relative positions and distances between towns well, but distort areas – so for project and change models. Some bring in sharp relief interpersonal dynamics but distort functional and structural aspects, while others focus on clarity and management engagement and underplay other factors.
Just as with different maps, however, it is important to navigate between the models and we use the change diamond model to give a coherent, consistent and compelling structure to organise the delivery of portfolio , project and change initiatives, their governance, their management and the provision of support from internal and external consultants.