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Achieving the Unachievable

A case study on aligning a project with stakeholder objectives.

 

This case study describes how a major capital expenditure project was able to achieve a faster, risk-adjusted and still achievable schedule using a combination of schedule and risk analytics, based on the Acumen S1>S5™ schedule maturity framework built into the Fuse project analysis platform.

Through groundbreaking analytics and reporting techniques, what was originally deemed to be unachievable—a faster, less risky project that would enable a faster-to-market gas production facility, was achieved. The techniques used reduced the original project forecasted duration by almost one year, and in parallel, reduced the forecasted risk exposure, aligning the project to stakeholder expectations and ultimately leading to a successful, timely sanction and approval of funding.

Published in Blogs

The Competing Mode is one of the modes of conflict resolution as defined by the TKI or Thomas-Kilmann Conflict Mode Instrument. The TKI breaks our conflict handling preferences into five modes.

Because the Competing Mode is considered to be assertive, uncooperative and power-oriented it often gets a bad rap. Sure sometimes a person who always uses this mode is pursuing their beliefs at the expense of others or using whatever power they can to win their position. But let’s suspend final judgment about the Competing Mode for just one moment. There is a time and a place for every conflict resolution style and this means that there are times when the Competing Mode should be your first choice. Here is an example.

Scenario – Your Company is introducing a new policy and it is going to be very unpopular. Let’s say you are reverting from a four day work week back to a five day work week. Your team is really mad and really believes that they should have a say in this decision. How can you best handle this conflict?

Published in Blogs

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